Category Archives: Venture Capital and Funding

Students are educated about various funding sources, including venture capital, angel investors, crowdfunding, and traditional loans, to help them secure the financial resources needed to start and grow businesses.

Blog, Entrepreneurship Theory, Inclusive Entrepreneurship, Social Entrepreneurship, Sustainable Business Practices, Technology Integration, Venture Capital and Funding

Exploring Entrepreneurship Theory

Over the years, the study of entrepreneurship has evolved, giving rise to a myriad of theories that attempt to explain the complex nature of entrepreneurial activity. The journey of understanding entrepreneurship began with the Opportunity Recognition Theory. Historically, entrepreneurs were seen as individuals with a keen eye for spotting unmet market needs. This theory posited that the essence of entrepreneurship lay in the ability to recognize and act upon these unique opportunities, setting the foundation for future theories.

As the business landscape became more competitive, the Resource-Based Theory emerged, emphasizing the importance of resources in entrepreneurial success. Entrepreneurs were no longer just opportunity spotters; they were resource mobilizers, gathering the necessary human, financial, and physical assets to drive their ventures forward.

However, the linear approach of first spotting an opportunity and then gathering resources was challenged by the Effectuation Theory. Saras Sarasvathy’s groundbreaking work suggested that many entrepreneurs start with their available means and then co-create opportunities, turning the traditional model on its head.

In the early 20th century, Joseph Schumpeter introduced the Innovation Theory, painting entrepreneurs as agents of “creative destruction.” They were the disruptors, introducing innovations that rendered old industries obsolete and paved the way for new economic structures.

While these theories focused on external factors, the Psychological Trait Theory looked inward, suggesting that inherent psychological traits could predispose individuals to entrepreneurial success. This theory sparked debates on whether entrepreneurs were born or made, leading to extensive research on entrepreneurial characteristics.

The importance of relationships and networks in entrepreneurship was highlighted by the Social Network Theory. Entrepreneurs were not isolated actors but were deeply embedded in networks that provided them with vital information, resources, and support.

The Institutional Theory then broadened the perspective, examining how external institutional environments influenced entrepreneurial behavior. Entrepreneurs were not just reacting to market opportunities but were also shaped by the regulatory, cultural, and societal contexts in which they operated.

The Push and Pull Theory provided insights into the motivations behind entrepreneurial pursuits. While some were driven by external factors pushing them into entrepreneurship, others were pulled by the allure of opportunity and independence.

As the global entrepreneurial landscape became more interconnected, the Entrepreneurial Ecosystem Theory emerged, emphasizing the importance of a supportive environment in fostering entrepreneurial activity. This theory highlighted the symbiotic relationship between entrepreneurs and their ecosystems.

Lastly, the Human Capital Theory brought the focus back to the entrepreneur, emphasizing the role of knowledge, skills, and experience in entrepreneurial success. This theory underscored the importance of continuous learning and adaptation in the ever-evolving world of entrepreneurship.

In conclusion, the development and progression of these theories reflect the multifaceted nature of entrepreneurship. Entrepreneurahip sits at the interconnection of all business theories. From opportunity spotters to innovators, resource mobilizers to network builders, the entrepreneur’s role has been viewed through various lenses. These theories, built over time, offer a comprehensive understanding of the entrepreneurial journey, each adding a unique layer to the rich tapestry of entrepreneurial research.

List the ten most important Entrepreneurship Theories

So for our students of entrepreneurship, now I am going to list them with key references to the original sources:

