UNIVERSITY OF DAR ES SALAAM.

UNIVERSITY OF DAR ES SALAAM BUSINESS SCHOOL.

DEPARTMENT OF MARKETING.

GROUP ASSIGNMENT.
COURSE: ENTREPRENEURSHIP
COURSE CODE: MK 301
FACILITATOR(S): WINNIE NGUNI W (DR).
SN STUDENTS NAMES REG NO: SIGNATURE
1 BENEZETH JUSTINE B 2018-04-07377
2 HASSAN NOEL E 2018-04-02922
3 IBRAHIM YUSUPH ALLY 2018-04-02927
4 JOHN JASCO FRANSIC 2018-04-07838
5 KELLYA MECKLORD R 2018-04-07472
6 KITUNDU WILSON J 2018-04-06873
7 MOSHI MANASE J 2018-04-07437
8 SILA GLORY CHALICHA 2018-04-02865
9 TWEVE CARENMARY N 2018-04-02845
10 WILLIAM PRISLA S 2018-04-02969
 A RESEARCH REPORT ON THE RELEVANCE OF ENTREPRENEURSHIP
THEORIES AND CONCEPTS IN REAL LIFE ENTREPRENEURIAL ENDEVAOURS:
A CASE STUDY OF ROGERS KATUMA
 TABLE OF CONTENTS

Contents
TABLE OF CONTENTS...................................................................................................................................... i
ACKNOWLEDGMENT .................................................................................................................................... iii
ABSTRACT..................................................................................................................................................... iv
LIST OF ACRONYMS ....................................................................................................................................... v
LIST OF FIGURES ........................................................................................................................................... vi
1.0 INTRODUCTION ................................................................................................................................. 1
1.1 BACKGROUND TO THE PROBLEM ................................................................................................. 1
1.2 STATEMENT OF THE PROBLEM ..................................................................................................... 2
1.3 RESEARCH OBJECTIVES ................................................................................................................. 3
1.3.1 GENERAL RESEARCH OBJECTIVES ......................................................................................... 3
1.3.2 SPECIFIC RESEARCH OBJECTIVE............................................................................................. 3
1.4 RESEARCH QUESTIONS.................................................................................................................. 3
2.0 LITERATURE REVIEW ......................................................................................................................... 4
2.1 BRIEF OVERVIEW ........................................................................................................................... 4
2.2 CONCEPTUAL DEFINITIONS ........................................................................................................... 4
2.3 THEORETICAL LITERATURE REVIEW .............................................................................................. 5
2.3.1 PSYCHOLOGICAL THEORIES................................................................................................... 5
2.3.2 SOCIOLOGICAL THEORIES ..................................................................................................... 8
2.3.3 OPPORTUNITY–BASED ENTREPRENEURSHIP THEORY ........................................................ 10
2.4 RESEARCH GAP ............................................................................................................................ 11
2.4 CONCEPTUAL FRAMEWORK........................................................................................................ 11
3.0 RESEARCH METHODOLOGY ............................................................................................................ 12
3.1 RESEARCH APPROACH ................................................................................................................ 12
3.2 RESEARCH DESIGN ...................................................................................................................... 12
3.3 STUDY LOCATION ........................................................................................................................ 12
3.4 DATA COLLECTION METHODS..................................................................................................... 12
3.4.1 PRIMARY DATA COLLECTION METHOD............................................................................... 12

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 3.4.2 SECONDARY DATA COLLECTION METHOD .......................................................................... 13
3.5 VALIDITY AND RELIABILITY OF FINDINGS .................................................................................... 13
3.6 DATA ANALYSIS ........................................................................................................................... 13
4.0 RESEARCH FINDINGS, ANALYSIS AND DISCUSSION ........................................................................ 15
4.1 PERSONAL PROFILE ..................................................................................................................... 15
4.2 BUSINESS PROFILE....................................................................................................................... 21
4.2.1 SOURCES OF FINANCE ......................................................................................................... 28
4.2.2 CHALLENGES FACED AND HOW THEY WERE ADDRESSED .................................................. 28
4.2.3 BUSINESS MISSION AND VISION ......................................................................................... 29
4.2.4 COMPETITION ..................................................................................................................... 29
4.2.5 RISK TAKING ........................................................................................................................ 29
4.3 LESSONS LEARNT......................................................................................................................... 30
4.3.1 PRACTICAL LESSONS............................................................................................................ 30
4.3.2 THEORETICAL LESSONS ....................................................................................................... 33
5.0 CONCLUSION AND RECOMMENDATIONS....................................................................................... 36
5.1 CONCLUSION ............................................................................................................................... 36
5.2 RECOMMENDATIONS.................................................................................................................. 37
6.0 REFERENCES .................................................................................................................................... 38
7.0 APPENDICES .................................................................................................................................... 40

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 ACKNOWLEDGMENT

First and foremost, praises and thanks to the Almighty God, for His shower of blessings
throughout our project work to its successful completion. Without His blessings, this
achievement would not have been possible.

We would like to express our deep and sincere gratitude to our course instructors, DR. Winnie
Nguni, for providing us with the opportunity to go get the exposure of visiting a successful
entrepreneur and learning a lot on the practicability of the entrepreneurship theories and
concepts. Her extension of the submission period has genuinely contributed to the improvement
of the project report.

Furthermore, we would like to express our sincere gratitude to Mr. Rogers Katuma for having
faith in us and his willingness to accept to recognize him as our successful entrepreneur. Despite
his hectic schedule he made sure that he could spare a couple hours of his precious time and
answer our questions. Further, he went on to trouble himself to answer a questionnaire and
written interview questions. He gave us maximum cooperation towards composition of our final
project work, by recommending amendments that resulted in this improved final version. His
kindness and various lessons about entrepreneurship were really incredible.

The project has been the effort of ten members. It would be unreasonable not to recognize their
specific efforts. Special thanks to Mr. Moshi Manase who had used his influence to contact Mr.
Rogers and set up meetings and follow up on him. The efforts of Ms. Sila Glory, Ms. William
Prisla, Mr. Kitundu Wilson, Mr. Benezeth Justine who took time along Mr. Manse took off their
time to go visit Mr. Rogers Katuma are highly appreciated, as the information extracted has been
very useful in preparing this report. The efforts of Mr. Ibrahim Yusuph, Mr. John Jasco, Mr.Noel
Hassan, Mr. Kellya Mecklord and Ms. Tweve Carlenmary are also highly appreciated as they
have worked to prepare this final document. The project has been the result of the combined
efforts and each one’s effort is recognized and appreciated.

Finally, we would like to take pleasure to acknowledge anyone who has been involved directly
or indirectly in the acquisition of information or the preparation of this final document.

Thankyou.

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 ABSTRACT
The report provides a detailed description of the relationship that exists between the theoretical
entrepreneurial theories and concepts and real-life entrepreneurial endeavors.

The first section provides the background to the problem highlighting various past research
attempts and their findings. The statement of the problem addresses the main issues as to why it
is important for the research to be conducted. The research objectives, along research questions,
highlight the areas that the research would prioritize to finding answers.

The second section provides a description of various literature that have helped guide the
research. The research draws reference from various theories include psychological, sociological,
and opportunity-based theories of entrepreneurship. The research gap is identified clearly
showing the need for this specific research against other research already done by other
academicians. Finally, the section provides the conceptual framework that presents a pictorial
relationship of the variables that are to be analyzed in the research.

The third section provides a detailed explanation of the research methodology adopted for the
study. The research uses a mixed research method (qualitative and quantitative) to collect
primary and secondary data through various instruments ranging from interview and observation
(qualitative) to administering questionnaire (quantitative). This section also addresses validity
and reliability of its tools. Finally, the analysis of the data gathered is analyzed through the
thematic and narrative modes of data analysis.

The fourth chapter provides the result of the data that was analyzed in the prior section. The
section addresses the personal profile of our case study entrepreneur, Mr. Rogers Katuma
alongside the business profiles of his various entrepreneurial endeavors. The section most
importantly provides the lessons learnt from the study. The lessons are split into theoretical and
practical lessons.

