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Những quan niệm phổ biến về nhà khởi nghiệp; đặc điểm thường có ở
nhà khởi nghiệp; đánh giá tiềm năng khởi nghiệp của một cá nhân.
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Có phải họ đi làm thuê?
• 2021
Một thanh niên 35
Nữ kỹ sư IT 28 Một nam kỹ sư IT tuổi ở Đà Nẵng
tuổi sống tại Hà sinh năm 1990 làm việc trong
Nội - nộp 23,4 tỷ nộp 18,1 tỷ đồng lĩnh vực xuất bản
đồng thuế trong tiền thuế trong phần mềm và
thu nhập 330 tỷ tổng thu nhập 260 game cho máy
đồng. tỷ đồng một năm. tính khai nộp 23,5
tỷ đồng tiền thuế.
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KHÔNG!
Họ KHỞI NGHIỆP
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Cơ hội cho UIT – Ngành đào tạo
Mạng máy
tính và
Công nghệ Khoa học Kỹ thuật
Truyền
Thông tin Máy tính Máy tính
thông dữ
liệu
Mạng máy
Hệ thống Kỹ thuật tính và An
Thông tin Phần mềm toàn thông
tin
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Nội dung chính
• 1. Các khái niệm cơ bản
• 2. Khởi nghiệp kinh doanh
• 3. Quan niệm phổ biến về nhà khởi nghiệp
• 4. Đặc điểm thường có ở nhà khởi nghiệp
• 5. Đánh giá tiềm năng khởi nghiệp của cá nhân
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1. Các khái niệm cơ bản
• Entrepreneurship
– A process of innovation and new-venture creation through four major
dimensions—individual, organizational, environmental, and process—
that is aided by collaborative networks in government, education, and
institutions.
• Entrepreneur
– A catalyst for economic change who uses purposeful searching, careful
planning, and sound judgment when carrying out the entrepreneurial
process.
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1. Các khái niệm cơ bản
• Entrepreneurial Leadership
– Combines two capacities of the pursuit of innovation:
• Capacity to lead
• Capacity to risk
– Leadership is measured in:
• Sense of opportunity
• Drive to innovate
• Capacity for accomplishment
– One of the most significant phrases in the twenty-first century.
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1. Các khái niệm cơ bản
• Types of People Involved with Contemporary Small Businesses:
– The entrepreneur invents a business that works without him or her.
– The manager produces results through employees
by developing and implementing effective systems and, by interacting
with employees, enhances their self-esteem and ability to produce good
results.
– The technician performs specific tasks according to systems and
standards management developed.
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2. Khởi nghiệp kinh doanh
• Entrepreneurship (Robert C. Ronstadt)
– The dynamic process of creating incremental wealth.
– This wealth is created by individuals who assume major risks in terms of
equity, time, and/or career commitment of providing value for a product
or service.
– The product or service itself may or may not be new or unique, but the
entrepreneur must somehow infuse value by securing and allocating the
necessary skills and resources.
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2. Khởi nghiệp kinh doanh
• Entrepreneurship
– A dynamic process of vision, change, and creation
• Requires energy and passion toward the creation and
implementation of innovative ideas and creative solutions
– Essential ingredients include:
• Willingness to take calculated risks—in terms of time, equity, or
career
• Ability to formulate an effective venture team
• Creative skill to marshal needed resources
• Fundamental skills of building a solid business plan
• Vision to recognize opportunity where others see chaos,
contradiction, and confusion
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2. Khởi nghiệp kinh doanh
• Các cách tiếp cận về khởi nghiệp
FIGURE 1.4 A Framework of Frameworks Approach
Source: Donald F. Kuratko, Michael H. Morris, and Minet Schindehutte, “Understanding
the Dynamics of Entrepreneurship through Framework Approaches,” Small Business
Economics, 45, no. 1 (2015): 9. Berlin, Germany; Springer Publishing.
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2. Khởi nghiệp kinh doanh
FIGURE 1.2 Integrative Model of Entrepreneurial Inputs and Outcomes
Source: Michael H. Morris, Pamela S. Lewis, and Donald L. Sexton, “Reconceptualizing Entrepreneurship: An Input-Output Perspective,” Reprinted with permission from SAM
Advanced Management Journal 59, no. 1 (Winter 1994): 21–31.