  1. Opportunity Recognition Theory: This theory posits that successful entrepreneurs have a unique ability to recognize and capitalize on new business opportunities that others might overlook.
  2. Resource-Based Theory: This theory emphasizes the importance of acquiring and leveraging key resources (human, financial, physical, and organizational) to gain a competitive advantage in the marketplace.
  3. Effectuation Theory: Introduced by Saras Sarasvathy, this theory suggests that entrepreneurs often start with what they have (resources, knowledge, networks) and then choose ventures based on these means, rather than starting with a pre-determined goal.
  4. Innovation Theory: Proposed by Joseph Schumpeter, this theory highlights the role of entrepreneurs as innovators who disrupt existing markets and create new ones through the introduction of new products, services, or processes.
    • Schumpeter, J. A. (1934). The theory of economic development. Harvard University Press.
    • Freeman, C. (1982). The economics of industrial innovation. MIT press.
  5. Psychological Trait Theory: This theory suggests that certain psychological traits, such as risk-taking propensity, need for achievement, and locus of control, predispose individuals to become successful entrepreneurs.
  6. Social Network Theory: This theory emphasizes the importance of social networks in providing entrepreneurs with resources, information, and support, which can be crucial for the success of their ventures.
  7. Institutional Theory: This theory focuses on how institutional environments (like regulatory structures, cultural norms, and societal values) can influence entrepreneurial activity and outcomes.
  8. Push and Pull Theory: This theory suggests that entrepreneurs are either “pushed” into entrepreneurship due to factors like job dissatisfaction or unemployment, or “pulled” due to factors like spotting an opportunity or a desire for independence.
  9. Entrepreneurial Ecosystem Theory: This theory posits that entrepreneurship thrives in environments where various elements (like funding, talent, infrastructure, and culture) support and nurture entrepreneurial activity.
  10. Human Capital Theory: This theory emphasizes the importance of knowledge, skills, and experience in influencing an entrepreneur’s ability to recognize opportunities and succeed in their ventures.

Entrepreneurship, a dynamic field, has been shaped by various theories over the years. The Opportunity Recognition Theory posits that entrepreneurs have a knack for identifying market gaps. The Resource-Based Theory underscores the importance of leveraging resources for a competitive edge. In contrast, the Effectuation Theory suggests entrepreneurs co-create opportunities based on available means. Schumpeter’s Innovation Theory paints entrepreneurs as disruptors, while the Psychological Trait Theory explores inherent traits that predispose individuals to entrepreneurship. The Social Network Theory emphasizes the significance of relationships, and the Institutional Theory examines the influence of external environments on entrepreneurial behavior. The Push and Pull Theory delves into entrepreneurial motivations, and the Entrepreneurial Ecosystem Theory highlights the interplay between entrepreneurs and their environments. The Human Capital Theory focuses on the role of knowledge and experience.

If we were to broaden the scope of the theories under review then I would include, Cultural Theory of Entrepreneurship suggests that cultural values and beliefs can either foster or hinder entrepreneurial activities. The Legitimacy Theory posits that for startups to succeed, they need to gain legitimacy in the eyes of stakeholders. The Ambiguity and Uncertainty Theory emphasizes how entrepreneurs navigate and thrive in uncertain environments. Together, these theories provide a comprehensive understanding of the multifaceted world of entrepreneurship.

The potential path for entrepreneurship as a field of research

Looking forward, the landscape of entrepreneurship is bound to evolve in response to global challenges, technological advancements, and changing societal values. Here are some potential directions for the development of entrepreneurial theories in the future:

  1. Sustainability and Environmental Entrepreneurship Theory: As environmental concerns become paramount, a theory focusing on entrepreneurs who prioritize sustainability, green technologies, and eco-friendly practices might emerge. This theory would delve into the motivations, challenges, and opportunities faced by “eco-preneurs.”
  2. Digital and Virtual Entrepreneurship Theory: With the rise of virtual realities, blockchain, and digital spaces, understanding entrepreneurship in these realms will become crucial. This theory might explore how entrepreneurs create value in purely digital ecosystems.
  3. Social Impact Entrepreneurship Theory: As societal challenges grow, entrepreneurs focusing on social impact will gain prominence. This theory would study the balance between profit-making and creating societal value.
  4. Neuro-Entrepreneurship Theory: With advancements in neuroscience, there might be a deeper exploration of the entrepreneurial brain, understanding decision-making, risk-taking, and innovation at a neural level.
  5. Resilience and Adaptability Theory: In a world facing rapid changes and crises (like pandemics), understanding how entrepreneurs adapt, pivot, and remain resilient will be crucial.
  6. Inclusive Entrepreneurship Theory: This would focus on promoting entrepreneurship in traditionally marginalized groups, understanding the unique challenges and opportunities they face.
  7. Space Entrepreneurship Theory: As space exploration becomes more commercialized, understanding entrepreneurship beyond our planet might become a reality.
  8. Bio-Entrepreneurship Theory: With biotechnology advancing rapidly, a theory focusing on entrepreneurs at the intersection of biology, ethics, and business could emerge.
  9. Gig and Platform Economy Theory: As the gig economy grows, understanding the entrepreneurial opportunities and challenges in platform-based businesses will be essential.
  10. Cultural Fusion Entrepreneurship Theory: As the world becomes more interconnected, entrepreneurs who can fuse multiple cultures to create globally appealing products and services might become more prominent.

