Entrepreneurship particularly drives the burn with the competitive desire to excel.

They
modern global economy, is the primary source use failure as a tool for learning. They have
of job creation. Entrepreneurship in its broadest enough confidence in themselves to believe that
sense is any enterprise or effort that adds value they personally can make a major difference in
to the lives of people. the final outcome of their ventures.

Everything all around has its roots in Definition of Terms

entrepreneurship in some way. It is the
innermost component in the economic growth, The ways to define terms will help
the opening of new markets, and serves as a students better understand the lessons and
critical spur for the money-making, introduction discussions and will serve as the standard level
of new goods and services, innovations, and on how skilled students may become in
inventions. sentence construction when defining terms. At
the end of the course, you are expected to
Entrepreneurship is the philosophy in define words or terms or give meaning using the
which an individual is an imaginative and technical and operational definitions.
innovative agent with an aspiration for
ownership and the right to make proprietary  The 'corridor principle' is which states that
decisions, a body of knowledge, and create once an entrepreneur starts a firm and
wealth for the individual and value to the society. becomes immersed in an industry,
“corridors” leading to new venture
There are various definitions of opportunities become more apparent to the
entrepreneurship. However, the key concept is entrepreneur than to someone looking in
innovation. This refers to new or different ways from the outside.
of doing things which include technology,  The entrepreneur is an individual who
marketing management, HR management creates a new business, bearing most of the
among others. Innovation can be observed risks and enjoying most of the rewards.
when a creative individual creates a new product  Entrepreneurship is the process of setting
or when he sells his product considering a up a business, it serves to generate
different approach. Thus, it is the innovation economic wealth, growth, and innovation.
that distinguishes entrepreneurship from other  External locus of control tends to believe
activities. that they are not able to affect a personal
outcome and that luck or destiny are
In view of the innovative nature of responsible for their actions.
entrepreneurship, it is capable of generating or  Ethical Dilemmas a situation in which a
creating jobs, goods, services, and even wealth. difficult choice has to be made between two
Because of this, there is a better economy for a courses of action, either of which entails
country and a higher standard of living. transgressing a moral principle;
However, the real contributions of  Entrepreneurial cognition is concerned with
entrepreneurship can be measured in terms of the ‘knowledge structures’ that people use to
the welfare of the people. make assessments, judgments, or decisions
involving opportunity evaluation, creation,
Who are Entrepreneurs? and growth
 Internal locus of control individuals generally
hold themselves responsible for actions and
Entrepreneurs normally defined as 'risk- consequences
takers' in new-venture creations are uniquely  An intrapreneur is an employee who is
optimistic, hard-driving committed individuals tasked with developing an innovative idea
who derive great satisfaction from being within a company and can draw on its
independent. He combines sound judgment and resources to do so.
planning with risk-taking to ensure the success  Macro view of entrepreneurship presents a
of his or her own business. Entrepreneurs, broad array of factors that relate to success
driven by an intense commitment and or failure in contemporary entrepreneurial
determined perseverance, work very hard. They ventures;
are optimists who see the cup as half full rather
than half empty. They strive for integrity. They
 Micro view of entrepreneurship examines The Entrepreneur's Confrontation with
the factors that are specific to Risk
entrepreneurship and are part of the internal
locus of control Starting or buying a new business involves risk.
 Mountain gap analysis entails identifying The higher the rewards, the greater the risks
major market segments as well as interstice entrepreneurs usually face. It should be noted
(in-between) markets that arise from larger that people who successfully innovate and start
markets. businesses come in all shapes and sizes but,
 Social entrepreneurship is to create a they do have a few things others do not. They
benefit to society and humankind, focusing are willing to accept risk for what they believe
on helping communities or the environment in. Entrepreneurs face a number of different
through their products and services. They types of risk, the four basic areas are:
are not driven by profits but rather by
helping the world around them.
 Strategic Entrepreneurship actions are 1. Financial Risk. Entrepreneurs must have a
planned for seeking competitive advantage, solid understanding of financial
which accelerates entering into new management and put that knowledge to use
products, processes, technological in business every day. The knowledge of
advancements, and markets by new entrepreneurial finance is so often the
