{"id":2328,"date":"2024-03-01T18:14:10","date_gmt":"2024-03-01T14:44:10","guid":{"rendered":"https:\/\/dgding.com\/en\/?p=2328"},"modified":"2024-03-13T11:15:12","modified_gmt":"2024-03-13T07:45:12","slug":"6-common-models-of-entrepreneurship","status":"publish","type":"post","link":"https:\/\/dgding.com\/en\/6-common-models-of-entrepreneurship\/","title":{"rendered":"6 common models of entrepreneurship"},"content":{"rendered":"

In the first steps of the entrepreneurship road, it is necessary to answer an important question, which of the types of entrepreneurship can be the right path for me?<\/p>\n

Basically, there are many different divisions for types of entrepreneurship, which can be more or less useful depending on our needs and attitude.<\/p>\n

Intra-organizational entrepreneurship<\/h2>\n

Intrapreneurs are those who are concerned with creating more value.\u00a0But they don’t care if they necessarily have direct ownership or maximum ownership of this value, or necessarily see the created work in the form of an independent legal entity.<\/p>\n

You may convince the company to launch a new product, and you yourself, as a project manager,\u00a0will follow step by step from\u00a0the idea generation<\/a>\u00a0stage to the product launch\u00a0.<\/p>\n

Or you may transfer a loss-making service to an independent department with the permission of senior management.\u00a0Then try to turn that department into a profitable unit.<\/p>\n

Various motivations can lead us to intra-organizational entrepreneurship.\u00a0For example, low risk tolerance may make you choose this type of entrepreneurship.<\/p>\n

But you may happen to have a high risk tolerance, but recognize that this work will not be successful independently from a strategic point of view, and this child must sit on his father’s shoulder in order to be successful and create value.<\/p>\n

Intra-organizational entrepreneurship is a big but worthwhile challenge.\u00a0Intra-organizational entrepreneurs try to create a smaller and more agile business within the larger and more formal body of an organization.<\/p>\n

In the end, what position the intra-organizational entrepreneur finds in the group and what share of the benefits he obtains is mostly subject to his bargaining with the senior managers of the organization or perhaps the board of directors, and the success or failure of these negotiations can sometimes depend on the success or failure of the business. The work that has been created has an impact.<\/p>\n

Side entrepreneurship<\/h2>\n

This type of entrepreneurship is sometimes\u00a0called\u00a0Sidepreneurship<\/a> .\u00a0This means that an important part of your power and energy is spent on an official job.\u00a0But you spend a small part of your time and energy on side work usually related to your specialty.<\/p>\n

Consider an accountant who works full-time for a large company.\u00a0But two days a week, in the evenings, he also takes care of the accounts of a small company.\u00a0He is practically a side entrepreneur.<\/p>\n

Side entrepreneurship is usually done with the aim of providing more liquidity for life.\u00a0Of course, if this work is chosen consciously and intelligently, it can have more positive functions in addition to generating income.<\/p>\n

Freelance<\/h2>\n

Freelancers do not want to work under the constraints of a specific organization.\u00a0They define their relationship with organizations as short-term.\u00a0Work for freelancers is a series of projects, each of which can be done for a different employer.<\/p>\n

Some graphic designers are freelancers and they can be considered as a telling example of this job.\u00a0They do project work for different companies and usually do not create an independent legal personality and cooperate with different employers in different time frames according to their time and capacity.<\/p>\n

All-rounders<\/h2>\n

All-rounders think of small things.\u00a0Things that can usually be done with one or two people.<\/p>\n

The difference between generalists and freelancers is that they actually run a whole business from zero to one hundred.\u00a0They usually have a legal personality, and if you don’t know the scale of their work, you simply won’t understand the size of their company from the outside.<\/p>\n

Mehdi has a publishing house.\u00a0His publications are managed by only two people.\u00a0Himself and a motor courier who follows up on the administrative work.\u00a0He takes the order to print the books;\u00a0He finalizes them and submits them to lithography and printing workshops and finally gives the book to distribution companies.<\/p>\n

In fact, Mehdi obtained a publishing license in any way possible and does the work himself due to his simultaneous mastery of layout and graphics software and familiarity with the printing and distribution process.<\/p>\n