Lastly the report provides recommendations to various academicians, policy makers and the
general public at large concerning the findings. The report specifically emphasizes the role of
policy makers and academicians in ensuring that the theoretical and practical gap in
entrepreneurship is closed.

I hope whosoever reads this report would find its flow convenient and its content understandable.
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 LIST OF ACRONYMS

KPMG Klynveld Peat Marwick Goerdeler

MD Managing Director

PWC Price Waterhouse and Coopers

UDSM University of Dar es Salaam.

v
 LIST OF FIGURES

Fig 1.1 Conceptual Framework

Fig 1.2 Creative Process

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 1.0 INTRODUCTION
1.1 BACKGROUND TO THE PROBLEM
Entrepreneurship is considered to be a key factor in promoting economic development,
innovation, competitiveness and job creation, yet little is known about what is required for
successful entrepreneurship. Policies and concepts of entrepreneurship have been of a diverse
nature and have ultimately led to further confusion in understanding the subject.
Entrepreneurship concepts and theories addressed primarily in the education system have given
rise to the major problem where aspiring entrepreneurs and stakeholders lack appropriate
knowledge for decision making and implementation.

It has become hard to clearly to acquire entrepreneurial abilities, some go to entrepreneurial

schools, some tried to learn by their own, and some naturally acquire it as their talent. For
entrepreneurs every day is a new beginning, a new day to start solving up problems and thinking
about new methods on how the problems must be solved.

Solving problems for entrepreneurs is not like solving math problems or finding scientific facts
and looking for tangible evidences or clues by which one can use in solving specific problems.
Problems regarding entrepreneurship deals people, sales, money and implementation. It has
something to do with the entrepreneur’s personal characteristics, interpersonal skills, critical and
creative thinking skills, practical skills. These major skills help every entrepreneur succeed on
their business and to understand them, a deep understanding of relevant theories and concepts of
entrepreneurship is necessary.

The term entrepreneurship concepts and theories imply that competences can be explained that
are associated with successful entrepreneurship and may be distinguished from attributes and
behaviors that are typically associated with entrepreneurs. The debate is how and what are the
different entrepreneurial concepts and theories that are relevant and an entrepreneur must and
should comprehend and adopt. If it can be established that some entrepreneurship concepts and
theories can be identified/learned/applied, there may be a case for policy intervention to
stimulate improved business performance, competitiveness, innovation and job creation.

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1.2 STATEMENT OF THE PROBLEM
Despite of the potential growth of the entrepreneurial activities specifically in Tanzania. The
questions concerning the role, importance, contribution and relationship between entrepreneurial
theories and concepts remain unanswered to many scholars and academicians. These individuals
aim at establishing the relationship that exists between entrepreneurial theories and concept and
entrepreneurial endeavours, in the attempts to achieve entrepreneurial goals including
establishing a venture.

These entrepreneurial theories are developed to explain the entrepreneurial aspects and they
include psychological theories such as innovation theory, need for achievement theory, internal
locus of control and the psychodynamic model; sociological theories of such as social
marginality model, intergenerational inheritance of enterprising culture via role modelling, small
business as role models and social development model; and the opportunity-based
entrepreneurial theory. These are among the few theories that are discussed in this paper, out of
the intensive entrepreneurial theories.

The relevance of these entrepreneurial theories and concepts on the real-life entrepreneurial
endeavours is still a global debate. The debate aims at explaining and analysing the relationship,
roles and impacts of such entrepreneurial theories have in real-life entrepreneurial endeavours.

This report, using the case study of Rodgers Katuma, provides a clear explanation on the
relationship that exists between the entrepreneurial theories and entrepreneurial attempts and
efforts in the Tanzania context. The research applies a mixed research method (combination of
qualitative and quantitative methods) for examining relationship that importantly exist between
these theories and concepts and entrepreneurial endeavours. The research focuses on Rodgers
Katuma who owns numbers of entrepreneurial ventures such as Emakatt Technologies, MobiAd
Africa, Watu Shule Company (Watu Shule Finance and Watu Shule Education).

The failure to establish a strong link among the entrepreneurial theories, concepts and real-life
entrepreneurial endeavors has led to the failure to establish ways to stimulate entrepreneurial
activities in the society. The dormancy of entrepreneurial activities in the society have led to the
mass unemployment that slows down economic growth. Further, the inadequacy of such research
makes the field not well understood and makes it an outcast in the society.

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1.3 RESEARCH OBJECTIVES

1.3.1 GENERAL RESEARCH OBJECTIVES

The general objective of the research was to assess the role of entrepreneurship theories and
concepts in real entrepreneurial endeavors.

1.3.2 SPECIFIC RESEARCH OBJECTIVE

The specific objectives of the research included;

• To identify relevant entrepreneurship theories and concepts

• To analyze the relevance of the entrepreneurship theories and concepts in real life
entrepreneurship endeavors
• To analyze gaps of the entrepreneurship theories and concepts in real life entrepreneurship
endeavors

1.4 RESEARCH QUESTIONS

The research questions of the study include;

• What are relevant entrepreneurship theories and concepts?

• What is the relevance of the entrepreneurship theories and concepts in real life
entrepreneurship endeavors?
• What are the gaps of the entrepreneurship theories and concepts in relation to real life
entrepreneurship endeavors?

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 2.0 LITERATURE REVIEW
2.1 BRIEF OVERVIEW
This chapter is specifically for literature review. The section starts with the theoretical literature
review, which will make reference to various literatures to define the key terms to be used,
present appropriate theory (ies), alongside their weaknesses and strengths. The section will end
with the conceptual literature review which will deal with the concepts related to the problem
and how they are related.

2.2 CONCEPTUAL DEFINITIONS

2.2.1 ENTREPRENEURSHIP
The first attempt to coin a definition for the concept was in 1730, when Richard Cantillon
loosely defined entrepreneurship as “self-employment of any sort, and entrepreneurs as risk –
takers, in the sense that they purchased goods at certain prices in the present to sell at uncertain
prices in the future” (Ahmad & Seymour, 2001).
Since then, scholars including Alfred Marshall, Jean Baptiste Say, Adam Smith and Frank
Knight and others, have attempted to find a generally acceptable definition for the concept
(Ahmad & Seymour, 2001).
In 1934, Joseph Alois Schumpeter came out with what many regard today as the modern
interpretation of entrepreneurship. Schumpeter described the entrepreneur(ship) as an innovator,
who adapts an invention to bring about changes, which can be in the form of a new/improved
good and services, new method of production, new market, new source of raw materials and new
business management process (Buame, 2012). This explanation hinges on the ability to innovate,
which Schumpeter considered as the hallmark of an entrepreneur (Ahmad & Seymour, 2001).
Generally, it is obvious that entrepreneurship as a concept has defiled a universally accepted
definition, as a result of its multifaceted nature (Gutterman, 2015). However, certain key terms –
risk taking propensity, opportunity recognition, motivation, proactive and innovation, which, this
study intends describing as the “creams” of entrepreneurship run through all the
definitions/understanding of entrepreneurship by the scholars listed by the study.
This study however, adopts the understanding of entrepreneurship as a process. Thus
entrepreneurship is the process of creating something different, with value, devoting the necessary
time and efforts, assuming the accompanying financial, psychic, and social risks, and receiving
rewards of monetary and personal satisfaction and independence (Hisrich and Peters, 1985)

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2.3 THEORETICAL LITERATURE REVIEW

2.3.1 PSYCHOLOGICAL THEORIES

The level of analysis in psychological theories is the individual (Landstrom, 1998). These
theories emphasize personal characteristics that define entrepreneurship. Personality traits need
for achievement and locus of control are reviewed and empirical evidence presented for three
other new characteristics that have been found to be associated with entrepreneurial inclination.
These are risk taking, innovativeness, and tolerance for ambiguity. Psychological trait theories of
entrepreneurship contend/state that certain attitudinal and psychological attributes differentiate
entrepreneurs from non-entrepreneurs, and successful entrepreneurs from unsuccessful ones.