ventures and incumbents. difference between success and failure, all
 The triple bottom line maintains that entrepreneurs should devote themselves to
companies should commit to focusing as understanding the key financial indicators for
much on social and environmental concerns their particular business. Some at stake are
as they do on profits. personal resources that were put into the
 Water well strategies are the ability to venture and a likelihood, be lost if the
gather or harness special resources (land, venture fails.
labor, capital, raw materials) over the long 2. Career Risk A frequently raised question by
term. would-be entrepreneurs is whether they will
be able to find a job or go back to their old
job, should their venture fail. This is a
The Entrepreneur skills major concern to managers who have a
secure organizational job with a high salary
Entrepreneurial skills can encompass a and good benefits package.
broad range of various skillsets like technical 3. Family and Social Risk. To start a new
skills, leadership and business management venture requires much of the entrepreneur's
skills, and creative thinking. Because energy and time, which can, in turn, create a
entrepreneurial skills can be applied to many family and social risk. His commitments
different job roles and industries, developing expose his/her families to the risk of
your entrepreneurial skills can mean developing incomplete family experience and the
several types of skill sets. possibility of permanent emotional scars,
even old friends may vanish eventually as
For instance, to be a successful business they missed get-togethers.
owner, you may need to develop your business 4. Psychic Risk. This may be the greatest risk
management skills. To build and maintain to the well-being of the entrepreneurs.
successful project teams you might need to Some entrepreneurs who have suffered
improve your leadership and communication financial catastrophes have been unable to
skills. bounce back, at least not immediately. The
psychological impact has proven to be too
Entrepreneurs also have been severe for them.
characterized as the interaction of the following
skills; inner control, planning and goal setting,
risk-taking, innovation, reality perception, use of
feedback, decision-making, human relations,
and independence. In addition, many people
believe that successful entrepreneurs are
individuals who are not afraid to fail
Avoiding Folklore: The Myths of Myth 7: All Entrepreneurs Need Is Luck
Entrepreneurship Being in the right place at the right time is
always an advantage. “Luck” happens when
preparation meets opportunity.
Myth 1: Entrepreneurs Are Doers, Not
Thinkers
What appears to be luck could really be several
Entrepreneurs have a tendency toward action,
factors:
but they are also thinkers.
 Preparation
Myth 2: Entrepreneurs Are Born, Not  Determination
Made  Desire
Traits include aggressiveness, initiative, drive, a  Knowledge
willingness to take risks, analytical ability, and  Innovativeness
skill in human relations. Entrepreneurship has
models, processes, and case studies that allow
traits to be acquired. Myth 8: Entrepreneurship Is
Unstructured and Chaotic
Entrepreneurs sometimes thought of as
Myth 3: Entrepreneurs Are Always gunslingers who are assumed to be
Inventors disorganized and unstructured, leaving it to
This idea is a result of misunderstanding and others to keep things on track. Heavily involved
tunnel vision. Many inventors or innovators are in all facets of their ventures, they tend to have a
also entrepreneurs. Numerous entrepreneurs system to keep things straight and maintain
encompass all sorts of innovative activities. priorities, which may seem strange to casual
observers but works for them.
Myth 4: Entrepreneurs Are Academic and
Social Misfits Myth 9: Most Entrepreneurial Initiatives
This myth results from people who have started Fail
successful enterprises after dropping out of Many entrepreneurs suffer a number of failures
school or quitting a job. Historically, education before they are successful. Failure can teach
and social organizations have not recognized many lessons to those willing to learn and often
the entrepreneur. The entrepreneur, no longer a leads to future success. The corridor principle
misfit, is now viewed as a professional. states that with every venture launched, new
and unintended opportunities often arise. The
Myth 5: Entrepreneurs Must Fit the “high failure rate” is misleading, according to
Profile researcher Bruce Kirchoff.
Many books and articles have presented
checklists of characteristics of the successful Myth 10: Entrepreneurs Are Extreme
entrepreneur. The environment, the venture Risk Takers
itself, and the entrepreneur have interactive The concept of risk is a major element in the
effects, which result in many different types of entrepreneurial process. The public’s perception
profiles. of the risk most entrepreneurs assume is
distorted. Appearance may be that an
Myth 6: All Entrepreneurs Need Is Money entrepreneur is “gambling” on a wild chance but
entrepreneur is usually working on a moderate
That a venture needs capital to survive is true. A or “calculated” risk.
large number of business failures occur because
of lack of adequate financing. Failure due to lack
of financing indicates other problems:

