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200 Entrepreneurship Topics

200 Entrepreneurship Topics

Venturing into the dynamic world of entrepreneurship can unleash innovative ideas and steer you towards success. Browse through our selection of 200 stimulating entrepreneurship topics, meticulously crafted to meet the interests and business goals of every budding entrepreneur.

  • The Rise of the Gig Economy and Its Impact on Entrepreneurship.
  • Understanding the Lean Startup Methodology.
  • The Importance of Adaptability in the Entrepreneurial Journey.
  • How Technology Has Transformed Entrepreneurship in the 21st Century.
  • Social Entrepreneurship and Its Role in Addressing Societal Issues.
  • Female Entrepreneurship: Challenges and Opportunities.
  • The Impact of COVID-19 on Small Businesses and Startups.
  • Sustainable Entrepreneurship: Building Businesses That Care for the Environment.
  • The Psychology of Entrepreneurship: Mindset and Motivation.
  • The Role of Government Policy in Supporting Entrepreneurial Ventures.
  • Networking Strategies for Budding Entrepreneurs.
  • The Benefits and Risks of Crowdfunding for New Businesses.
  • Youth Entrepreneurship Education and Its Importance.
  • The Entrepreneurial Journey: From Idea to Execution.
  • Innovations in Fintech: Opportunities for Startups.
  • The Sharing Economy: A New Frontier for Entrepreneurs.
  • Bootstrapping Versus Seeking Venture Capital.
  • The Influence of Social Media on Entrepreneurship.
  • Corporate Entrepreneurship: Fostering Innovation Within Established Companies.
  • The Ethics of Entrepreneurship: Balancing Profit and Responsibility.
  • Successful Entrepreneurship in Rural Areas: Overcoming the Challenges.
  • Importance of Intellectual Property Rights for Entrepreneurs.
  • How to Build a Customer-Centric Business Model.
  • The Evolution of E-commerce and Its Effect on Traditional Businesses.
  • Building an Entrepreneurial Team: Recruitment and Management.
  • The Role of Mentorship in Entrepreneurial Success.
  • Effective Leadership in a Startup Environment.
  • The Pros and Cons of Entering a Saturated Market.
  • The Impact of Globalization on Small Businesses.
  • Navigating Business Partnerships and Co-founder Dynamics.
  • Balancing Work and Life as an Entrepreneur.
  • Franchising as an Entrepreneurial Strategy.
  • Strategies for Scaling up a Small Business.
  • The Significance of a Strong Business Plan.
  • How to Conduct Market Research for a New Venture.
  • The Future of Entrepreneurship: Trends and Predictions.
  • The Challenges of International Expansion for Startups.
  • Why Some Startups Fail and Others Succeed.
  • Venture Capital Funding: A Guide for Startup Founders.
  • The Role of Disruption in Creating Business Opportunities.
  • Crafting a Unique Value Proposition for Your Business.
  • The Influence of Culture on Entrepreneurship.
  • Outsourcing Tasks: When and How Entrepreneurs Should Do It.
  • Building a Personal Brand as an Entrepreneur.
  • Overcoming Fear of Failure in Entrepreneurship.
  • The Role of Customer Feedback in Shaping a Business.
  • Importance of Continuous Learning and Development for Entrepreneurs.
  • Analyzing the Competitive Landscape for New Ventures.
  • Time Management Skills for Busy Entrepreneurs.
  • The Power of Storytelling in Marketing a Startup.
  • Managing Financial Challenges in the Early Stages of a Business.
  • The Impact of Artificial Intelligence on Entrepreneurship.
  • Ecosystem for Innovation: How Cities and Regions Foster Entrepreneurship.
  • Measuring Business Success: Beyond Financial Metrics.
  • How to Pivot Your Business Strategy Effectively.
  • Business Incubators and Accelerators: How They Can Help Startups.
  • The Effects of Digital Transformation on Entrepreneurship.
  • Entrepreneurial Approaches to Crisis Management.
  • Big Data and Analytics for Entrepreneurs.
  • How Family Businesses Transition to Entrepreneurial Ventures.
  • The Intersection of Entrepreneurship and Activism.
  • Collaborative Consumption: A New Business Paradigm.
  • Startup Culture and Its Influence on Employee Engagement.
  • Legal Obstacles and Considerations for Startups.
  • Ethics in Entrepreneurship: Starting and Running a Business Responsibly.
  • Utilizing E-learning Platforms for Entrepreneurial Development.
  • Startups and the Challenge of Creating a Brand Identity.
  • The Significance of Exit Strategies for Entrepreneurs.
  • The Gig Economy: Freelancers Fueling Entrepreneurship.
  • The Effects of Demographic Shifts on Entrepreneurial Opportunities.
  • Overcoming Supply Chain Challenges in Startups.
  • Augmented Reality and Virtual Reality: Opportunities for Startups.
  • Angel Investors and How They Impact Startups.
  • Building a Socially Responsible Business.
  • E-Health Innovation: The Role of Startups in Shaping the Future of Healthcare.
  • The Phenomenon of Unicorn Startups and What Drives Their Success.
  • Keeping up With Technological Change as an Entrepreneur.
  • Emerging Markets: Opportunities and Hurdles for Entrepreneurs.
  • Entrepreneurship and the Importance of Building Trust With Consumers.
  • Cybersecurity Challenges for Small Businesses.
  • Entrepreneurial Opportunities in the Food Industry.
  • The Relevance of Customer Relationship Management for Small Businesses.
  • Balancing Innovation With Practicality in Business.
  • Crafting an Effective Digital Marketing Strategy on a Budget.
  • Impact Investing: Entrepreneurs Driving Social Change.
  • The Importance of Resilience in the Entrepreneurial Process.
  • Design Thinking as a Tool for Entrepreneurs.
  • The Essentials of Supply Chain Management for New Businesses.
  • Entrepreneurial Strategies in the Entertainment Industry.
  • Small Businesses and the Debate Over Raising the Minimum Wage.
  • The Role of Co-working Spaces in Supporting Startups.
  • Entrepreneurship in the Age of Remote Work.
  • Cultural Competence: An Essential Skill for Global Entrepreneurs.
  • Monetizing Innovations: From Concept to Market.
  • The Importance of a Support System for Entrepreneurs.
  • The Challenge of Balancing Quality and Growth in a Startup.
  • Brand Collaborations and Partnerships: Boosting Growth and Credibility.
  • How to Deal with Competition in Entrepreneurship.
  • The Power of Niche Markets for Entrepreneurs.
  • Financial Literacy Skills That Every Entrepreneur Should Have.
  • The Impact of Cryptocurrencies on Entrepreneurial Ventures.
  • Developing a Sustainable Business Model.
  • Customer Service Excellence for Business Growth.
  • Strategies to Leverage User-Generated Content for Small Businesses.
  • The Entrepreneurial Mindset in Non-business Disciplines.
  • The Significance of Patents and Trademarks for New Ventures.
  • The Benefits of Diversity in Entrepreneurship.
  • Building an Eco-Friendly Business From the Ground Up.
  • Guerrilla Marketing Tactics for Startups.
  • The Relevance of Traditional Marketing in the Digital Age.
  • Strategies for Effective Online and Offline Retail Integration.
  • Mobile Commerce and Its Opportunities for Entrepreneurs.
  • Entrepreneurs Tackling the Affordable Housing Crisis.
  • The Advantages of Starting a Business in a Small Town.
  • Entrepreneurial Finance: Finding and Managing Your Funds.
  • Overcoming Language Barriers in International Business.
  • The Influence of Personal Branding on Entrepreneurial Success.
  • Developing a Circular Economy Through Entrepreneurship.
  • Managing Business Growth Pains Effectively.
  • Big Business Versus Small Business: Entrepreneurial Perspectives.
  • The Importance of Soft Skills in Entrepreneurship.
  • The Rise of Subscription Services and Their Business Models.
  • Challenges of Maintaining Innovation in Growing Startups.
  • The Role of Passion in Driving Entrepreneurial Ventures.
  • Combating Adversity With Creative Business Strategies.
  • Strategies for Retaining Talented Employees in a Startup.
  • The Potential of Renewable Energy Entrepreneurship.
  • Growth Hacking Techniques for Early-Stage Startups.
  • The Impact of 3D Printing on Manufacturing and Entrepreneurship.
  • Lean Startup: Minimizing Waste and Maximizing Value.
  • The Gig Economy’s Influence on Traditional Business Models.
  • Addressing the Unique Challenges of Solo Entrepreneurship.
  • Corporate Social Responsibility in Entrepreneurship.
  • The Impact of Industry 4.0 on Entrepreneurship.
  • The Role of Non-profit Organizations in Entrepreneurial Ecosystems.
  • Local vs. Global: Scaling Your Business Effectively.
  • Intrapreneurship: Encouraging Innovation Within Large Organizations.
  • The Contribution of Side Hustles to the Entrepreneurial Landscape.
  • Is Entrepreneurship the Key to Economic Growth?
  • The Pros and Cons of Family and Friends as Investors.
  • Enhancing Business Processes With Automation.
  • Changing Customer Expectations and How Businesses Can Adapt.
  • The Synergy Between Academia and Entrepreneurship.
  • The Role of Blockchain in Innovative Business Practices.
  • Transitioning From a Corporate Job to Entrepreneurship.
  • The Impact of Expatriates on Entrepreneurial Ventures.
  • The Phenomena of Lifestyle Entrepreneurship.
  • Understanding the Customer Journey in the Digital Era.
  • Navigating the Legalities of E-business.
  • Combating Climate Change Through Innovative Startups.
  • The Future of Work: Entrepreneurial Perspectives.
  • Making the Most of Entrepreneurial Competitions and Awards.
  • The Practice of Responsible Entrepreneurship.
  • Leveraging Emotional Intelligence for Business Success.
  • The Influence of Open-Source Software on Technology Startups.
  • How to Foster Creativity and Innovation in Your Business.
  • Preparing for and Managing Business Crises Effectively.
  • The Power of Micro-Enterprises in Stimulating Local Economies.
  • Strategies for Effective Delegation in a Growing Business.
  • The Potential Impact of Universal Basic Income on Entrepreneurship.
  • Understanding and Leveraging Business Analytics.
  • Building a Mission-Driven Business: The Key to Long-Lasting Success?
  • Creating a Business That Embodies Personal Values.
  • Overcoming Societal and Self-Imposed Barriers to Entrepreneurship.
  • The Impact of Tourism on Local Entrepreneurship.
  • Online Marketplaces: Opportunities and Threats for Small Businesses.
  • Successful Product Launches: Strategies and Lessons Learned.
  • The Perks and Pitfalls of Remote Entrepreneurship.
  • Exploring the Role of Incubators in Startup Success.
  • Creating a Culture of Accountability in a Startup.
  • The Art of Negotiation for Entrepreneurs.
  • Strategies for Successful Mergers and Acquisitions in Small Businesses.
  • Surviving the First Year: Tips for New Entrepreneurs.
  • The Potential of Biotechnology Startups.
  • Contemporary Entrepreneurial Leadership Styles and Their Effectiveness.
  • The Impact of Student Entrepreneurship on Career Prospects.
  • The Promise and Perils of Drop-Shipping Businesses.
  • How to Cultivate Customer Loyalty in a Digital Age.
  • Entrepreneurship and Mental Health: Managing Stress and Burnout.
  • The Implications of Brexit for Uk-Based Entrepreneurs.
  • Balancing Product Innovation With Customer Stability.
  • The Role of Business Incubators in Fostering Local Entrepreneurship.
  • Virtual Teams: A New Reality for Entrepreneurs.
  • Strategies to Build an Environmentally Sustainable Business.
  • The Advantages of Agile Methodology for Startups.
  • How to Protect Your Business Against Cyber Threats.
  • The Role of Influencers in Startup Marketing Campaigns.
  • Developing Countries and the Rise of Entrepreneurship.
  • The Effects of Trade Wars on Global Entrepreneurial Ventures.
  • The Advantages of Multilingualism in International Business.
  • Effective Risk Management in Early-Stage Startups.
  • The Role of Entrepreneurial Education in Shaping Future Leaders.
  • The Intersection of Entrepreneurship and Digital Privacy Concerns.
  • The Significance of User Experience Design for Startups.
  • Tackling the Challenges of Cross-Cultural Communication in Business.
  • How to Use Big Data to Inform Business Decisions.
  • The Role of Government Grants in Supporting Innovative Startups.
  • Strategies for Building a Cross-Platform Brand Presence.
  • Entrepreneurship as a Career: Is It Right for You?
  • The Challenges and Benefits of Social Entrepreneurship in Developing Countries.