2.3.1.1 INNOVATION THEORY

This theory is predicated on the opinion that entrepreneurship is an innovative process, which
uses others’ inventions to generate something new through combination and reallocation of
resources, which is possible due to the availability of new ideas/technologies invented by others
(Bula, 2012). Bula (2012) citing Schumpeter contends that, the main motive of being
entrepreneurial is the fulfilment of carrying through the process of innovation and the benefits
society derives from the accomplishment, and that, acquisition of social power that is associated
with the accomplishment is subservient.

Schumpeter (1949) considered entrepreneurship as the catalyst that disrupts the stationary
circular flow of the economy and thereby initiates and sustains the process of development.
Embarking upon ‘new combinations’ of the factors of production - which he succinctly terms,
innovation - the entrepreneur activates the economy to a new level of development. Schumpeter
defines entrepreneurship as “a creative activity”. An innovator who brings new products or
services into economy is given the status of an entrepreneur. He regards innovation as a tool of
entrepreneur. The entrepreneur is viewed as the ‘engine of growth’.

The concept of innovation and its corollary development embraces five functions:

• The introduction of a new product with which consumers are not yet familiar or introduction
of a new quality of an existing product.

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• The introduction of new method of production that is not yet tested by experience in the
branch of manufacture concerned, which need by no means be founded upon a discovery
scientifically new and can also exist in a new way of handling a commodity commercially.
• The opening of new market that is a market on to which the particular branch of
manufacturer of the country in question has not previously entered, whether or not this
market has existed before.
• Conquest of a new source of supply of raw material
• The carrying out of the new organization of any industry

2.3.1.2 NEED FOR ACHIEVEMENT THEORY

The need for achievement theory by McClelland (1961) explained that human beings have a
need to succeed, accomplish, excel or achieve. Entrepreneurs are driven by this need to achieve
and excel. Research have found out that here is evidence for the relationship between
achievement motivation and entrepreneurship (Johnson, 1990). Achievement motivation may be
the only convincing psychological logical factor related to new venture creation (Shaver & Scott,
1991).
McClelland concerned himself with economic growth and the factors that influence it. In this
context, he tries to find the internal factors i.e. “human values and motives that lead man to
exploit opportunities, to take advantage of favorable trade conditions.” That is why he gives
importance to the innovative characteristics of entrepreneurial role. The entrepreneur is
concerned with need for achievement (n-achievement). It is this motive of n-achievement that
guides the actions of entrepreneur. People with high n-achievement behave in an entrepreneurial
way. So it is better to develop n-achievement among individuals to ensure high scale of
economic development. According to McClelland, individuals with high need achievement will
not be motivated by monetary incentives but that monetary rewards will constitute a symbol of
achievement for them. Similarly, they are also not interested much for social recognition or
prestige but their ultimate goal is personal accomplishment.

2.3.1.3 LOCUS OF CONTROL

The locus of control concept was first introduced by Julian Rotter in the 1950s. Rotter (1966)
refers to Locus of Control as an individual’s perception about the underlying main causes of
events in his/her life. In other words, a locus of control orientation is a belief about whether the

6
outcomes of our actions are contingent on what we do (internal control orientation) or on events
outside our personal control (external control orientation).
In this context the entrepreneur’s success comes from his/her own abilities and also support from
outside. The former is referred to as internal locus of control and the latter is referred to as
external locus of control. While individuals with an internal locus of control believe that they are
able to control life events, individuals with an external locus of control believe that life's events
are the result of external factors, such as chance, luck or fate. Empirical findings that internal
locus of control is an entrepreneurial characteristic have been reported in various literature.
Locus of control has also been deemed a cultural trait such that some countries’ cultures
engender more of it than others (Mueller and Thomas, 2001). This has been used to explain why
some countries have more innovative entrepreneurship than others. Locus of control is believed
to develop as a result of family upbringing (Schultz and Schultz, 2005). Children that receive
promised rewards from their efforts and consistent discipline for wrongdoing are more likely to
develop an internal locus. Some have argued that children raised by single mothers are more
likely to develop an external locus of control. Locus of control tends to shift from external to
internal with age. Development of the trait can be disrupted in societies experiencing unrest
caused by outside forces (e.g., military occupation or economic depression). One problem with
this type of theory is that there are many individuals with an internal locus of control who choose
careers other than entrepreneurship.

2.3.1.4 PSYCHODYNAMIC MODEL

According to this model entrepreneurs come from a group of people whose childhood
socialization process was characterized by deprivation (economically, politically, socially etc.).
As a result of this depravity, they turn to acquire the characteristics of the person born. So,
instead of coiling in and singing songs of pity, they become more aggressive and say to
themselves never again, I will make it by all means. That is this sense of strong willpower to
make it by all means gives him a sense of achievement, determination etc. just like the person
already born with entrepreneurial traits. The unhappy and deprived early life experiences make
the resulting individual adult to become a somewhat deviant personality who, is generally unable
to operate effectively in any organization or structured social environment. His/her psychological
problems are centered around: low self-esteem, insecurity, lack of self-confidence, anti-authority,
seeking independence and self-sufficiency and innovative rebelliousness.

7
The psychodynamic model is criticized as it appears to cast the small businessman or the
entrepreneur in a somewhat unfavorable light. It seems to over-stress the importance of the social
misfit and inadequacy in the account of the start-up entrepreneurial activities. Further, the model
ultimately boils down to a stereotypical image of the entrepreneur as someone unable to fit into
conventional organizational life. That it tends only to describe accurately the extremes of a given
population and leaves the vast majority untouched, and hence may only be applicable to
entrepreneurs with particular backgrounds and life experiences and not applicable to all
entrepreneurs.

2.3.2 SOCIOLOGICAL THEORIES

The sociological theory is the third of the major entrepreneurship theories. Sociological
enterprise focuses on the social context. In other words, in the sociological theories the level of
analysis is traditionally the society (Landstrom, 1998).

2.3.2.1 SOCIAL MARGINALITY THEORY

This theory suggests that individuals who perceive a strong level of incongruence between their
personal attributes and the role they hold in society will be motivated to change or reconstruct
their social reality. While some people may reconstruct their reality by changing careers or
employers, others may choose self-employment.

‘Marginal men” are referred as individuals who are less integrated in their society. The main
sources of marginality include; religion - as in the case of dissenters and Jews; ethnicity - as in
the case overseas Chinese, the Jews all over the world, the Overseas Indians. Since marginal
men are not completely part of the society of their adoption, they are free of the restrictions
imposed by its value system. At the same time, having left their own society, they are no longer
constrained by its dominant values. This situation gives way to the development of
unconventional patterns of behavior, which increases their propensity to become entrepreneurs.

However, the theory lacks power in explaining why some marginal groups in some social
settings do not behave entrepreneurially, for instance the Blacks in the U.S.A

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 2.3.2.2 SOCIAL DEVELOPMENT MODEL
This theory contends that it is the transactions with different context in one’s life and career that
shapes one’s propensity to be self-employed. These are factors, which start in early, middle or
late life.

Gibb and Ritchie (1981) proposed a typology of entrepreneurs covering person’s life cycle
divided into four stages

• Improvisers (small business owner)

• Revisionists
• Superceders (into the second half of their life)
• Reverters (older and usually post career)

The main theme here is that entrepreneurs can be whole understood in terms of the types of
situations they encounter and the social groups into which they relate. It is the transactions with
specific social contexts and reference groups that shapes the person and hence entrepreneurs
believe in individuals changing throughout their life. The argument is that entrepreneurial
behavior is made and shaped by the society.
Nevertheless, the theory is criticized on the grounds that it downplays the role of the individual
as being central to the entrepreneurial process. Moreover, it is challenged in that its ability to
predict success is not apparent.