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TABLE 1.1 Financial Analysis Emphasis
Venture Stage Financial Consideration Decision
Start-up or Seed capital Proceed or abandon
acquisition Venture capital sources
Ongoing Cash management Maintain, increase, or
Investments reduce size
Financial analysis and
evaluation
Decline or Profit question Sell, retire, or dissolve
succession Corporate buyout operations
Succession question
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FIGURE 1.3 Dynamic States Approach
Source: Jonathan Levie and Benjamin B. Lichtenstein, (2010). “A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship,” Entrepreneurship Theory and
Practice, 34, no. 2 (2010): 332. Reproduced with permission of John Wiley & Sons Ltd..
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2. Khởi nghiệp kinh doanh
The Entrepreneurial Revolution: A Global Phenomenon
• Entrepreneurship is the symbol of business tenacity and achievement.
• Entrepreneurs were the pioneers of today’s business successes.
• Global Entrepreneurship Monitor (GEM):
– Provides an annual assessment of the entrepreneurial environment of
over 100 countries and 70 economies.
– Accounts for 75% of the world’s population and
90% of the world’s GDP.
– 250 million entrepreneurs worldwide will potentially create more jobs.
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2. Khởi nghiệp kinh doanh
The Entrepreneurial Revolution: A Global Phenomenon
Factor-Driven Efficiency- Innovation-
Phase Driven Phase Driven Phase
Subsistence Industrialization and
Knowledge-intensive
agriculture and increased economies
businesses
extraction businesses of scale
Heavy reliance on
Capital-intensive Service sector
labor and natural
large organizations expands
resources
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• Việt nam đang ở
giai đoạn nào của
chu trình tiến hóa
khởi nghiệp?
• Tại sao?
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2. Khởi nghiệp kinh doanh
The Entrepreneurial Revolution: A Global Phenomenon
• Entrepreneurship
– Impacts economic measures for growth, innovation, and internationalization.
– Requires confidence in opportunities and determination.
– Needs both dynamism and stability for the creation of new businesses and the exit of
nonviable ones.
– Requires a variety of business phases and types and different types of entrepreneurs
including women and various age groups.
– Works best when there is a strong set of basic economic requirements in place to
reinforce efficiency enhancers.
– Flourishes when there is broad societal acceptance of the entrepreneurial mind-set.
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2. Khởi nghiệp kinh doanh
The Growth of Gazelles and Unicorns
A “gazelle” A “unicorn”
• A “unicorn”
–A business establishment with at least 20%
sales growth in each year for 5 years, starting – A pre-IPO (private) start-up company
with a base of at least $100,000 in annual sales. with a $1 billion market value
•Gazelles as leaders in innovation: – Examples: Oculus VR, Nest, Minecraft,
Beats
–Are responsible for 55% of innovations in 362
– In 2018, 80 start-ups were valued at $1
different industries and 95% of radical
billion or more.
innovations.
• A “decacorn”
–Produce twice as many product innovations
– Start-ups with a $10 billion or more
per employee as do larger firms.
market value
–Obtain more patents per sales dollar than do
– Examples: Facebook, Uber (taxis), and
larger firms. Airnb (hotels)
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2. Khởi nghiệp kinh doanh
• Entrepreneurial firms make two indispensable contributions to an economy:
1. They are an integral part of the renewal process that pervades and defines
market economies.
2. They are the essential mechanism by which millions enter the economic
and social mainstream of society.
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2. Khởi nghiệp kinh doanh
• Best Graduate Programs in • Best Undergraduate Programs in
Entrepreneurship Entrepreneurship
– Indiana University–Bloomington** – Indiana University–Bloomington**
– Stanford University – University of Pennsylvania
– Harvard University – University of Southern California
– Massachusetts Institute of Technology – University of Arizona**
– University of California–Berkeley** – Babson College
– Babson College
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3. Quan niệm phổ biến về nhà khởi nghiệp
• Entrepreneur is derived from the French entreprendre, meaning “to
undertake.”
