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英國管理學Case Study:Entrepreneur Case Study& personal analys

時間:2019-06-13 15:29來源:未知 作者:anne 點擊:
Entrepreneur Case Study personal analysis Part A 企業家人格是指企業家在創業過程中表現出來的個人特征、能力和能力,企業家的個人特征包括心理素質、行為習慣、人格偏好、價值取向、個人成就動機
Entrepreneur Case Study& personal analysis

Part A
企業家人格是指企業家在創業過程中表現出來的個人特征、能力和能力,企業家的個人特征包括心理素質、行為習慣、人格偏好、價值取向、個人成就動機等(Mazzarol和Volery,1999;Shane,2003)。創業能力人格是企業家用來解決創業過程和企業發展過程中遇到的各種復雜問題的能力。創業能力人格在一定程度上決定著創業企業的成敗,它包括機會識別、整合資源、風險決策能力、戰略管理能力、創新能力和創業網絡建設能力(Karabulut,2016;Viinikainen等人,2017;Cui等人,2016)。Cui等人(2016)、Teece(2016)、Gedik、Miman和Kesici(2015)、Paul和Shrivatava(2016)研究發現,不同階段的企業家具有共同的能力,如承擔風險的能力,成功的企業家具有冒險精神,不怕失敗(Cui等人,2016;Paul和Shrivatava,2016);在特定領域,他們可以結合d具有較強的專業知識和科學的管理知識(崔等,2016;崔斯,2016);創新能力,根據熊彼特的創新理論,創新是企業家生產要素的新組合,是創造性的破壞,創新是企業家的本質(崔等,2016;崔斯,2016)。;Gedik、Miman和Kessi,2015);一個戰略愿景,優秀的企業家往往有普通人沒有的戰略愿景,他們可以從復雜的經濟現象中總結事物的本質,把握經濟活動的規律,形成自己的管理哲學、理想、信仰和領導風格(Cui etAl.,2016;Paul和Shrivatava,2016;Gedik、Miman和Kessi,2015);良好的人際溝通技能、良好的人際關系是企業家成功的重要因素,特別是當政府和官員可以自由干預經濟事務,并在整體經濟中發揮關鍵作用時。與政府和官員的關系是決定成功的關鍵變量(Teece,2016年;Paul和Shrivatava,2016年;Gedik、Miman和Kesici,2015年)。Entrepreneurial personality refers entrepreneurs’ personal traits, capacities and competence shown in entrepreneurial process, an entrepreneur's personal traits include psychological quality, behavioral habits, personality preferences, value orientation, personal achievement motivation and so on (Mazzarol and Volery, 1999; Shane, 2003). Entrepreneurial capacity personality is the ability that entrepreneurs use to solve a variety of complex problems encountered in entrepreneurial process and the process of corporate development. Entrepreneurial capacity personality to a certain extent determines the success or failure of entrepreneurial enterprises, it includes opportunity identifying, integrating resources, risk decision-making capabilities, strategic management capabilities, innovation and entrepreneurial network building capabilities (Karabulut, 2016; Viinikainen et al., 2017; Cui et al., 2016). Cui et al. (2016), Teece (2016), Gedik, Miman and Kesici (2015), Paul and Shrivatava (2016) studied and found that entrepreneurs of different stages have common capacities, such as the ability to take risks, successful entrepreneurs are adventurous and not afraid of failure (Cui et al., 2016; Paul and Shrivatava, 2016); in a particular area, they can combined a strong professional knowledge with scientific management knowledge (Cui et al., 2016; Teece, 2016); innovative ability, according to Schumpeter's theory of innovation, innovation refers an entrepreneur's new combination of production factors, it is creative destruction, innovation is the essence of entrepreneurs ((Cui et al., 2016; Teece, 2016; Gedik, Miman and Kesici, 2015); a strategic vision, excellent entrepreneurs often have a strategic vision that ordinary people do not have, they can summarize the essence of things from the complicated economic phenomena to grasp the laws of economic activities to form their own management philosophy, ideals, beliefs and leadership style (Cui et al., 2016; Paul and Shrivatava, 2016; Gedik, Miman and Kesici 2015); good interpersonal communication skills, good interpersonal relationships are important factors for entrepreneurs’ success, especially when governments and officials are free to intervene in economic affairs and play a pivotal role in the overall economy. The relationship with government and officials is a key variable in determining success (Teece, 2016; Paul and Shrivatava, 2016; Gedik, Miman and Kesici 2015).
Like life stage, enterprises also have a process from birth to collapse. Entrepreneurs undertaking business will also experience such a process. Holt (1992) argues that entrepreneurial process goes through four stages: the pre-start-up stage, the start -up stage, the early growth stage, and the late growth stage, and he pointed out the different stages of the activities of the content and focus. In the pre- start -up stage, entrepreneurs should do a good job in the business plan and pre-work, including raising funds and creating a business; the start-up stage, entrepreneurs needs to confirm the market positioning of an enterprise and make appropriate adjustments to ensure the survival of the new business; in the early growth stage, entrepreneurs must cope with the challenges brought by changes in terms of market, capital and resource use; in the late growth stage, entrepreneurs should build a professional management system to improve the effectiveness and efficiency of new business activities (Holt, 1992). Davila and Foster (2009) divided an enterprise's life stage into the following four stages: in the first stage, entrepreneurs can be keen to find market opportunities, they assess prospects and risk, taking concrete practical action to grasp this opportunity. In the second stage, they design business plans and prepare human and financial resources for enterprise development. In the third stage, they identify and operate a business model that can continue to profit and have an access to market and consumer recognition. In the fourth stage, they develop long-term business development strategy to improve the management of enterprises to achieve the expansion of enterprises, then the enterprises will be acquired by other large enterprises or listed.