2.3.2.3 INTERGENERATIONAL INHERITANCE OF ENTERPRISING

CULTURE VIA ROLE MODELING
This theory purports that entrepreneurial practice is largely inherited. Accordingly, offspring of
entrepreneurial parents are more likely to be entrepreneurs and be more successful compared to
others. It has been further suggested that a strong grounding in business and ownership ethic at
an early age is a useful and powerful driving force for children as they choose their future
carriers.

A person, who grows up around a family that runs a business is likely to benefit from the skills,
accumulated experiences and networks of existing firm. She or he is likely to have better access
to advice, credit, established markets and sources of inputs. The fact that these will make it easier
to start a business may be a big encouragement to those associated with businessmen.

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 2.3.2.4 SMALL BUSINESS AS ROLE MODELS
According to Chell 1985, it has been observed that employees who work in small firms are more
likely to become self-employed and be successful. This is because it is easier for them to
envision having the role of the owner.

Some business owners become mentors by telling their workers why not start their own
businesses like them. Existing small business can support people by either selling products or
buying their products.

The explanation here is that those who form small firms are likely to have previously worked in
similar firms, which they use as role models. The employee makes the comparison in terms of
the boss’s competence (education, skills, age, etc.) and then develops the courage that he/she can
also be a boss of her/his own. Also, there is an influence by a perception of opportunities and
entry barriers.

However, on the contrary there is also an observation that it is employees of large firms who are
more exposed to wider experiences, which in turn motivate them to start small firms.

2.3.3 OPPORTUNITY–BASED ENTREPRENEURSHIP THEORY

The opportunity-based theory is anchored by names such as Peter Drucker and Howard
Stevenson. An opportunity-based approach provides a wide-ranging conceptual framework for
entrepreneurship research (Fiet, 2002; Shane, 2000). Entrepreneurs do not cause change (as
claimed by the Schumpeterian or Austrian school) but exploit the opportunities that change (in
technology, consumer preferences etc.) creates (Drucker, 1985). He further says, “This defines
entrepreneur and entrepreneurship, the entrepreneur always searches for change, responds to it,
and exploits it as an opportunity”. What is apparent in Drucker’s opportunity construct is that
entrepreneurs have an eye more for possibilities created by change than the problems.
Stevenson (1990) extends Drucker’s opportunity-based construct to include resourcefulness. This
is based on research to determine the differences between entrepreneurial management and
administrative management. He concludes that the hub of entrepreneurial management is the
“pursuit of opportunity without regard to resources currently controlled”

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2.4 RESEARCH GAP
Literatures appraise various theories and concepts of entrepreneurship. Though, still a consistent
universal theory does not exist in entrepreneurship, but rather several different approaches
including psychology, sociology, opportunity based and economics are present. No common
theoretical framework, even if demanded for rigorously, exists to synthesize the different points
of views. Some trials to develop multidimensional approach to entrepreneurship study, face the
problems also mainly from perspective of the above-mentioned well-established disciplines
(Johnson 1990). This study aimed to analyze the applicability of the entrepreneurship theories
and concepts to entrepreneurs and hence come up with suggestions that would then be used to
trigger entrepreneurial behavior among various individuals.

2.4 CONCEPTUAL FRAMEWORK

The representation of the conceptual framework shows how different variables of our study are
related. To achieve this objective a pictorial illustration is drawn depicting the relationship of
various entrepreneurial concepts to becoming an entrepreneur (embarking on an entrepreneurial
endeavors).

Fig 1.1 Conceptual Framework

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 3.0 RESEARCH METHODOLOGY
This chapter describes the methodology that was used in this study. It forms a framework for
specifying the relationships among the study variables. This chapter covers various aspects of the
research approach, research design, study location, data collection methods, validity and
reliability of findings and data analysis.

3.1 RESEARCH APPROACH

This study employed a mixed method (combination of qualitative and quantitative approaches) to
answer the research questions. The research has both qualitative and quantitative objectives that
were best addressed by the mixed method. Further the research employed mixed method for
complementarily and triangulation reasons.

3.2 RESEARCH DESIGN

The research design employed in this research was a survey (in a causal comparative degree)
case study. The topic of entrepreneurship is a social science drawing concepts from various
social sciences such as economics, finance and general management. The research aimed to asses
the relationship of variables as explained formerly hence making the degree to the quantitative
research method “survey’ ideal. Further the case study method was employed due its simplicity
and easy in analysis.

3.3 STUDY LOCATION

The research took place at Mlimani City, the home of Rogers Katuma. The location is chosen
because it would provide access to the entrepreneur, Mr. Katuma who was our case study
entrepreneur. Further the location is convenient to the researchers in terms of access and cost.

3.4 DATA COLLECTION METHODS

3.4.1 PRIMARY DATA COLLECTION METHOD

Primary data and information will be collected through a combination of techniques that is
personal interview, questionnaire and observation.

3.4.1.1 INTERVIEWS
The data obtained from the entrepreneur, was a result of an interview conducted through the
guidance of an interview guide. The use of the interview was because the entrepreneur was hard
to get in contact with and hence a onetime pre scheduled appointment was used.

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3.4.1.2 QUESTIONNAIRE
The entrepreneur was also administered a questionnaire. The questionnaire was in English and
was administered based on the respondents’ preferences. The questionnaire was left for the
entrepreneur to fill at his convenience as to enable acquisition of more adequate information.

3.4.1.3 OBSERVATION
Observation relied on what we saw, heard, tasted and smelt. This method did not depend on
getting data from somebody, but rather on personal intuition. This technique proved quite useful
when the we physically visited the entrepreneur’s area of business.

3.4.2 SECONDARY DATA COLLECTION METHOD

3.4.2.1 DOCUMENT REVIEW

The study also employed the review of written documentary sources. These sources included
various literatures from the entrepreneurs work place alongside other academic literatures.

3.5 VALIDITY AND RELIABILITY OF FINDINGS

To ensure that the findings were valid and reliable the following were ensured; Questionnaires
and the interview questions were be pilot tested. Questionnaires and interviews were
administered on a neutral day (Wednesday). The use of a mixed research approach was used also
enforce reliability and validity.

3.6 DATA ANALYSIS

The research adopted thematic and narrative modes of data analysis.

Thematic data analysis involves the process of reading the transcriptions to enable the researcher
make meaning of the data/responses of the interviewees. This is to enable the researcher to
identify repeated ideas/patterns that cut across the responses of the interviews for the
generation/identification of themes (Liamputtong, 2009).

The narrative technique of analysis is the process whereby the researcher rearranges/retells the
‘story’ (responses) of the respondents to enable third party users of the information gathered to
make meaning of the responses of the interviewees (Liamputtong, 2009).

Using the single case study approach, a detailed description of the case (Mr. Katuma) was
carried out.

13
The interviews recorded were transcribed by summarizing responses from respondents, after the
researcher listened to the audio recordings for a number of times to ensure that he has
familiarized himself with the conversation to enable him carefully transcribe the interview in the
interviewees’ words (Kusi, 2012). Creswell (2008) described transcription as the process by
which audiotape recordings or field notes are transferred into text data. The themes established
from the responses formed the basis for analysis and presentation of the data gathered. Data was
analyzed and presented in words and descriptions.

14
 4.0 RESEARCH FINDINGS, ANALYSIS AND DISCUSSION
4.1 PERSONAL PROFILE
FIRST NAME:
ROGERS
MIDDLE NAME:
EMMANUEL
SURNAME:
KATUMA
DATE OF BIRTH:
6TH SEPTEMBER 1991
PLACE OF BIRTH:
DAR ES SALAAM
GENDER:
MALE
MARTIAL STATUS:
SINGLE
PLACE OF RESIDENCE:
MLIMANI CITY,
DAR ES SALAAM
POSTAL ADDRESS:
P.O.BOX 35864,
DAR ES SALAAM,
TANZANIA.
EMAIL ADDRESS:
[email protected]
MOBILE NUMBER:
+255 744 010 008
JOB DESCRITPTION:
ENTREPRENEUR
YEARS ACTIVE:
8 YEARS

15
Rogers Katuma is a former student at the UDSM. He was a student at the Business School
majoring in BCOM in Finance. Having had tremendous academic performance at the University
(4.5 GPA in his first year and an overall Honorable first-class degree), Rogers never quit
pursuing his passion and that was entrepreneurship.

