SUBJECT TITLE

ENTREPRENEURSHIP
LEARNING COMPETENCIES

1. Discuss the relevance of the course;

2. Explain the key concepts of the common
competencies;
3. Explain the core competencies in
Entrepreneurship; and
4. Explore job opportunities for Entrepreneurship
as a career.
INTRODUCTION
 Entrepreneurial Stories
* Kumon * Suneris Vetigel

* RecMed
* SALt
KUMON
 In 1954 in Japan, a grade 2 student by the name of Takeshi scored
poorly in a math test. His mother, Teiko, asked her husband, Toru
Kumon, to take a closer look at their son’s school textbooks. Being a
high school math teacher, Toru Kumon thought Takeshi's textbooks
did not give children enough practice to be confident in a topic. Mr.
Kumon decided to help his son by handwriting worksheets for him
to practice. This was the start of the Kumon Method.
 By the time Takeshi was in grade 6, he had studied his father’s daily hand-written worksheets for four years
and could solve differential and integral calculus problems. Friends and neighbours noticed Takeshi’s
achievements and asked Mr. Kumon to help their own children learn with this method. It was through this local
word of mouth that the Kumon Method began to spread. In 1958 the Kumon Institute of Education was
established in Osaka, Japan. In its first year of operation, Kumon attracted 300 students through
recommendations by parents whose children had studied the Kumon Method.
 The first Kumon franchise in Tokyo opened in 1962. Kumon franchises were soon opened in the United States
of America, Brazil, Germany, Philippines, United Kingdom, Australia, New Zealand, India and many more.
Today there are more than 4 million children of all ages and abilities studying with Kumon in 49 countries.[2]
RECMED
RecMed started as an eight-grade project when Taylor
Rosenthal was one of 19 students in a Young
Entrepreneurs Academy class.
“ We had to come up with a business idea,” he said. The
straight-A student, who’s a first baseman and pitcher for
his high school baseball team, had one immediately.
“ Every time I’d travel for a baseball tournament in
Alabama, I’d notice that kids would get hurt and parents
couldn’t find a band-aid,” he said. “ I wanted to solve
that”
SUNERIS VETIGEL

Suneris a company founded in 2010 by Joe

Landolina while he was a student at NYU Poly.

Suneris Veti-gel is a veterinary product, a plant-

derived gel that is claimed to quickly stop
traumatic bleeding on external and internal
wounds
SALT

The SALt lamp was invented and marketed by Aisa

Mijeno, a Filipino inventor and entrepreneur.
The product concept was formed after living with
the natives of the Butbut tribe for days relying
only on kerosene lamps and moonlight to do
evening chores.
A SALt lamp is a LED lamp powered by the
galvanic reaction of an anode with saline water.
INTRODUCTION
 Relevance of the course
- Practical relevance
- Social relevance/or applicability
- Economic relevance
WORKSHOP
Who? Group of 5 Participants
What to do?
Creative Presentation
* The Relevance of Entrepreneurship course in STEM
Track Curriculum
Needed Materials
Manila paper, Marker, Drawing Materials
Duration: 10 minutes- formulation
5 minutes presentation
WORKSHOP EXPECTED OUTCOMES
 Entrepreneurship should be viewed as new basic
competence.
 Entrepreneurship is a way to stimulate the development of
personal qualities that will help fulfil the potential of the
individual.
 Entrepreneurship course can contribute to creating a more
entrepreneurial culture, promoting entrepreneurial
competence and attitudes
 Raise students’ awareness of self-employment and
entrepreneurship as options for their future career
CONCEPT OF ENTREPRENEURSHIP

Definition of Entrepreneurship
* a process of creating something new with value
by devoting the necessary time and effort,
assuming the accompanying financial, psychic,
and social risks, and receiving the resulting
rewards of monetary and personal satisfaction
and independence.
- Entrepreneurship by Banastao & Frias-
WHO IS AN ENTREPENEUR?

An entrepreneur is a person who starts and or operates

a business.
An entrepreneur is creative and innovative. He is a
person who starts something new.
An entrepreneur may be male or female, young or old,
professional, college graduate or school dropout,
comes from A, B,C, D or E economic group.
He is an owner-manager and willing to take risks.
FOUR BASIC ASPECTS OF BEING AN ENTREPRENEUR

1. Creation of something of value. This means entrepreneur

create products or services that can be offered for a price.
2. Devotion of necessary time and efforts. Entrepreneurs
devote their time and effort towards the attainment of their
personal goals.
3. Assumption of necessary risks. Entrepreneurs assume
risks on the possibility of losing whatever they put in.
4. Getting rewards. Entrepreneurs reap the rewards of their
efforts the generation of profits, business expansion and
intrinsic satisfaction
ENTREPRENEURIAL COMPETENCIES
Creative

