TYPES OF

ENTREPRENEURSHI
P
REFERENCE
S
 CHARACTERISING CORPORATE
ENTREPRENEURSHIP

• KEY STRATEGY FOR MANAGEMENT TO

IMPROVE INNOVATION IN PRODUCTS AND
SERVICES – JOLLIBEE CEBU AYALA BRANCH
INTRODUCES NEW SELF-ORDERING KIOSKS
• IS A CASCADING YET INTEGRATED SET OF
ENTREPRENEURIAL ACTIVITIES AT DIFFERENT
LEVELS OF THE ORGANIZATION, IMPROVING
PERFORMANCE, PROFITABILITY AND THEREBY
MARKET VALUE TO MEET STAKEHOLDER
EXPECTATIONS
• IT IS A PROACTIVE WHOLE-ORGANIZATION APPROACH OF
“ORGNIZATIONAL RENEWAL” THAT TO BE EFFECTIVE REQUIRES
THE COMMITMENT OF ALL LEVELS OF MANAGEMENT
• ALTHOUGH SENIOR MANAGEMENT (THOSE IN SENIOR POSITIONS
BASED AT A CORPORATE OFFICE) INSTIGATE INNOVATION AT A
STRATEGIC LEVEL, IT IS THE MIDDLE MANAGERS’ EXPERTISE
AND UNDERSTANDING OF THE BUSINESS THAT ENABLES THEM TO
IDENTIFY OPPORTUNITIES FOR IMPROVEMENTS AND INNOVATION
WHICH MAY BE IN SYSTEMS AND PROCESSES, CUSTOMER SERVICE
OR BY INCREASING REVENUES OR REDUCING COSTS
• PROFITABILITY IS A KEY DRIVER OF ENTREPRENEURIAL
ACTIVITIES BUT, IN ORDER FOR MIDDLE MANAGERS TO
UNDERTAKE THESE, CERTAIN ANTECEDENTS MUST BE ENABLED
BY SENIOR MANAGEMENT
EXAMPLES OF
ANTECEDENT
S WITH AN
EMPHASIS ON
THEIR INTER-
DEPENDENCE
 ADDRESSING SOCIAL
PROBLEMS IS AT THE
HEART OF SOCIAL
ENTREPRENEURSHIP
IN TOURISM, THE DEVELOPMENT OF SOCIAL
ENTREPRENEURSHIP IS BOOMING SINCE IT IS
VIEWED AS A GOOD WAY TO SUPPORT
SUSTAINABLE AND COMMUNITY-BASED
TOURISM THAT CAN ALLEVIATE MANY SOCIAL
PROBLEMS
 SOCIAL ENTREPRENEURSHIP
CONSISTS OF THREE COMPONENTS:
• IDENTIFYING A STABLE BUT INHERENTLY UNJUST EQUILIBRIUM THAT
CAUSES THE EXCLUSION, MARGINALIZATION OR SUFFERING OF A SEGMENT OF
PEOPLE THAT LACKS THE FINANCIAL MEANS OR POLITICAL CLOUT TO ACHIEVE
ANY TRANSFORMATIVE BENEFIT ON ITS OWN
• IDENTIFYING AN OPPORTUNITY IN THIS UNJUST EQUILIBRIUM, DEVELOPING
A SOCIAL VALUE PROPOSITION AND BRINGING TO BEAR INSPIRATION,
CREATIVITY, DIRECT ACTION, COURAGE AND FORTITUDE THEREBY
CHALLENGING THE STABLE STATE’S HEGEMONY
• FORGING A NEW, STABLE EQUILIBRIUM THAT ATTEMPTS TO ALLEVIATE THE
SUFFERING OF THE TARGETED GROUP (VULNERABLE GROUPS), THROUGH THE
CREATION OF A STABLE ECOSYSTEM AROUND THE NEW EQUILIBRIUM ,
ENSURING A BETTER FUTURE FOR THE TARGETED GROUP AND SOCIETY IN
GENERAL
THREE TYPES OF SOCIAL
ENTREPRENEURS:
• SOCIAL BRICOLEURS – UTILISE AND DEPEND ON
THEIR OWN LOCAL KNOWLEDGE AND RESOURCES
FOR DISCOVERING AND ADDRESSING SMALL-
SCALE LOCAL SOCIAL NEEDS BY DEVELOPING,
MAINTAINING AND RECONFIGURING RELATIONS
WITH VARIOUS MARKET ACTORS (e.g.
VOLUNTEERS, EMPLOYEES, INSTITUTIONS,
GOVERNMENTAL AGENTS) THAT GIVE THEM
ACCESS TO RESOURCES AND KNOWLEDGE
• SOCIAL CONSTRUCTIONISTS – CATER FOR THOSE SOCIAL
NEEDS AND MARKET FAILURES, THAT ARE INADEQUATELY
ADDRESSED BY EXISTING INSTITUTIONS, BY INTRODUCING
REFORMS AND INNOVATIONS THAT FILL IN HOLES IN THE
SOCIAL SYSTEM