Rogers did his internship at KPMG during his second year and was later recruited at PWC after
completion of his degree. Though he had the aim to work at PWC for 48 months (2 years) but
later went on to work less than that (1st August 2014 to 31st December 2015), as he believed that
he already got wanted. His employment at PWC was strategic and purposeful.

He chose to work at an auditing firm as he would have the exposure of many companies. He
believed that as an entrepreneur he would need diverse kills and knowledge from various fields
and as an auditor he would be able to access the information of most companies he went to audit
and hence learn how they operated.

From an early age he was motivated to alleviate his family, as he was from a family without a
business background. Katuma’s career started early in his University years at the UDSM. This
was initiated with the purchase of a ‘bajaji’ that was purchased mainly from savings and
contributions from friends. This marked the first endeavor among several others that Rogers
would engage in.

Rogers of recent has no children and is not in a marriage. Though he is in a loving relationship
with his long-time girlfriend. He has had his girlfriend since he was in University and that has
not changed. He wishes to get married but understands that would mean a lot of commitment and
lesser risk taking as he would have a lot to lose. He believes that as an individual it is the time
that you have no commitments, or strong ties that you’re able to take on risks.

Therefore, he is in a happy relationship but still married to his business. Still, he recognizes that
it is his girlfriend that has been aspiring him to keep on moving and taking on more ventures. Put
it in his words a cheap lady would go for cheap things and that would make the man lazy but
have yourself an expensive lady then you have to work hard to pay for it.

16
The story of a successful student who chose to take on an entrepreneurial career is indeed a
motivational one. Rogers attributes this to passion. He believes that entrepreneurship is not for
everyone and further, which is more interesting, that there is nothing wrong with employment.
For him its not all abut being an entrepreneur but rather following his passion and seeing through
his vision. He believes in trial and error even when it comes to real life, as failure makes the
cycle of success complete, he is not afraid to take try out different things. Its from this that he
believes that entrepreneurship is not everyone and for whoever thinks that entrepreneurship isn’t

17
an option for him then he/she best believe that and work as an employee. If the employment does
work out then a try in entrepreneurship is not bad and vice versa.

Rogers draws a lot of comparison of the entrepreneurial world from the employees-world. He
believes that the discipline is applied in these two areas similarly, the only difference being that
in the entrepreneurial world there is no one to push you around. He further explains that it is how
you stick to such discipline that determines your success in the entrepreneurship. For those who
are able to stick to the same discipline are the ones able to make it big and vice versa.

Rogers draws his motivation mainly from reading books. For him its not night outs, drinks or
parties, its just reading. This ranges from the Bible, Quran, story books, motivational books,
relationship book and any book he can get his hands on.

Rogers as an entrepreneur knows that this choice is tiresome and takes time to renew his energy
levels. He accomplishes this through playing soccer, hiking, skating, karate, working out in gym
(he is actually an instructor).

The most astonishing aspect of Rogers is his work discipline. While most entrepreneur’s focus
on the principle of work-work-work, for him its different as he believes in work-fun-play. Rogers
acknowledges that the entrepreneurship is a challenging task and that immersion into the
activities alone would result to stress. He believes his philosophy of work-fun-play to have been
among the reasons that he has been able to remain the entrepreneurial world.
18
Rogers discussed his typical day and summed it to a crazy day. Being an entrepreneur means
that he has no definite schedule. There are times when he works at night and there are times
when he works at day. As of May 2021, he was in what he referred to as ‘dark thirties’ where his
day starts at 6pm with a workout at his gym and goes on to invest throughout the night. Further
this ‘dark thirties’ period is a time when has days where he does not communicate to most
people such that he is off social media, does not receive any calls and stays at home mostly.

For Rogers he defines success as leaving a legacy, being able to do what he wants, when he
wants and how he wants it. Further he defines success as being able to help and inspire people.
He does not attach entrepreneurial success to money though strongly believes that money is a
useful indicator for how well he has performed.

19
Role models are a big part of Rodger’s life. He has role models in different aspects such as in
relations, finance, investments, and entrepreneurship in general. Inn the entrepreneurial aspect,
Rogers is aspired by many successful entrepreneurs including; Steve Jobbs, Elon Musk and
George Soros.

The creative process for Rogers can be depicted as follows;

BACKGROUND
BACKGROUND INCUBATION
Rodgers researches on anything he is Rogers takes time to involve in mindless
Research on issues
passionate he reading
about by is passionate on
through activities such as gym and soccer
andliteratures
various eme

RODGERS KATUMA’S

CREATIVE PROCESS

EVALUATION AND IMPLEMENTATION IDEA EXPERIENCE

Being an educated risk lover, he analyses Ideas evolve around things he is passionate
risk before engaging in various ventures and about and viable opportunities
always hedges risks

Fig1.2 Roger Katuma’s Creative Process

The list of businesses and business companies established by Rogers Katuma includes;
• Founder and CEO of Emakatt Technologies
• Founder and CEO at MobiAd Africa (registered as AweDin Group Limited)
• Founder and CEO at Watu Shule Company
• Watu Shule Finance and Investment
• Watu Shule Education

He further does several other independent ventures such as;

• Consulting and Training
• Motivational speaker
• Story telling
20
4.2 BUSINESS PROFILE
Rogers has been able to engage in several entrepreneurial activities throughout his life. As stated
earlier he started his first venture while he was still in University (second year) and from there he
has been able to engage to in multiple activities.

Emakatt Technologies

Rogers Katuma is the Founder and CEO of Emakatt Technologies that has Emakatt Laundry as
its flagship product. The Emakatt Technologies is app that provides access to customers who
wish to have their laundry done. Through www.emakatt.com a customer is able to make a
request and a driver would pick up the clothes, take them to a cleaner, and deliver them back
within 24 hours.

The venture was the first to be established by Rogers after his exit from PWC. The venture won
the Financial Sector Deepening Trust and earned USD 15,000. Later on, as the company was
registered shares were sold and USD 10,000 was raised, making a total of USD 25,000 as its
capital.

Rogers saw the potential for Emakatt to thrive by partnering with hotels. When an order is
received, the clothes will be picked up and taken to either the nearest laundry partner or hotel for
cleaning. He explains that the user is charged based on what they want to wash.

21
Emakatt Technologies does not only have Emakatt Laundry as its only product. The firm also
performs the same for home cleaning, home fixing, repairing & maintenance, shoes and clothes
fixing and repairs, shoes and logistics.

The company aims to serve the middle-income earners in Africa who are in need and can afford
their service. There are over 334 million people who are included in this middle class, so the
potential for the company to grow larger is present.

The firm has the motto, ‘WE ARE JUST A BUTTON AWAY.”

22
MobiAd Africa

Rogers founded MobiAd Africa (registered as AweDin Group Limited) while he was still in his
second year (2013) at the UDSM and was registered on 8th May 2014. The company started a
free copy, content-based advertising magazine named “AweSome advertising magazine” with a
target of reaching small and medium enterprise with a limited budget to advertise. Also, the
magazine features motivating and inspiring contents to empower the readers and hold their
attention.

In 2015, MobiAd launched a new service called MobiAd, which is a customized caller tune that
help mobile phone owners communicate their business, update, promotion, and information to
people calling. The service has been launched with Tigo Tanzania and Vodacom Tanzania.

23
MobiAd is an innovative, unique and pioneer service to mobile operators and mobile phone
owners. Rogers, as the MD and founder was responsible for preparing all the layout of idea from
head to prototype, setting meeting with mobile operators (Tigo, Vodacom and Airtel),
negotiating and signing contracts.

As a visionary founder, Rogers scouted for the right team to perform key tasks to make the
strong foundation of the business. He managed to get into agreement with an independent studio
for caller tune recordings, managed to bring an investing partner with Tsh 10 million and who is
equipped with Finance and Accounting knowledge and experience from PWC to be the Senior
Vice President Finance and Investment.