– The entrepreneur is one who undertakes to organize, manage, and
assume the risks of a business.
– Although no single definition of entrepreneur exists and no one profile
can represent today’s entrepreneurs, research is providing an
increasingly sharper focus on the subject.
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3. Quan niệm phổ biến về nhà khởi nghiệp
• The New Generation of Entrepreneurs:
– Millennipreneurs—under age 35 and define success by the positive
social or environmental impacts of their business
– Ultrapreneurs—focus on environmental and social concerns
– Serialpreneurs—have four or more operating companies
– Boomerpreneurs—55 years or older and convinced their business has a
positive social impact
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3. Quan niệm phổ biến về nhà khởi nghiệp
• Entrepreneurs
– Recognize opportunities where others see chaos, contradiction, or
confusion
– Are aggressive catalysts for change within the marketplace
– Challenge the unknown and continuously create breakthroughs for the
future
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3. Quan niệm phổ biến về nhà khởi nghiệp
Small-Business Entrepreneurs
Owners • Focus their efforts on
• Manage their businesses by innovation, profitability,
expecting stable sales, and sustainable growth
profits, and growth
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3. Quan niệm phổ biến về nhà khởi nghiệp
The Myths of Entrepreneurship – AVOID THEM!
• Myth 1: Entrepreneurs are doers, not thinkers.
• Myth 2: Entrepreneurs are born, not made.
• Myth 3: Entrepreneurs are always inventors.
• Myth 4: Entrepreneurs are academic and social misfits.
• Myth 5: Entrepreneurs must fit the profile.
• Myth 6: All entrepreneurs need is money.
• Myth 7: All entrepreneurs need is luck.
• Myth 8: Entrepreneurship is unstructured and chaotic.
• Myth 9: Most entrepreneurial initiatives fail.
• Myth 10: Entrepreneurs are extreme risk takers.
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4. Đặc điểm thường có ở nhà khởi nghiệp
• Entrepreneurship is more than the mere creation of business:
– Seeks opportunities
– Takes risks beyond security
– Has the tenacity to push an idea through to reality
• Entrepreneurship is an integrated concept that permeates an individual’s
business in an innovative manner.
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4. Đặc điểm thường có ở nhà khởi nghiệp
The entrepreneurial imperative encourages a mind-set for:
» seeking opportunities,
» taking risks,
» tolerating failure,
» bootstrapping,
» leveraging resources,
» overcoming obstacles.
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4. Đặc điểm thường có ở nhà khởi nghiệp
• Entrepreneurial Mind-Set
– Describes the most common characteristics associated with successful
entrepreneurs as well as the elements associated with the “dark side” of
entrepreneurship.
• Who Are Entrepreneurs?
– Independent individuals, intensely committed and determined to
persevere, who work very hard.
– Confident optimists who strive for integrity.
– They burn with the competitive desire to excel and use failure as a
learning tool.
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4. Đặc điểm thường có ở nhà khởi nghiệp
• Employee Perspective: • Entrepreneur Perspective:
• Out of fear for my job, I must • Fear fuels me.
conform. • Mistakes help me learn.
• Mistakes must be avoided. • Calculated risks are my security.
• Avoiding risks is security. • Continuous learning is my
• I must know everything about my job. approach.
• Try and be smartest one on my team. • Seek a team of people smarter than
• How I look externally is key. me.
• Promotion is my goal. • How I appear internally is more
important.
• The entrepreneurial journey is my
Employee vs. Entrepreneur Mind-Set goal.
Source: Adapted from Solange Lopes, “How to Switch from an Employee to an Entrepreneur Mindset.” HuffPost, September 11, 2017. https://www.huffingtonpost.com/entry/how-to-
switch-from-an-employee-to-an-entrepreneur-mindset_us _59b69e29e4b0d364c97f53fb.