 Managerial incompetence
 Lack of financial understanding
 Poor investments
 Poor planning
Characteristics of Successful TOLERANCE FOR AMBIGUITY —Successful
Entrepreneurs entrepreneurs thrive on the fluidity and
excitement of such an ambiguous existence.
Many people dream of running their own
businesses. They would like to become CALCULATED RISK TAKING —Successful
entrepreneurs. Entrepreneurship can be entrepreneurs are not gamblers. When they
exciting, but many go into it not realizing how decide to participate in a venture, they do so in a
difficult it is to run their own business. In fact, very calculated, carefully thought-out manner.
statistics show that most new businesses will fail
within a few years. These start-up businesses HIGH ENERGY LEVEL — Many entrepreneurs
fail because of the owner's poor planning, lack of fine tune their energy levels by carefully
business knowledge, lack of entrepreneurial monitoring what they eat and drink, establishing
characteristics, inability to work with others, or exercise routines, and knowing when to get
failure to choose the right business. New away for relaxation.
characteristics are continually being added to
the ever growing list of the most often cited CREATIVITY AND INNOVATIVENESS — An
entrepreneurial characteristics, it does provide expanding school of thought thinks that creativity
important insights into the entrepreneurial can be learned.
mindset
VISION — Not all entrepreneurs have
DETERMINATION AND PERSEVERANCE — predetermined vision for their firm. In many
More than any other factor, total dedication to cases this vision develops over time as the
success as an entrepreneur can overcome individual begins to learn what the firm is and
obstacles and setbacks. It can also compensate what it can become.
for personal shortcomings.
PASSION — A fundamental emotional
DRIVE TO ACHIEVE — Entrepreneurs are self- experience for entrepreneurs characterized by a
starters who appear to others to be internally discrete emotion that is quite intense.
driven by a strong desire to compete, to excel
against self-imposed standards, and to pursue
TEAM BUILDING — The desire for
and attain challenging goals.
independence and autonomy does not preclude
the entrepreneur’s desire to build a strong
OPPORTUNITY ORIENTATION — One clear entrepreneurial team. Most successful
pattern among successful growth-minded entrepreneurs have highly qualified, well-
entrepreneurs is their focus on opportunity motivated teams that help handle the growth
rather than on resources, structure, or strategy. and development of the venture.

PERSISTENT PROBLEM SOLVING — The Social Entrepreneurship

Entrepreneurs are not intimidated by difficult
situations. Simple problems bore them, Movement
unsolvable ones do not warrant their time.
Social Entrepreneurship
SEEKING FEEDBACK — Effective
entrepreneurs are often described as quick - Entrepreneurship that is a form that exhibits
learners. characteristics of non-profits, governments,
and businesses.
INTERNAL LOCUS OF CONTROL — - Combination of private-sector focus on
Successful entrepreneurs believe in themselves.
innovation, risk- taking, and large-scale
They believe that their accomplishments and
setbacks are within their own control and transformation with social problem solving.
influence and that they can affect the outcome of
their actions.
The Social Entrepreneurship Process noneconomic gains to individuals, the
economy, and society.
- Recognition of a perceived social
opportunity translated into an enterprise
concept. Examples of Social Enterprise
- Resources are acquired to execute the Obligations
enterprise’s goals.
Forms of Sustainable
Defining the Social Entrepreneur Entrepreneurship
Social Entrepreneurs

- A person or small group of individuals who

founds and/or leads an organization or
initiative engaged in social
entrepreneurship.
- Also referred to as “public entrepreneurs,”
“civic entrepreneurs,” or “social innovators.”
- Creative thinkers continuously striving for
innovation in technologies, supply sources,
distribution outlets, or methods of
production.
- Change agents who create large-scale
change using pattern-breaking ideas to
address the root causes of social problems Ecopreneurship - Environmental
entrepreneurship with entrepreneurial actions
Defining the Social Enterprise contributing to preserving the natural
environment, including the Earth, biodiversity,
Driven by social goals and ecosystems.