As a co-founder of AweSome, Rogers turned a raw idea into reality, working with a 20-year
experienced graphic designer to create the layout of the magazine, raise Tsh 20 million as initial
capital to the magazine and pushed for new clients who believed o the idea and the team. True
start up experience was during these moments and offered priceless experience for further
ventures and adventures.

24
WATU SHULE

Rogers is the Founder and CEO of WATU SHULE that was founded in 2019. WATU SHULE is
a divided into two;

• WATU SHULE Education

• WATU SHULE Finance

WATU SHULE Education

WATU SHULE education is an online platform established to help people who have missed out
the opportunity to continue their education through regular education, schooling. Further the
business targets many more people missing out on the opportunity to develop themselves
academically after the part they ended up in school due to cost, responsibilities, time and system.

The firm believes that in the street there is a different education, skills and abilities needed to be
successful even if no one is issuing a certificate. The best way to learn is through the knowledge,
education and experience that you have worked on the streets to achieve the goals of the people.
And the best teaching people are those whose knowledge, education and experience on the street
have made them successful.

WATU SHULE education is a team of people who create an environment of people with
knowledge, education and experience who have succeeded on the street and deliver it to people
who were in the classroom and out of the classroom on their successful journey on the street.

The firm offers a wide range of educational courses that includes;

25
 COURSE COST
Microsoft Word from beginner to intermediate Tsh 19,900
Starting a business in college or at school Tsh 9,900
Exercise for thighs, legs and hips for women Tsh 5,900
Abs, chest and arms exercises for men Tsh 9,900
Exercise to cut fat and belly meat for women Tsh 5,900
Whole body exercises for Men Tsh 19,900
Starting a business while you are employed Tsh 9,900
Microsoft Excel from beginner to intermediate Tsh 19,900
Types of business capital and how to get it Tsh 9,900
Things to learn before starting a business Tsh 5,900
Write a CV and a letter of application that will give you a job Tsh 5,900
Confidence and speaking in front of people Tsh 9,900
Whole body exercises for women Tsh 19,900
Self-awareness and planning your goals Tsh 9,900
Prepare for life after college Tsh 19,900
Looking for a job and preparing for the Interview Tsh 9,900

The dream is to ensure that everyone with eyes, ears and phones has the knowledge, education
and experience needed to succeed on the street. The motto is “"Elimu haikuanzia darasani,
mama alianza kufundisha. Elimu haishii darasani, mtaa unaendelea kufundisha.”

WATU SHULE Finance

On the other side of WATU SHULE education is WATU SHULE Investment an investment firm
that is founded, owned and run by Rogers. This part of the venture is concerned with investment
in various financial securities.

Rogers goes on many sleepless nights trying to look for high return, low risk investments. He
believes that in his current age ‘dark thirties’ it is high time for him to invest more. WATU
SHULE finance pools diverse talent from various areas to work with Rogers on his personal and
client’s investments.

26
Host and producer at Story Teller with Rogers Katuma

Through Story Teller with Rogers Katuma, stories that inspire, educate, inform and motivate are
shared, covered and explained with examples from our local surrounding and experience as a
good academic performer, former corporate kid, start-up founder and aspired human to make a
world a better place.

Rogers has the abilities and skills to do public speaking, inspiring and motivating friends. He
further believes we can all inspire each other on our journeys through life.

The first season aired in 2017 and the second season aired on 1st January 2018 on Instagram,
Facebook, YouTube, Twitter and LinkedIn every week. Further seasons are expected to be aired.

Storm Africa Company Limited

Rogers is a co-founder of Storm Africa Company Limited. Storm Africa is a house for online
and TV contents on all fashion and lifestyle in Africa. The flagship of the company being Storm
TV show aired Clouds TV every Monday from 9 PM. Currently, the show reaches more than 1
million viewers weekly, putting it among the top Fashion shows in Tanzania.

With influence comes opportunities, Storm Africa launched its second product Afrikana brand
which aims at delivering unique, creative and relevant fashion and lifestyle products. Started
with Afrikana Hair extension, a genuine, cool and affordable hair extension for all the proud
natural hair owners.

Consulting and Training

Among the activities that earn Rogers a lot of cash includes the training and consulting activities.
Being a specialist in finance and with diverse knowledge in business and management activities,
he is regularly hired to carry out management in various firms. The areas that he specializes
include; tax, accounting, finance, corporate brand and general management.

He does not do this all alone but rather contracts various experts in the field at demand to help
him execute his duties. This business is very lucrative for him as most of his clients are happy
with his services and often spread the good word.

27
4.2.1 SOURCES OF FINANCE
For Rogers he has been able to raise funds in the following ways;

• Pitching. His first venture was a result of a USD 15,000 that was earned after pitching his
idea at the Financial Sector Deepening Trust. Through this he was inspired to pitch most of
his ventures whenever he thought to start a new venture.
• Selling shares. Rogers is aware that most people like being owners of something rather than
just contribute to it, especially it is something nice. Therefore, for all his venture he made
sure that he registered it as a company and sold shares to people who were interested. This
way people were attracted as they were attracted with the venture and further the investors
were more assured due to the formality of the venture. More interestingly, hos girlfriend has
bought shares in most of his companies.
• Further he recognizes savings as an important way to raise funds. He bought his first ‘bajaji’
while still at the University with funds from Boom (‘Bajajis’ were relatively cheaper at the
time).

4.2.2 CHALLENGES FACED AND HOW THEY WERE ADDRESSED

Rogers acknowledges that the entrepreneurial career is indeed a challenging one and therefore
comes with certain challenges by default. Such challenges include;

• Bureaucracy in registration
• Unsupportive policies for entrepreneurs
• Restrictions trade in Bitcoin (though in Kenya its possible)
• Long working hours
• Stress
• Raising fund (thus used to be, not any longer).

But he does not concern himself over these challenges, because as said earlier these challenges
come by default in the entrepreneurial world. When the road gets rough and the going gets tough
for these default challenges Rogers turns to books. He enjoys reading books as they do not only
entertain him but also motivate him to keep on pushing harder. The specific challenge that he
faces include;

28
Finding the right team. For Rogers every venture he starts is a phase that he passes through and
would eventually leave. Therefore, he haws to make sure that he has the right team around him
to keep the venture alive when he is busy focusing on other stuff. This raises two concerns; the
first being that experts are hard to find and expensive to pay, and secondly that recruiting and
training people who are not experts is costly and might not likely result to expected results.

To deal with he does freelancing whereas he partners up with experts in certain ventures and
gives them a fair share and eventually part ways. For those experts that are interested to stay in
the firm he gives them ownership stake in the firm.

4.2.3 BUSINESS MISSION AND VISION

For Rogers, each business he develops comes with its own mission and vision. These mission
and vision are apart form the company’s own and are more personal for him towards the firm.
They tend to change as they tend to have a personal appeal for him. Further they tend to change
over time and are set for different time periods including, daily, weekly, monthly, yearly and
even longer than yearly.

Similar to other corporate entities each company would have its own mission and vision but for
him since the business are part of him, he gives them his own mission and vision. These act as
motivation for him and a personal benchmark for him apart form the corporate benchmarks that
might not align with his entrepreneurial vision.

4.2.4 COMPETITION
For Rogers he is his own competition, apart from that there is no competition for him. He
believes that he has his own vision and thus has to compete with that. Further, for any venture
that he chooses to get into there must be something that is different about him compared to
others, this alone serves as a competitive advantage for him. Thus, he does not have to compete
with outsiders, as he already bet them as he got into the business. The only remaining
competition remains to be himself.

4.2.5 RISK TAKING

For Rogers taking on risk for him is not a concern. He believes that he is in a good position to
take risks as he has nothing to lose (no commitments – children, marriage). Further he only needs
one business running to hedge against other risk-taking ventures.