Related Posts:

Why Is Entrepreneurship Important

Innovation & Strategy

by Francesc Guell

12 topics for entrepreneurs

entrepreneurship development presentation topics

Update of the article published on November 26, 2013

Creating a new company is an exciting challenge and I believe that from the beginning, two key factors should not be missing: innovation and agility.

The following figure represents the 12 topics organized into independent modules that take three hours each. They are relevant topics that facilitate knowledge and transmit the best proven practices for the process of starting a new company.

All of them have as their origin and destination the client.

entrepreneurship development presentation topics

Actually, by creating a new company we put into practice a good idea, transformed into a product, service or business model, so that it generates benefits in the economic and/or social field and that it lasts over time.

In our environment, it is difficult to differentiate, innovating has associated risks and sometimes difficult financing. To carry out this complex process with the precise agility of knowledge and methodology, it is necessary to overcome barriers that exist in our environment, both to innovation and to new projects.

The 12 topics that I present here are the result of analyzing the most common deficits observed when facing the process, not from a legal or bureaucratic point of view, but purely from a business and strategic point of view.

We are not talking about self-employment, nor about a speculative investment, but about a new company with the desire to grow and endure over time.

The knowledge gained will also be useful to define a new business model or to reorient or consolidate an existing small business.

Presenting 12 independent modules that make up a complete course and that transmit internationally recognized knowledge, experiences and practices to help entrepreneurs. Each of the modules can be done online or in person and its content is adapted to your needs. It is necessary to agree on the dates personally and identify the number of modules to be carried out. The duration of each module is about 3 hours.

Please send the following pre-registration form.

  • At the beginning the idea. Something to link: External needs with our abilities. Discovering the client.
  • Voice of Client. ‘It matters little what you invent, what matters is what your customers expect’.
  • Defining our vision and strategy.
  • The value creation. Customer Value Proposition.
  • Forecasts: The best tool to compete. Sales forecasts, projections and resource needs.
  • Capital, resources and organization. Tangible and intangible. Formal beginning.
  • Basic concepts in finances. Balance sheet, income statement and cash flow. Profitability. Funding. Costs.
  • ” Lean startup” . Find a business model instead of running a business model .
  • Agile Innovation. Innovation and agility from the beginning.
  • Design. What are the expectations of our clients? Extract customer expectations for quality design.
  • The basic processes. The integrated and harmonic management.
  • Organisation. From the functional to a learning organisation.

1.      At the beginning the idea. Something to link: External needs with our abilities. Discovering the client.

How to link our skills, know-how, etc. with a recognized need with external potential.

entrepreneurship development presentation topics

  • Relate an ability, capacity, expertise, knowledge etc. to an outdoor necessity.
  • The beginning of a business idea.
  • What do we do? What needs have detected? Who are the potential customers?
  • Market segments. Segmentation. A global look: where there is something similar?
  • Build a model.
  • Principles of ideas generation.
  • Analysis and filtering ideas. Generate a project.

2.      Voice of Client. ‘It matters little what you invent, what matters is what your customers expect’.

The entire process of creating a company is customer-oriented:

entrepreneurship development presentation topics

  • Identifying our profitable market segment. To highlight subsets of market with common needs and expectations; by geography, applications, perceived benefits etc.
  • Who is the customer? Asking and listening to the customer. Sampling systems and surveys.
  • How to understand voice of customer? Root analysis, explicit and implicit needs and expectations.
  • Methods of extracting information. Methodology of interpretation.
  • The test value / customers.
  • The Kano model.
  • Design: Differentiation questionnaires and Quality for design. (QFD) .

3.      Defining our vision and strategy.

We help define our target, the first results and the medium-term vision:

entrepreneurship development presentation topics

  • Describe the future: where we are going. A clear picture painted in words. Based on values ​​and realities .
  • Current and future to create reality: Analyze the “gap” .
  • The strategy: how to get to fulfil the vision.
  • Communicate the vision , define the strategy, objectives and milestones .
  • The strategic axes. Strategy in one page.
  • Share and contrast strategy.
  • How do we measure?
  • Risks. Alternative pathways. Competition.

4.     The value creation. Customer Value Proposition

How to create value from the beginning and with a clear customer value proposition

entrepreneurship development presentation topics

  • Define the value for our client. How are we going to meet?
  • What will be our value proposition to the customer? Types of value propositions.
  • Methodology for creating the value proposition.
  • Life cycles of products or services.
  • Analysis of portfolios. Mature markets and segments.
  • Analysis of margins and profitability.
  • Our positioning vs.. the value proposition .
  • Consistency and follow-up. Forecasting horizons.

5.     Forecasts: The best tool to compete. Sales forecasts, projections and resource needs.

entrepreneurship development presentation topics

  • The best estimates are a competitive advantage.
  • Companies working to make their increasingly reliable forecasts better meet the needs of your customers and gain greater margin.
  • In an environment of change forecasts are more important.
  • Forecasts are always wrong. How do we reduce the margin of error : Historical and filters. Statistics and trends. Simulations.
  • Agree inputs. Check accuracy. Records and biases.
  • Define responsibilities. Agree Inputs. Place premises.
  • Collaborative Planning.
  • Supply chain. Exceptional demand .
  • Consensus forecast .
  • Defining Performance Indicators and Improvement. Monitoring and action.

6. Capital, resources and organization. Tangible and intangible. Formal beginning.

entrepreneurship development presentation topics

  • The formal beginning. Resources that we need. Assets: Tangible and intangible.
  • The vocation of survival and growth.
  • Requirements: People skills, experience, motivation. Resources. Initial Capital. Organization, values ​​, leadership.
  • The parties involved, “stakeholders”.
  • The cost of resources and capital.
  • Financial projections. The development of intangibles: human capital, structural capital and relational capital.
  • The balance sheet and the hidden balance .
  • Estimation of resources and funding.

7. Basic concepts in finances. Balance sheet, income statement and cash flow. Profitability. Funding. Costs.

entrepreneurship development presentation topics

  • The financial balance or “balance sheet” : A still image to a date.
  • Concepts: assets and liabilities, current , current or fixed assets. Inventories. Reserves. Liquidity and indexes.
  • Operating account or results. Concepts: Direct and indirect costs. Margins. Amortization . Finance costs , provisions .
  • EBIT and EBITDA. Gross and net profit.
  • Cash flow or cash . Concepts . Projections of cash .
  • Financial measures , ratios. ROCE.

8.    ” Lean startup” . Find a business model instead of running a business model .

entrepreneurship development presentation topics

  • Lean + startup = speed.
  • Speed ​​is the elimination of non-value tasks and iteration.
  • Simultaneous activity of linked processes.
  • Development cycles and learning cycles .
  • Build, measure and learn. Iterate cycles . Persevere or pivot .
  • Create a business model from the true minimum ( MVP ) .
  • The “Canvas” Model as a facilitator of startup.
  • Designing a business model.

9.     Agile Innovation. Innovation and agility from the beginning.

entrepreneurship development presentation topics

  • Innovation as a process. The process of “future” vs. the operating process .
  • Agile processes and innovation. Integration. Kaizen and innovation. Barriers to innovation and agility .
  • Create habits and innovative culture.
  • The process of innovation and support.
  • Exploration and generating ideas and opportunities. Concepts and prototypes. Selection and validation. Business filters.
  • Reviews by phases. Ability to perform and generate profits. Ability to review and learn. Structured decision making .
  • Appropriate tools and techniques.
  • Surveillance technology and technology management .
  • Portfolio Management. Cycles of products and platforms.

10.    Design. What are the expectations of our clients? Extract customer expectations for quality design.

entrepreneurship development presentation topics

  • The design and ease of design . Design according to expectations.
  • Affinity diagrams. The explicit, expected and tacit. What is exciting or decisive?
  • Design methodologies. Design skills: QFD (Quality Function Deployment) in the 70 ‘s. DFE Design for Excellence, for Assembly, for Manufacturing ( DFM ) CPK ‘s testability, for Service ( Serviceability ). Green design. User orientated design. Concurrent design.
  • How to involve the client. Alliances and partnership projects.
  • Assessment and measures.

11.    The basic processes. The integrated and harmonic management.

entrepreneurship development presentation topics

  • What is a process? Organization processes. Vision and values.
  • Strategy applied to everyday life. What is the holistic management process ?
  • How to integrate basic processes: Market and customers. Operations and supply chain. Innovation. Supporting processes.
  • How to reduce stress? Integrated and harmonic processes. The plan continued .
  • Skyline and Skyline plan decisions.
  • Incorporate change and relevant information in decision -making.
  • Integrate the intangibles. Education and training.
  • The integrated management: an ongoing process with monthly review cycles.