While it’s challenging to predict the future with certainty, these directions reflect the evolving challenges and opportunities in our world. As always, entrepreneurial theories will evolve to provide insights and frameworks that resonate with the times, as the very definition of entrepreneurship has.

Written in August 2023, so lets see what happens.

Blog, Entrepreneurship in Emerging Markets, Lean Startup Methodology, Venture Capital and Funding

The art of starting a successful art life style

Are you an artist ready to turn your passion into a thriving lifestyle? Starting an art career can be an exciting journey, but it requires careful planning and strategic thinking. Whether you’re a painter, sculptor, or digital artist, here are eight essential steps to guide you towards creating a successful art business.

  1. Define Your Niche: Determine what type of art you want to create and sell, and identify your target audience.
    • Example: Choose a specific medium (painting, sculpture, digital art), style (abstract, realism), or theme (nature, portraits) that aligns with your skills and passion.
    • Tips: Focus on what you excel at and what sets you apart. A well-defined niche can help you stand out in a crowded market.
  2. Market Research: Research your competition, identify trends in the art market, and understand your potential customers’ preferences and needs.
    • Example: Analyze the prices, styles, and demand for similar art in your chosen niche. Study successful artists in your field and identify what makes their work appealing.
    • Tips: Use online platforms, surveys, and art events to gather insights. Understanding your competitors and customers will guide your pricing and marketing strategies.
  3. Business Plan: Create a detailed business plan outlining your goals, strategies, financial projections, and marketing approach.
    • Example: Outline your short-term and long-term goals, budget for art supplies, marketing, and overhead costs. Detail your marketing strategies and projected revenue.
    • Tips: A well-structured business plan will serve as a roadmap and make it easier to secure funding if needed.
  4. Legal Considerations: Register your business, choose a suitable business structure, and address any necessary permits, licenses, and intellectual property rights.
    • Example: Register your business as a sole proprietorship, LLC, or corporation based on your preferences and legal advice.
    • Tips: Consult with a legal professional to ensure you comply with local regulations, and consider obtaining copyrights or trademarks for your art if necessary.
  5. Branding: Develop a strong brand identity, including a compelling name, logo, and visual style that resonates with your art and target audience.
    • Example: Choose a unique business name that reflects your style, like “ColorFusion Artistry.” Design a logo and use consistent colors and fonts across your website and social media.
    • Tips: A strong brand helps customers recognize your work and builds trust over time.
  6. Online Presence: Build a professional website and establish a presence on social media platforms to showcase and promote your art.
    • Example: Build a professional website showcasing your art portfolio, artist statement, and contact information. Use platforms like Instagram and Pinterest to share your work regularly.
    • Tips: High-quality images, engaging descriptions, and regular updates will attract and retain your online audience.
  7. Sales Channels: Determine how you’ll sell your art—whether through galleries, online platforms, art fairs, or other avenues—and set up a secure payment system.
    • Example: Sell your art through your website, online art marketplaces (Etsy, Saatchi Art), galleries, art fairs, or even collaborations with interior designers.
    • Tips: Each channel has its advantages and challenges. Research and experiment to find what works best for your art and target audience.
  8. Networking and Marketing: Connect with other artists, galleries, potential customers, and art influencers to expand your reach. Implement a marketing strategy to promote your art and engage with your audience.
    • Example: Attend art events, join art associations, and connect with other artists and potential customers through social media.
    • Tips: Engage authentically and build relationships. Collaborations, joint exhibitions, and word-of-mouth referrals can boost your exposure.

Embarking on an art career requires dedication, adaptability, and a deep passion for your craft. Embrace challenges as opportunities to learn and grow. By following these eight steps and staying true to your artistic vision, you’ll be well on your way to building a successful and fulfilling art career.

So who should we follow as examples, here are ten successful artists who gained prominence in the last 20 years:

Kehinde Wiley: Known for his vibrant and detailed portraits that challenge traditional notions of power and representation.

  • Age: 45
  • City of Birth: Los Angeles, California, USA
  • Link to Work

Yayoi Kusama: Famous for her immersive and colorful installations, often featuring polka dots and mirrored rooms.