29
4.3 LESSONS LEARNT

4.3.1 PRACTICAL LESSONS

The following practical lessons are learnt from the research done on Rogers Katuma;

• Risk taking is only viable when you have less commitments. For Rogers having
commitments such as marriage, children create a notion that for any risk-taking venture he
does then he would not only be endangering himself but also his close ones. Thus, when you
are young it is high time to engage in risk business endeavors as you have nothing to lose.
Further, any loss during this commitment-less period would help to build up on personal
experience that would be useful in the near future.
• Risk taking requires a hedging plan. For every risk-taking venture that you engage in, it is
important that you ensure the venture is not your only way out. There should always be other
ventures that are performing well and they would help support you whether the new risky
venture pushes or does not succeed.
• Finance (capital) is hard to raise, but having a good idea compensates for this. For every
entrepreneur raising fund is a big challenge. To be able to deal with this challenge then the
entrepreneur should ensure that he/she has good ideas that would help solve this challenge.
Through this idea he/she may be able to pitch it in different areas, or attract investors through
the sales of shares.

Rogers pitching
30
• For entrepreneurs, personal branding is important as the entrepreneur is a symbol of
the business. When people look at entrepreneurs, they see not only a person but also the
business. Thus, when an entrepreneur is not well presentable then this implies that even his
business isn’t doing well. Therefore, it is very important that the entrepreneur shows a
successful image to convey a successful business, which customers would definitely wish to
be a part of.
• Entrepreneurs using social media should use it for branding (true and total marketing
is done through satisfied customers). Rogers believes that true marketing is done by
satisfied customers and not social media. Due to the nature of social media, it would absurd
to direct all your venture’s marketing efforts towards it. Social medias should be used a way
to brand yourself.
• Entrepreneurship goes along with passion. Rogers believes in doing entrepreneurship the
best activities to pursue are those that you are passionate with. This implies that even during
difficult times the motivation to further push the idea still remains as you would be driven by
passion.
• Entrepreneurship is not for very one. Just like success, entrepreneurship is not for
everyone and thus it is not an imperative that every individual engage in it. It should not be
made to seem like entrepreneurship is a better option than employment. There are people
who would prosper in employments and other in the entrepreneurial world. It is thus
important to know yourself before engaging in either entrepreneurship or getting employed.
• The entrepreneurial world is inherently exhaustive, finding other satisfactions and
taking time off is necessary for entrepreneurs. If an entrepreneur gets too immersed in
business, then he/she would have a lot of stress. It is thus very important that the entrepreneur
to take time of his activities and find other issues that would offer him/her satisfaction. This
would help the entrepreneur to regenerate energy in pursuing his entrepreneurial endeavors.
• Competition with outsiders is unhealthy, healthy competition is within yourself (stay
ahead of yourself, not others). Rogers believes as soon as an entrepreneur decides to engage
in a venture then he/she would already be bringing something new in the market. This entry
alone would be enough competition with outsiders. It is thus important that the entrepreneur
focuses on competing with himself, by striving to beat whatever he/she has set to achieve. On

31
 this note, it is important for the entrepreneur to have different goals, missions, and visions on
different time scales and adjust them accordingly.
• For entrepreneurs working with freelancers is more cost effective and efficient than
hiring. When you hire someone, you spend a lot of time and cost training the individual who
would most likely fail to deliver even after the training. It is thus more effective to contract
experts who would are well trained and would definitely deliver the expected output.
• Relationships are important catalysts of an entrepreneur’s success. For Rogers if an
individual is in a relationship that accepts whatever condition he is in, then this relationship
would not help him. It is important that an entrepreneur engages in a relationship that would
keep him motivated to keep on pushing further and reach greater heights. The issue of
relationship applies for the love life, friends, family and the general life cycle.
• Failure completes the life cycle and thus should not be avoided. For any individual,
whether an entrepreneur or not, failure is just a part of the life cycle that they go through.
Thus, not engaging in activities just because there is a risk for failure does not make sense at
all. It is important that you try out new things, fail and gain experience/knowledge.
• It is never too early to start being an entrepreneur (the earlier the better). Being an
entrepreneur has no right time, starting early is very important. For most University student
as they wait till completing their degree to engage in entrepreneurial activities but this delay
also delays their success. It is important that an entrepreneur takes any potential opportunity
that comes along without hesitation.
• The entrepreneurial world needs more discipline than when employed. For people thin
that the entrepreneurial world is a place where less discipline is required as there is no one to
report to, you’re are your own boss. But in reality, the entrepreneurial world is much more
exhaustive and requires a higher level of discipline. In the entrepreneurial world there are
longer working hours, management of a lot of activities/ventures and all these require a lot of
discipline to pull through.
• For entrepreneurs, working for survival limits growth. It is necessary that entrepreneurs
should not work to survive. This is because if the entrepreneur works for survival, then
he/she would most likely ignore risky opportunities presenting themselves and focus on one
activity. It is important that the entrepreneur works in a way that he/she is able to pursue
other ventures and be able to play all cards, this would lead to growth, not survival.

32
4.3.2 THEORETICAL LESSONS
The following theoretical lessons are learnt from the research done on Rogers Katuma;

• The theories advocated in entrepreneurship literatures vary among individuals.

• The sociological theories applied less for Rogers. The sociological theories that
explain that the entrepreneurs are mostly a product of their environment did not seem
to hold for Rogers. Despite the fact that Rogers had his family invest in some of his
venture still they did not play a role in ensuring that he had an entrepreneurial career.
This is shown below;
▪ Social marginality theory. Rogers had bever been a marginal individual as he
as always fitted in his environment. From his days at School he has been part
of the society greatly, being a sports leader at his ordinary level education
(Galanos secondary school), health prefect at his advanced education level
(Pugu high school), DUFA president at his University education (UDSM).
▪ Intergenerational inheritance of enterprising culture via role modeling. Rogers
does not come from a family that engages in entrepreneurship. His family is
employed and thus would not have acted as role model for his enterprising
culture.
▪ Small business as role models. Rogers had never worked as part of a small
business. From his graduation he went to be employed in PWC, an
international auditing firm that would and even his internship was done at
KPMG, similarly an international auditing firm. Thus, for Rogers though a
successful entrepreneur recently he has had no small business to draw
inspiration from
▪ Social development theory. Rogers has been part of various societies that have
had less effect in him on pursuing his entrepreneurial career. When he was in
the school, employed and self employed he still had the same vision and did
not lose focus.
• The psychological theories applied more for Rogers. The psychological theories
explain that the entrepreneur is born with certain abilities that make him pursue the
entrepreneurial career. Throughout his life, Rogers believed that being an

33
 entrepreneur was his best option and went on to do that later in life. This is shown
below;
▪ Innovation theory. Being an innovator, Rogers was the first individual to
digitalize laundry services in Tanzania. He started Emakatt in his early
entrepreneurial years and made success out of it. He further went to innovate
other several businesses such as MobiAd. Such traits coincide with the
innovative theory of entrepreneurship.
▪ Need for achievement theory. For Rogers, this theory holds strongly. It is his
need to achieve greater heights that he was motivated to become an
entrepreneur. It is still his high need to achieve that he still engages in new
ventures. He has a broad definition of success that tends to coincide with the
N-Ach theory. Furthermore, similarity between Roger’s beliefs and the N-Ach
theory can be drawn as he believes not use money as his achievement but
rather an indicator of such achievement, this aligns with the theory.
▪ Locus of control theory. Rogers has displayed great internal locus of control,
as he was able to quit a million paying job and move to pursuing
entrepreneurial ventures that were not certain. Rogers believed that he had the
ability to make his venture succeed. The theory similarly contend tat
entrepreneurs are individuals who believe they can shape their destiny.
• The opportunity theory held for Rogers. The theory suggests that entrepreneur
always searches for change, responds to it, and exploits it as an opportunity. This is
what Rogers has been doing from his early introductions. Rogers believes that within
the society there are various changes that need to be exploited and once exploited
may deem profitable for the entrepreneur.
• The principles of innovation are not rigid
• The principle of work-work-work does not hold for Rogers. While entrepreneurial
literature suggests that entrepreneurs should work-work-work, for Rogers he believes
that success of entrepreneurs comes work-fun-play. The idea of being an entrepreneur
centers around being able to work when you want to. This makes Rogers believe that
he has to work long hours but can take a break whenever he wants to. He does not
only practice this for himself but allow his employees to do the same.