12.   Organisation. From the functional to a learning organisation.

entrepreneurship development presentation topics

  • Organising the company. Transmission of values ​​and creating habits. Best practices.
  • Functional organization and division of labour. Organization by processes.
  • Matrix organizations. Organization by projects.
  • Concept of “Lean”. Simplifying processes. The “startup” and the lean startup.
  • Working in teams. High performance teams .
  • Organizational maturity. The learning organization
  • Change and cultural change.

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entrepreneurship development presentation topics

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1.1: Chapter 1 – Introduction to Entrepreneurship

  • Last updated
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  • Page ID 21253

  • Lee A. Swanson
  • University of Saskatchewan

Whilst there is no universally accepted definition of entrepreneurship, it is fair to say that it is multi-dimensional. It involves analyzing people and their actions together with the ways in which they interact with their environments, be these social, economic, or political, and the institutional, policy, and legal frameworks that help define and legitimize human activities. – Blackburn (2011, p. xiii)

Entrepreneurship involves such a range of activities and levels of analysis that no single definition is definitive. – Lichtenstein (2011, p. 472)

It is complex, chaotic, and lacks any notion of linearity. As educators, we have the responsibility to develop our students’ discovery, reasoning, and implementation skills so they may excel in highly uncertain environments. – Neck and Greene (2011, p. 55)

Learning Objectives

  • Examine the challenges associated with defining the concepts of entrepreneur and entrepreneurship
  • Discuss how the evolution of entrepreneurship thought has influenced how we view the concept of entrepreneurship today
  • Discuss how the list of basic questions in entrepreneurship research can be expanded to include research inquiries that are important in today’s world
  • Discuss how the concepts of entrepreneurial uniqueness, entrepreneurial personality traits, and entrepreneurial cognitions can help society improve its support for entrepreneurship
  • Apply the general venturing script to the study of entrepreneurship

This chapter provides you with an overview of entrepreneurship and of the language of entrepreneurship. The challenges associated with defining entrepreneur and entrepreneurship are explored, as is an overview of how entrepreneurship can be studied.

The objective is to enable you to apply current concepts in entrepreneurship to the evaluation of entrepreneurs, their ventures, and the venturing environment. You will develop skills, including the capability to add value in the new venture sector of the economy. You will acquire and practice evaluation skills useful in consulting, advising, and making new venture decisions.

Entrepreneurs and Entrepreneurship

Considerations influencing definitions of entrepreneur and entrepreneurship.

It is necessary to be able to determine exactly who entrepreneurs are before we can, among other things, study them, count them, provide special loans for them, and calculate how and how much they contribute to our economy.

  • Does someone need to start a business from scratch to be called an entrepreneur?
  • Can we call someone an entrepreneur if they bought an ongoing business from someone else or took over the operations of a family business from their parents?
  • If someone starts a small business and never needs to hire employees, can they be called an entrepreneur?
  • If someone buys a business but hires professional managers to run it so they don’t have to be involved in the operations, are they an entrepreneur?
  • Is someone an entrepreneur if they buy into a franchise so they can follow a well-established formula for running the operation?
  • Is someone an entrepreneur because of what they do or because of how they think?
  • Can someone be an entrepreneur without owning their own business?
  • Can a person be an entrepreneur because of the nature of the work that they do within a large corporation?

It is also necessary to fully understand what we mean by entrepreneurship before we can study the concept.

Gartner (1990) identified 90 attributes that showed up in definitions of entrepreneurs and entrepreneurship provided by entrepreneurs and other experts in the field. The following are a few of these attributes:

  • Innovation – Does a person need to be innovative to be considered an entrepreneur? Can an activity be considered to be entrepreneurial if it is not innovative?
  • Activities – What activities does a person need to do to be considered an entrepreneur?
  • Creation of a new business – Does someone need to start a new business to be considered to be an entrepreneur, or can someone who buys a business, buys into a franchise, or takes over an existing family business be considered an entrepreneur?
  • Starts an innovative venture within an established organization – Can someone who works within an existing organization that they don’t own be considered an entrepreneur if they start an innovative venture for their organization?
  • Creation of a not-for-profit business – Can a venture be considered to be entrepreneurial if it is a not-for-profit, or should only for-profit businesses be considered entrepreneurial?

After identifying the 90 attributes, Gartner (1990) went back to the entrepreneurs and other experts for help in clustering the attributes into themes that would help summarize what people concerned with entrepreneurship thought about the concept. He ended up with the following eight entrepreneurship themes:

1. The Entrepreneur – The entrepreneur theme is the idea that entrepreneurship involves individuals with unique personality characteristics and abilities (e.g., risk-taking, locus of control, autonomy, perseverance, commitment, vision, creativity). Almost 50% of the respondents rated these characteristics as not important to a definition of entrepreneurship (Gartner, 1990, p. 21, 24).

  • “The question that needs to be addressed is: Does entrepreneurship involve entrepreneurs (individuals with unique characteristics)?” (Gartner, 1990, p. 25).

2. Innovation – The innovation theme is characterized as doing something new as an idea, product, service, market, or technology in a new or established organization. The innovation theme suggests that innovation is not limited to new ventures, but recognized as something which older and/or larger organizations may undertake as well (Gartner, 1990, p. 25). Some of the experts Gartner questioned believed that it was important to include innovation in definitions of entrepreneurship and others did not think it was as important.

  • “Does entrepreneurship involve innovation?” (Gartner, 1990, p. 25).

3. Organization Creation – The organization creation theme describes the behaviors involved in creating organizations. This theme described acquiring and integrating resource attributes (e.g., Brings resources to bear, integrates opportunities with resources, mobilizes resources, gathers resources) and attributes that described creating organizations (new venture development and the creation of a business that adds value). (Gartner, 1990, p. 25)

  • “Does entrepreneurship involve resource acquisition and integration (new venture creation activities)?” (Gartner, 1990, p. 25)

4. Creating Value – This theme articulated the idea that entrepreneurship creates value. The attributes in this factor indicated that value creation might be represented by transforming a business, creating a new business growing a business, creating wealth, or destroying the status quo.

  • “Does entrepreneurship involve creating value?” (Gartner, 1990, p. 25).

5. Profit or Nonprofit

  • “Does entrepreneurship involve profit-making organizations only” (Gartner, 1990, p. 25)?
  • Should a focus on growth be a characteristic of entrepreneurship?

7. Uniqueness – This theme suggested that entrepreneurship must involve uniqueness. Uniqueness was characterized by attributes such as a special way of thinking, a vision of accomplishment, ability to see situations in terms of unmet needs, and creates a unique combination.

  • “Does entrepreneurship involve uniqueness?” (Gartner, 1990, p. 26).

8. The Owner-Manager – Some of the respondents questioned by Gartner (1990) did not believe that small mom-and-pop types of businesses should be considered to be entrepreneurial. Some respondents felt that an important element of a definition of entrepreneurship was that a venture be owner-managed.

  • To be entrepreneurial, does a venture need to be owner-managed?

Examples of Definitions of Entrepreneur

An entrepreneur can be described as “one who creates a new business in the face of risk and uncertainty for the purpose of achieving profit and growth by identifying significant opportunities and assembling the necessary resources to capitalize on them” (Zimmerer & Scarborough, 2008, p. 5).

An entrepreneur is “one who organizes, manages, and assumes the risks of a business or enterprise” (Entrepreneur, n.d.).

Examples of Definitions of Entrepreneurship

Entrepreneurship can be defined as a field of business that

seeks to understand how opportunities to create something new (e.g., new products or services, new markets, new production processes or raw materials, new ways of organizing existing technologies) arise and are discovered or created by specific persons, who then use various means to exploit or develop them, thus producing a wide range of effects (Baron, Shane, & Reuber, 2008, p. 4)

A concise definition of entrepreneurship “is that it is the process of pursuing opportunities without limitation by resources currently in hand” (Brooks, 2009, p. 3) and “the process of doing something new and something different for the purpose of creating wealth for the individual and adding value to society” (Kao, 1993, p. 70)

The Evolution of Entrepreneurship Thought

This section includes an overview of how entrepreneurship has evolved to the present day.

The following timeline shows some of the most influential entrepreneurship scholars and the schools of thought (French, English, American, German, and Austrian) their perspectives helped influence and from which their ideas evolved. Schools of thought are essentially groups of people who might or might not have personally known each other, but who shared common beliefs or philosophies.

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Figure 1 – Historical and Evolutionary Entrepreneurship Thought (Illustration by Lee A. Swanson)

The Earliest Entrepreneurship

The function, if not the name, of the entrepreneur is probably as old as the institutions of barter and exchange. But only after economic markets became an intrusive element of society did the concept take on pivotal importance. Many economists have recognized the pivotal role of the entrepreneur in a market economy. Yet despite his central importance in economic activity, the entrepreneur has been a shadowy and elusive figure in the history of economic theory (Hebert & Link, 2009, p. 1).

Historically those who acted similarly to the ways we associate with modern day entrepreneurs – namely those who strategically assume risks to seek economic (or other) gains – were military leaders, royalty, or merchants. Military leaders planned their campaigns and battles while assuming significant risks, but by doing so they also stood to gain economic benefits if their strategies were successful. Merchants, like Marco Polo who sailed out of Venice in the late 1200s to search for a trade route to the Orient, also assumed substantial risks in the hope of becoming wealthy (Hebert & Link, 2009).

The entrepreneur, who was also called adventurer , projector , and undertaker during the eighteenth century, was not always viewed in a positive light (Hebert & Link, 2009).

Development of Entrepreneurship as a Concept

Risk and uncertainty.

Richard Cantillon (1680-1734) was born in France and belonged to the French School of thought although he was an Irish economist. He appears to be the person who introduced the term entrepreneur to the world. “According to Cantillon, the entrepreneur is a specialist in taking on risk, ‘insuring’ workers by buying their output for resale before consumers have indicated how much they are willing to pay for it” (Casson & Godley, 2005p. 26). The workers’ incomes are mostly stable, but the entrepreneur risks a loss if market prices fluctuate.

Cantillon distinguished entrepreneurs from two other classes of economic agents; landowners, who were financially independent, and hirelings (employees) who did not partake in the decision-making in exchange for relatively stable incomes through employment contracts. He was the first writer to provide a relatively refined meaning for the term entrepreneurship . Cantillon described entrepreneurs as individuals who generated profits through exchanges. In the face of uncertainty, particularly over future prices, they exercise business judgment. They purchase resources at one price and sell their product at a price that is uncertain, with the difference representing their profit (Chell, 2008; Hebert & Link, 2009).