- Challenges are presented regarding the Social Entrepreneurship - Activities and

boundaries of what is and what isn’t a social processes undertaken to discover, define, and
enterprise. exploit opportunities in order to enhance social
- Social causes can be based on personal wealth by creating new ventures or managing
goals. existing organizations in an innovative manner
- General agreement that there is the desire
to benefit society in some way. Corporate Social Responsibility – Actions
that appear to further some social good, beyond
- Arguments can begin over the location of
the interests of the firm and that which is
the social goals and with the purposes of the
required by later and often denotes societal
social goals.
engagement of organizations
Social Enterprise and Sustainability
Shared Value and the Triple Bottom
Sustainable Entrepreneurship Line

- Focus on the preservation of nature, life Shared Value

support, and community.
- Pursuing opportunities to bring into - An approach to creating economic value that
existence future products, processes, and also creates value for society by addressing
services for gain, including economic and its needs and challenges.
- Transforms business thinking by addressing  Electricity consumption
issues through innovation and methods.
 Fossil fuel consumption
Triple Bottom Line (TBL)
 Solid waste management
- An accounting framework that goes beyond
the traditional measures of profit, return on  Hazardous waste management
investment, and shareholder value to
 Change in land use/land cover
include environmental and social
dimensions. Bottom-Line Measures of Social
Triple Bottom Line Measures
Performance

 Unemployment rate

 Median household income

 Relative poverty

 Percentage of population with a post-

secondary degree or certificate

 Average commute time

 Violent crimes per capita

 Health-adjusted life expectancy

Promoting Sustainable Enterprises

Bottom-Line Measures of Economic Benefit Corporation

Performance
1. Purpose: To create a material positive
 Personal income impact on society and the environment.

 Cost of underemployment 2. Accountability: To have a fiduciary duty to

consider the interests of workers, the
 Establishment sizes community, and the environment.

 Job growth 3. Transparency: To report annually to the

public on overall social and environmental
 Employment distribution by sector
performance with a credible and transparent
 Percentage of firms in each sector third-party standard.

 Revenue by sector contributing to gross Innovation

state product
• Is the process by which entrepreneurs
Bottom-Line Measures of Environmental convert opportunities into marketable ideas.
Performance • Is a combination of the vision to create a
 Hazardous chemical concentrations good idea and the perseverance and
dedication to remain with the concept
 Selected priority pollutants through implementation.
• Is a key function in the entrepreneurial Sources of Innovative Ideas
process. Entrepreneurs, ever alert to opportunities that
inhabit the external and internal environments
• Is the specific function of entrepreneurship. around them, often spot potential opportunities
in all the following areas:
The Innovation Process
DEMOGRAPHIC CHANGES
 The innovation process is more than just a
good idea. Innovation combines the vision to  Demographic changes arise from changes
create a good idea with the perseverance to in population, age, education, occupation,
implement the concept. geographic locations, etc.

Sources of Innovative Ideas PERCEPTUAL CHANGES

Entrepreneurs, ever alert to opportunities that
inhabit the external and internal environments  Perceptual changes occur in people’s
around them, often spot potential opportunities interpretation of facts and concepts.
in all the following areas:
KNOWLEDGE-BASED CONCEPTS
TRENDS
 Knowledge-based concepts lead to the
 Trends signal shifts in the current paradigms creation or development of something new.
(or thinking) of the major population.
The Knowledge and Learning Process
Potential entrepreneurial ideas: social
trends, technology trends, economic trends,  Entrepreneurs must be able to learn from
government trends their experiences, acquiring and
transforming information, knowledge, and
UNEXPECTED OCCURRENCES
experience into recognizable opportunities
 Unexpected occurrences are the through the exercise of their cognitive
unexpected successes or failures that prove abilities.
to be a major surprise.
Sources of Innovation
INCONGRUITIES

 Incongruities exist when there is a gap or

difference between expectations and reality.

PROCESS NEEDS

 Process needs exist whenever there is

demand for the entrepreneur to innovate
and answer a particular need.

INDUSTRY AND MARKET CHANGES

 There are continual shifts in the marketplace

caused by advances in technology, industry
growth, etc. The entrepreneur needs to be
able to take advantage of any resulting
opportunity.
Types of Innovation
Invention: Creation of new product service, or
process.
Creating New Ventures
Extension: Expansion of a product, service, or
process.