  • Age: 92
  • City of Birth: Matsumoto, Nagano, Japan
  • Link to Work

Banksy: A street artist known for his distinctive stenciled works that often contain political or social commentary.

  • Age: Unknown (identity concealed)
  • City of Birth: Bristol, England
  • Link to Work

Olek: Recognized for her crochet installations that transform public spaces and objects into colorful and textured artworks.

JR: Renowned for his large-scale public photography projects that spotlight individual stories and social issues.

Kaws (Brian Donnelly): A graffiti artist turned pop art sensation, his iconic characters and designs have become immensely popular.

  • Age: 47
  • City of Birth: Jersey City, New Jersey, USA
  • Link to Work

Ai Weiwei: An artist and activist whose work often critiques political and social issues, using a variety of mediums.

Njideka Akunyili Crosby: Known for her intricate collage-style paintings that explore themes of identity, migration, and culture.

Liu Bolin: Often referred to as “The Invisible Man,” Liu’s work involves blending himself into complex and urban backgrounds.

Julie Mehretu: Recognized for her large-scale abstract paintings that layer maps, architectural plans, and gestural marks.

But I also would like to highlight some emerging artists who are gaining recognition in the art world and would also be good to follow and analyse how they gained success:

  1. Amoako Boafo:
    • Known for his vibrant and expressive portraits that celebrate Black identity and culture.
  2. Tschabalala Self:
    • Recognized for her mixed-media artwork that explores themes of gender, race, and the female body.
  3. Jordan Casteel:
    • Noted for her large-scale portraits of people from her community, capturing the complexity of human emotions.
  4. Haris Epaminonda:
    • Known for her multimedia installations that often combine found objects, photographs, and sculptures.
  5. Hiba Schahbaz:
    • Recognized for her intricate and evocative watercolor paintings that often depict intimate and personal moments.

These artists are making waves in the contemporary art scene and are worth keeping an eye on as their careers continue to unfold.

To those embarking on a journey as artists, remember that every established artist was once an emerging talent. Embrace your unique vision and voice, and trust in the power of your creativity. The path may not always be linear, but your dedication and passion will guide you forward. Allow your work to evolve, learn from challenges, and never underestimate the impact your art can have. As you navigate the complexities of the art world, know that perseverance and authenticity will illuminate your path, leading you towards your own star-studded future. Your artistic journey is a canvas waiting to be painted with your remarkable potential.

Blog, Entrepreneurship in Emerging Markets, Entrepreneurship Theory, Ideation, Legal and Regulatory Knowledge, Mentorship and Networking, Resources, Skills Development, Sustainable Business Practices, Venture Capital and Funding

Unleashing the Entrepreneurial Spirit in Kenya: The Role of Financiers in Empowering Business Founders

Introduction

Kenya has emerged as a vibrant hub for entrepreneurship in East Africa, boasting a diverse and dynamic business ecosystem. Over the years, the country has witnessed a surge in startups and innovative ventures that are addressing local challenges, creating job opportunities, and contributing to economic growth. However, the development of entrepreneurship in Kenya faces several challenges, particularly concerning access to finance. In this blog, I would like to explore the growth of entrepreneurship in Kenya, the obstacles it encounters, and how financiers can play a pivotal role in supporting and nurturing this ecosystem of business founders.

  1. The Rise of Entrepreneurship in Kenya

Kenya’s entrepreneurial journey is a testament to the determination and resilience of its people. A combination of factors has contributed to the growth of entrepreneurship in the country:

a) Technological Advancements: Kenya has embraced technological innovations, particularly in the mobile and digital space. The proliferation of mobile phones and affordable internet access has created new opportunities for entrepreneurs to reach customers, access information, and conduct business efficiently.

b) Youthful Population: Kenya boasts a predominantly young population, with a significant portion of its citizens falling within the productive age group. This demographic advantage has led to a surge in entrepreneurial ventures, with young people eager to solve local challenges and explore innovative solutions.

c) Supportive Policy Environment: The Kenyan government has recognised the importance of entrepreneurship in driving economic growth and job creation. Policies aimed at promoting entrepreneurship, such as tax incentives and streamlined business registration processes, have facilitated the establishment and growth of startups.

d) Incubators and Accelerators: The rise of business incubators and accelerators in Kenya has provided aspiring entrepreneurs with valuable support, mentorship, and access to networks and funding opportunities.

