Entrepreneur: What It Means to Be One and How to Get Started


An Entrepreneur is an individual who takes an idea or product and creates a business, a process known as entrepreneurship. Creating a business requires a lot of work and dedication, which not everyone is cut out for. Entrepreneurs are highly motivated risk-takers that have a vision and sacrifice a lot to achieve that vision.

  • That’s because “being” an entrepreneur is less about specific accomplishments or accolades, and more about the mindset.
  • Entrepreneurs who are stuck in ventures that are unprofitable and cannot grow satisfactorily must take radical action.
  • Before they can set goals for a business, entrepreneurs must be explicit about their personal goals.
  • Here’s how businesses can properly market to the Hispanic community while potentially creating lifelong customer loyalty.
  • However, you can take advantage of the Small Business Administration’s microloan program.

Every company has its own story to tell about the development of systems and strategy. The problems entrepreneurs confront every day would overwhelm most managers. Successful entrepreneurs keep asking tough questions about where they want to go—and whether the track they’re on will take them there. You’ll also want to investigate whether they promote hands-on experience through collaborative research opportunities, business competitions, study abroad and real-world networking events. Incompatible culture – Everyone brings their own backgrounds with them, employing different workstyles, possessing different value systems and having different expectations. When people are committed to “what has worked before,” it can make it difficult to pivot when change is needed. Entrepreneurs will need to effectively manage the culture of their business, keeping everything moving forward in a disciplined manner while being as flexible as possible.

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Internal conflict – Disagreements with a co-founder or disgruntled employees can hold up production, disrupt communication, or even dissolve the business. Try to resolve conflicts as amicably as possible, and don’t let hurt egos sabotage your working relationships. As the owner or CEO of your business, you will need to absorb a lot of the uncertainty, even when things aren’t looking great, as too much uncertainty will disrupt productivity. Partner with a cofounder or small team that will offer complementary skills to your own. Being part of a larger whole provides additional skills and expertise, plus it can make it easier to secure funding. Gain access to fellow entrepreneurs who will help you redefine and realize your goals in life and in business. Get free online marketing tips and resources delivered directly to your inbox.

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Small business, scalable startup, large company, and social.

The lack of talented employees is often the first obstacle to the successful implementation of a strategy. During the start-up phase, many ventures cannot attract top-notch employees, so the founders perform most of the crucial tasks themselves and recruit whomever they can to help out. After that initial period, entrepreneurs can and should be ambitious in seeking new talent, especially if they want their businesses to grow quickly. Entrepreneurs would do well to follow Alsop’s example by thinking explicitly about what they are and are not willing to risk. When entrepreneurs have aligned their personal and their business goals, they must then make sure that they have the right strategy. At least early on, entrepreneurs often “bootstrap-finance” their start-up rather than seeking external investors from the start.

Identify and focus on a growing category (or categories).

It’s important never to give up through the difficult times if you want to succeed. Personally answering phones is one of the most significant competitive edges home-based hold over their larger competitors.


For Schumpeter, entrepreneurship resulted in new industries and in new combinations of currently existing inputs. Schumpeter’s initial example of this was the combination of a steam engine and then current wagon-making technologies to produce the horseless carriage. In this case, the innovation (i.e. the car) was transformational but did not require the development of dramatic new technology. It did not immediately replace the horse-drawn carriage, but in time incremental improvements reduced the cost and improved the technology, leading to the modern auto industry. Despite Schumpeter’s early 20th-century contributions, traditional microeconomic theory did not formally consider the entrepreneur in its theoretical frameworks . In this treatment, the entrepreneur was an implied but unspecified actor, consistent with the concept of the entrepreneur being the agent of x-efficiency. To this end, governments commonly assist in the development of entrepreneurial ecosystems, which may include entrepreneurs themselves, government-sponsored assistance programs, and venture capitalists.

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Many entrepreneurs seek financing options that bypass traditional banks, like funding from angel investors that provide entrepreneurs with capital to cover startup costs . If you can demonstrate a high growth potential for your business, you can also turn to a venture capitalist, who offers capital in exchange for receiving equity in your company. With the growing global market and increasing technology use throughout all industries, the core of entrepreneurship and the decision-making has become an ongoing process rather than isolated incidents. This becomes knowledge management, which is “identifying and harnessing intellectual assets” for organizations to “build on past experiences and create new mechanisms for exchanging and creating knowledge”. It is a common mantra for one to learn from their past mistakes, so leaders should take advantage of their failures for their benefit. This is how one may take their experiences as a leader for the use in the core of entrepreneurship decision-making.

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