ENTR6081 – Entrepreneurship

Analyze Opportunity
Week 2
Session 3
 Learning Objecti ves
LO 1: Identify personality of entrepreneurs
LO 2: Be Creative and Innovative mindset
 Sub Topic
• Why Entrepreneur
• The Entrepreneur & Intrapreneur
• What Customers Need
• Market Research – How to Conduct It?
• Creating and Innovating – Based on What Market Needs
• Innovation and Entrepreneurship
Why Entrepreneur?
 The Reason to be
Entrepreneur
1. Their creativity doesn’t fit the corporate environment.
2. They want a lifestyle that isn’t bound to nine to five
3. They’re passionate about learning.
4. Their ideas are unconventional.
5. They want to do things.
6. They want to change the world.
 Reason Entrepreneurs
Start Companies
Reason Percentage Citing
To be my own boss or control my own life 41%
To make money 16%
To create something new 12%
To prove I could do it 9%
Because I was not rewarded at my old job 6%
Because I was laid off from my old job 5%
Other 1%
Entrepreneurship
“A process of innovation and new-venture creation through four
major dimensions—individual, organizational, environmental,
process—that is aided by collaborative networks in government,
education, and institutions”.

Entrepreneur
“A catalyst for economic change who uses purposeful searching,
careful planning, and sound judgment when carrying out the
entrepreneurial process”.
 The Myth

Myth 1: Entrepreneurs Are Doers, Not Thinkers

Myth 2: Entrepreneurs Are Born, Not Made
Myth 3: Entrepreneurs Are Always Inventors
Myth 4: Entrepreneurs Are Academic and Social Misfits
Myth 5: Entrepreneurs Must Fit the “Profile”
Myth 6: All Entrepreneurs Need Is Money
Myth 7: All Entrepreneurs Need Is Luck
Myth 8: Ignorance Is Bliss For Entrepreneurs
Myth 9: Entrepreneurs Seek Success But Experience
High Failure Rates
Myth 10: Entrepreneurs Are Extreme Risk Takers (Gamblers)
(Kuratko, 2016)
The Entrepreneurs
And The
Intrapreneurs
Professionals
Workers

Entrepreneur
 The Question is:

Which ‘street’ would you choose?

Entrepreneur Vs
Intrapreneur
 Market Overview –
What Customer Needs
 Shifting the Perspective!

YOU (yourself) THEM!

organization-centric customer-centric
Business model design Business model design
 YOU (Yourself)
Organization-centric Business Model Design

The Questions would be:

 What can we sell to customers?
We were the one who decided what to sell.

 How can we reach customers most efficiently

We decided the method that we were going to use to
get in touch with the customers. We PU
as the T Custome
PAS rs
 What relationship do we need to establish with instea SIVE party
customers? them d of taking ,
as the
We decided what kind of relationship that we our b part o
usine f
wanted to have with the customers. ss!

 How Can we make Money from our Customers?

We decided how customers would give us the benefits
 Them!
Customer-centric Business Model Design

The questions would be:

 What job(s) do(es) our customer need to get done and
how we can help?
 What are our customer’s aspirations and how can we All dec
isions
help them live up to them? are goi th
ng to at we
 How do our customer prefer to be addressed? would make
b
 How do we, as an entreprise, best fit into their routines? ba e made
sed
 What relationship do our customers expect CUSTO on
M
to establish with them? OPINI ERS’
 For what value(s) are customers O N!
truly willing to pay?
 How Can We Understand
the Customers’ Perspective?

The
Empathy
Map
Market Research
How to Do It?
 The Process of Market Research

6.
2. 3. Design
1. Define 4. Visualize
Determin & Prepare 5.
Objective Sampling &
e Research Analyze
& & Data Communi
Reasearch Instrumen Data
Problem Collection cate
Design t
Results
 This might be the most important step in the
market research process, “Defining the goals of
the project”.

1. Define
Objective
&
Problem

By understanding the
business problem
clearly, you’ll be able to
keep your research
focused and effective
 Determine your market research
method (will it be a survey, focus group,
etc.?). 

2. There are three classifications to consider:

Determine Exploratory Research
Reasearch
Design • This form of research is used when the topic is not well defined or
understood, your hypothesis is not well defined, and your knowledge of
a topic is vague. Common exploratory market research techniques
include secondary research, focus groups and interviews.

Descriptive Research
• The goal of this form of market research is to measure specific topics of
interest, usually in a quantitative way.  Surveys are the most common
research instrument for descriptive research.