  1. Challenges Faced by Kenyan Entrepreneurs

Despite the growth of entrepreneurship in Kenya, aspiring business founders face several challenges that hinder their progress and potential. Some of the notable obstacles include:

a) Limited Access to Finance: Access to finance remains one of the most significant barriers for Kenyan entrepreneurs. Traditional financial institutions often perceive startups as high-risk investments, leading to limited access to credit, high-interest rates, and demanding collateral requirements.

b) Infrastructural Constraints: Inadequate infrastructure, such as unreliable power supply and limited access to transportation networks, can hamper business operations and increase costs for entrepreneurs.

c) Regulatory Hurdles: Cumbersome and complex regulatory procedures can be a deterrent for startups, particularly for young and inexperienced entrepreneurs who may struggle to navigate through bureaucratic red tape.

d) Market Competition: Many sectors in Kenya are highly competitive, making it challenging for startups to gain a foothold and differentiate themselves in the market.

  1. The Role of Financiers in Empowering Kenyan Business Founders

Financiers, including banks, venture capitalists, impact investors, and angel investors, have a critical role to play in supporting and empowering Kenyan entrepreneurs. By providing adequate funding and tailored financial solutions, financiers can help startups overcome financial barriers and propel their growth. Here are several ways financiers can support the development of entrepreneurship in Kenya:

a) Early-Stage Funding: Financiers can offer seed funding and early-stage financing to startups. By recognizing the potential of innovative ideas and providing capital during the nascent stages, financiers enable entrepreneurs to develop their products or services and establish a strong foundation for growth.

b) Venture Capital: Venture capital firms can play a significant role in funding high-potential startups with scalable business models. These firms not only provide capital but also offer mentorship, industry connections, and strategic guidance to help startups succeed.

c) Impact Investment: Impact investors focus on supporting businesses that generate positive social and environmental impacts alongside financial returns. By investing in socially responsible enterprises, impact investors can help address pressing social challenges in Kenya, such as healthcare, education, and clean energy.

d) Customised Financial Solutions: Financiers can design customised financial products and services that cater to the unique needs of startups and SMEs. This may include flexible repayment terms, innovative loan structures, or revenue-sharing agreements that align with the business’s cash flow patterns.

e) Financial Literacy and Mentorship: In addition to funding, financiers can provide financial literacy training and mentorship to entrepreneurs. Equipping them with financial management skills and business acumen enhances their ability to make informed decisions and manage funds efficiently.

f) Collaborative Ecosystem Building: Financiers can collaborate with incubators, accelerators, and other support organisations to create a robust entrepreneurial ecosystem. By working together, they can provide comprehensive support to startups, including access to networks, mentorship, and funding opportunities.

  1. Success Stories and Best Practices

Several success stories in Kenya’s entrepreneurial landscape illustrate the transformative impact of financiers’ support:

a) “Twiga Foods” – A Kenyan startup that connects small-scale farmers to urban retailers through an innovative mobile-based supply chain platform. Twiga Foods received significant funding from venture capital firms, enabling them to expand their operations and reach.

b) “M-KOPA Solar” – The company offers affordable solar energy solutions to households in Kenya, enabling them to access clean energy without the need for upfront costs. M-KOPA Solar secured substantial impact investment to scale its operations and expand its customer base.

c) “Agritech Kenya” – This startup leverages technology to provide agricultural information, inputs, and financial services to smallholder farmers. Impact investors recognised the company’s potential in transforming agriculture and supporting rural communities.

Conclusion

The development of entrepreneurship in Kenya holds the key to unlocking its economic potential and fostering social progress. Despite the challenges, the entrepreneurial spirit in the country remains strong, with innovative startups driving positive change. Financiers have a crucial role to play in empowering business founders by providing much-needed funding, financial expertise, and strategic support. By investing in Kenyan entrepreneurs, financiers can help create a thriving ecosystem that fosters sustainable economic growth, job creation, and social impact.

