Bolehkah pembangunan keusahawanan pada sesuatu negara tanpa campur tangan kerajaan?

 Tan Sri Syed Mukhtar Al-Bukhary, a familiar name in the world of entrepreneurship. A local successful in his business. However, what is the secret that drives him to succeed? Tan Sri Syed Mukhtar Al-Bukhary has indicated several factors that have to be pemangkin entrepreneurial spirit he has. Among them are;

1.    efforts and Diligence, And Realize It's Eating Time

The basic principle of success is effort. Every effort will require focus, which means steadfastness. Only those who persevere only have the opportunity to succeed in perniagaan.Dalam same time, entrepreneurs need to be aware of the time factor. In business, time to get the desired success is different.

2.     Identifying Personal Strengths and Weaknesses

Another great successful entrepreneurs are those who are clear about the strengths and weaknesses. Power is used to drive the business to a better level. In a study done, entrepreneurs who use their strengths to develop a business is not only easy to berjaya.Malah will they achieve a happy life and satisfaction with business dibangunkannya.Buku  Now Discover Your Strength  , written by Mack Buckingham is a good reference book entrepreneurs to identify what strengths within themselves mereka.Manakala employees or partners can be used to overcome weaknesses.

3.    Streets Have No Business In Brief

Tan Sri Syed Mukhtar Al-Bukhary often stated, success in business does not have any short cuts. Each route in the business we choose, have challenges that he tersendiri.Tambah, the weak will admit defeat. For entrepreneurs with a strong spirit and soul, they will treat each trip as a teaching experience, to become a better business owner.

4.     Prosperity Not Motivational Business

Big cars, big houses, expensive watches and expensive materials are not the key success factors usahawan.Ia just be one of the gifts to raise motivation and improve self esteem. Mistakes entrepreneurs start a business for a life of luxury, will bring them to the valley of debt that is not berkesudahan.Selain of Tan Sri Syed Mukhtar Al-Bukhary himself acknowledges this issue, the legend of the world of technology and gadgets, Steve Jobs also said, "The business will more successful, and great when we do what we love. Not subject to sheer luxury. "

5.     Ranks World Other Non-Motivational Business

Do we do business because we want to hold high office or rank in the company? All that is possible. But the real satisfaction does not depend on it alone. According to him, the reasons for the successful entrepreneur is located at:

. A strong desire to live independently.

· Want to achieve financial independent.

· Want to change the world for the better.

· Want to fill in the answers to the problems facing society.

6.    success Business That God is good fortune

Whatever way we do business, our main goal as an entrepreneur (especially Muslims) is to remember that each of the things which are revealed belong Allah.Justeru when we get even a small success, give thanks, and to do good in the ability so that we get more source of income.

7.     any business Because of Religion

In Islam, the religion requires its adherents to do business. Because of the business, we are able to create more job opportunities banyak.Dengan halal business, we have the opportunity to donate the value even more. Business, we have ample time to perform the required rituals and sunat.Oleh because these principles, Tan Sri Syed Mukhtar Al-Bukhary is seen as a Malay Muslim entrepreneurs who are so prominent in the eyes of the world. Therefore, practice tips that he shared this increases our confidence to be more successful in business.

 Development of entrepreneurship in a country rather difficult without government intervention. because the government merupak a very important factor in supporting entrepreneurs in business mereka.Antara government assistance to entrepreneurs, particularly in penyelidikanadalah;

Research and Development Funding Mardi MARA MTDC MRB SIRIM PUNB FRIM KPUn MPOB BPIMB FRI MCB MIDF PMB MPIB BPM Promotion and Management PemasaranLatihan BERNAS MARA FAMA NPC SMIDEC PKKMPerundangan MATRADE Business Infrastructure Establishment Act and Retail Space. Production Act UDA Sales Act SEDC other Acts of MDC MARA TPMPelepasan Pioneer Status Investment Tax Allowance Tax Exemption Tax Deduction

Government's Role in Business and Research Agency PembangunanInstitut Malaysian Agricultural Research and Development Institute (MARDI) v Conducting research in the agricultural sector v Introducing new technologies to improve productivity and quality of agricultural products of the Malaysian Rubber Board (MRB) v Consolidation three agencies: - i. Rubber Research Institute (RRIM) ii. Rubber Research and Development Board Malaysia iii. Licensing Board and the Malaysian Rubber Marketing v key objectives are: - To help develop and modernize the Malaysian rubber industry in terms of growing, tapping, processing and rubber products exhibition. v Increase the competitiveness of the Malaysian rubber industry globally. Malaysian Palm Oil Board v Serves enhance the development of the Malaysian palm oil industry through research, development and service excellence. The Forest Research Institute Malaysia (FRIM) v generate knowledge and develop appropriate technologies for the conservation, management, development and utilization of forest resources