Farmers were the most prominent entrepreneurs during Cantillon’s lifetime, and they interacted with “arbitrageurs” – or middlemen between farmers and the end consumers – who also faced uncertain incomes, and who were also, therefore, entrepreneurs. These intermediaries facilitated the movement of products from the farms to the cities where more than half of the farm output was consumed. Cantillon observed that consumers were willing to pay a higher price per unit to be able to purchase products in the smaller quantities they wanted, which created the opportunities for the intermediaries to make profits. Profits were the rewards for assuming the risks arising from uncertain conditions. The markets in which profits were earned were characterized by incomplete information (Chell, 2008; Hebert & Link, 2009).

Adolph Reidel (1809-1872), form the German School of thought, picked up on Cantillon’s notion of uncertainty and extended it to theorize that entrepreneurs take on uncertainty so others, namely income earners, do not have to be subject to the same uncertainty. Entrepreneurs provide a service to risk-averse income earners by assuming risk on their behalf. In exchange, entrepreneurs are rewarded when they can foresee the impacts of the uncertainty and sell their products at a price that exceeds their input costs (including the fixed costs of the wages they commit to paying) (Hebert & Link, 2009).

Frank Knight (1885-1972) founded the Chicago School of Economics and belonged to the American School of thought. He refined Cantillon’s perspective on entrepreneurs and risk by distinguishing insurable risk as something that is separate from uncertainty, which is not insurable. Some risks can be insurable because they have occurred enough times in the past that the expected loss from such risks can be calculated. Uncertainty, on the other hand, is not subject to probability calculations. According to Knight, entrepreneurs can’t share the risk of loss by insuring themselves against uncertain events, so they bear these kinds of risks themselves, and profit is the reward that entrepreneurs get from assuming uninsurable risks (Casson & Godley, 2005).

Distinction Between Entrepreneur and Manager

Jean-Baptiste Say (1767-1832), also from the French School, advanced Cantillon’s work, but added that entrepreneurship was essentially a form of management. Say “put the entrepreneur at the core of the entire process of production and distribution” (Hebert & Link, 2009, p. 17). Say’s work resulted in something similar to a general theory of entrepreneurship with three distinct functions; “scientific knowledge of the product; entrepreneurial industry – the application of knowledge to useful purpose; and productive industry – the manufacture of the item by manual labour” (Chell, 2008, p. 20).

Frank Knight made several contributions to entrepreneurship theory, but another of note is how he distinguished an entrepreneur from a manager. He suggested that a manager crosses the line to become an entrepreneur “when the exercise of his/her judgment is liable to error and s/he assumes the responsibility for its correctness” (Chell, 2008, p. 33). Knight said that entrepreneurs calculate the risks associated with uncertain business situations and make informed judgments and decisions with the expectation that – if they assessed the situation and made the correct decisions – they would be rewarded by earning a profit. Those who elect to avoid taking these risks choose the relative security of being employees (Chell, 2008).

Alfred Marshall (1842-1924), from the English School of thought, was one of the founders of neoclassical economics. His research involved distinguishing between the terms capitalist, entrepreneur, and manager. Marshall saw capitalists as individuals who “committed themselves to the capacity and honesty of others, when he by himself had incurred the risks for having contributed with the capital” (Zaratiegui & Rabade, 2005, p. 775). An entrepreneur took control of money provided by capitalists in an effort to leverage it to create more money; but would lose less if something went wrong then would the capitalists. An entrepreneur, however, risked his own reputation and the other gains he could have made by pursuing a different opportunity.

Let us suppose that two men are carrying on smaller businesses, the one working with his own, the other chiefly with borrowed capital. There is one set of risks which is common to both; which may be described as the trade risks of the particular business … But there is another set of risks, the burden of which has to be borne by the man working with borrowed capital, and not by the other; and we may call them personal risks (Marshall, 1961, p. 590; Zaratiegui & Rabade, 2005, p. 776).

Marshall recognized that the reward capitalists received for contributing capital was interest income and the reward entrepreneurs earned was profits. Managers received a salary and, according to Marshall, fulfilled a different function than either capitalists or entrepreneurs – although in some cases, particularly in smaller firms, one person might be both an entrepreneur and a manager. Managers “were more inclined to avoid challenges, innovations and what Schumpeter called the ‘perennial torment of creative destruction’ in favour of a more tranquil life” (Zaratiegui & Rabade, 2005, p. 781). The main risks they faced from firm failure were to their reputations or to their employment status. Managers had little incentive to strive to maximize profits (Zaratiegui & Rabade, 2005).

Amasa Walker (1799-1875) and his son Francis Walker (1840-1897) were from the American School of thought, and they helped shape an American perspective of entrepreneurship following the Civil War of 1861-1865. These scholars claimed that entrepreneurs created wealth, and thus played a different role than capitalists. They believed that entrepreneurs had the power of foresight and leadership qualities that enabled them to organize resources and inject energy into activities that create wealth (Chell, 2008).

Entrepreneurship versus Entrepreneur

Adam Smith (1723-1790), from the English School of thought, published An Inquiry into the Nature and Causes of the Wealth of Nations in 1776. In a departure from the previous thought into entrepreneurship and economics, Smith did not dwell on a particular class of individual. He was concerned with studying how all people fit into the economic system. Smith contended that the economy was driven by self-interest in the marketplace (Chell, 2008).

Also from the English School, David Ricardo (1772-1823) was influenced by Smith, Say, and others. His work focused on how the capitalist system worked. He explained how manufacturers must invest their capital in response to the demand for the products they produce. If demand decreases, manufacturers should borrow less and reduce their workforces. When demand is high, they should do the reverse (Chell, 2008).

Carl Menger (1840-1921), from the Austrian School of thought, ranked goods according to their causal connections to human satisfaction. Lower order goods include items like bread that directly satisfy a human want or need like hunger. Higher order goods are those more removed from satisfying a human need. A second order good is the flour that was used to make the bread. The grain used to make the flour is an even higher order good. Entrepreneurs coordinate these factors of production to turn higher order goods into lower order goods that more directly satisfy human wants and needs (Hebert & Link, 2009).

Menger (1950 [1871], p. 160) established that entrepreneurial activity includes: (a) obtaining information about the economic situation, (b) economic calculation – all the various computations that must be made if a production process is to be efficient, (c) the act of will by which goods of higher order are assigned to a particular production process, and (d) supervising the execution of the production plan so that it may be carried through as economically as possible (Hebert & Link, 2009, p. 43).

Entrepreneurship and Innovation

Jeremy Bentham (1748-1832), from the English School of thought, considered entrepreneurs to be innovators. They “depart from routine, discover new markets, find new sources of supply, improve existing products and lower the costs of production” (Chell, 2008).

Joseph Schumpeter’s (1883-1950) parents were Austrian, he studied at the University of Vienna, conducted research at the University of Graz, served as Austria’s Minister of Finance, and was the president of a bank in the country. Because of the rise of Hitler in Europe, he went to the United States and conducted research at Harvard until he retired in 1949. Because of this, he is sometimes associated with the American School of thought on entrepreneurship (Chell, 2008).

Whereas Menger saw entrepreneurship as occurring because of economic progress, Schumpeter took the opposite stance. Schumpeter saw economic activity as leading to economic development (Hebert & Link, 2009). Entrepreneurs play a central role in Schumpeter’s theory of economic development, and economic development can occur when the factors of production are assembled in new combinations .

Schumpeter (1934) viewed innovation as arising from new combinations of materials and forces. He provided the following five cases of new combinations.

  • The introduction of a new good – that is one with which consumers are not yet familiar – or of a new quality of good.
  • The introduction of a new method of production, that is one not yet tested by experience in the branch of manufacture concerned, which need by no means be founded upon a discovery scientifically new, and can also exist in a new way of handling a commodity commercially.
  • The opening of a new market, that is a market into which the particular branch of manufacture of the country in question has not previously entered, whether or not this market has existed before.
  • The conquest of a new source of supply of raw materials or half-manufactured goods, again irrespective of whether this source already exists or whether it has first to be created.
  • The carrying out of the new organisation of any industry, like the creation of a monopoly position … or the breaking up of a monopoly position (Schumpeter, 1934, p. 66).

Another concept popularized by Schumpeter – in addition to the notion of new combinations – was creative destruction . This was meant to indicate that the existing ways of doing things need to be dismantled – to be destroyed – to enable a transformation through innovation to a new way of doing things. Entrepreneurs use innovation to disrupt how things are done and to establish a better way of doing those things.

Basic Questions in Entrepreneurship Research

According to Baron (2004a), there are three basic questions of interest in the field of entrepreneurship:

  • Why do some persons but not others choose to become entrepreneurs?
  • Why do some persons but not others recognize opportunities for new products or services that can be profitably exploited?
  • Why are some entrepreneurs so much more successful than others (Baron, 2004a, p. 221)?

To understand where these foundational research questions came from and what their relevance is today, it is useful to study what entrepreneurship research has uncovered so far.

Entrepreneurial Uniqueness

Efforts to teach entrepreneurship have included descriptions of entrepreneurial uniqueness based on personality, behavioural, and cognitive traits (Chell, 2008; Duening, 2010).

  • Need for achievement
  • Internal locus of control (a belief by an individual that they are in control of their own destiny)
  • Risk-taking propensity
  • Behavioural traits
  • Cognitive skills of successful entrepreneurs

Past studies of personality characteristics and behavioural traits have not been overly successful at identifying entrepreneurial uniqueness.

As it turned out, years of painstaking research along this line has not borne significant fruit. It appears that there are simply not any personality characteristics that are either essential to, or defining of, entrepreneurs that differ systematically from non-entrepreneurs…. Again, investigators proposed a number of behavioural candidates as emblematic of entrepreneurs. Unfortunately, this line of research also resulted in a series of dead ends as examples of successful entrepreneurial behaviours had equal counterparts among samples of non-entrepreneurs. As with the personality characteristic school of thought before it, the behavioural trait school of thought became increasingly difficult to support (Duening, 2010, p. 4-5).

This shed doubt on the value of trying to change personality characteristics or implant new entrepreneurial behaviours through educational programs in an effort to promote entrepreneurship.

New research, however, has resurrected the idea that there might be some value in revisiting personality traits as a topic of study. Additionally, Duening (2010) and has suggested that an important approach to teaching and learning about entrepreneurship is to focus on the “cognitive skills that successful entrepreneurs seem uniquely to possess and deploy” (p. 2). In the next sections we consider the new research on entrepreneurial personality traits and on entrepreneurial cognitions.

Entrepreneurial Personality Traits

While acknowledging that research had yet to validate the value of considering personality and behaviour traits as ways to distinguish entrepreneurs from non-entrepreneurs or unsuccessful ones, Chell (2008) suggested that researchers turn their attention to new sets of traits including: “the proactive personality, entrepreneurial self-efficacy, perseverance and intuitive decision-making style. Other traits that require further work include social competence and the need for independence” (p. 140).

