1. Entrepreneurship – some views from the UK Professor Ronald W. McQuaid Malcolm Greig Shandong University of Finance, Jinan, P.R. China March 2005 Employment Research Institute Napier University

2. Adam Smith 1723-1790 economist from Scotland Employment Research Institute Napier University

4. OUTLINE OF THE TALK What is entrepreneurship? Types of business start-up entrepreneurs Policies to support new businesses Employment Research Institute Napier University

5. Entrepreneurship in Neo-classical Economics Output = f(K, L, N) Capital Labour Land Entrepreneurship (?) Employment Research Institute Napier University

6. PERSPECTIVES ON ENTREPRENEURSHIP Entrepreneurship as starting a new business Entrepreneurship as a small business (SME) owner-manager Employment Research Institute Napier University

7. Changes in Total and Self-Employment (1980 = 100) Employment Research Institute Napier University

8. Entrepreneurship as a function in the economy  Risk  Co-ordination, allocation and use of resources  ‘Middleman’ Employment Research Institute Napier University

9. Entrepreneurship as a function in the economy  Innovator – Products methods of production, new markets new sources inputs or by changing the structure of an organisation or an industry Employment Research Institute Napier University

10. Registrations and De-Registrations as % of Stock, 1999 Employment Research Institute Napier University

11. Entrepreneurship as a set of personal characteristics Samuel Smiles (1859): the key psychological traits of an entrepreneur were integrity, self-learning, courage, conscientiousness, patience, perseverance, self-discipline and self-respect. Employment Research Institute Napier University

12. Entrepreneurship as a set of personal characteristics More modern: Particular qualities or attitude motivations their being a ‘great leader’ or social forces ‘Everyman’ Employment Research Institute Napier University

13. Entrepreneurship as a form of behaviour What entrepreneurs do, rather than who they are Employment Research Institute Napier University

14. Entrepreneurship as a form of behaviour PETER DRUCKER, 1985, said: an entrepreneur is a person who “always searches for change, responds to it, and exploits it as an opportunity.” entrepreneurship “consists in the purposeful and organised search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation” Employment Research Institute Napier University

15. Entrepreneurship as a form of behaviour STEVENSON and SAHLMAN, 1989, “entrepreneurship is most fruitfully defined as the relentless pursuit of opportunity without regard to resources currently controlled”. So we can have “Enterprising Employees.” Employment Research Institute Napier University

16. Entrepreneurship as starting a new business Employment Research Institute Napier University

17. Who starts an innovative business? Type 1: An experienced employee working in an established company who cannot advance any further on the career ladder in their current place of employment. Setting up their own business allows them to advance both in career and income terms. “Pull motivation” Employment Research Institute Napier University

18. Entrepreneur Backgrounds Type 2: An experienced worker in an existing company forced into setting up their own business as a result of employment insecurity caused principally by their age. “Push motivation” Employment Research Institute Napier University

19. Entrepreneur Backgrounds Type 3: A younger and well educated person. Motivations for starting businesses were more complex than in the other two cases. Major factors were a desire for independence, a means of achieving self fulfilment and an intense interest in a trade. “Pull motivation” Employment Research Institute Napier University

20. Richard Branson (Virgin) I never once started a business with the sole motivation of making money Employment Research Institute Napier University

21. Profile of an Entrepreneur CharacteristicTraits Self confidenceBelief in ability, independence, optimism Strong will powerPersistence and perseverance, determination Task / result oriented Achievement-oriented, hard work, initiative Risk-takerRisk assessment and judicious risk taking ability LeadershipGood communicator, responsive to suggestions, develops other people OriginalityInnovative, creative, flexible. resourceful, versatile, knowledgeable Future-orientedForesight, vision, perceptiveness

22. POLICIES Macro-level policies to promote entrepreneurship Stable Economy Currency Interest rates Inflation Taxation Legal and financial system Lack of corruption Employment Research Institute Napier University

23. Change in the Stock of (VAT) Enterprises (1000s) Employment Research Institute Napier University

24. POLICIES Micro-level policies to promote entrepreneurship advice and training finance technology markets physical infrastructure entrepreneurial culture Employment Research Institute Napier University

25. How to best include dynamic entrepreneurship into our models? To improve models To improve policies Employment Research Institute Napier University

26. The End http://www.napier.ac.uk/depts/eri/home.htm Employment Research Institute Napier University

27. Success Factors in SMEs Storey (1994) provides a series of factors which appear common to growth start-up companies.  Successful companies demonstrate an ability to shift into (usually marginal) different product markets.  Most growing companies recruit experienced management from outside.  Marketing expertise is critical for new companies with new products. Employment Research Institute Napier University

28. Success Factors in SMEs  Human resource management policies should link different parts of the small firm together, and encourage team working and flexible management systems.  Businesses which survive and grow reinvested heavily in the company and take out few profits for personal consumption. Employment Research Institute Napier University

29. Success Factors in SMEs  Successful companies must have good, long-term relationships with banks. This is helped by good financial management to track performance.  He recommends a shift away from overdrafts to longer term loans and equity investments by banks to allow more company stability. Owners of companies must also be more willing to invite outside investment from this and other sources. Employment Research Institute Napier University

30. Success Factors in SMEs  Those companies which are successful tend to seek quality private sector advice from solicitors, accountants and management consultants. Employment Research Institute Napier University