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4. Đặc điểm thường có ở nhà khởi nghiệp
• Determination and • Calculated risk taking
perseverance • High energy level
• Drive to achieve • Creativity and innovativeness
• Opportunity orientation • Vision
• Initiative and responsibility • Passion
• Persistent problem solving • Independence
• Seeking feedback • Team building
• Internal locus of control
• Tolerance for ambiguity
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TABLE 2.1 Characteristics Often Attributed to Entrepreneurs
1. Confidence 14. Flexibility 27. Ability to learn from
2. Perseverance, determination 15. Intelligence mistakes
3. Energy, diligence 16. Orientation to clear goals 28. Sense of power
4. Resourcefulness 17. Positive response to 29. Pleasant personality
5. Ability to take calculated challenges 30. Egotism
risks 18. Independence 31. Courage
6. Dynamism, leadership 19. Responsiveness to 32. Imagination
7. Optimism suggestions and criticism 33. Perceptiveness
8. Need to achieve 20. Time competence, 34. Toleration for
9. Versatility; knowledge of efficiency ambiguity
product, market, machinery, 21. Ability to make decisions 35. Aggressiveness
technology quickly 36. Capacity for enjoyment
10. Creativity 22. Responsibility 37. Efficacy
11. Ability to influence others 23. Foresight 38. Commitment
12. Ability to get along well 24. Accuracy, thoroughness 39. Ability to trust workers
with people 25. Cooperativeness 40. Sensitivity to others
13. Initiative 26. Profit orientation 41. Honesty, integrity
• 42.andMaturity,
Source: John A. Hornaday, “Research about Living Entrepreneurs,” in Encyclopedia of Entrepreneurship, ed. Calvin Kent, Donald Sexton, balance
Karl Vesper (Englewood
Cliffs, NJ: Prentice Hall, 1982), 26–27. Adapted by permission of Prentice-Hall, Englewood Cliffs, NJ.
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4. Đặc điểm thường có ở nhà khởi nghiệp
The Entrepreneurial Ego
• Self-Destructive Characteristics
– Overbearing need for control and power
– Sense of distrust
– Overriding desire for success
– Unrealistic external optimism
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5. Đánh giá tiềm năng khởi nghiệp của cá nhân
• Socializing and sharing by
students
Typology of
FIGURE 2.1
Entrepreneurial Styles
Source: Thomas Monroy and Robert Folger, “A Typology of
Entrepreneurial Styles: Beyond Economic Rationality,” Journal of
Private Enterprise 9, no. 2 (1993): 71.
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5. Đánh giá tiềm năng khởi nghiệp của cá nhân
• The Dark Side of Entrepreneurship
• The Entrepreneur’s Confrontation with Risk
– Financial risk versus profit (return) motive varies in entrepreneurs’
desire for wealth.
– Career risk—loss of employment security.
– Family and social risk—competing commitments of work and family.
– Psychic risk—psychological impact of failure on the well-being of
entrepreneurs.
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5. Đánh giá tiềm năng khởi nghiệp của cá nhân
Entrepreneur Stress: Type A Personalities
• Chronic and severe sense of time urgency
• Constant involvement in multiple projects subject to deadlines
• Neglect of all aspects of life except work
• A tendency to take on excessive responsibility, combined with the feeling
that “Only I am capable of taking care of this matter”
• Explosiveness of speech and a tendency to speak faster than most people
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FIGURE 2.2 Classifying Decisions Using a Conceptual Framework
Source: Verne E. Henderson, “The Ethical Side of Enterprise,” Sloan Management Review (Spring 1982): 42.
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5. Đánh giá tiềm năng khởi nghiệp của cá nhân
• “Always Do the Right Thing”
• Reasons for management to adhere to a high moral code:
– It is good business because unethical practices have a corrosive effect,
not only on the firm itself, but on free markets and free trade which are
fundamental to the survival of the free enterprise system.
– Improving the moral climate of the firm will eventually win back the
public’s confidence in the firm.
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5. Đánh giá tiềm năng khởi nghiệp của cá nhân
• Entrepreneurial Motivation
– The quest for new-venture creation as well as
the willingness to sustain that venture.
• Personal characteristics, personal environment, business
environment, personal goal set (expectations), and the existence of a
viable business idea
• Entrepreneurial Persistence
– An entrepreneur’s choice to continue with an entrepreneurial
opportunity regardless of counterinfluences or other enticing
alternatives.
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