• SOCIAL ENGINEERS – ACT AS PRIME MOVERS OF INNOVATION

AND REVOLUTIONARY CHANGE, BECAUSE THEY IDENTIFY
SYSTEMIC PROBLEMS WITHIN EXISTING SOCIAL STRUCTURES
AND ADDRESS THEM BY DESTROYING EXISTING/DATED
INSTITUTIONS AND REPLACING THEM WITH NEWER AND
MORE SUITABLE ONES
In Greece, MAGEIRES (meaning “Chefs” in Greek), is a social
restaurant, whose foundation and operations are based upon a
business model that enables the organization to generate sufficient
revenues in order to support the achievement of its mission, which is
the production and provision of healthy, good quality Greek food at
reasonable prices and in a sustainable way in order to help the Greek
economy and society during the difficult times of the economic
crises.
 SOME POSITIVE IMPACTS THAT CAN BE GENERATED FROM
A BUSINESS BEYOND PROFIT BY FOOD ENTREPRENEURS:

• HEALTHIER LIFESTYLES FROM EATING LOCAL FOOD

• FARM TO TABLE INITIATIVES
• MORE NATURAL AND LOCAL PRODUCTS (LESS PROCESSED AND MORE NUTRITIOUS)
• EDUCATION OF CONSUMERS (AND STAKEHOLDERS OF FOOD SYSTEM)
• INCREASED COMMUNITY COHESION BY FOSTERING A SENSE OF COMMUNITY; A
HEALTHIER AND MORE PRODUCTIVE COMMUNITY
• ASSISTANCE TO LOCAL FOOD PRODUCERS
• CUSTOMER EMPOWERMENT TO BE ABLE TO RECREATE A HEALTHY MEAL
• EMPOWERMENT OF DISADVANTAGED PEOPLE TO TAKE CONTROL OF THEIR LIVES
• CITIZENS’ EMPOWERMENT TO PROPOSE A NEW MARKET SYSTEM OF ORGANIZING
ECONOMIC ACTIVITIES
 SOME ACTIVITIES ADOPTED BY MAGEIRES
TO CREATE AND FORM A NEW MARKET
MINDSET

• ORGANIZATION OF WORKSHOPS AND SEMINARS (e.g. seminars about food and social anthropology) that
aim to educate people as well as instill in the market a healthy lifestyle that is based on the healthy, authentic,
local, and traditional Greek gastronomy

• ORGANIZATION OF “MEET THE LOCAL SUPPLIERS” MARKETPLACES whereby local producers are
offered the opportunity to exhibit their products in the restaurant so that people get to know about them and learn
how to access and use local food materials

• “EAT-AND-LEARN” SESSIONS for various groups such as schools, that aim to educate and motivate people to
take home what they have learnt