34
 • Other principles such as try-test-make errors-revise and learn from failure tend
to hold for Rogers.
• The entrepreneurial individual influence factors vary among individuals.
• The age factor does not hold for Rogers. While entrepreneurial literature suggests
that entrepreneurs that are believed to do well are at the age of 30-40 years, for
Rogers, he believes that younger entrepreneurs are more likely to succeed. This is
because before your 30s you still do not have several commitments and you’re more
likely to take risky opportunities that may reap off high benefits.
• The martial status factor does not hold for Rogers. For Rogers, being in a family
creates commitment and acts as an impediment to entrepreneurship. This is mainly
because the appetite for risk taking reduces while you have a family and thus you
would most likely take lesser risk, resulting to lower returns. Most entrepreneurial
literatures advocate for people with families as entrepreneurs more likely to succeed.
• Other factors such as education, experience tend to hold for Rogers.
• Several myths are negated by Rogers.
• All entrepreneurs need is money. Rogers believe that entrepreneurs need viable
ideas and not money.
• Entrepreneurs are extreme risk takers. Rogers believes that entrepreneurs believe
that taking calculated risk taking is the better approach in entrepreneurship. This is
vivid as he advocating for hedging risks.
• Entrepreneurs are academic or social misfits. Rogers does not believe
entrepreneurs to be academic or social misfits. Rogers has been an excellent student
with excellent academic performance and has also been a very social individual.
• Entrepreneurs are doers not thinkers. Rogers believes entrepreneurs should be
able to conceptualize ideas. Rogers has been able to found various ventures and not
participate in the day-to-day activities.
• Five years marks failures of most new ventures. Rogers has been business for over
8 years and most of his businesses have succeeded and thus does not believe in such a
myth.
• All entrepreneurs need is luck. Rogers does not believe that entrepreneurs are lucky
but believes in preparations that meet opportunity.

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 5.0 CONCLUSION AND RECOMMENDATIONS
5.1 CONCLUSION
Entrepreneurship theories and concepts have been long in existence. Literatures have been
written ranging from Cantillon, Schumpeter to modern entrepreneurs. Still, the discipline still
remains not fully understood.

A consistent universal theory does not exist in entrepreneurship, but rather it consists of several
different approaches including psychology, sociology and economics. No common theoretical
framework, even if demanded for rigorously, exists to synthesize the different points of views.

The research held has found that entrepreneurship theories and concepts are shown to hold to
some entrepreneurs and ‘not hold’ to others. This is not good as policy makers; academicians
would fail to adopt consistent approaches that would help to develop the entrepreneurial
discipline among individuals.

It is important that the right approaches are identified and enhanced by key stakeholders as the
entrepreneurship is very important. Its importance could be assed at the macro and micro levels.
But notably the most prominent issue of unemployment would definitely be addressed by
improving entrepreneurship knowledge and practices in the country.

I would argue that we have a rich and multidimensional group of entrepreneurship theories that
could be used together to explain entrepreneurial phenomena. However, in empirical research we
should be more accurate in identifying, collecting and combining data. Innovative growth-
oriented entrepreneurs, unemployed or ethnic minorities who start their micro businesses may
diverge considerably in personal traits, expectations, motivation, goals and objectives. Thus,
these characteristics of data should be taken into account when selecting theoretical framework
as well as analyzing methods to study entrepreneurship. Different theories as well as different
definitions should be used in different contexts.

Alternatively, entrepreneurship can be viewed as emergence of new economic activity,

regardless of organizational context and admitting that similar processes take place in the non-
commercial domain. Under this conceptualization, entrepreneurship is a matter of degree but
includes both imitation and innovation.

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It may be validly argued that entrepreneurship as an economic phenomenon is ultimately
measured by the effect on the economy, and thus requires success. Entrepreneurship as a
research domain, however, also needs to study failed attempts and to focus on behavior in order
to explain entrepreneurial success. While micro level outcomes would be sufficient for most
aspects of entrepreneurship as a teaching subject, entrepreneurship as a research domain needs to
address also the societal level outcomes, because it is important for policy-makers to know what
the role of entrepreneurship is in societal development, but also for reasons of legitimacy.

5.2 RECOMMENDATIONS
The issues that are obtained from such research should also be taken with weight by the policy
makers so as to induce further research. If research is done and recommendations are not
seriously taken then this would impair further research.

Universities, colleges and schools should develop the habit of regularly inviting entrepreneurs to
speak to students. These figures can act as motivation to the youth and motivate them at large to
think of entrepreneurship as a viable option.

Despite the fact that there have been efforts to research on the entrepreneurship discipline,
further efforts must be made. The outcomes of these research would be used by academic and
policy-makers to promote entrepreneurship activities among youths and in the country at large.
For future research the following recommendations can be made:

• It is recommended that the conceptual models and frameworks identified in this study be
tested empirically.
• A longitudinal study should be conducted to determine whether high levels of entrepreneurial
intensity are sustainable over time, and what the effect will be after conducting
entrepreneurial development programmes.
• The empirical knowledge on the processes associated with corporate entrepreneurial
activities is mostly based on case studies. Different research approaches to document the
processes and problems associated with the implementation of corporate entrepreneurship
need to be exploited.

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 6.0 REFERENCES
Ahmad, N. & Seymour, R. G. (2001).Determining Entrepreneurial Activity. Journal of
Economic Literature, 35 (1) 60-85.

Buame, S. C. K., Asempa, N. A. & Acheampong, G. (2013). Exploring the skills, knowledge and
attitudes of successful of female entrepreneurs in Ghana. Management Science Letters, 3(2), 395
- 404

Bula, H. O. (2012). Evolution and Theories of Entrepreneurship: A Critical Review on the

Kenyan Perspective. International Journal of Business and Commerce Vol.1 No. 11: July 2012
(81 – 96)

Creswell, J.W. (2008), Research Design: Qualitative, Quantitative, and Mixed Methods
Approaches. SAGE, Thousand Oaks, CA and London

Fiet, J.O. (2002). The Systematic Search for Entrepreneurial Discoveries, Westport, CT:
Quorum Books

Gutterman, A.S. (2015). Growth – oriented Entrepreneur’s Guide to Entrepreneurship (1sted.)

retrieved from: http://www.alongutterman.com. accessed: 12/05/2021

Johnson, B. (1990), “Toward a multidimensional model of entrepreneurship: The case of

achievement and the entrepreneur”, Entrepreneurship: Theory& Practice, 14, 39-54.

Kusi, H. (2012). Doing Qualitative Research, a guide for researchers. Accra New Town:
Empong Press

Landstrom, H. (1998).The Roots of Entrepreneurship Research, Conference proceedings, Lyon,

France, November 26-27.

Liamputtong, P. (2009). Qualitative data analysis: conceptual and practical considerations.

Health Promot. J. Austr. 2009 Aug: 20((2): 133 – 9

Mueller, S. L., and Thomas, A. S. (2001). Culture and entrepreneurial potential: A nine country
study of locus of control and innovativeness. Journal of business venturing, 16(1), 51-75.

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Rogers Katuma. (2021, May 12th). Personal communication [Personal interview].

Schultz, D.P. and Schultz, S.E. (2005). Theories of Personality (8th ed.). Wadsworth: Thomson.
ISBN 0-534-62402-2.

Shane, S (2000), “Prior Knowledge and the discovery of entrepreneurial opportunities”,

Organisation Science, 11, 448-469.

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 7.0 APPENDICES
Appendix 1 Interview Guide

Appendix 2 Questionnaire

Appendix 3 Written Interview Response

Appendix 4 Questionnaire Response

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