Government's Role in Business Research and Development Agency Standard Industrial Research Institute of Malaysia (SIRIM) v Setting the standard and quality of products and services in Malaysia v Research in the field of industrial automation and information technology v The primary mission à enhance the competitiveness of manufacturers through improvements in technology and product quality v Provide training to entrepreneurs. Malaysian Pepper Marketing Board (PMB) v Controlling promote and develop marketing pepper Malaysia v Makes the pepper industry in Sarawak as the industry into a modern, efficient and competitive. Malaysian Cocoa Board (MCB) v Research in the development of food and non-food products, secondary processing and process engineering. Laini agencies. Malaysian Pineapple Industry Board (City Clerk) ii. Fisheries Research Institute (FRI) iii. Malaysian Institute of Microelectronic Systems (MIMOS)

Government's Role in Business and Management Training Corporation Corporation Corporation Corporation Productivity Productivity Industry Development Industry Development (MPC) (MPC) Small and Medium Enterprises Small and Medium Enterprises (SMIDEC) (SMIDEC) Training objective function v Provide input v Course v Established v Running in Entrepreneurship field on May 2nd 1996 study of productivity and development quantities v SMI course. Management and v Encourage v Improving Quality Control development v Enhance resource development SMI SMI technology manpower v Accounting Course v Provides v Leading Financial movements. courses and the productivity and quality. business workshops.

Government's Role in Business Training and Event Management Trust Majlis Amanah Rakyat (MARA) People (MARA) v Established on May 1, 1966 v statutory body under the Ministry of Entrepreneur Development Mission Training Objectives v Responsible v Training v Promote, promote, promote Entrepreneurship is worrying, and carrying v Training Scheme train and assist economic development and indigenous Pioneering community v Technical Entrepreneur Programme to be active in the activities of the enterprise. Question Last Year

Government's Role in Business Law Business Establishment Act v Companies Act 1965 q Require registration of all limited companies in Malaysia. v Partnership Act 1961 q compulsory registration of all companies sharing v Co-operatives Act 1948 q Requiring registration of cooperatives v Insurance Act 1963 q Protect the interests of the insurer and the insured v Banking and Financial Institutions Act 1989 (BAFIA) q regulate banking operations in Malaysia Production Act v Copyright Act 1987 q Protect the copyright of a work v Food Act 1993 q Require manufacturers to label food items v Environmental Quality Act 1972 q Require factory smoke and installing waste pollution prevention

Government's Role in Business Law Business Sales Act v Hire Purchase Act 1967 q Controlling the actions of owners and renters v Direct Sales Act 1993 q regulate direct selling industry to protect consumer rights v Price Control Act 1946 q Setting price controls and mandatory labeling prices . v Trade Descriptions Act 1972 q Prohibits dealers providing false information v Franchise Act 1998 q Encourage the development of local franchise v Customs Act 1967 q Controlling the import and export of v of the Weights and Measures Act 1972 q Ensuring that weighing and measuring instruments used are correct of Others v Employees Provident Fund Act 1991 q Protecting workers v Income Tax Act 1974 q Enforce the country's tax policy v Employees Social Security Act 1969 q Protect workers in safety and health. 

Inspired by Sani Express

Everyone has a dream to succeed in their lives . To succeed, we need someone who can inspire and motivate as a tonic achieve success . Young entrepreneurs figure who inspired me is Datuk Wan Mohamad Salleh Sani , Managing Director Sani United Sdn Bhd owner of the Sani Express bus operation successful indigenous .

Who would have thought starting a career as a singer has become an express bus operators indigenous successful . Datuk Wan Mohammad Sani has gained wide recognition among others was announced by Trade and Operators Association Malaysia ( Perdasama ) as Young Entrepreneurs in Figure 201 .

History of involvement in the business world begins to dream of his since the adolescent wants to be a businessman . Sparked the idea for a network of express bus after regular commute from Kuala Lumpur to Terengganu. He bravely took up the challenge with enthusiasm and determination to show the challenges in the areas of intense competition and the risk is high enough.