In more recent years scholars have considered how the Big Five personality traits – extraversion, agreeableness, conscientiousness, neuroticism (sometimes presented as emotional stability ), and openness to experience (sometimes referred to as intellect) – might be used to better understand entrepreneurs. It appears that the Big Five traits might be of some use in predicting entrepreneurial success. Research is ongoing in this area, but in one example, Caliendo, Fossen, and Kritikos (2014) studied whether personality constructs might “influence entrepreneurial decisions at different points in time” (p. 807), and found that “high values in three factors of the Big Five approach—openness to experience, extraversion, and emotional stability (the latter only when we do not control for further personality characteristics)—increase the probability of entry into self-employment” (p. 807). They also found “that some specific personality characteristics, namely risk tolerance, locus of control, and trust, have strong partial effects on the entry decision” (p. 807). They also found that people who scored higher on agreeableness were more likely to exit their businesses, possibly meaning that people with lower agreeableness scores might prevail longer as entrepreneurs. When it came to specific personality traits, their conclusions indicated that those with an external locus of control were more likely to stop being self-employed after they had run their businesses for a while. There are several implications for research like this, including the potential to better understand why some entrepreneurs behave as they do based upon their personality types and the chance to improve entrepreneurship education and support services.

Entrepreneurial Cognitions

It is only fairly recently that entrepreneurship scholars have focused on cognitive skills as a primary factor that differentiates successful entrepreneurs from non-entrepreneurs and less successful entrepreneurs. This approach deals with how entrepreneurs think differently than non-entrepreneurs (Duening, 2010; Mitchell et al., 2007).

Entrepreneurial cognitions are the knowledge structures that people use to make assessments, judgments or decisions involving opportunity evaluation and venture creation and growth. In other words, research in entrepreneurial cognition is about understanding how entrepreneurs use simplifying mental models to piece together previously unconnected information that helps them to identify and invent new products or services, and to assemble the necessary resources to start and grow businesses (Mitchell, Busenitz, et al., 2002, p. 97).

Mitchell, Smith, et al. (2002) provided the example of how the decision to create a new venture (dependent variable) was influenced by three sets of cognitions (independent variables). They described these cognitions as follows:

Arrangements cognitions are the mental maps about the contacts, relationships, resources, and assets necessary to engage in entrepreneurial activity; willingness cognitions are the mental maps that support commitment to venturing and receptivity to the idea of starting a venture; ability cognitions consist of the knowledge structures or scripts (Glaser, 1984) that individuals have to support the capabilities, skills, norms, and attitudes required to create a venture (Mitchell et al., 2000). These variables draw on the idea that cognitions are structured in the minds of individuals (Read, 1987), and that these knowledge structures act as “scripts” that are the antecedents of decision making (Leddo & Abelson, 1986, p. 121; Mitchell, Smith, et al., 2002, p. 10)

Cognitive Perspective to Understanding Entrepreneurship

According to Baron (2004a), by taking a cognitive perspective, we might better understand entrepreneurs and the role they play in the entrepreneurial process.

The cognitive perspective emphasizes the fact that everything we think, say, or do is influenced by mental processes—the cognitive mechanisms through which we acquire store, transform, and use information. It is suggested here that this perspective can be highly useful to the field of entrepreneurship. Specifically, it can assist the field in answering three basic questions it has long addressed: (1) Why do some persons but not others choose to become entrepreneurs? (2) Why do some persons but not others recognize opportunities for new products or services that can be profitably exploited? And (3) Why are some entrepreneurs so much more successful than others (Baron, 2004a, p. 221-222)?

Baron (2004a), illustrated how cognitive differences between people might explain why some people end up pursuing entrepreneurial pursuits and others do not. For example, prospect theory (Kahneman & Tversky, 1977) and other decision-making or behavioural theories might be useful in this regard. Research into cognitive biases might also help explain why some people become entrepreneurs.

Baron (2004a) also revealed ways in which cognitive concepts like signal detection theory, regulation theory, and entrepreneurial might help explain why some people are better at entrepreneurial opportunity recognition. He also illustrated how some cognitive models and theories – like risk perception, counterfactual thinking, processing style, and susceptibility to cognitive errors – might help explain why some entrepreneurs are more successful than others.

Cognitive Perspective and the Three Questions

  • Prospect Theory
  • Cognitive Biases
  • Signal Detection Theory
  • Regulation Theory
  • Entrepreneurial Alertness
  • Risk Perception
  • Counterfactual Thinking
  • Processing Style
  • Susceptibility to Cognitive Errors

Entrepreneurial Scripts

  • “Cognition has emerged as an important theoretical perspective for understanding and explaining human behavior and action” (Dutta & Thornhill, 2008, p. 309).
  • Cognitions are all processes by which sensory input is transformed, reduced, elaborated, stored, recovered, and used (Neisser, 1976).
  • Cognitions lead to the acquisition of knowledge, and involve human information processing.
  • Is a mental model, or information processing short-cut that can give information form and meaning, and enable subsequent interpretation and action.
  • The subsequent interpretation and actions can result in expert performance … they can also result in thinking errors.
  • the processes that transfer expertise, and
  • the actual expertise itself.
  • Scripts are generally framed as a linear sequence of steps, usually with feedback loops, that can explain how to achieve a particular task – perhaps like developing a business plan.
  • Sometimes scripts can be embedded within other scripts. For example, within a general venturing script that outlines the sequences of activities that can lead to a successful business launch, there will probably be sub-scripts describing how entrepreneurs can search for ideas, screen those ideas until one is selected, plan how to launch a sustainable business based upon that idea and including securing the needed financial resources, setting up the business, starting it, effectively managing its ongoing operations, and managing the venture such that that entrepreneur can extract the value that they desire from the enterprise at the times and in the ways they want it.
  • The most effective scripts include an indication of the norms that outline performance standards and indicate how to determine when any step in the sequence has been properly completed.

General Venturing Script

Generally, entrepreneurship is considered to consist of the following elements, or subscripts (Brooks, 2009; Mitchell, 2000).

  • Idea Screening
  • Planning and Financing
  • Ongoing Operations

Searching (also called idea formulation or opportunity recognition)

  • This script begins when a person decides they might be a potential entrepreneur (or when an existing entrepreneur decides they need more ideas in their idea pool ).
  • This script ends when there are a sufficient number of ideas in the idea pool.
  • overcome mental blockages to creativity which might hinder this person’s ability to identify viable ideas;
  • implement steps to identify a sufficient number of ideas (most likely 5 or more) which the person is interested in investigating to determine whether they might be viable given general criteria such as this person’s personal interests and capabilities;

Idea Screening (also called concept development)

  • This script begins when the person with the idea pool is no longer focusing on adding new ideas to it; but is instead taking steps to choose the best idea for them given a full range of specific criteria .
  • This script ends when one idea is chosen from among those in the idea pool.
  • Evaluate the political, economic, social, technological, environmental, and legal climates
  • Evaluate the degree of competitiveness in the industry, the threat of substitutes emerging, the threat of new entrants to the industry, the degree of bargaining power of buyers, and the degree of bargaining power of suppliers.
  • Do a market profile analysis to assess the attractiveness of the position within the industry that the potential venture will occupy.
  • Formulate and evaluate potential strategies to leverage organizational strengths, overcome/minimize weaknesses, take advantage of opportunities, and overcome/minimize threats;
  • Complete financial projections and analyze them to evaluate financial attractiveness;
  • Assess the founder fit with the ideas;
  • Evaluate the core competencies of the organization relative to the idea;
  • Assess advice solicited from trusted advisers

Planning and Financing (also called resource determination and acquisition)

  • This script begins when the idea screening script ends and when the person begins making the plans to implement the single idea chosen from the idea pool, which is done in concert with securing financing to implement the venture idea.
  • This script ends when sufficient business planning has been done and when adequate financing has been arranged.
  • The scripting process involves a logical flow of steps to develop a business plan and secure adequate financing to start the business.

Set-Up (also called launch)

  • This script begins when the planning and financing script ends and when the person begins implementing the plans needed to start the business.
  • This script ends when the business is ready to start-up.
  • The scripting process involves a logical flow of steps, including purchasing and installing equipment, securing the venture location and finishing all the needed renovations, recruiting and hiring any staff needed for start-up, and the many other steps needed to prepare for start-up.
  • Start-Up (also called launch)
  • This script begins when the set-up script ends and when the business opens and begins making sales.
  • This script ends when the business has moved beyond the point where the entrepreneur must continually fight for the business’s survival and persistence. It ends when the entrepreneur can instead shift emphasis toward business growth or maintaining the venture’s stability.
  • The scripting process involves a logical flow of steps needed to establish a new venture.

Ongoing Operations (also called venture growth)

  • This script begins when the start-up script ends and when the business has established persistence and is implementing growth (or maintenance) strategies.
  • This script ends when the entrepreneur chooses to harvest the value they generated with the venture.
  • The scripting process involves a logical flow of steps needed to grow (or maintain) a venture.

Studying Entrepreneurship

The following quotations from two preeminent entrepreneurship and entrepreneurship education researchers indicate the growing interest in studies in this field.

Entrepreneurship has emerged over the last two decades as arguably the most potent economic force the world has ever experienced. With that expansion has come a similar increase in the field of entrepreneurship education. The recent growth and development in the curricula and programs devoted to entrepreneurship and new-venture creation have been remarkable. The number of colleges and universities that offer courses related to entrepreneurship has grown from a handful in the 1970s to over 1,600 in 2005 (Kuratko, 2005, p. 577).

Interest in entrepreneurship has heightened in recent years, especially in business schools. Much of this interest is driven by student demand for courses in entrepreneurship, either because of genuine interest in the subject, or because students see entrepreneurship education as a useful hedge given uncertain corporate careers (Venkataraman, 1997, p. 119).

Approaches to Studying Entrepreneurship

Entrepreneurship is a discipline, which means an individual can learn about it, and about how to be an effective entrepreneur. It is a myth that people are born entrepreneurs and that others cannot learn to become entrepreneurs (Drucker, 1985). Kuratko (2005) asserted that the belief previously held by some that entrepreneurship cannot be taught has been debunked, and the focus has shifted to what topics should be taught and how they should be covered.

Solomon (2007) summarized some of the research on what should be covered in entrepreneurship courses, and how it should be taught. While the initial focus was on actions like developing business plans and being exposed to real entrepreneurs, more recently this approach has been supplemented by an emphasis on technical, industry, and personal experience. “It requires critical thinking and ethical assessment and is based on the premise that successful entrepreneurial activities are a function of human, venture and environmental conditions” (p. 172). Another approach “calls for courses to be structured around a series of strategic development challenges including opportunity identification and feasibility analysis; new venture planning, financing and operating; new market development and expansion strategies; and institutionalizing innovation” (p. 172). This involves having students interact with entrepreneurs by interviewing them, having them act as mentors, and learning about their experiences and approaches through class discussions.