• REVIVAL, PROMOTION AND DIFFUSION of the Greek traditional dishes and food culture by the design of a
fully Greek menu that follows the Greek gastronomical traditions, education of guests on menu items, e.g. how to
cook them, their meaning for the Greek culture and their role in a healthy life

• USE OF FACEBOOK for posting messages relating to Greek food and culture, cooking recipes, food seminars,
motivational messages for adopting a healthy diet. Messages have an informative and educational role that aim to
nurture and diffuse a healthy Greek food/diet culture
ASSIGNMENT – RESEARCH ON ANY TWO OF THESE
SOCIAL ENTERPRISES. SUBMIT ON TUESDAY,
SEPTEMBER 22, 2020 A 200-WORD SUMMARY FOR
EACH ENTERPRISE THAT YOU CHOOSE TO FOCUS
ON.
BAMBIKE – HAND- ANTHILL FABRIC
MADE BAMBOO GALLERY – FASHION &
BICYCLES LIFESTYLE GALLERY
ARTWINE – FELT
BAYANI BREW –
CLOTHING AND
RESPONSIBLE ICED TEA
ACCESSORIES
BENITEZ COLLECTION –
ECO-FRIENDLY COFFEE FOR PEACE
HANDMADE BANGLES
AND BEADS
 TACLOB –
ENVIRONMENTALLY
FRIENDLY AND FIRST HARVEST – ECO
WEATHER-RESISTANT FOOD SPREADS
BACKPACKS
ECOINGENUITY INC. –
FASHIONABLE
HANDBAGS AND LITER OF LIGHT –
ACCESSORIES SUSTAINABLE
LIGHTING
 GREEN ENTREPRENEURSHIP is an
innovation that results in a reduction
of environmental impact and/or
optimize the use of resources
throughout the lifecycle of related
activities.
EXTERNAL
CUSTOMER SEARCHING SUPPLIER
DRIVERS TO REGULATION
PRESSURE OF NEW INFLUENCE
MARKETS
ADOPT
GREEN
PRACTICES
IN TOURISM NEED TO
KEEP UP
SOCIAL
PRESSURE OF
INTEREST
OF CERTAIN
IMAGE
WITH LOCAL STAKEHOLD
COMPETITORS COMMUNITIES
ERS SUCH
SUPPLIERS,
INVESTORS
AND BANKS
 INTERNAL MOTIVATIONS SKILLS AND EXPERTISE,
SUCH AS: THE NEED FOR MEANING CURRENT
ACHIEVEMENT, THE DESIRE KNOW-HOW PLUS
FOR INDEPENDENCE, JOB CONFIDENCE TO BE ABLE
SATISFACTION AT – AND TO KEEP UPDATED TO
FROM - WORK AND THE
ADDRESS THE FUTURE
WILLINGNESS TO PLAY THE
ENTREPRENEURIAL ROLE CHALLENGES

EXPECTATION OF PERSONAL ADOPTION OF NEW

ECONOMIC GAIN AND/OR TECHNOLOGIES, SMART DIGITAL,
AS WELL AS INFORMATION AND
PSYCHOLOGICAL BENEFITS
COMMUNICATION TECHNOLOGIES
(ICTs)

OTHER INFLUENCES CAN BE:

FOUR GREEN ENTREPRENEUR
CATEGORIES
 GREEN LAGGARDS
shows low levels of activity in both
green practices and innovations adoption
usually traditional long-established
tourism companies
adopt new practices in a reactive
way, only when their customers ask for
green practices
 GREEN
FOLLOWERS
SHOW LOW LEVEL
OF INNOVATIONS, BUT
THEY ARE INVESTING IN
BEST GREEN PRACTICES