 
Sani Express today
Sani Express which was founded in January 9, 2007 operates with 7 single deck buses to Kuala Lumpur route , 6 single deck buses to Kota Bharu route and two single deck buses to Kuantan luan . Determined to expand his empire with ownership of the bus network of 15 double decker buses in 2008, using the engine and frame Scania has better security features to replace the single decker bus in tandem with the increasing number of passengers.

In developing the Sani Express to the level he did not flee until tested with challenges. However Sani Express red and white are synonymous committed in providing express bus service ' as preferred choice ' has added a new route to the north - luan homeland covering Butterworth , Sungai Petani , Alor Setar , Jitra , Cangloon , Kangar and Kuala Perlis .

Sani Express is now pioneering a new route to the South of the country. This is due to high demand and positive feedback from Sani Express customers satisfied and safe use Sani Express service system equipped Global Positioning System ( GPS ) and DAX are able to monitor and record data speeds and driving warning system if the driver is driving over the speed limit permitted . In line with the motto of Sani Express ' Safety, Comfort is Our Priority ' into the Creed .With the opening of Terminal Complex United Sani Sani United in Klang Sentral, which has 7 platform to provide convenience to customers.

Sani Express has got a rating of 4 stars by the Malaysian Institute Of Road Safety Research ( Miros), to ' Safety Star Grading For Bus Operators ' .

Achievements listed quite encouraging and it gives Inspiration to me to be successful in the future in the field. Providing services to clients and unexpected best one recipe for success to be undertaken pernigaan a ' preffered Choice ' and always remembered by customers .

Sani Express's company history

Sani Express's company history

Sani Express Sdn Bhd is a wholly owned subsidiary of Sani United Berhad established on January 9, 2007. Sani Express has begun services in the same year with 15 single deck buses en-route to Kuala Terengganu and later to Kota Bharu, Kelantan and Kuantan.


SESB started the route with Kuala Terengganu with 7 single deck coaches, Kota Bharu with 6 single deck coaches and Kuantan with 2 single deck coaches as there are large number of manpower from East Cost working in the Klang Valley for past 20 years.
 
The tremendous growth of job opportunities in the Klang Valley whether employed or self-employed has result an influx of individuals from the East Coast to meet the demand. The influx has increased the volume of passengers using the mode of express buses to return to their respective states and vice-versa.


As a new bus operator, SESB faced strong competition on its most popular routes especially Kuala Terengganu and Kota Bharu.
In the year 2008, Sani Express has shifted its services to a double decker buses with the aim to provide better and quality services to its passengers. Initially, the company accquired 15 double decker buses to replace the single deck buses of which 6 buses to cater for Kota Bharu, Kelantan, 7 buses to Kuala Terengganu, Terengganu and remaining 2 to Kuantan, Pahang.

Due to an overhelming, response from the public for double decker buses to East Coast routes, Sani Express has accquired another 10 more buses of which 6 buses to Northern Region to cover namely Butterworth, Sungai Petani, Alor Setar, Jitra, Cangloon, Kangar and Kuala Perlis, 2 buses to Kota Bharu and another 2 buses to Kuala Terengganu.

Here the series of the evolution:

2006 - Route from Kuala Terengganu to Kuala Lumpur
2007 - Expansion route from Kota Bharu to Kuala Lumpur
2008 - Route from Kuantan to Kuala Lumpur

2009 - Northern Route – Kuala Perlis, Alor Setar to Kuala Lumpur 

In the year to come we have plan to extend our service network to reach more destination particularly in Soutern Region. At the same time Sani Express also plan to increase the number of buses and new route to both Kelantan and Terengganu on the existing number to support the demands.
The distinctive red coaches of Sani Express now are familiar on East Cost and Northern roads.
Sani Express Sdn Bhd was built on the principles of quality customer service and reliability. This philosophy has enable us to forge close relationship with our customers who know they can depend on us.

For a conclusion, Sani Express Sdn Bhd aiming not only focus on profitability but the investment focusing on safety and comfortability for each passenger which we had invested on :

• New Hi-technology Chasis Engine by SCANIA Malaysia.
• A solid build in R66 Bus body and Structure by SKS Coach Builders
• Monthly contract services with SCANIA for bus maintenance and its expertise
• New high quality tyres are applied for all buses. NO use tyres provided.

From celebrity to entrepreneur

Perhaps many do not know Dato Wan Mohamad Salleh Sani . But if the mention of the former model and actress Impression with group members and Eizlan Judge Norman Yusoff in the late 90s ? Ha , of course, many will say , " Oh him ?"