Sources of Information for Studying Entrepreneurship

According to Kuratko (2005), “three major sources of information supply the data related to the entrepreneurial process or perspective” (p. 579).

  • Academic journals like Entrepreneurship Theory and Practice , Journal of Business Venturing , and Journal of Small Business Management
  • Proceedings of conferences like Proceedings of the Academy of Management and Proceedings of the Administrative Sciences Association of Canada
  • Textbooks on entrepreneurship
  • Books about entrepreneurship
  • Biographies or autobiographies of entrepreneurs
  • News periodicals like Canadian Business and Profit
  • Trade periodicals like Entrepreneur and Family Business
  • Government publications available through sources like the Enterprise Saskatchewan and Canada-Saskatchewan Business Service Centre (CSBSC) websites and through various government resource centers
  • Data might be collected from entrepreneurs and about entrepreneurs through surveys, interviews, or other methods applied by researchers.
  • Speeches and presentations by practicing entrepreneurs

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ENTREPRENEURSHIP DEVELOPMENT TRAINING

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Related Papers

Journal of Research in National Development

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This research presents an educational training, and development approach that is focused on the need for change in the behavior of the entrepreneurial stream, and the society in general, to attain trite self-actualization and sustainability. The paper considers self-actualization and sustainability as essentially entrepreneurial behavior. A model that specifies the appropriate approaches for entrepreneurial education, training and development is presented. The emphases are, on individual, immediate environment, and the larger society in shaping the entrepreneurial personality. The paper reports a field study where four hypotheses were tested on education, training and development of entrepreneurs in Nigeria. The results showed strong support for the effect of education, training and Development on the entrepreneur’s emergence, the behavior of entrepreneurs was perceived to be negatively affected by lack of training and Development, and finally, the entrepreneurs perceived positive relationship between training and development, and entrepreneur ‘s performance. The selected sample of entrepreneurs were asked to list areas of training and development needs in order to improve them on their various vocations and trades. The paper notes that the lessons from this research is that, education, training and development could be used as a vehicle for people change approach to self ac and sustainability for the Nigerian nation, because they can be used to produce change in the behavior of entrepreneurs. Conclusions and recommendations on the approach were highlighted.

entrepreneurship development presentation topics

Rejan Protha

Entrepreneurship is an innovative and dynamic process, whereby, a new enterprise is created. Entrepreneur is a catalytic agent of change, which generates employment opportunities for others. The emergence of entrepreneurs in a society depends to a great extent on the economic, social, religious, cultural and psychological factor prevailing in the society. Entrepreneurship amongst women is a recent phenomenon. When an enterprise is established and controlled by a woman, it not only boosts economic growth, but also has many desirable outcomes.

International Journal of Innovation and Scientific Research

Prof. Dr. Lawrence Lowell

Trends in Banking, Accounting and Business

Soniya Sriram , Ramachandran Manickam

Entrepreneurship refers to a person who has an idea and wants to implement that idea, usually with a new product or service Disrupting the market. With the right practices of research and development, entrepreneurs are new They bring innovation, which opens the door to new ventures, markets, products and technology Opens. Entrepreneurs need to play a role in solving problems are not yet solved by existing products and technology. Traditionally, entrepreneurship has been classified into four main categories: small businesses, scalable start-ups, large companies and social entrepreneurs. These models cover the basics of starting a business and focus more the company is more than the qualities of an entrepreneur. An entrepreneur will usually start a new business and run it. At the same time, they are responsible for the risks involved. Entrepreneurship is the process of starting a new business that prepares one for both risks and opportunities. An entrepreneur integrates the essential needs of a company. Make sure you do the work and no one will look over your shoulder. As an entrepreneur, you must learn to take responsibility for yourself, otherwise you will not succeed. There will be more responsibility in the making industry The branch is also responsible for his personal life. Entrepreneurs vs. Managers. The main difference between entrepreneurs and managers is their role in the company. The owner of an entrepreneurial company, the manager is an employee of the company. Entrepreneur risk taker; they take financial risk for their company. Entrepreneurial businesses are found in every business-every business needs professionals who can create success and defraud many responsibilities. The following table illustrates the salary opportunities for four common business and entrepreneurial majors each one. Most entrepreneurs have a bachelor"s degree in business or a specific bachelor"s degree in entrepreneurship and then develop their skills in an MBA program. In entrepreneurial MBA programs, students are encouraged to use their creative potential as they learn to create endeavors. Top businesses have multiple revenue streams and competitive prices with a 50 percent or better wholesale range and a 10 to 20 percent profit range. If your numbers are not attractive, survival is difficult. So make sure all the numbers work before you start your endeavor

George Princewill

Harshdeep Singh

This chapter continues the literature review aimed at completing the exploratory study that forms the basis of the final model prepared for empirical testing. The first section of this chapter defines the entrepreneurship process and discusses why acquiring skills is a key requirement of the entrepreneurial process. The chapter then proceeds to investigate the importance of the skills identified in chapter 2 in terms of their importance in each of the four main stages of the entrepreneurship process. This review further highlights other key skills that are likely to influence (positively or negatively) each stage of the entrepreneurship process. Thus this chapter presents the final model of skills that SMEs must acquire to succeed in each of the 4 stages of the entrepreneurship process.

Mritunjay Sharma

Abstract: An Entrepreneur is and individual who, rather than working as an employee, runs a small business and assumes all the risk and reward of a given business venture, idea, or good or service offered for sale. The entrepreneur is commonly seen as a business leader and innovator of new ideas and business processes Today’s entrepreneur, a person, who has initiative in investment and decision to the enterprise; seeking all resource of factor of production, resources of Management, Behavior, cultural, Economical and Political factor for establishing, innovation and founded enterprise, having assumption of risk, profit and future growth. Entrepreneurship has rightly been identified with the individual, as success of enterprise depends upon imagination, vision, innovativeness and risk taking. The production is possible due to the cooperation of the various factors of production, popularly known as land, labour, capital, market management and of course entrepreneurship. Basic objective in developing entrepreneurship and multiplying them in the society has been to enable the society to generate productive human resource, mobilize and sustain the same in subsequent process of development. The government at the national and state level in India has been keen on promoting entrepreneurship. A well designed value chain is necessary for and enterprise to reap the benefits of market advantage and this should be modified to suit the demands of modern enterprise.. Entrepreneurship

National Conference On "FUTURE TRENDS IN COMMERCE: CHALLENGES AND SUSTAINABILITY"

Dr.V V PADMAJA VETURI

Dr. Vishnu A Patankar

Bharathsimha Reddy

Entrepreneurship is a consistent process of being inspired, adventurous and prepared. It plays a vital role in economic development and brings significant changes in the economies of market.

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Need a good presentation topic? Here are hundreds of them.

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Anete Ezera November 04, 2022

If you’re looking for good topics for presentations, you’ve landed on the right page. In this article, you’ll find plenty of good presentation topics, tips on choosing the most suitable topic for you, and essential design elements to make your presentation a success. 

Many factors go into an excellent presentation. You need to have confident body language and engage your audience to hold their attention. You also need eye-catching visual aids like images, data visualizations, GIFs, and others (all of which you can find in Prezi ), not to mention a great opening to grab attention and a strong closing line to stay memorable. However, the most essential aspect of your presentation is the topic. It’s the core of your presentation, so it has to be strong, insightful, attention-grabbing, and appealing to yourself and your audience in order to evolve into a successful presentation everyone will love. 

good presentation topics: a woman giving a presentation in a business meeting

How to choose a good presentation topic

There are millions of topics you could create a presentation on, but what defines a good topic? If you’re struggling to either come up with a good topic for a presentation or you can’t decide between multiple ones, here are a few questions you should ask yourself before choosing a topic. 

What’s the goal of your presentation? 

When you’re choosing a topic, consider the meaning behind it. Ask yourself what the purpose of talking about this topic is, and what you want to say about it. Whatever topic you choose to present, the conclusion needs to provide a takeaway or lesson you want to communicate to your audience. A meaningful goal will make your presentation more memorable.  

Are you interested in the topic?

If you’re not interested in the topic, others won’t be curious either. Interest, enthusiasm, and passion enrich your presentation and are noticeable when presenting. Interest shines through and inspires others to find the topic as fascinating as you do. Think about the last time you saw someone sharing something they were passionate about – their excitement drew people in to pay closer attention to what they were saying. 

When choosing a topic, you need to find it or a particular angle of it interesting for yourself. For example, perhaps you’re not a pop music enthusiast, but you’re passionate about studying cultural phenomena. In this case, you can talk about pop music’s influence on early 2000s youth culture. 

Will your audience find this topic relatable? 

While you have to find the topic you’re presenting interesting, you also have to think about your audience. When choosing a subject, consider your audience’s background in terms of demographics, interests, culture, and knowledge level about the topic. Think about what others will find fascinating and relevant, so they’re not bored or confused during your presentation.

Do you have prior experience or knowledge about this topic?

Personal experiences are always great to share in a presentation, providing your unique perspective for anyone listening. While you can easily prepare your presentation based on a quick Google search, it won’t make the same lasting impact on your audience. Choose a topic you have some prior knowledge about, or have an interesting opinion you can share with others. It’ll make your presentation more engaging and memorable.

good presentation topics: a presenter on stage

Ideas for good presentation topics

It’s not easy to come up with a good presentation topic from scratch. It’s much easier to get inspired from other good presentation topics to build your topic on. Whether you’re looking for presentation ideas for work, about me presentation ideas, unique or easy presentation topics, you’ll find them all here.

Without further ado, here are some good presentation topics to choose from or get inspired by.

Presentation topics about social media

  • The role of social media in portraying gender stereotypes
  • How social media impacts our body image
  • How social media shaped Gen Z 
  • The most significant differences between the Facebook and TikTok generations
  • The negative effects of social media
  • The positive impacts of social media 
  • The effects of social media on behavior 
  • How social media impacts our physical (or mental) health
  • How social media has shaped our understanding of mass media
  • Should we teach about social media in schools?
  • The rise of social media influencers
  • How AR Instagram filters impact our self-image
  • How to go viral on social media?
  • The origins of social media echo chambers
  • Social media as a news outlet

Author: Ish Verduzco

Presentation topics about movies

  • How movies influence our understanding of good and evil
  • Beauty standards represented in movies
  • How female characters are depicted in Hollywood movies
  • How horror movies and global fears have developed through time
  • The adverse effects of romance movies
  • How movies have changed our understanding of the Western culture
  • Charlie Chaplin and the silent movie era
  • The globalization of culture: Hollywood vs. Bollywood
  • The psychology behind the music in films
  • The ethics of using animals in movies
  • Social media’s influence on the film industry
  • The history of filmmaking
  • The role of color in movies
  • The cultural impact of romance movies
  • How are gender stereotypes depicted in Hollywood movies?