References:

  1. The Global Entrepreneurship Monitor (GEM). (2021). “GEM 2020/2021 Global Report.” https://www.gemconsortium.org/report/gem-2020-2021-global-report/
  2. African Development Bank Group. (2019). “Kenya Economic Outlook.” https://www.afdb.org/fileadmin/uploads/afdb/Documents/Publications/Kenya_Economic_Outlook_-_African_Development_Bank.pdf
  3. USAID Kenya. (2021). “Entrepreneurship Ecosystem Mapping in Kenya.” https://www.usaid.gov/kenya/economic-growth-and-trade/project-updates/entrepreneurship-ecosystem-mapping-kenya
  4. Stanford Social Innovation Review. (2019). “Building a Culture of Entrepreneurship in Kenya.” https://ssir.org/articles/entry/building_a_culture_of_entrepreneurship_in_kenya
  5. World Bank Group. (2020). “Doing Business 2020: Comparing Business Regulation in 190 Economies.” http://documents1.worldbank.org/curated/en/816281568768814295/pdf/Doing-Business-2020-Comparing-Business-Regulation-in-190-Economies.pdf
Blog, Entrepreneurial Mindset, Entrepreneurship in Emerging Markets, Entrepreneurship Theory, Experiential Learning, Mentorship and Networking, Sustainable Business Practices, Training, Venture Capital and Funding

Fostering Entrepreneurship in Africa: The Role of Educators in Nurturing Business Founders

Introduction

Africa is a continent of immense potential, rich in natural resources and a young, dynamic population eager to make a difference. In recent years, the African entrepreneurial ecosystem has witnessed significant growth and development. The rise of startups, innovative businesses, and social enterprises has contributed to economic diversification and job creation across the continent. However, entrepreneurship in Africa still faces various challenges, and educators play a crucial role in supporting and nurturing this ecosystem of business founders. In this blog, I would like to explore the development of entrepreneurship in Africa, the challenges it faces, and how educators can contribute to its growth and success.

  1. The Rise of Entrepreneurship in Africa

Africa’s entrepreneurship journey has been marked by determination and resilience. The continent has seen a growing number of startups and small businesses that are addressing local challenges, creating employment opportunities, and contributing to economic growth. One significant factor contributing to this growth is the increasing availability and affordability of technology, particularly smartphones and internet connectivity, which has expanded access to information, markets, and funding for aspiring entrepreneurs.

Additionally, the emergence of business incubators, accelerators, and venture capital firms focused on African startups has provided critical support to early-stage entrepreneurs. These initiatives offer mentorship, access to networks, and funding opportunities, boosting the chances of success for young businesses.

  1. Challenges Faced by African Entrepreneurs

Despite the progress, entrepreneurs in Africa encounter several challenges that hinder their growth and sustainability. Some of the most notable obstacles include:

a) Limited Access to Finance: Access to capital remains a significant challenge for entrepreneurs, particularly those in the early stages of their ventures. Traditional financial institutions often consider startups too risky, leading to high interest rates and stringent collateral requirements. This lack of funding options can stifle innovation and limit the scalability of promising businesses.

b) Inadequate Infrastructure: Poor infrastructure, such as unreliable power supply and inadequate transportation, can impede business operations and increase costs for entrepreneurs. Moreover, a lack of supportive policies and bureaucratic barriers can hamper entrepreneurial activities.

c) Limited Entrepreneurial Education: Many aspiring entrepreneurs lack formal entrepreneurial education, hindering their ability to understand market dynamics, develop business plans, and access vital resources. This gap in knowledge can lead to a higher failure rate for startups.

d) Cultural Attitudes: Societal attitudes towards entrepreneurship can also pose challenges. In some communities, there may be a preference for traditional employment over starting a business, and failure may be stigmatised rather than viewed as a learning experience.

  1. The Role of Educators in Fostering Entrepreneurship

Educators can play a pivotal role in nurturing the entrepreneurial ecosystem in Africa. By equipping students with the necessary knowledge, skills, and mindset, educators can empower them to become successful entrepreneurs. Here are several ways educators can support the development of entrepreneurship:

a) Incorporating Entrepreneurship into the Curriculum: Educational institutions should integrate entrepreneurship courses and modules into their curriculum at various levels, including primary, secondary, and tertiary education. By exposing students to entrepreneurial concepts early on, educators can instill an entrepreneurial mindset and foster innovation and problem-solving skills.

b) Creating Experiential Learning Opportunities: Entrepreneurship is best learned through practice. Educators can facilitate experiential learning opportunities, such as business plan competitions, startup challenges, and internships with local entrepreneurs or businesses. These experiences provide students with hands-on exposure to the challenges and opportunities of entrepreneurship.

c) Encouraging a Growth Mindset: Cultivating a growth mindset is crucial for aspiring entrepreneurs. Educators should inspire students to embrace failure as a stepping stone to success, encouraging resilience and perseverance in the face of challenges.