38-year -old man with a Diploma in Business Management University Sunway College is among the artists cum entrepreneurs succeed in business . Conferred the Dato Indera Mahkota Pahang ( DIMP ) by Sultan Ahmad Shah, who carries the title Dato in 2009 , he is currently the managing director of SANI United Sdn Bhd ( SUSB ) . Previously Dato Sani Starting a business with open repair workshops . In 2003 Dato Salleh set SUSB with 2 other partners who withdrew not long after the cause Dato Sani had to take a risk with an employee and only in 2006 did witness SANI Express is on the road with 6 buses . Now that seven years have passed SUSB have over 150 employees and has a 3-storey building itself Wisma Dato ' Sani located in the Klang Sentral.

Talked about the services provided , 25 two -storey buses were operating in complete safety technology from Sweden worth 40 million that can detect technical malfunction earlier. Ticket counters are included CCTV connected with operational headquarters for the launch . Headquarter in central Klang also has its own training center . However SUSB do not run from a crisis when a fatal accident involving a bus company that caused the case is being investigated by LPKP .

This figure actually represents a very ambitious himself and when he reached a point where he was able to think how his life if they continue to be in the field of art and entertainment that really depends on the talent and fans. Therefore, he has changed the direction of his life to start express bus service .

Destinations to the East Coast was captured and now are heavily exploring destinations to Alor Setar in North. Most impressive, starting this month 25 buses owned , all double-decker bus that looked promising the comfort. What it has done today in unexpected, but never be dreamed . He started his business on the basis of interest and want to transform his life to a new level .

"Normally , the first time I became a celebrity I was not serious. In the entertainment industry, so a model, singer and actress until eventually I realized how long I have to be so . Back then life just to find yourself eating and entertained . Not I said the music industry did not guarantee success , but often difficult to excel in the field, " were the words of the great figures quoted from articles based entertainment reporter interview at Wisma Dato Sani in Klang Sentral, Klang with her ​​best friend , Managing Director of the Federal Malay Holding Sdn Bhd , Datuk Saiffuddin Musa.

Three storey house named Wisma Dato Sani in Klang Sentral is self-contained . In addition to the operations center , the guest house is equipped hostels, training centers and prayer . Most interestingly, all operating at the ticket counter in each state Sani Express directly monitored by closed-circuit cameras that are emitted directly into the house . According to Sani, in addition to interest , the success factor is the attitude that is not ashamed to ask and learn from anyone .

In the same article , it can be guessed that the celebrity are very down to earth ! He said , " I'm not a high school graduate . I learned from the experience , even with anyone . The bus driver I learned , I learned the mechanics , even with people who have failed , I learned for my failure to be there, we can make lessons from the knowledge , but until now I am still learning . I do self- analysis and review , then we can handle the business well . " And because Dato Sani is still single ( great opportunities for female out there ) , he was able to focus 100 percent on business .

SANI Express is aiming to have 100 buses and explore all the routes in the country in the next three years . According to him , a total of RM100 million will be invested for that purpose , and he expects to have 500 employees during the period. In addition, he is also involved in the hospitality and real estate business .

Challenges in entrepreneurship

The entrepreneurship landscape in the region is booming. There are bigger investments, more startups, more innovative ideas and more courageous entrepreneurs. “It is an exciting time to be an entrepreneur in the MENA region,” as Mike Butcher, Editor At Large at Tech Crunch, said while moderating the panel on ‘Entrepreneurship and Investing in MENA’ at ArabNet Beirut 2014, Forum Day 1. The panelists included Annie Hazlehurst, Founder and CEO at Faridan; Henri Asseily, technology venture capitalist; Ihab El-Fouly, Co-founder at Tamkeen Capital; Numan Numan, Managing Director at 212; and Stephanie Holden, Head of Strategy and Business Development/Head atMBC Ventures, MBC Group.

The lively discussion on the stage recognized the rapid growth in the entrepreneurship scene and expressed some excitement. However, the seasoned players in the field spoke of difficulties and obstacles that are still holding the market back from reaching its potential.

1. Lack of funds
Despite the notable growth in investments, funds invested in start ups are still small. Talented entrepreneurs still struggle with raising funds and gathering interest in their projects. SME’s have even bigger problems with raising growth funds after starting, having to limit their capacities below their potential.

2. Lack of a robust ecosystem

The ecosystem for entrepreneurship in the region is still struggling. Businesses and entrepreneurs are faced with mundane, unforeseeable obstacles because they don’t have an fully-functioning ecosystem that they could rely on for support of the talent. Almost all the time, there’s a link, or more, missing from the chain.