Author: Cinto Marti

Presentation topics about music

  • The impact of pop music on beauty standards
  • Should digital music be free for everyone?
  • The psychology behind the music in advertisements 
  • The effectiveness of sound therapy
  • Can music inspire criminal behavior?
  • The psychological effects of metal music
  • The origins of K-pop
  • How does music influence our understanding of the world?
  • Can music help in the learning process?
  • The positive effects of classical music
  • The history of hip hop
  • Why is music education essential in schools?
  • The psychological benefits of playing piano
  • Can anyone become a famous musician?
  • The role of music in fashion

Author: Prezi Editorial

Presentation topics about health

  • The link between food and mental health
  • Inequality in the healthcare system
  • Myths about healthy practices
  • Simple practices that help you stay healthy
  • Health education in schools: Should it change?  
  • Toxic positivity and mental health
  • The impact of superfoods on our health
  • The psychology behind unhealthy eating habits
  • Sex education in schools: Why should we have it?
  • How to trick yourself into getting better: The placebo effect
  • How to strengthen your immune system
  • How to tell if someone is depressed
  • The health benefits of regular exercise
  • The impact of junk food on mental health
  • Stress-caused diseases

Author: Prezi Education Team

Presentation topics about human psychology

  • What is social depression?
  • What triggers panic attacks?
  • The impact of testosterone on aggressive behavior
  • How to overcome social anxiety
  • Differences in the functioning of the brain of a child and adult
  • The impact of violent video games on children’s brain development
  • How does the use of social media influence our attention span?
  • How to overcome childhood trauma
  • The influence of marijuana on the human brain
  • How does behavioral therapy work
  • The psychology behind fame
  • The causes of personality disorders
  • The differences in brain functioning between men and women
  • What happens in therapy sessions?
  • The psychology of substance abuse 

Presentation topics about self-development

  • The impact of exercise on productivity
  • How to deal with stress
  • How to deal with procrastination
  • The positive effects of meditation
  • Why new–year’s resolutions don’t work
  • How to overcome bad habits
  • The impact of negative thoughts
  • The negative effects of self-criticism
  • The role of creativity in self-development
  • Benefits of journaling
  • How to learn something fast
  • How to be mindful
  • The importance of curiosity 
  • How to become more self-aware
  • Why it’s essential to spend time with yourself

Author: Nir Eyal

Presentation topics about education

  • What are the advantages and disadvantages of online education?
  • The positive effects of a gap year
  • Should university education be free?
  • Inequality in education access
  • How language learning benefits brain development
  • Emerging gender issues in education
  • The importance of socialization in school
  • School bullying and student development
  • The benefits of reading 
  • Is the education system broken?
  • What you don’t learn in college
  • The link between education and brain development
  • The history of schools
  • The gender gap in STEM
  • The connection between equality in education and economic growth

Presentation topics about culture

  • Is graffiti a form of art or street vandalism? 
  • Cultural diversity in the workplace
  • The impact of culture on gender roles
  • The issue with orientalism
  • Are humans the only species that has culture?
  • How do different cultures view death? 
  • The ethical issues of pop culture
  • The impact of culture on personal development
  • Sexism in different cultures
  • The impact of globalization on local cultures
  • The viral spread of the #metoo movement
  • The history of subcultures
  • The problem with romanticizing toxic relationships in movies
  • 90s pop-culture influence on fashion trends
  • The evolution of cultural psychology 

Author: Devin Banerjee

Presentation ideas for work

  • What it’s like to be a digital nomad?
  • How to deal with workplace conflicts
  • The secret to a productive day
  • How to set achievable goals
  • The importance of diversity in a workplace
  • The positive effects of creative thinking at work
  • How to give constructive feedback
  • The characteristics of a valuable team member
  • Inequality and the glass ceiling
  • Racial discrimination in the workplace
  • Work habits of different cultures
  • How is work perceived in various countries?
  • Technological development and the future of work
  • The importance of a healthy work/life balance
  • The rise of health problems in office work

Author: Charles Huang

Presentation topics about hybrid work

  • The positive effects of hybrid work on work/life balance
  • Is hybrid work the future work model? 
  • How to stay connected in a hybrid work model
  • The challenges of hybrid work nobody talks about
  • How to stay productive when working from home
  • The social effects of hybrid work
  • The economic impacts of hybrid work
  • Case study: Hybrid work model in [company]
  • What causes Zoom fatigue?
  • The problem with online meetings
  • Is hybrid work better than remote work?
  • How to develop a close relationship with colleagues in a hybrid work model
  • What kind of company culture is best for a hybrid work model?
  • Is hybrid work sustainable?
  • Cybersecurity consideration for hybrid working

Author: Barbie Brewer

Presentation topics about public speaking

  • The importance of body language in public speeches
  • How to appear confident when you’re not
  • How to become a better orator
  • The use of eye contact in public speaking
  • Breathing exercises that will calm you down before public speaking
  • The benefits of public speaking
  • Ways to improve public speaking skills
  • How to leave a great first impression on stage
  • How to engage your audience during a public speech
  • How to best structure your public speech
  • How to end your presentation speech
  • Can anyone learn to be good at public speaking?
  • How to prepare for a public speech
  • What not to do right before a public speech
  • How to address a controversial topic in a public speech  

Author: Prezi Team

Presentation topics about entrepreneurship and leadership

  • The main principles of a good leader
  • The impact of leadership skills on professional performance
  • The mistake every entrepreneur makes
  • How to successfully lead a cross-cultural team
  • How to celebrate inclusivity in a diverse team
  • What are the common personality traits of a successful entrepreneur?
  • The impact of entrepreneurship on the global economy
  • The characteristics of a leader
  • The most common challenges of entrepreneurship
  • Can anyone learn to become a successful leader? 
  • What affects new venture growth?
  • The psychology of leadership
  • What is crowdsourcing? 
  • The benefits of being an entrepreneur
  • Common mistakes leaders make

Author: Jill Sinclair

Presentation topics about technology

  • The rise of technological development
  • Is technology addictive?
  • Should we use drones for military and non-military purposes?
  • The sustainability of electric cars
  • What are deepfakes?
  • Limitations of AI machines
  • The future of programming
  • Ethical issues of AI
  • The future of AR in business
  • How VR can be used in the medical field

Author: David Vandegrift

Sales presentation topics

  • How to make a cold email intro
  • What is sales enablement?
  • How to build better relationships with customers
  • The best way to improve pipeline management
  • Coaching via verbal and written role-play
  • How to plan cold calls
  • What’s a deal-breaker for most customers? 
  • All about personalized coaching
  • How to manage objections
  • How to close more deals
  • How to keep your prospects engaged
  • Effective sales communication strategies
  • How to conduct a competitor analysis
  • The most valuable sales skills
  • What soft skills do you need to become a successful sales rep?

Author: Cindy McGovern

Easy presentation topics

  • Benefits of daily exercise and how to incorporate it into your routine
  • Simple and nutritious meal recipes
  • Tips for improving time management and productivity
  • The importance of recycling
  • The history of a local landmark or festival
  • Ways to reduce stress
  • Exploring different types of renewable energy sources and their impact on the environment
  • The basics of budgeting and saving money for future goals
  • The benefits of social media for professional use
  • Tips for overcoming stage fright
  • How to start a meditation practice
  • The impact of technology on modern society
  • The basics of personal finance
  • The health benefits of a plant-based diet
  • The history of Earth Day

Good how to presentation topics

  • How to create a successful social media marketing strategy
  • How to give a persuasive presentation
  • How to create effective and engaging content for your blog
  • How to discover your strengths and weaknesses
  • How to use project management tools to increase productivity
  • How to make the most out of boring meetings
  • How to build a personal brand
  • How to conduct effective market research
  • How to use data analytics to improve decision-making
  • How to improve your decision-making process
  • How to write a winning proposal
  • How to create a visually stunning presentation
  • How to manage stressful situations at work
  • How to make friends as an adult
  • How to network at work events

About me presentation ideas

  • My journey to becoming who I am today
  • My passion for [insert topic or activity]
  • My career aspirations and goals
  • My travels and adventures around the world
  • My hobbies and interests outside of work/school
  • My role models and influences
  • My strengths and weaknesses
  • My favorite books, movies, and TV shows
  • My proudest achievements and accomplishments
  • My favorite childhood memories
  • My family and friends
  • My education and academic background
  • My volunteer and community service experience
  • My personality traits and values
  • My vision for the future and how I plan to achieve it

Author: Adam Grant

Student presentation ideas

  • The history and evolution of video games
  • The history and cultural impact of tattoos
  • The impact of social media on body image and self-esteem
  • The effects of globalization on local cultures and economies
  • The role of education in promoting social justice and equity
  • The ethical implications of autonomous weapons in warfare
  • The impact of mass media on society and culture
  • The causes and effects of deforestation on biodiversity and climate change
  • The history and cultural significance of dance in different parts of the world
  • The psychology of addiction and recovery
  • The impact of the gig economy on labor rights and job security
  • The history and impact of feminism on gender equality
  • The benefits and drawbacks of renewable energy sources
  • The impact of colonialism on indigenous cultures and identities
  • The role of technology in promoting global connectivity and intercultural understanding

Author: Edward Quinn

How to create a good presentation 

If you know what you want to present on, it’s time to create an impactful presentation that grabs everyone’s attention. Presentation design plays a crucial role in how your presentation is received and remembered. To stand out and leave a memorable impact on your audience, create a Prezi presentation. Instead of a linear, slide-based presentation, offer an engaging and dynamic storytelling experience to your audience. Breathe life into your presentation with motion, zoom, and spatial relationships. When creating your presentation, consider the following three essential elements: 

Visuals play a significant part in presentation design. They evoke emotions, make a memorable impact, and give more context to the story. Not to mention, 65% of people are visual learners , so visual aids are helpful when explaining a complex topic. 

In your presentation, include different types of visuals, such as images, videos, GIFs, and stickers, all of which you can find in Prezi’s content library. When selecting your visuals, consider what’s relevant and brings additional value to the story. Only add what’s meaningful and necessary. A video or image at the right place and time will enrich the viewing experience and make your presentation more memorable. 

The layout of your presentation is the structure of your story. It’ll help you introduce the topic, intrigue your audience, and unfold the layers of your topic one by one until you disclose your main arguments and summarize the presentation. A good presentation layout has a hierarchical, chronological, or logical flow that leads the viewer from start to finish. 

