1

Modul
Ent r epr eneur i al behavoi ur
i n PPP
B
Prof. Dr. Miroslav Rebernik
Agenda
Entrepreneurship defined
Finding, identifying and evaluating business
opportunities
Case of successfull cooperation between public and
private
University business incubator Tovarna podjemov
Global Entrepreneurship Monitor
Business Model Generation methodology (BMG)
Introduction to BMG
Excersize on generating business model for PPP
Entrepreneur
Manager Owner
Primary functions of business system
SWITCH
Ent r epr eneur Manager Ow ner
Di f f er ent or gani sat i ons Same
f unc t i ons
Private
organisation
Entrepreneurship
Management
Ownership
Public
organisation
Entrepreneurship
Management
Ownership
Public Private
Parnership
Entrepreneurship
Management
Ownership
Process of identifying and pursuing business
opportunities
Process of creating value by bringing together resources
to exploit an opportunity
Pursuit of opportunity without regard to resources
controlled
Set of critical thinking skills
What i s ent r epr eneur shi p
Ent r epr eneur s ver sus
Smal l Busi ness Ow ner s: A
Di st i nc t i on
Small Businesses Owners
Manage their businesses by expecting stable
sales, profits, and growth
Entrepreneurs
Focus their efforts on innovation, profitability
and sustainable growth
Kuratko et al. 2009
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Ent r epr eneur shi p: A Mi ndset
Entrepreneurship is more than the mere creation
of business:
Seeking opportunities
Taking risks beyond security
Having the tenacity to push an idea through to reality
Entrepreneurship is an integrated concept that
permeates an individuals business in an
innovative manner.
Kuratko et al. 2009
Why Ent r epr eneur shi p?
Key to economic development and growth
Creates jobs, income, and wealth
Source of new technology and products
Why St ar t a Busi ness
Independence
Control Over Ones Life
Personal Satisfaction
Financial Rewards
Fi ndi ng, i dent i f yi ng and eval uat i ng
busi ness oppor t uni t i es
Idea invention innovation market
Needed resources
Entrepreneur and his team
Business Model & Business plan
Experts advice
JohnMullins,
professoratLBS
RichardBranson,
entrepreneur
You have to make
sure there's a gap in
the market that you
are going to deal
with
The most common
mistake is falling in love
with your product rather
than thinking about the
customer and what the
problem is. What you do
need is insight into the
pain that you are solving
What they have in common?
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12
3
10.000 Hours Rule
13
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Practice makes the master
(if master practice)
Two Cases of PPP
University business incubator Tovarna podjemov
www.tovarnapodjemov.org
Global Entrepreneurship Monitor
www.gemconsortium.org
CASE: Gl obal r esear ch as PPP
GEM Global Entreprenership Monitor
Private initiative
Privately managed
Private and public money invested
Serving public interests
GEM - Gl obal Ent r epr eneur shi p Moni t or
Largest global entrepreneurship research program
Slovenia participates since 2002 (financed by public money)
Grew from 10 countries in 1998 to 68 economies and nearly
200,000 APS respondents in 2013 and close to 100
economies overall.
Up to 200 researchers per year
Comprised of Adult Population Survey (APS) and National
Expert Survey (NES)
www.gemconsortium.org
www.gemslovenia.org
GEMGlobal
UKCharity:GERA
Board
ExecutiveDirector
Coordinationteam
(administration,data)
GEMNationalteams
Academicteamsfundandoversee
surveyintheireconomies
centralcoordinationfee
Babsonistheleadglobal
sponsor
Other globalsponsors
GEM
Structure GEMGlobal
AnnualReport
GEMNational
Reports
GlobalSpecialTopicReports
Women Growth Finance
Youth
Wellbeing
Other(education,corporate,social)
Some Take-aways
In every organisation exist roles for entrepreneur,
manager and owner.
Entrepreneurship is a process of identifying and
pursuing business opportunities and creating value
by bringing together resources to exploit an
opportunity.
Entrepreneurship is also a mindest and set of
critical thinking skils.
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Some Take-aways
Entrepreneurship is important for economic
development and growth as it creates jobs, income,
and wealth and is a source of new technology and
products.
Opportunity, entrepreneur and resources are core
driving forces for exploiting business opportunity.
Entrepreneurial behaviour is found in every type of
organisation.
Some Take-aways
Entrepreneurship is local and personal
phenomenon:
Important is the appropriate level of
entrepreneurial activity not the overall level:
QUALITY not QUANTITY
For growth is very important what kind of
entrepreneurship you promote!
Promote role models and establish right
incentives
Some Take-aways
To encourage entrepreneurial activity of adult
population policy-makers should address:
Attractiveness of entrepreneurship for well-
educated, job-secure individuals
Solve trade-offs that high-expectation entrepreneurs
face
Some Take-aways
To encourage entrepreneurial activity of
employees policy-makers should address:
Reward scheme for their employees
Remove obstacles in entrepreneurial process within
company
Creative destruction within their company
To search for viable PPP opportunities implement
modern approaches:
Lean Startup Thinking
Business Model Generation
Customer Development
Ref er enc es
Kuratko, Donald F. (2009), Entrepreneurship: Theory,
Process, Practice (8th Edition), Cengage/Southwestern
Publishers.
Part 1: Entrepreneurial Mindset in 21st Century (p. 1 85)
Global Entrepreneurhip Monitor Reports. Available at
www.gemconsortium.org
Blank, S.: Why the Lean Startup Changes Everything,
Harvard Business Review, May 2013. Available at
https://archive.harvardbusiness.org/cla/web/pl/product.se
am?c=29512&i=29514&cs=72931baa3b05f76aca8090b33d
b139b0
Osterwalder, A., Pigneur, Y.: Business model generation.
Available at pages 14 44. Available at:
http://www.businessmodelgeneration.com/downloads/busi
nessmodelgeneration_preview.pdf