3. Scale of markets
Start ups in the region operate in relatively small-scale markets. Companies that are looking to monetize on ads, for example, are faced with how narrow the market is. Competition among startups is making the problem even worse, preventing them from expanding to newer markets in the region.

4. Lack of cooperation

Cooperation among start ups and SME’s can provide grounds needed for overcoming many obstacles. It could help with marketing problems, provide larger markets, bridge gaps in the ecosystem, and, more importantly, secure a much better access to information, which would be a huge step forward for entrepreneurship in the region.

5. Regulatory systems
Regulatory systems in MENA are still very from business friendly. Setting up a company in Beirut or Amman might take as long as a month, whereas starting a business in USA could happen in 24 hours. Struggling with regulations, in many cases, drains entrepreneurs’ energy and time, and make investors reluctant to support ventures.

6. Political turmoil
The unstable political situation in the region is a bigger factor in investors’ hesitation to enter the market of entrepreneurship. That only applies, however, to investors who don’t know the market well. Investors with experience in the region trust the ability of entrepreneurs to work around political hardships. The regulatory obstacles mentioned above, according to several panelists, are a bigger problem.

7. Poorly trained entrepreneurs

Entrepreneurs in MENA don’t lack talent or innovation, but they lack training on different aspect of business. Great ideas may not raise funds due to bad pitches. Start ups with huge potential may shut down because of inadequate management. Training and mentoring is a very important component missing from the entrepreneurship ecosystem.

8. Weak planning

Most entrepreneurs in the region make the mistake of raising funds just enough to start, whereas any startup should have enough funds to survive for 18-24 months—the time usually needed for turning up a significant profit. Entrepreneurs in MENA tend to make another big mistake; they raise funds for what they have today when they should raise funds for where they want their start up to be in a year or two.

Solutions

Having these hardships and obstacles, among others, does not mean there is no hope. New initiative, such as circular 331 by the Central Bank of Lebanon and the approval of assigning 7 billion US dollars to invest in start ups in Kuwait, are a great boost to the entrepreneurship landscape in the region.

The panelists stressed on the importance of cooperation among investors, entrepreneurs, start ups and SME’s and called out for transparent co-investments among incubators and accelerators.

Lifeclycle of an entrepreneurial company

Do you ever wonder what makes a growing technology company succeed? You may have the best game on the market, but without an entrepreneurial culture, your company may lose its uniqueness and at worst, may go out of business.That's why so many tech start-ups don't make it to their 10-year anniversary. Legendary Apple CEO Steve Jobs had an entrepreneurial spirit, but it took him leaving and then returning to Apple to regain it.

Life cycle of an Entrepreneurial Company

Birth. Many companies begin their lifespan with a strong entrepreneurial culture. The organization is led by the vision and values of the initial team members involved in organizing the company.

Adolescence. This is a critical phase where new directions and processes are typically introduced. Rules and boundaries are established throughout the company based on the leaders' trial-and-error experiences. As the organization grows, expert leaders are brought in to assist in the company's growth - experts who may not have the same vision and values of the company founders. During this phase, the company culture becomes more corporate and mature.

Adulthood. Experts are pushed into leadership roles without the necessary training and development to motivate and inspire through the company's vision. Outside leaders are recruited who may not understand the industry or the existing culture. New leaders begin establishing standardization throughout the organization using cumbersome forms and templates or unnecessary policies and procedures. Ineffective leaders are unaware that too much standardization and micromanagement can chase away the entrepreneurial spirit.

How to Develop an Effective Leader

• Effective leaders are the key to maintaining a culture driven by the entrepreneurial spirit. It can be challenging to develop effective leaders that embrace the vision of the company, so how can you cultivate your functional experts to become more effective leaders?

• Establish Clear Vision and Expectations. The vision of your company is the cornerstone for all other goals, policies, strategies, and actions. The vision should be clear enough so that it can be easily woven through all other company goals.

• Teach Leaders to Create the Vision. Coaching your leaders to uphold your company's vision is the most effective way to keep the entrepreneurial spirit alive. It's more than just teaching the vision -- the words have to align with the behavior and culture. An effective leader will be relentless when it comes to ensuring that the vision pervades all aspects of the company's culture and behavior.

Entrepreneurship and Entrepreneurial Culture

 Entrepreneurial culture can be made to enable democratization of the capacity to create and manage (business) towards wealth creation, thereby eradicating poverty.