Causal Research
• The most specific type of research is causal research, which usually
comes in the form of a field test or experiment.  In this case, you are
trying to determine a causal relationship between variables.
3. Design &
Prepare
Research In this step of the market research process, it’s time
Instrument to design your research tool. 

If a survey is the most appropriate tool (as

determined in step 2), you’ll begin by writing your
questions and designing your questionnaire. 

If a focus group is your instrument of choice, you’ll

start preparing questions and materials for the
moderator. 
 4. 6. Visualize &
5.
Sampling Communicate
Analyze
& Data Results
Data
Collection

A great way to present the data is to start with the research

objectives and business problem that were identified in step
1.  Restate those business questions, and then present your
recommendations based on the data, to address those issues.
Example
of Market Research
Generating Idea
Based on Market
Research

Visualize Your Data and Communicate
Results
A great way to present the data is to
start with the research objectives and
business problem that were identified
in step 1.  Restate those business
questions, and then present your
recommendations based on the data,
to address those issues.
This is last step of the Market
Research. It contains result.
It represents the opinion of your
potential market. By using the result
of the market research, you could
decide what kind of
products/services that would be
suitable with their NEEDS/WANTS.
Creating and Innovating
–
Based on What Markets
Need
Some Example
 Genereting Idea
Based on Market Research
Visualize Your Data and Communicate
Results
You’ve spent hours pouring through
This is last step of the Market
your raw data, building useful
Research. It contains of result.
summary tables, charts and graphs. 
Now is the time to compile the most
It represents the opinion of your
meaningful take-aways into a
potential market. By using the
digestible report or presentation.  A
result of the market research,
great way to present the data is to
you could decide what kind of
start with the research objectives and
products/services that would be
business problem that were identified
suitable with their
in step 1.  Restate those business
NEEDS/WANTS
questions, and then present your
recommendations based on the data,
to address those issues.
 Creating and Innovating –
Based on What Markets Need
 Ideas - Rubrics for
blind people

http://www.brainpickings.org/index.php/2012/06/26/talk-to-me-
moma-paola-antonelli-book/
 Ideas – Cubic Water
Melon

http://scotsmad.blogspot.com/2011/07/fiestys-luau.html
 Idea – Alarm Clock
Pillow

http://itsalmostgenius.com/index.php/almost-genius/alarm-clock-pillow/
Idea – Special Car
Idea – Mop Sandals
 Innovation in Action

Type Description Examples

Invention Totally new product, Wright brothers—airplane
service, or process Thomas Edison—light bulb
Alexander Graham Bell—telephone

Extension New use or different Ray Kroc—McDonald’s

application of an already Mark Zuckerberg—Facebook
existing product, service, Barry Sternlicht—Starwood Hotels &
or process Resorts

Duplication Creative replication of an Wal-Mart—department stores

existing concept Gateway—personal computers
Pizza Hut—pizza parlor

Synthesis Combination of existing Fred Smith—Fed Ex

concepts and factors into Howard Schultz—Starbucks
a new formulation or use

Source: Donald F. Kuratko, Jeffrey S. Hornby (2009). New Ventures Management, The
Entrepreneur’s Roadmap. Pearson Prentice Hall, New Jersey, ISBN 0-13-135530-9
 AGENDA ENTR6081
5 Kelas Besar

Final Presentation
7 Kelas Kecil
(January)

ENTR6081 BINUS Festival 1-3 Desember

UTS 9-23 November

UAS Absensi 80% 1x absen

+ pameran SLME mulai dari W5 di balkon lt. 2

 Innovation and
Entrepreneurship
Innovation is the Specific tool of entrepreneurs, the means
by which they exploit change as an opportunity for a
different business or service. It is capable of being presented
as a discipline, capable of being learned, capable of being
practiced. - P. Drucker, 1985 –

One person’s problem is another’s opportunity and the

nature of innovation is that it is fundamentally about
entrepreneurship
 References
Osterwalder, Alexander; Pigneur, Yves (2010). Business Model Generation: A Handbook
for Visionaries, Game Changers, and Challengers. John Wiley & Sons, Inc. New Jersey.
ISBN: 978-0470-87641-1

Aulet, Bill (2013). Disciplined Entrepreneurship: 24 Steps to A Successful Startup. John

Wiley & Sons, Inc. New Jersey. ISBN: 978-1-118-69228-8

http://www.yourarticlelibrary.com/entrepreneurship/difference-between-entrepreneur-
and-intrapreneur-explained/40643/

http://www.smallbusiness-bigresults.com/entrepreneurial-mind-set.htm

Joe Tidd and John Bessant (2013), Managing Innovation, Fifth Edition, Willey,
ISBN 978-1-118-71694-6