Duplication: Replication of an already existing

product, service, or process adding own creative Examining the Financial Picture When
touch. Creating New Ventures
The worst thing an entrepreneur can do is adopt
Synthesis: The combination of existing
an “all or nothing” strategy to creating a new
concepts and factors into new formulation
venture. The entrepreneur must consider the
Principles of Innovation enterprise’s financial picture. Consideration of
start-up and monthly expenses is a must. The
 Be action-oriented; search for new ideas. entrepreneur must be concerned with upside
gain and downside loss (the profits the business
 Make the product, process, or service can make and the losses it can suffer). The
simple and understandable. entrepreneur must gain an adequate return on
the amount of money risked.
 Make the product, process, or service
customer-based.
Why New Ventures Fail
 Start small; begin small, plan for proper
Product/Market Problems
expansion.
• Poor timing
 Aim high; seek a niche in the marketplace.
• Product design problems
 Try-test-revise; help work out flaws.
• Inappropriate distribution strategy
 Learn from failures.
• Unclear business definition
 Follow a milestone schedule; have schedule
in order to plan and evaluate the project. • Overreliance on one customer
 Reward heroic activity and give it respect.
Financial Difficulties
 Work, work, work!
• Initial undercapitalization
The Pathways to New Ventures for
• Assuming debt too early
Entrepreneurs
• Venture capital relationship
problems

Managerial Problems
 • Concept of a team approach What is the condition of the inventory?

• Human resource problems What is the state of the company’s other assets?

How many employees will remain?

What type of competition does the business

Acquisition of an Established face?
Business Venture
What does financial picture of the business look
like?

Franchising: The Hybrid

Franchising

• Any arrangement in which the owner of a

trademark, trade name, or copyright has
licensed others to use it in selling goods or
services

Franchisee
Advantages of Acquiring an Ongoing
• A purchaser of a franchise
Venture
Franchisor

• The seller of the franchise

How Franchising Works

Franchisee Obligations:

1. Make a financial investment in the operation.

Evaluation of the Selected Venture 2. Obtain and maintain a standardized

inventory and/or equipment package usually
purchased from the franchisor.

3. Maintain a specified quality of performance.

4. Follow a franchise fee as well as a

percentage of the gross revenues.

5. Engage in a continuing business

relationship.
Key Questions to Ask
How Franchising Works (cont’d)
Why is this business being sold?
Franchisor Provides:
What is the current physical condition of the
business? 1. The company name
2. Identifying symbols, logos, designs, and and are now taught in hundreds of business
facilities school programs (globally, and growing). They
are rapidly becoming mainstream best practices
3. Professional management training for each in the corporate innovation space.
independent unit’s staff
The value of these frameworks is their ability to
4. Sale of merchandise necessary for the unit’s consolidate a significant amount of leading-
operation, equipment to run the operation, edge business theories into pragmatic, easy
and the food or materials needed for the
to understand tools, that can be immediately
final product
applied to produce results and improve
5. Financial assistance, if needed business success rates. The rapid adoption
rate of these tools within global corporations is a
6. Continuing aid and guidance to ensure that testament to their value and usefulness.
everything is done in accordance with the
contract The Lean Canvas model refers to a business
plan template outlining nine essential elements
Evaluating Franchising Opportunities of the new business. In 2010, Ash Maurya
developed the one-page business template
and termed it the Lean Canvas Model. The
lean canvas model assists entrepreneurship in
pre-assume the nine essential critical ideas
related to the Business.

Lean Canvas uses the same 9 blocks concept

except they’ve been modified slightly to suit the
needs/ purposes/requirements of a Lean
Startup.