If you’re creating a Prezi presentation, you can create a dynamic storytelling experience by experimenting with your layout. Instead of going from slide to slide, you can zoom in and out of topics and experiment with different shapes, animations, and effects that draw the viewer into your story world. Here’s an example of a Prezi presentation with a great storytelling layout:

Author: Lydia Antonatos

Data visualizations can elevate your presentation from being a good one to a great one. By providing data behind your arguments, you’ll appear more trustworthy and confident in your audience’s eyes. 

Add charts, graphs, interactive maps, and more to your presentations with Prezi Design. You can choose from a wide selection of charts and maps to illustrate your data. With interactive elements, you’ll be able to engage your audience and make a memorable impact. 

Engaging visuals, a well-structured layout, and relevant data visualizations will provide a great starting base to create a memorable presentation. Discover other tips and tricks that make your presentation effective and capture people’s attention. 

Choosing a topic for a presentation isn’t easy. When selecting a topic, think about the goal of your presentation, your interest and knowledge about the topic, and whether or not your audience will find it relevant and interesting for them. Also, get inspired by other topics that’ll help you figure out what you want to talk about. Lastly, when creating your presentation, consider the impact of visuals, layout, and data visualizations. To simplify the creation process, follow the step-by-step process of making a presentation with helpful tips and resources.

entrepreneurship development presentation topics

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120 Presentation Topic Ideas Help You Hook Your Audience

Jenny Romanchuk

Updated: January 15, 2024

Published: August 09, 2023

Cooking is easy. The puzzle is figuring out what to eat. As soon as you know that, you can get started. The same holds for presentations. The sooner you can whip up a good, informative, and catchy topic, the easier the rest of the process becomes.

 man presents presentation topics to a group

Pick a good topic that resonates with you and your audience to set a strong foundation. But select the wrong topic, and it becomes difficult to connect with your audience, find mutual interests, or hold their attention.

So, let’s learn how to develop thought-provoking and relevant topics for your presentations. You’ll also find some best practices to make your presentation memorable.

entrepreneurship development presentation topics

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Table of Contents

How to Choose a Great Presentation Topic in 5 Steps

120 presentation topic ideas, 5 presentation tips.

How to Choose a Great Presentation Topic. Be novel. Begin with the end in mind.

4. Choose an appropriate presentation style.

There are many ways to present a topic. Your personality, the topic at hand, and your audience’s personas will help you determine which style would best fit you and your audience.

Select a presentation style that will communicate the main idea clearly and have a lasting impact on your audience.

For instance, explore a freeform style presenter by Sir Ken Robinson.

5. Engage with your audience.

Work on your presentation skills to make a strong connection with your audience, get through to them and leave a mark.

Think of the presenter as the link between the topic and the audience. A strong or a weak presenter can make a difference between a presentation being a thriving success or a boring failure.

Hone your skills by engaging and interacting with your audience. Make them feel like a part of the presentation and not just spectators. 70% of marketers have found presentations with interactive content to be more effective than those without.

Here are a few ways you can make your presentation interactive:

  • Start your speech with uncommon questions to your audience. Involve them from the get-go, like ask to raise their hands if X.
  • Make eye contact to build credibility and show confidence. Don’t stare at your slides or notes. Smile occasionally and talk to the audience directly.
  • Have an active and confident body language. Don’t stand in the same place the entire time. Move around the stage.
  • Don’t be monotonous. Speak as you would to a colleague — with enthusiasm.
  • Ask close-ended questions in between to keep the audience engaged without losing time. Address them using their names to keep things interesting.
  • Share personal experiences and stories that your audience will find fascinating and relatable.
  • Practice thoroughly before you present so you’re fluent with the material and delivery.
  • Energy and excitement can be quite contagious. Make sure you exude enough to spread some to your audience.

Feeling Inspired Yet?

Now you have all the right ingredients for choosing amazing topics and a hundred ideas to drive inspiration from. So, go ahead and start cooking presentations that will blow your audience away.

Don’t forget to choose a super-relevant topic and add meaty information. Do it with excitement to make it enjoyable for you and your audience. Best of luck!

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Put Marketing at the Core of Your Growth Strategy

  • Marc Brodherson,
  • Jennifer Ellinas,

entrepreneurship development presentation topics

Three ways to use marketing as a lever for growth, according to McKinsey research.

Companies that make the decision to put marketing at the core of their growth strategy outperform the competition, according to McKinsey research. Specifically, both B2C and B2B companies who view branding and advertising as a top two growth strategy are twice as likely to see revenue growth of 5% or more than those that don’t (67% to 33%). Yet their research also showed that few CEOs recognize the potential for marketing as a growth accelerator. They recommend three actions for CEOs to hit the reset button. The first is to define what you need from marketing. While it sounds obvious, their research found that more than half the time CEOs and CMOs in the same company were misaligned on marketing’s primary role. Second, nominate one person to serve as the chief voice of the customer. In two many organizations this is fragmented, and when everyone owns the customer, then no one does. Third, the CEO should function as a growth coach. They should have a handle on the challenges and opportunities of modern marketing, but their job is to draw up the strategy, not toss the ball down the field.

Growth is a perpetual business priority. So it’s imperative that CEOs understand how their marketing function and chief marketing officers (CMOs) can contribute to that goal. Few do — and that misalignment can be costly.

entrepreneurship development presentation topics

  • Marc Brodherson is a senior partner in McKinsey & Company’s New York office.
  • Jennifer Ellinas is an associate partner in McKinsey & Company’s Toronto office.
  • Ed See is a partner in McKinsey & Company’s Stamford, Connecticut office.
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entrepreneurship development

Entrepreneurship development

Dec 26, 2012

751 likes | 1.53k Views

Entrepreneurship development. End. Next. Entrepreneur. An entrepreneur is defined as “person in effective control of commercial undertaking; one who undertakes a business or an enterprise”.

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  • national production
  • cropping pattern
  • great business opportunities
  • balanced area development
  • specific characteristics

angelo

Presentation Transcript

Entrepreneurship development End Next

Entrepreneur An entrepreneur is defined as “person in effective control of commercial undertaking; one who undertakes a business or an enterprise”. Entrepreneur is an innovative person who maximizes his profits by following new strategies or venturing into new products or services. End Previous Next

Entrepreneurship Entrepreneurship is the act of being an entrepreneur, who starts any economic activity for being self-employed. Entrepreneurship is the “process of the entrepreneur”. It is an attempt to create value through recognition of business opportunity. It is basically communicative and management functions to mobilize financial and material resources. The entrepreneurial activity is governed by varying combination of socio-economic, psychological, cultural and other factors: Caste/religion, Family background, Level of education, Level of perception, Occupational background, Migratory character, Entry into entrepreneurship, Nature of enterprise, Investment capacity and Ambition/moderation. End Previous Next

Who is a Entrepreneur............ End Previous Next

Entrepreneurship development Entrepreneurial Characteristics Being an entrepreneur requires specific characteristics and skills that are often achieved through education, hard work, and planning. Risk Taker Businesses face risk. Entrepreneurs minimize risk through research, planning, and skill development. Perceptive Entrepreneurs view problems as opportunities and challenges. Curious Entrepreneurs like to know how things work. They take the time and initiative to pursue the unknown. End Previous Next

Entrepreneurial Characteristics Imaginative Entrepreneurs are creative. They imagine solutions to problems that encourage them to create new products and generate ideas. Persistent True entrepreneurs face bureaucracy, make mistakes, receive criticism, and deal with money, family, or stress problems. But they still stick to their dreams of seeing the venture succeed. Goal-setting Entrepreneurs are motivated by the excitement of staring a new business. Once achieved, they seek out new goals or ventures to try. Hardworking Entrepreneurs need a great deal of energy to see a venture start and succeed. Yet they are not deterred by the long hours to achieve their goal. End Previous Next

Entrepreneurial Characteristics Self-confident Entrepreneurs believe in themselves. Their self-confidence takes care of any doubts they may have. Flexible Entrepreneurs must be flexible in order to adapt to changing trends, markets, technologies, rules, and economic environments. Independent An entrepreneur’s desire for control and the ability to make decisions often makes it difficult for them to work in a controlled environment. End Previous Next

Need for entrepreneurship • Increases national production • Balanced area development • Dispersal of economic power • Reinvestment of profit for the welfare of the area of profit generation • Development is a function of motivation and human resource • Entrepreneurial awareness End Previous Next

Entrepreneurial Opportunities in Agriculture: • Diversification: • Organic farming: • Food preservation, processing and packaging: • Production of agro-inputs • Floriculture End Previous Next

Entrepreneurial Opportunities in Agriculture Diversification in agriculture involve shift in cropping pattern from traditionally grown less remunerative crops to more remunerative crops like oilseeds, pulses, fodder crops, horticulture, medicinal and aromatic plants, floriculture etc. It also includes livestock and fishery enterprises and small scale agro-based industries. Diversification increases the employment opportunities, optimum use of resources and profitability. • Diversification http://dfs.berkeley.edu/about-us/mission-goals/ End Previous Next

Entrepreneurial Opportunities in Agriculture: • Organic farming: http://www.organicagriculture.co/indian-scenario.php The importance of organic farming is growing very fast particularly in international market. This sector provides great business opportunities to agro-based entrepreneur. Area under organic farming is increasing but unable to meet the demand of organic produce. End Previous Next

Entrepreneurial Opportunities in Agriculture: • Food preservation, processing and packaging food-preservation-can-jam-9-stone-fruits/ Large proportion of agricultural produce is wastage due to improper storage and warehousing, lack of transportation and food processing facilities. There is a significant shift in consumer food preference towards processed food products. Entrepreneurs can add value with proper management and marketing initiatives. The processed food market opens a great potential for entrepreneurs be it fast food, packaged food or organic food. End Previous Next

Entrepreneurial Opportunities in Agriculture: • Floriculture • floriculture is a very lucrative sector. India's share in world trade of floriculture is just 0.18 per cent. This is a huge market to be tapped considering the rising demand for fresh flowers. End Previous Next

Entrepreneurial Opportunities in Agriculture: Production of agro-inputs: • Farmers can start entrepreneurial activities in the production of seed, organic fertilizers and pesticides. End Previous Next

Let Us Sum Up • Entrepreneur is one who identifies and sensitizes the opportunities, innovate the ideas, raises money, assembles inputs and set and mange the organization • The introduction of entrepreneurship in agriculture requires development of certain qualities and skills like positive self concept, moderate risk taker, planning, innovative, information and opportunity seeking, etc. in an entrepreneur. • Important entrepreneurship development opportunities in agriculture are diversification in agriculture, income from venture technologies, food preservation, processing and value addition, production of agro-inputs. The entrepreneurial qualities and skills can be developed through vocational education programmes and training. End Previous

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