d) Facilitating Access to Resources: Educators can serve as bridges between aspiring entrepreneurs and valuable resources. They can connect students with mentors, industry experts, and potential investors, providing a supportive ecosystem for budding entrepreneurs.

e) Promoting Women Entrepreneurship: Women entrepreneurs have the potential to drive significant economic growth in Africa. Educators should actively encourage and support women’s participation in entrepreneurship through targeted programs and initiatives.

f) Collaboration with Industry: Educational institutions should establish partnerships and collaborations with the industry to align their programs with market needs. By involving entrepreneurs and business leaders in the educational process, educators can provide students with practical insights and relevant skills.

  1. Success Stories and Best Practices

Numerous success stories have emerged from Africa’s entrepreneurial landscape, demonstrating the impact of education and support in fostering successful businesses. For example:

a) “Andela” – Founded in Nigeria, Andela identifies and develops software developers in Africa, providing them with training and job opportunities with global tech companies. By nurturing tech talent, Andela has made a significant impact on the African tech ecosystem.

b) “M-Pesa” – Launched in Kenya, M-Pesa revolutionized mobile banking, enabling users to send and receive money using their mobile phones. The service has had a transformative effect on financial inclusion in Africa.

c) “Flutterwave” – A Nigerian fintech startup, Flutterwave, offers payment solutions to businesses across Africa, facilitating seamless transactions and e-commerce growth on the continent.

Conclusion

Africa’s entrepreneurial ecosystem is a dynamic and promising arena for economic growth and innovation. However, entrepreneurs face several challenges that need to be addressed to unleash their full potential. Educators have a crucial role to play in nurturing the next generation of business founders by providing them with the necessary knowledge, skills, and mindset. By incorporating entrepreneurship into the curriculum, creating experiential learning opportunities, and facilitating access to resources, educators can significantly contribute to the growth and success of entrepreneurship in Africa. With the right support and guidance, the continent’s entrepreneurs can continue to drive positive change and foster sustainable development.

References:

  1. AfriLabs. (n.d.). “The African Startup Ecosystem Report 2020.” https://drive.google.com/file/d/1vzB6osUgDnHvwQZlTwBD6N_yovxqJQsi/view
  2. AUC. (2019). “Africa’s Development Dynamics 2019: Achieving Productive Transformation.” https://www.oecd.org/dev/development-centre/Africas-Development-Dynamics-2019.pdf
  3. Global Entrepreneurship Monitor. (2021). “GEM 2020/2021 Global Report.” https://www.gemconsortium.org/report/gem-2020-2021-global-report/
  4. Tefo Mohapi. (2019). “How Africa’s Education System Can Support Entrepreneurship.” https://www.africanexponent.com/post/9055-how-africas-education-system-can-support-entrepreneurship
  5. World Bank. (2019). “Africa’s Pulse, No. 21, October 2019: An Analysis of Issues Shaping Africa’s Economic Future.” http://documents1.worldbank.org/curated/en/947021568299119925/pdf/Africas-Pulse-No-21-October-2019.pdf
Blog, Entrepreneurship Theory, Venture Capital and Funding

8 factors which control productivity

The productivity of a business is controlled by a number of factors and as entrepreneurs we need to understand these factors to ensure we have sustainable businesses. So what do we mean by productivity?

Productivity is very simply defined as the ratio between output and input. Therefore increasing productivity means greater efficiency in producing output of goods and services from labour, capital, materials and any other necessary inputs.

It’s more important metric than just measuring this ratio, as it provides a benchmark by which you can measure nations, regions, industries and and most importantly for us entrepreneurs, businesses. Businesses which have higher productivity are more sustainable and therefore employees have safer jobs, paying more taxes and enable stable economic structures surrounding these businesses.

So when I review the literature on productivity I have found a number of factors which control productivity, we can put these down to eight controlling factors, In alphabetical order:

  1. Finance
  2. Industry & Market
  3. International Trade
  4. Management
  5. People
  6. Place
  7. Processes
  8. Technology

Finance

The financial capital structure of a business dictates the productivity of the business.  Managers are instructed to maximize shareholders benefits and if this requires short-term (annual) rewards then this may not beneficial for the longer term productivity aims. Hill, C. W., & Snell, S. A. (1989) found that businesses with one or more of the following; a diversification strategy, R&D expenditure, capital intensity and stock concentration were all important financial factors in a business productivity.  At a national level Guariglia, A., & Santos-Paulino, A. U. (2008) found that national GDP per capita and national investment generally exert a positive and significant effect on business productivity.