Timmons (1999) argued that as time and space changes, because of ambiguities of opportunities, market uncertainties, capital market risks, and the impact of external environments on entrepreneurial activity, entrepreneurial processes are fraught with risks and uncertainties. At this point, entrepreneurs need to show different competences and capabilities at different stages to help businesses to resist risk. In the preparation period, an entrepreneur's responsibility is mainly to identify entrepreneurial opportunities, once they find good business opportunities, they will begin to create a new business, at this stage, entrepreneurs need to have opportunity identifying ability (Cui et al., 2016; Paul and Shrivatava, 2016). In the start-up period, the main problem faced by entrepreneurs is to integrate resources to meet the needs of new business growth, at this stage, there is the need for entrepreneurs to have the ability to integrate resources, innovation and entrepreneurial network construction capabilities (Teece, 2016; Gedik, Miman and Kesici, 2015). In the growth period, entrepreneurs will be faced with more challenges and uncertainties, and due to constraints by their own ability of entrepreneurs, in order to better develop enterprises, they put more energy into building up entrepreneurial team. At this stage, entrepreneurs need to have risk decision-making ability, strategic management and financial management capabilities, communication skills and so on (Cui, 2016; Teece, 2016; Gedik, Miman and Kesici, 2015).
Jo Malone is a well-known perfume business entrepreneur, in the entrepreneurial preparation period, she was keen to find the perfume ingredients in the market were very complex, and consumers have more favor for simple natural perfume, so she first introduced a modulation of a meat cardamom and ginger flower flavor of bath oil and perfume to customers, it became popular, since she began to start a business. At the beginning of the business, Jo Malone took advantage of her social resources to make the owner of Bergdorf Goodman, a high-end department store in New York recognize the value of Jo Malone perfume, Jo Malone perfume then could be sold in this top luxury store. Taking this opportunity, Jo Malone perfume became one of the favorite perfume for celebrities, Jo Malone business achieved the initial success. In the growth phase of the enterprise, Jo Malone was through further enhancing its product lines, shaping high-end brand image, marketing and other strategic decisions to improve the influence of Jo Malone in the UK and the United States, and it successfully made world-class company Estee Lauder acquired Jo Malone's majority of the shares, and with Estee Lauder's brand influence and channel, influence of Jo Malone perfume was extended to the world. Jo Malone's success is closely related to Jo Malone's entrepreneurial personality, his different capabilities demonstrated at different stages of the business helped the company to solve problems encountered at different stages and ultimately gain access to the world's consumers’ and large enterprises’ recognition.
Part B
Jo Malone has the entrepreneurial personality that Mazzarol and Volery (1999), Shane (2003) believed that an entrepreneur should have, the entrepreneurial personality are mainly in three aspects. First of all, she has a more persistent personality, she encountered many difficulties in the business process, but she did not lose heart, she still concentrated on her own business and eventually succeeded (Malone, 2016). Then, she was very diligent, when she was 10 years old, she worked in the flower shop during the day, at night she provided facial skin care service for customers, which accumulated enough experience for her future success (Malone, 2016). Finally, she was very happy to learn, she did not have accept professional training about perfume, she completely depended on her own experience, talent and spirit of being good at learning to modulate high-end, elegant perfume, which was rather difficult for her (Malone, 2016).


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