When people are empowered to create and manage their own businesses,

•     wealth creation is possible;
•     jobs are created;
•     individual and collective well being becomes a reality; and
•     it becomes easier for the State to better redistribute wealth to those who cannot work (disabilities for instance) when all those who can work are empowered to do so.

Earlier definitions of entrepreneurship have referred to creation and running of innovative businesses by people sharing a number of characteristics. Broadly speaking, entrepreneurship also includes innovative positive social interventions (to be dealt with under Social Entrepreneurship in a later Unit).

Culture refers to attitudes and values which in the case of entrepreneurship may be linked with autonomy, creativity and sense of responsibility (soft skills) and so on. It also refers to entrepreneurial knowledge and skills and management competencies which have to be acquired (hard skills).

The hard aspects of culture apply to entrepreneurship because without them, an entrepreneurial culture would not develop into a tangible act.

According to David Mc Clelland (1961), an entrepreneur is a dynamic person who takes calculated risks. This definition has a behaviorist orientation.

Fillion (1990) defines the entrepreneur as someone who imagines, develops and realizes a vision. In economic terms, one may define an entrepreneur as someone who combines resources in such a way as to add value.

A psychologist’s point of view may be that: an entrepreneur is someone who feels the need to accomplish something, to realize his/her potential or to become his own boss.

Across all above definitions, there is a recurrence of underlying notions like: vision, value creation, innovation, risk-taking and self-accomplishment.

Having reviewed the characteristics of entrepreneurs, one is tempted to conclude that an entrepreneur is a product of his/her particular environment. Several authors have shown that entrepreneurs reflect the characteristics of the time and place where they have evolved (Toulouse, 1990). The cultures, the needs and the habits of a particular country or region shape the behaviour of entrepreneurs. Obviously enough, with the falling of frontiers (both geographical and psychological) entrepreneurs exert an influence that goes far beyond their own countries and/or regions.


Entrepreneurial Culture

Culture can be defined as the mix of norms, values and beliefs that are shared by a particular community [be it a business community, a cultural (or ethnic) community, a country, or a geographical region].


Cultural Values

Linton (1975) describes values as a predisposition to act in a certain way.

Values of entrepreneurs:
According to Sexton & Bowman (1986), entrepreneurship is a value in itself for Americans. Different authors suggest different values for entrepreneurs:

Kets de Vries (1984): reputation, power, status and recognition
Gordon Survey of values (1976): independence, efficacy and a negative reaction to affiliation.

There is a general presumption that a society may have potential entrepreneurs, but only becomes entrepreneurial if it has a culture that supports innovation and initiative.

Cultural Attitudes

According to J. M. Toulouse (1990), entrepreneurial culture is favoured by the following set of attitudes:
1. Business activities are valued.
2. Individual and collective initiatives are highly rated.
3. Determination and perseverance are desirable qualities.
4. An equilibrium between security and risk is accepted.
5. The tension between stability and change is resolved.

Therefore, in a society favoring entrepreneurship, entrepreneurs are role models who are not only acceptable, but desirable.

Learning Activity 1

In such societies, challenges are regarded as opportunities (and not threats). In societies where entrepreneurship is absent, business challenges are left to be taken care of by foreign investors. On the other hand, within entrepreneurial cultures, people will find inspiration in challenges. These will enable them to act and find ways to exploit existing opportunities. An example of lack of entrepreneurial culture in a given country is where the business community believes that government is going to take charge of all their problems.

An entrepreneurial culture is supported by people who have a strong belief in their projects, who will invest their physical, psychological and other resources (also including those of others!) in their venture with a view to succeed.

Decision is taken out of reasonable certainty and out of a positive balance of probabilities based on available information. A community favoring experimentation, R & D and innovation, has a culture associated with risk taking. Entrepreneurship reconciles risk and security.

Starting a small business entails risks, but is also a source of gratification for the successful entrepreneurs.

Entrepreneurship has the potential to bring positive changes, both to the individual or collective entrepreneur and to society as a whole. Entrepreneurs are change agents who can alter a given situation and give society a product or service that can transform their behaviors and ways of living.

Hence, a society that favors status-quo and offers resistance to change does not display a culture conducive to entrepreneurship.

Similarly, a business organization that resists change will ultimately have to face its own obsolescence.

According to Fortin (2003), entrepreneurial culture can be rooted in a society through four main avenues:
- the family;
- education;
- existing business organization; and
- local and national authorities and leaders.