The Value Proposition Canvas and The Lean Canvas is the perfect one-page format
Business Model Canvas were initially for brainstorming possible business models, the
developed by Dr. Alexander Osterwalder and blocks guide you through logical steps starting
published in his books Value Proposition with your customer problems right through to
Design (2014) and Business Model your unfair advantage (often the hardest block to
Generation (2010). The initial work on the answer). The model refers to a one-page
business models was grounded in the lean start- business plan template describing nine key idea
up movement and subject of his first elements related to the market: problem,
publication Business Model Generation solution, unique value proposition, unfair
advantage, customer segments, key metrics,
(2010). Value Proposition Design
channels, cost structure, and revenue structure.
(2014) was then written as a companion to
However, the additional elements of the lean
Business Model Generation. These books have
canvas model are existing alternatives, high-
now sold over a million copies and have been
level concepts, and early adopters. It replaces
published in 37 languages. USA Today named
detailed business plans with a concise and
Business Model Generation among the 12 best
single-page business template.
business books of all time, and the German
edition was named Management Book of the Literature is pointing to several business model
Year 2011. The Value Proposition and Business canvases, why then are we focusing on the
Model Canvas are currently being used by over Lean Canvas. This part of the module will help
5 million business practitioners around the globe you understand the commonalities and
differences among the three widely acceptable is adapted from Alex Osterwalder's Business
business model canvases. Model Canvas and optimized for Lean Startups.
It replaces elaborate business plans with a
1. The Lean Canvas promises an actionable single-page business model.
and entrepreneur-focused business plan. It
focuses on problems, solutions, key metrics Business plans take too long to write, are
and competitive advantages. (Canvanizer) seldom updated, and are almost never read by
others. Documenting your plan is key, and
2. The Business Model Canvas is a the Lean Canvas replaces long and boring
strategic management and entrepreneurial business plans with a 1-page business model
tool. It allows you to describe, design, that takes 20 minutes to create and gets
challenge, invent, and pivot your business read. Below is a short explanation of each Lean
model. (Strategyzer) Canvas block:

3. The Value Proposition Canvas makes Problem

explicit how you are creating value for your
All customer segments have separate sets of
customers. It helps you tackle a core
problems that they need to solve. This block is
challenge of every business — designing designed right for these problems. Here one,
and creating compelling products and two, three, or more problems can be placed. It's
services customers want to buy. better to list up to 3 problems with higher
(Strategyzer) priority.

The Lean Canvas was designed for startups and Identify your real pain. Try to understand the key
has components specifically targeted to support customers' needs and challenges. You may try
the lean startup process. Lean Canvas is utilized user interviews, tests, surveys, or questionnaires
to validate your ideas and concept. Companies to understand your problems better.
often move to the business model canvas when
they have validated the business or are already
Solution
a traditional business.
When you recognized the problem, the next
The Lean Canvas is simpler and less complete thing is to find a solution for it. Interview your
than the Business Model Canvas. Whereas the customers, ask them questions and get
Business Model Canvas tries to provide a feedback. Any Lean Startup is validated learning
complete model of a business, which can be through a continual cycle Build — Measure —
used for testing and search in lean startups, the Learn.
Lean Canvas is more focused on being a one-
How can your product solve the problems?
page summary with "simple" business models.
Define the main features your product or service
There is a third canvas called the Value offers to solve customers’ problems. Think about
Proposition Canvas which helps entrepreneurs the strengths and flaws of each feature.
focus on "jobs to be done" and how a startups'
Key Metrics
value proposition may reduce the pains and
increase the gains in getting those jobs done. Key Metrics allow evaluating the success of
Coupling the Value Proposition with the business processes. Any business needs
Business Model Canvas has been touted by specific metrics for monitoring performance. Fill
some as a more complete approach for startups. in this Lean Canvas section with the most
appropriate metrics for you. A good idea is to
Lean Canvas is a 1-page business plan
visualize a funnel top down.
template created by Ash Maurya that helps you
deconstruct your idea into its key assumptions. It
Customer Segments It can be everything, for example, a great team,
Customer segments are one of the most insider data, personal authority, getting expert
important blocks. It describes the community of endorsements, reputation etc. Just think about
customers or businesses that you are aiming to something you have that no one can buy.
sell your product.

Customers can be segmented into groups based

on their needs, behaviors, and other traits. They
can be defined by demographics (age, gender,
ethnicity, profession, etc) or psychographic
factors (behavior, interests, and motivations).

Unique Value Proposition

It's the very middle of the document. UVP is a

promise of value that should be delivered. It's
about why you are different and why your CS
should buy or invest time in you.

Channels
Channels are the ways to reach your customers'
segments.

Think about the channels that will give you

enough access to your CS and enough learning:
social media, emailing, ads, blogs, TV and radio,
trade shows, webinars etc. Do not use all of
them, just where your CS is.

Revenue Streams

People often pay not enough attention to the

cost structure and revenue. However, these are
also the key points that are worth doing. How
you price your business will depend on the type
of a model.

Cost Structure

In this box, all the operational costs for taking

the product/ service to market should be
listed. Consider all your costs of doing business
and make sure your customer lifetime value
exceeds your acquisition cost.

Unfair Advantage

Think about what makes you stand out and what

puts you ahead of your competitors.