THESE
ENTREPRENEURS
MONITOR VERY CLOSELY
THEIR COMPETITORS IN
ORDER TO IDENTIFY
MARKET SUCCESS AND
BEST PRACTICES AND
ADOPT THEM
 INNOVATORS NO GREEN
 IDENTIFY MARKET OPPORTUNITIES AND HAVE
THE ABILITY TO GENERATE IDEAS AND CREATE
DISRUPTIONS BY MEANS OF DEVELOPING NEW
PRODUCTS AND INNOVATIONS WITHIN AN
ORGANIZATION

 ENVIRONMENTAL ISSUES ARE NOT THEIR MAIN

CONCERN, THEREFORE, DO NOT LOOK FOR
INNOVATING

 THEY WOULD ADOPT SOME GREEN PRACTICES IF

THESE PRACTICES CAN HELP THEIR BUSINESS

 EXAMPLES INCLUDE ADOPTION OF

ENVIRONMENTAL MANAGEMENT SYSTEMS AND NEW
BUSINESS MODELS
 GREEN INNOVATORS OR ECO-
INNOVATORS
 ADVANCED INNOVATORS AND
STRONG GREEN ADOPTERS
 ALWAYS LOOKING FOR NEW
WAYS TO IMPROVE SUSTAINABILITY IN
THEIR BUSINESS IN A WIDER SENSE, i.e.
organizational, technological, and
products or process
 ARE IN A POSITION TO ACHIEVE
GREAT BENEFITS
 THE CHALLENGE FOR GEiT IS TO
DEVELOP THE ABILITY TO CREATE A
CLEAR PROFILE AND DIFFERENTIATE
FROM COMPETITION, WHILE THEY
MASTER BUSINESS MODEL
INNOVATIONS
 MOST COMMON GREEN PRACTICES
ENTREPRENEURS IN IN RESTAURANTS:
TOURISM REACT TO  RECYCLING AND COMPOSTING OF
EXTERNAL PRODUCTS SUCH AS GLASS, PLASTIC,
FACTORS/PRESSURE METAL, CARDBOARD AND SOIL
BY IMPLEMENTING  EFFICIENT USE OF ENERGY
SOME BASIC GREEN  WATER EFFICIENT EQUIPMENT
OPERATIONAL  USE OF ECO-FRIENDLY CLEANING
PRACTICES SUCH AS: SUPPLIES AND PACKAGING
 USE OF ECO-FRIENDLY DISH, TABLE
 SAVING WATER AND AND FLOOR CLEANERS
ENERGY  REGULATING COOKING
TEMPERATURES
 RECYCLING
 CHECKING FREEZING OPTIONS
HAZARDOUS
 UPDATING THE AIR-CONDITIONING
PRODUCT WASTE AND HEATING SYSTEMS
 IMPROVING INVENTORY
MANAGEMENT FOR FRESH AND NON-
FRESH FOOD ITEMS
RESTAURANTS WHO ADOPT GREEN STRATEGIES
MAY INTRODUCE INNOVATIONS IN THEIR PRODUCT
PORTFOLIO, FOR INSTANCE:

More ecosystem-
 GREEN MENUS OFFERING
GREEN AND HEALTHY FOOD
friendly forms of water
ITEMS storage, such as natural
 GREENER WATERS
wetlands, improvements
in soil moisture and more
 ORGANIC WINES
efficient recharge of
 CERTIFIED MEATS groundwater, could be
more sustainable and cost-
effective than traditional
“grey” or man-made
water infrastructure such
as dams, reservoirs,
irrigation canals and
treatment plants."
Organic wine is wine made from
grapes grown in accordance with
principles of organic farming,
which typically excludes the use
of artificial chemical fertilizers.