Promoting an Entrepreneurial Culture within the Community

The conditions required for establishing an Entrepreneurial Culture are:

Identification and promotion of Role Models: Women entrepreneurs, for example the ladies who lost their jobs in the textile sector and created ‘Charmin Sud’, a rural women entrepreneur partnership. They came on television to explain how being laid off from an ailing textile industry was for them a blessing in disguise. It allowed them to unveil their entrepreneurial potential and leadership abilities.

Role of media: For instance, in the promotion of Entrepreneurship as a business model. Until recently, the local TV ran a weekly documentary: ‘Portrait d’Elle’, in which a local women entrepreneur was portrayed as to her new place in society as an economic (and social) agent. Similarly, a few newspapers reserve a page regularly to promote entrepreneurial initiatives.

The Education system: Entrepreneurship modules in the curriculum at different levels. Entrepreneurship education is now beginning to be anchored in tertiary education curricula. We have now moved past the old paradigm whereby entrepreneurship was to be taught only in Business faculties. The present Super GEM is a living example of the new paradigm whereby the subject is available to all undergraduates from all fields. An IT student, a Fashion & Design student and all the others in fact, need to know the basic business and entrepreneurship skills that are required to start a business or to act entrepreneurially, to lead and innovate in their employer organizations.

Period of Incubation: Entrepreneurship development programmes spread over a period of time (and not one off initiatives). Initiatives like “La semaine de l’Entrepreneuriat” are beneficial for general awareness, but the enthusiasm soon dies away after the caravan has left. What is truly beneficial for culture change is a planned process that uses all the avenues mentioned in this section over a longer period with set objectives and performance targets. In Finland, entrepreneurship and entrepreneurial culture developed as a result of a planned ‘Entrepreneurship decade’, that is, ten years of cultural change. This can take the form of entrepreneurship education starting at primary or secondary education level, targeting rural women with a Microcredit scheme and so on.

Participation of leaders (political, business, opinion): Political and religious leaders to promote entrepreneurship as a solution to current economic problems. As mentioned earlier under ‘leadership’, a strong, charismatic leadership is required to transform a community. To change the mentality from ‘qualifying to get a government job’ to ‘taking charge of oneself by being self employed’ requires psychological ‘push’ that can be facilitated by people who can influence the community. The first people to come to our mind are the political, social and religious leaders.

Creating and Mantaining an Entrepreneurial Culture

Culture is a hot buzzword among corporate and entrepreneurial companies alike. It's what everyone is striving for, what brings on the loyalty, what attracts and keeps the really awesome employees.

If done right, it seems so simple. Good corporate culture, in its purest sense, and at its most successful, has the look and feel of something organic and uncontrived, something that just exists. But alas, there's the rub, and at once the wonderful twist: Corporate culture cannot, does not and never will exist "just because." Culture is a balancing act between many elements of a company and requires careful execution at each level.

This is especially true for entrepreneurial companies, where what's going on is the building of a business as well as a culture. Corporate culture must be led, nurtured, constantly monitored and adjusted. Much like a "culture" in a petri dish, it requires that you combine the right ingredients, in the right way, to ensure that what you grow is not an aberration of your intentions.
Laying the Groundwork

When I founded Net Daemons, my computer consulting company, I had very definite ideas of what I wanted to provide for our future employees, a safe and comfortable environment, which enabled people to learn, grow and, at the same time, focus on their day-to-day work.

From early on, I felt it was important to treat every employee with trust and respect. That meant assuming automatically that each was an honest, hard-working, reliable and dependable individual. Rather than requiring all employees show up at nine and leave at five, for example, I expected each person to do the job assigned, and to apply the right amount of time and quality of skills toward the accomplishment of each task.

While I wasn't aware, back then, that I was creating what is now considered "corporate culture," I knew I was looking to create a place of employment where employees were at once valued for who they were and what they brought to the table. This was critical for our business, which sold knowledge and a system of collaboration between some 45 engineers providing network-administration and internet-development solutions. If a team isn't in sync, you can't sell a team approach, and you're no better than the single consultant.
What Makes a Culture Entrepreneurial?

As one of our engineers once put it, in an entrepreneurial culture, work is more than a job, it's a lifestyle. Employees are more like a team than in most companies, and in some cases, we're even like a family.

What also evolved was a set of rules for creating and maintaining NDA's petri dish. In creating your own, consider these rules:

•     Treat people with respect. This is a very simple premise, which threads through each and every complicated issue that can arise within a company. Respect and trust provide the necessary base for a vibrant and sustainable corporate culture.