Strong desire
to succeed

Risk taker

High level of
Responsibility confidence
for their
activities
ACTIVITY
 Entrepreneurial Self-test
*Make a self-evaluation. Do you possess the
mentioned competencies of an entrepreneur?
* In which of the competencies you score high?
Low?
ENTREPRENEURIAL SELF-TEST
 Encircle your answer
1. I am persistent. Yes Maybe No
2. When I am interested Yes Maybe No
project, I need less sleep.
3. When there is something
I want, I keep my goal
clearly in mind. Yes Maybe No
4. I examine mistakes and I
learn from them
Yes Maybe No
5. I keep New Year’s Yes Maybe No
resolutions.
6. I have a strong personal Yes Maybe No
need to succeed.
7. I have new and different Yes Maybe No
ideas.
Yes Maybe No
8. I am adaptable
Yes Maybe No
9. I am curious
Yes Maybe No
10. I am intuitive
11. If something cannot be Yes Maybe No
done, I find a way.
12. I see problems as Yes Maybe No
challenges.
13. I take chances.
14. I will gamble on a good Yes Maybe No
idea even if it is not a sure Yes Maybe No
thing.
15. To learn something new, I Yes Maybe No
explore unfamiliar subjects.
16. I can recover from Yes Maybe No
emotional setbacks.
17. I feel sure of myself. Yes Maybe No
18. I am a positive person. Yes Maybe No
19. I experiment with new Yes Maybe No
ways to do things.
20.I am willing to undergo Yes Maybe No
sacrifices to gain possible
long-term rewards.
21. I usually do things my Yes Maybe No
own way.
22. I tend to rebel against Yes Maybe No
authority.
23. I often enjoy being Yes Maybe No
alone.
24. I like to be in control.
Yes Maybe No
25. I have a reputation for
Yes Maybe No
being stubborn.
Score per answer
Yes - 3 points
Maybe - 2 points
No - 1 point
Scores Interpretation
60-75 You have the qualities of an entrepreneur
48-59 You have the potential but need to push yourself
37-47 You may not want to start a business alone
Below 37 Self-employment may not be for you
My name is_________________________
My score is_________________________
My score interpretation is_____________
___________________________________
My decision_________________________
___________________________________
Lesson 1: DEVELOPING A BUSINESS PLAN

RECOGNIZE A POTENTIAL MARKET

LEARNING COMPETENCIES
1.1. Identify the market problem to be solved or the market need to be
met; and
1.2 Propose solution/s in terms of product/s and service/s that will meet
the need using techniques on seeking, screening and seizing
opportunities:
1.2.1 Analyze the market need;
1.2.2 Determine the possible product/s or service/s that will meet the
need;
1.2.3 Screen the proposed solution/s based on viability, profitability,
and customer requirements; and
1.2.4 Select the best product or service that will meet the market need.
WORKSHOP
Who? Group of 5 Participants
What to do?
Base on the pictures presented;
Identify 10 business ideas/ or new product and service
ideas
Needed Materials
Manila paper and Marker
Duration: 10 minutes- formulation
5 minutes presentation
OPPORTUNITY SEEKING
 The entrepreneur as seeker begins with the
Entrepreneurial Mind Frame
this mind frame allows the entrepreneur to
see things in a very positive and optimistic light

“What is garbage to others is green gold to them”

THE MANY SOURCES OF OPPORTUNITY
1. Macro-Environmental Sources
- contains opportunities galore
a. Macro-social environment- demographics and socio-cultural
conditions
b. Political environment- laws, rules regulations on allowable
and disallowable business practices.
c. Macro-economic environment- supply and demand forces
d. Ecological environment- natural resources and the ecosystem
e. Technological environment-new scientific and technological
discoveries
2. Industry and Market Sources
a. The supply to market chain of an industry
b. How the different industry participants
interact, bargain and transact business with
one another
c. Increased or decreased demand as well as
higher or lower supply
3. Consumer Preferences, Piques and Perception
- Customer preferences change over time
- People’s taste in clothes, music, shoes,
entertainment, dance, sports,hobbies and careers
- Piques customers is a great source of
opportunities
- shaping consumer perceptions or occupying
spaces in their minds or places in hearts which have
not yet been filled.
4. New Knowledge as Sources
- new inventions, new system and work
process, new insights about human psyche, new
applications for old knowledge, new revelations
about how the physical world work , new
outlooks about how life should be led
5.Talents,Hobbies,Interests, Skills and Exposure
6. Opportunities from the future
OPPORTUNITY SCREENING
 The first opportunity screen must be the entrepreneur
himself or herself.
Guide Questions for Self and Opportunity Matching

1. Do I have the drive and tenacity to pursue this business to the

end?
2. Will I spend all my time, effort and money to make the
business work?
3. Will I sacrifice my existing lifestyle, endure emotional turmoil
and forego my usual comforts to succeed in this questions
12 OPPORTUNITY SCREENS

1. Relevance to Vision, Mission and Objectives of

the Entrepreneur.
2. Resonance to Values
3. Reinforcement of Existing Enterprise Strategies
or Entrepreneurial Interests
4. Revenues
5. Responsiveness to Customer Needs and Wants
6. Reach
7. Range
8. Revolutionary Impact
9. Returns
10. Relative Ease of Implementation
11. Resources Required
12. Risks
 TWELVE OPPORTUNITY SCREENING CRITERIA
Criteria Very High High Average Low Very Low Sample Multiplier Score
(weight)

Rating 5 4 3 2 1

Relevance to VMO 2

Resonance with Values 1

Reinforcement of Existing Enterprise Strategies or 1

Entrepreneurial Interest

Revenues 2

Responsiveness to Customer needs and wants 1

Reach 1

Returns 1

Revolutionary Impact 2

Returns 4

Relative Ease of Implementation 1

Rating 1 2` 3 4 5

Resources Required 1

Risks 3

Total Score
CONDUCTING PRE-FEASIBILITY STUDIES
 Utilize four screens
1. Market Potential and prospects leading to sales estimates
2. Technology assessment and determination of operational
feasibility for making the product according to market
specifications
3. Project investment estimates and the costs of making the
product
4. Financial forecast and determination of financial
feasibility
OPPORTUNITY SEIZING
 This process reveals significant insights about
what are critical and what are not in any given
opportunity to be seized.
1. Crafting a Positioning Statement
2. Conceptualizing the product or service offering
3. Designing , Prototyping and Testing the Product
4. Implementing, Organizing and Financing
REFERENCES
• Entrepreneurship by Banastao & Frias
• Entrepreneurship and Small Business
Management by Robert Medina
• Oppotunity Seeking, Opportunity Screening,
Oppotunity Seizing by Dr. Eduardo A.Morato,Jr

END