The Certified Humane® Raised and

Handled® label on meat, chicken,
pork, eggs, pet food or dairy
products means that the food comes
from farms where Humane Farm
Animal Care's precise, objective
standards for the humane treatment
of farm animals are implemented.
The American Green Hotel Association has defined
“Green Hotels” as those environmentally friendly
properties whose managers are eager to introduce and
implement programmes that save water, save energy and
reduce solid waste, while saving money. Suggested
various practices for independent operations, such as:

-- the use of water-saving sanitary equipment

(mist spray installations)
-- low water consumption dishwashers
-- the installation of LED light or replacing
incandescent lamps
-- optimizing the amount of food prepared
-- minimizing the waste generated in the
kitchen
-- installing grease traps in the kitchen
The adoption and implementation of green practices could
result in a series of benefits for tourism businesses as presented
below:
throughout
ETHNIC MINORITY
ENTREPRENEURSHIP

SMALL AND MEDIUM ENTERPRISES

OFTEN SIMULTANEOUSLY FOUNDED,
OWNED AND MANAGED BY ONE OR MORE
ETHNIC MINORITY ENTREPRENEURS, AND
HENCE, MANIFEST CERTAIN CULTURAL
TRAITS WHICH ARE ASSOCIATED WITH THE
ENTREPRENEUR’S ORIGIN.
MOTIVES FOR
SELF-
EMPLOYMENT
DISADVANTAGE SUFFERED BY IMMIGRANTS
IN THE HOST COUNTRY’S LABOR MARKET
DUE TO:

• POOR KNOWLEDGE OF THE HOST COUNTRY’S

LANGUAGE
• LACK OF QUALIFICATIONS
• LACK OF JOB MARKET INFORMATION
• RACIAL DISCRIMINATION

ALL OF THE ABOVE CAN FORCE IMMIGRANTS

INTO SELF-EMPLOYMENT.
 ETHNIC NETWORKS AND
ETHNIC ENTREPRENEURSHIP
• CO-ETHNIC CAPITAL – access to cheap family capital and close community networks
that may provide low-cost capital.
• CO-ETHNIC LABOR – where family members provide cheap labor support; however,
nepotistic management tactics and decision-making may result from co-ethnic labor
recruitment, leading to problems in the growth of the ethnic business.
• CO-ETHNIC INFORMATION – strong ties with informal social networks (community
meetings, family gatherings, festivals) may provide competitive advantages to ethnic
minority businesses.
• CO-ETHNIC MARKET – customers from your cultural group can sustain the business
during the initial stages, as transacting in the language that the business owner is familiar
with significantly influences business growth. However, to enable the continued growth
of the ethnic minority business, a breakout into the mainstream market is necessary.
 ETHNIC ENTREPRENEURS NEED TO EMBRACE A NEW WAY OF
DOING THINGS IF THEY ARE TO REMAIN COMPETITIVE,
THEREFORE, IT IS RECOMMENDED THAT:

• ETHNIC ENTREPRENEURS NEED TO ASSESS THEIR LEARNING NEEDS AND

ATTEND RELEVANT COURSES OFFERED BY BUSINESS SUPPORT UNITS TO
IMPROVE THEIR ENTREPRENEURIAL ORIENTATION
• ETHNIC ENTREPRENEURS MOVE AWAY FROM THE TRADITIONAL
CENTRALISED MANAGEMENT STYLE AND EMPOWER INDIVIDUALS WHO
POSSESS THE APROPRIATE EDUCATIONAL BACKGROUND AND EXPERIENCE
• SUCCESSION OF THE ETHNIC SME BY THE SECOND GENERATION SHOULD
PLACE EMPHASIS ON EDUCATIONAL QUALIFICATIONS AND EXPERIENCE
• GOVERNMENT AND COMMUNITY GROUPS SHOULD OFFERE TRAINING AND
SHORT COURSES TO HELP ETHNIC ENTREPRENEURS CAPITALIZE ON THEIR
SOCIO-CULTURAL STRENGTHS IN ORDER TO GAIN COMPETITIVE
ADVANTAGE
 IN VIETNAM, MS.
DUA HEADS AN
ENTHUSIASTIC GROUP OF
HMONG WOMEN WHO
PRODUCE TRADITIONAL
HANDICRAFTS AND
JOINTLY MANAGE A SHOP.
THEIR INCOME HAS
DOUBLED SINCE THE
PROJECT COMMENCED.
 ADDITIONALLY, OWNERS OF
ETHNIC START-UPS MUST PAY
ATTENTION TO THE EXTENT OF
COMPETITION FACING THE
BUSINESS AND THE LOCATION
IN WHICH IT WILL OPERATE
AND SHOULD ADOPT CREATIVE
AND INNOVATIVE IDEAS TO
DIFFERENTIATE FROM
COMPETITION.
 CEBU CRAFT STORE SUPPORTS
LOCAL ARTISTS, PROMOTES
ENTREPRENEURSHIP
PUBLISHED DECEMBER 26, 2019 10:41PM