•     Help employees stay healthy. When employees get sick, they miss work, so it makes sense to offer health insurance as a benefit. We covered 100% of employee health plans. I never want an employee to experience a catastrophic illness and not be covered by insurance. We also offered unlimited sick time. While I had seen this type of policy backfire elsewhere, it nonetheless allowed people to be sick when they really were sick, and not feel obligated to gobble up each "allotted" sick day. You may also want to add a wellness allowance for health-club membership.

•     Open doors to communication. Create an environment where people can interact with each other, support each other and recognize each others efforts and achievements. Provide positive rewards for positive behavior. Share information, so that employees are aware of the direction of the company and are involved in it. Use all-hands meetings for financial and operational information, team-building and social events. Offer incentive programs to reward effort and improve quality of life.

•     Build camaraderie. Make time for people to get to know each other and the company. We held an annual off-site meeting to build team spirit and discuss where the company was going. At such events you can also distribute and share your business plan and discuss issues and ideas raised by your strategies.

Maintaining Entrepreneurial Culture

Once you have healthy, trusted and informed employees, don't let the culture that's evolving just be. It needs to be watched so that it grows as you intended. The trick is standing back, but not too far back. In maintaining your culture, consider these rules.

•     Let the team build itself. Within that safe, comfortable, open environment, let employees grow together without being made to.

•     Participate without controlling. Let the culture thrive, without your either meddling with it or ignoring it.

•     Don't forget the little things. Culture is made up of many small actions that, when put together, create something larger than the sum of the parts. There are many things a CEO can do to make employees feel a part of the company. Some are just common courtesies: hallway conversations, saying "hello" in the morning, opening doors, asking after people's families and partners. Others are little extras, such as flowers to say thank you and happy-birthday e-mail messages. Eating lunch with employees, helping spouses find jobs and participating in team events show that you, the CEO, are involved with your employees.

Treating employees with respect helps enable them to do their jobs to the best of their abilities. If you challenge people to raise their bars, provide fun activities, keep people informed and humanize your management, you get culture. From these basics, you will grow in your petri dish a strong, healthy culture that will allow you, your company and your employees to flourish.


   By Jennifer Lawton, Owner, Just Books, Inc.

Facts and myths about business

What makes Datuk Maznah a more remarkable person is her generosity in sharing her success with the public and the younger generation. A much sought-after motivational speaker, she has made several appearances on television, radio, magazines and newspapers sharing experience, knowledge and wisdom in steering successful entrepreneurship ventures.

Here's what you can learn from Datuk Maznah Hamid:

1. Being a woman is never a weakness.

Coming from the so-called weaker gender should never be an excuse for a woman not to make it big in the business field. Datuk Maznah is a living testimony on how women can vigorously compete in a field often dictated by the opposite sex. She has chosen a niche where no other woman dare enter and exceptionally showcases her business talent. At the peak of Securiforce's achievement, Datuk Maznah was a boss to over 4,000 male workers and was a highly familiar face in an industry hugely dominated by men.

2. Money is not the greatest challenge.

Money—or more accurately, the lack of it—can be a major issue for someone aspiring to start a business. For a new entrepreneur, absence of experience and exposure makes the task acquiring financial help or loan even more daunting. But Datuk Maznah is a strong believer that anyone can start a business with a very small capital. In fact, she started her business two decades ago using her hard-earned savings of RM5,000, much lower than many would have thought. With streamlined management, prudent expenditures and smart marketing tactics, success will be imminent.

Your gender should never be an excuse.

3. The harder the challenge, the better you get

Face it, this can be a tough world. Challenges come one after another. While we can make the best of preparation and due diligence, what comes next can really be beyond expectation. Some adversities may catch an aspiring entrepreneur by cruelly crushing the spirit. Datuk Maznah treats challenges not as a hindering factor, but a motivational drive. She once delivered one of her daughters in a slum without electricity. Since then, she determined to change her family's fortune. She knows one can only get tougher with challenges.

4. Always be ready to improvise.

In business, some creativity helps. Improvising certain aspects of business operation can facilitate sustenance of business especially during trying times. In the early days of her security business, the company often found itself having insufficient money to pay the workers' salary. To help mitigate the problem, Datuk Maznah offered to cook meals for her workers instead of paying cash. When the financial situation improved, she paid all back wages owing to the workers. There were times too when Datuk Maznah herself worked as one of the night-shift guard. If you are determined enough to taste success, you will find ways to create solutions to whatever issues that may come.