Whenever necessary, he uses the services of others in the form of outsourcing.\u00a0But the important thing is that from the outside, he has a publishing company.\u00a0A company that cannot be easily distinguished from other companies.<\/p>\n

Process outsourcing<\/h2>\n

If we say that freelancers make a living by outsourcing companies’ projects, companies that operate in the form of process outsourcing do not have the desire to change their employer permanently.<\/p>\n

They select one or more specific companies and ask them to perform a specific\u00a0process<\/a>\u00a0.<\/p>\n

Suppose one of the employees of the administrative department of a state-owned company, after retirement, takes over the transportation activity and management of transportation and commuting of the company’s employees in the form of a tender.<\/p>\n

If he did not do this, the process of supporting the employees back and forth would be done by the organization anyway.\u00a0But now it has become an independent work.<\/p>\n

With this, both the costs of this activity are more transparent and specific, and a company works in a specialized field.<\/p>\n

Maybe it was not justified for the parent company to hire a minibus repairer in its organizational chart, but for this company, it is feasible, strategic and economical.<\/p>\n

This example is another example of process outsourcing: suppose a factory operates in the field of gearbox production.\u00a0One of the important tasks in such a factory is measuring and controlling the quality of each product.\u00a0In the case of gears, this is highly specialized and requires special and expensive equipment.\u00a0A company might buy the relevant equipment, and provide precision measurement and quality control services for that factory and other factories in an industrial estate.<\/p>\n

Be sure to note that such tasks can go beyond simple project tasks.<\/p>\n

For both the ordering factory and the service provider, it makes sense for these types of partnerships to be long-term.\u00a0In fact, a part of a factory or company has become an independent economic unit.\u00a0Although common obligations between a company and its departments do not exist here.<\/p>\n

Within a company, even if a department is performing poorly, it is not simply eliminated.\u00a0But in this type of relationship, the contractor usually tries to work in such a way that the working relationship is maintained and remains.<\/p>\n

\"Process<\/h2>\n

Specialized floating companies<\/h2>\n

These types of companies, at least so far, have mostly been created in the digital economy, and not many examples of them can be found in Iran.<\/p>\n

But we will probably see more examples of them in the world in the future, and maybe they will have a more serious role in our country in the coming decades.<\/p>\n

Specialized floating companies, sometimes called\u00a0Acqui-Hires<\/a>\u00a0, find and work on a highly specialized field.\u00a0They hope to become so expert in that field that the top companies in the world will have to buy their company.<\/p>\n

In the future, they will have a share of the ownership of the company and, on the other hand, they can continue to do what they love.<\/p>\n

A great international example in this field is the DeepMind company in England.\u00a0A group of artificial intelligence experts who believed that they have a different attitude to this field and that eventually the world’s largest companies should move towards them, founded DeepMind, they sought to develop methods that intelligent machines can participate in computer games like humans and to Play in such a way that their behavior is not recognizable compared to other humans.<\/p>\n

This English company, after four years of specialized activity and doing project work, was finally bought by Google at a price of 400 million pounds.<\/p>\n

The only serious challenge of this\u00a0type of business<\/a>\u00a0is that none of the key employees should be attracted by the financial offer of other companies, so that finally the companies have to buy the entire collection at a very high price.<\/p>\n","protected":false},"excerpt":{"rendered":"

In the first steps of the entrepreneurship road, it is necessary to answer an important question, which of the types of entrepreneurship can be the right path for me? Basically, there are many different divisions for types of entrepreneurship, which can be more or less useful depending on our needs and attitude. Intra-organizational entrepreneurship Intrapreneurs…<\/p>\n","protected":false},"author":1,"featured_media":2329,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[828],"tags":[999,1000,1001],"class_list":["post-2328","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-management","tag-6-models-of-entrepreneurship","tag-choosing-the-path-of-entrepreneurship","tag-types-of-entrepreneurship"],"yoast_head":"\n6 common models of entrepreneurship - right entrepreneurial path<\/title>\n<meta name=\"description\" content=\"In the first steps of the entrepreneurship road, which of the types of entrepreneurship can be the right path for me? 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