BY BERNADETTE PARCO, GMA NEWS

An entrepreneurial project in Cebu City promotes small-

scale craft manufacturers and gives them an opportunity to
weave stories through their handmade products.

Craft Story Cebu is a venue for mostly Cebuano artists such

as Happy Garaje, Papersandtschai and The Story Machine.

Co-founder and marketing manager Verne Alexander

Ahyong told GMA News Online the project started with
P700,000 capital and a list of artists and crafters carefully
chosen by him and his business partner.

A requirement for artists who wish to "occupy" a shelf

in the store is that their products should be handmade.

Indeed, each product undergoes meticulous workmanship.

 ASSIGNMENT:
PLEASE READ THIS
ARTICLE. SOME
QUESTIONS WILL BE
PREPARED FOR YOU TO
ANSWER NEXT WEEK.

IT IS HIGH TIME WE HELP

FILIPINO SMEs GROW
PUBLISHED DECEMBER 31, 2019 11:23AM

PRESENTED BY: DEPARTMENT OF FINANCE

 GET A PARTNER AND ANSWER THE
FOLLOWING QUESTIONS IN YOUR
MOODLE ACCOUNT ON TUESDAY,
SEPTEMBER 29, 2020:

1. What hampers the Filipino SMEs’ ability to compete with their

counterparts in the ASEAN and make them less attractive to foreign
investment and partnerships? [10 points]
2. What is CITIRA and what does it plan to propose? [5 points]
3. If CITIRA will be enacted into law, what will it allow Filipino
entrepreneurs to do? [10 points]
4. Under CITIRA which businesses will enjoy tax perks? [5 points]
 HOUSE APPROVES CITIRA ON FINAL READING
SEPTEMBER 13, 2019 | 7:41 PM

House Committee of Ways

and Means Chair and
CITIRA’s principal author
Albay 2nd District
Representative JOEY S.
SALCEDA
 Senate needs to act in country’s
interest with Create bill
By The Manila Times
May 27, 2020

• IT is long past time that the Senate act in the best interest of the Philippines,
rather than big business, and finish its work to pass the Corporate Recovery and
Tax Incentives for Enterprises Act (Create).
• The Create bill is the third version of the second package of the government’s
Comprehensive Tax Reform Program, addressing corporate income taxes and
fiscal incentives to investors, and has been stalled in the Senate for the same
reason its two earlier iterations (known as the Trabaho and Citira bills,
respectively) failed to make it to President Rodrigo Duterte’s desk: a willingness
by the Senate to overlook the forest for the trees, so to speak, and bend to scare
tactics from some big business interests over the perceived loss of tax breaks and
other investment incentives.
Under the Create bill, the corporate tax rate of 30 percent — currently the highest
among Asean countries — would be immediately cut to 25 percent in July and
gradually lowered to an even more competitive 20 percent rate over the next few
years. Fiscal incentives would be rationalized and placed under the oversight of
the Fiscal Incentives Review Board (FIRB), which, along with the Department of
Finance (DoF) and the National Economic Development Authority (NEDA),
would approve any allowable incentives on an investor-specific basis, rather than
the “menu” of incentives currently handled by the 13 investment promotion
agencies (IPAs).