Industry & Market

The level of productivity is related to the industry as some industries are highly automated whilst others are still manual handmade.  It’s also dictated by the market, some customers require personalised service while others want fully online and automated. One example is holidays, some people want book online without ever talking to a person from that company whilst others require a home visit and discussion of every aspect of the holiday.

The OECD provides a detailed list of productivity data sets whilst the UK provides this, and many other countries do the same.

International Trade

Trade increases productivity. Badinger, H., & Breuss, F. (2008) found an increase in the export ratio of a manufacturing business by one percentage point increases productivity by 0.6 percent on average. To be able to export your products or services a business should be of a comparable price and quality and therefore productivity. Export focused businesses have therefore higher productivity Guariglia, A., & Santos-Paulino, A. U. (2008).

Management

A number of these factors requires good management and leadership. However, a considerable amount of research has consistently found that use of effective human resource management practices enhances firm performance. Specifically, extensive recruitment, selection, and training procedures; formal information sharing, attitude assessment, job design, grievance procedures, and labour-management participation programs; and performance appraisal, promotion, and incentive compensation systems that recognize and reward employee merit have all been widely linked with valued firm-level outcomes. Huselid, M. A. (1995) and others have argued that the use of these practices will result in greater business performance, independent of the industry and business size.

People

Bakker (2014) demonstrated that to ensure a knowledge worker is optimally productive and happy, it is important that he or she can attain personal objectives and that facilities and services fit with personal needs. Bailey (1993) noted that the contribution of even a highly skilled and motivated workforce will be limited if jobs are structured, or programmed, in such a way that employees, who presumably know their work better than anyone else, do not have the opportunity to use their skillset. Most academic frameworks present variables including buildings and facilities, work processes, organisational characteristics, personal characteristics and the external context may have an impact on labour productivity (Clements-Croome, 2000; Van der Voordt, 2003; Batenburg and Van der Voordt, 2008; Mawson, 2002; Haynes, 2007).

Place

Especially within the service industry, location is one of the most important factors. The best coffee in the world may be served in Seattle but living in Cirencester doesn’t allow me to get my daily fix from there. However, the competitive environment in these two places will be different and therefore I would guess the productivity of a coffee shop in Seattle will have to be higher than that in Cirencester. (Due to taxes, real estate costs, staffing, ..etc)

We should also take into consideration business clusters, which also draws in the people and process factors. Business which form clusters will end up employing the same staff over time and therefore develop similar processes. Clusters are concentrations of highly specialized skills and knowledge, institutions, rivals, related businesses, and sophisticated customers in a particular nation or region. Proximity in geographic, cultural, and institutional terms allows special access, special relationships, better information, powerful incentives, and other advantages in productivity and productivity growth that are difficult to tap from a distance. As a result, in a cluster, the whole is greater than the sum of the parts.

Each location has a unique set of taxes, international trade arrangements and laws which dictate the level of productivity. Some industries are protected by law and therefore can operate with lower or higher productivity.

Processes

The first set of innovation around productivity was designing processes to improve productivity by simplifying the task, for example Ford’s production line and McDonald’s restaurant. Process engineering focuses on the design, operation, control, optimization and intensification of processes. In a knowledge economy this is typically information and data through electronic means. Data like money is not worth anything if it is not used or traded, also like money needs to be kept secure and have some form of traceability.

Technology

In traditional manufacturing (Think car manufacturing) the first stage of increasing productivity was designing the processes so that a person could do a smaller task faster, then using a machine to semi-automate the task and finally reducing the role of the person down to supervision and maintenance.  

The computer has increased the productivity of many increases, most notable the Banking which now allow us access to our money from our phones, no longer having to go to a branch. Service industry productivity is increasing faster than manufacturing over the last twenty years.

For the knowledge and service economy this requires typically a computer to have knowledge and provide service. So if we are booking a flight, then the computer needs to have been programmed with a process to book one or more flights and a complete list of flights and there availability. The problem arises when you say I want to fly anywhere on friday night. So in these industries AI will provide the increased productivity that robots have provided in the car manufacturing industry.