Steve Hill and Melinda Drowley by BAvGAL

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									    Plan
     What is “Creative Lives” ?
       British Council project to develop business enterprise skills in
        talented creative people
     Why creative people?
       Future direction of prosperity : commodification of culture,
        low material input requirements, British experience ( + lack of
        alternative sectors)
     Why enterprise skills?
       Enterprise training works – more likely to start business,
        business more likely to succeed.
     “Talent is not enough”


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Enterprise + creativity = successful
business!
     Successful creative business needs:
       Environment for growth
       Enterprise skills
       Value realisation
       Business support

      from “Creative Lebanon” www.britishcouncil.co.uk/



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    Literature Summary
    Two main roles of enterprise training identified:
     Overcome skills barriers
       Innovation and technology transfer
       Organisational skills
     Overcome attitude barriers
       Can be equally as important, but less researched
     Ajzen (1990) and Shapero (1981) develop models of
      intention:
       linkage between perceived feasibility, behavioural intentions,
        and actual activity




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    Results Summary – previous work
      Voluntary training
        Significantly correlated with perceived capabilities and
         entrepreneurial social capital in Wales
        In the North, also correlated with perceived
         opportunities
        In South, only correlated with perceived capabilities
        But problem with self-selection
      Compulsory training
        Significantly correlated with perceived opportunities,
         perceived capabilities and entrepreneurial social capital
         in Wales



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The Global Distribution of Enterprise – A
GEM of an idea!
what does GEM measure?

     Large scale survey of individuals (7,600 in Wales)

                  Early-stage entrepreneurial activity (TEA)

 Potential         Nascent                  Owner-manager          Owner-manager
 entrepreneur:     entrepreneur:            of a new               of an established
 knowledge and     involved in setting      business (up to        business (more
 skills            up a business            3.5 years old)         than 3.5 years old)




           Conception              Firm birth             Persistence


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          The Growth of GEM - 2008



                     Bosnia and Herzegovina
                       Macedonia

                                    Iran
                          Egypt




    Bolivia




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                                                        Percentage of adult population




78
                                                          10.0%
                                                                  15.0%
                                                                          20.0%
                                                                                  25.0%
                                                                                          30.0%




                                          0.0%
                                                 5.0%
                                 Austria
                                 Russia
                                  Puerto
                                Belgium
                                 France
                               Romania
                                Sweden
                                   Japan
                                   Latvia
                                Slovenia
                                      Italy
                             Netherland
                                   Wales
                               Denmark
                                    Israel
                                       UK
                                  Turkey
                                 Greece
                             Switzerland
                                 Norway
                                Hungary
                                 Finland
                                 Croatia
                                   Spain
                                  Ireland

 TEA – Wales and the World
                                     UAE
                                     India
                                  Serbia
                                Portugal
                              Kazakhsta
                                       US
                             Hong Kong
                                Uruguay
                                 Iceland
                                    Brazil
                                    Chile
                               Argentina
                                   China
                                 Domin.
                              Venezuela
                              Colombia
                                     Peru
                                Thailand
    Creative Lives
     BC Regional Project – sub-Saharan Africa (Nigeria,
      Kenya, Tanzania, Ghana, Uganda…to start..)
     Identify talented people (WAPI)
     Ist stage – core programme (2x50 in Nigeria) – basic
      enterprise skills
     2nd stage – route programme – sector focussed
     2rd stage – mentoring
     Evaluation built in




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     Core Programme
        Locally delivered – set in context
        Partnership – BC, UoG, local deliverer
        Nigeria – Lagos Business School, Pan Africa University
        Inevitable issues
          Co-ordinated material
          Finding appropriate level
          Differing constructions (experiences/knowledge/ways of
           looking at the world )




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         Content: eight one day modules

        The entrepreneur
        The idea
        Defining the market
        Building the Brand
        Setting the Price
        Developing the Network
        Keeping Track
        The Business Plan



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     For each module
      Introduction – why does this matter?
      Local context – issues and cases
      British input
        DVD – creative entrepreneurs in Wales
        PowerPoint – issues to discuss
      Summary/lessons/activities




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Creative Lives Project
‘Talent is not enough’

Workbook 1 – The Entrepreneur
Have you got what it takes?




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     So, who wants to be an entrepreneur ?




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     Introduction
       This session will enable you to:
      Think about the skills required to become an
       entrepreneur
      Identify these skills in yourself




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     What is an Entrepreneur?
     "A person who attempts to profit by risk and initiative"




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          Defining the Entrepreneur
         Entrepreneurs:
        set up new businesses
        have a vision of the future;
        create new wants and needs; and
        change the world (or at least their part of it)
        make things happen.




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      Some characteristics of entrepreneurs
      ambitious, competitive and questioning, dislikes
       bureaucracy and enjoys challenges
      self-confident, optimistic, strongly intuitive and risk
       takers
      Persistent, stubborn, opinionated????




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     What makes an entrepreneur?
      Someone who turns an idea or talent into a new
   business.
      Someone who faces and copes with risk.
      Determination
      Anyone can become a successful entrepreneur




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     Workbook 1 – Task 1
     a) The next slide introduces a Traits (characteristics)
        Wheel. Thinking about each characteristic, score
        yourself on a scale of 0 to 10 – be honest!

     b) After completing the traits wheel, think about
        why you can be an entrepreneur

     c) Finally consider in your own words whether
        entrepreneurs are born or made – say why you
        think this



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     Entrepreneurial Traits Wheel
                                                        Need to control
                           Vision and flair

                                                   10
               Act first                                              Taking Chances
                                                   5

                                                   0
                                                                          Need for independence

               Do things
               differently


                                                            Need for achievement
                                 Self confidence




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Motivations for Starting a Business
 Think about why you want to do this. Some
  options are:
   to make money
   satisfaction
   no alternatives
   follow an idea
   be independent
 Is there one strong reason or quite a few ?
 What things in your life will affect this decision ?
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     DVD – quick look




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     Issues
      Evaluation – what does success mean?
      Co-ordination and resources
      Effective partnership working – internally and
       externally
      Enormous enthusiasm – willing to help
      Practice what we preach?




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