According to Zhara et al., (1999) different scholars use different expressions to describe entrepreneurship (e.g., Entrepreneurship , Corporate Entrepreneurship, Intrapreneurship, Entrepreneurship Posture, Entrepreneurial Orientation), but contrary to the variety of expressions used to describe entrepreneurship, there is consistency regarding entrepreneurship’s definition and measurement.

Generally speaking, entrepreneurship based research usually focus on either Traits or Behavior. Since the nineties, behavior underlie the vast majority of entrepreneurship’s research, the main reason for this is a limited success of scholars to reinforce the existence of common traits that characterize entrepreneurs (Smart and Conant, 1994). Gartner (1988) argues that the focus should be on “what the entrepreneur does” and not “who is the entrepreneur ”. Behavior based research focus on the entrepreneurship process through the entrepreneur activities, that instead of referring to personal specific traits (Smart and Conant, 1994). Behavior based entrepreneurship’s research is usually conducted at entrepreneur level; nonetheless, scholars claim that entrepreneurship is implemented at the firm level as well (Carland et. al., 1984; Naman and Slevin, 1993; Lumpkin and Dess, 1996; Wiklund, 1999).

This article tries to establish a common base for defining firm level entrepreneurship. Naman and Slevin (1993) states that organization can be characterized and measured based on the level of entrepreneurship demonstrate by the firm’s management. According to Covin and Slevin (1986), top managers at entrepreneurship’s firm possess an entrepreneurship style of management, which affect the firm’s strategic decisions and management philosophy.

In order to establish definition for the firm level entrepreneurship, it is necessary to present the characteristics of management behavior used by scholars for that matter. Schumpeter (1934) states that innovativeness is the only entrepreneurship behavior that separates between entrepreneurship’s activities to non-entrepreneurship’s activities. Innovation relates to the pursuit after creative solutions through the development and improvement of services and products as well as administrative and technological techniques (Davis et al., 1991). Innovation reflects the firm’s tendency to support new ideas and procedures, which can end as new products or services Lumpkin and Dess (1996).

In his book “Essai sur la Nature Commerce en General”, Richard Cantillon (1755) argues that the essence of entrepreneurship is a risk-taking behavior. According to Lumpkin and Dess (1996), risk-taking can range from relatively “safe” risk as deposit money to the bank to quite risky actions like investing in untested technologies or launching new product to the market. In their research, Miller and Friesen (1982) define an entrepreneurial model of innovativeness, this model regards firm that innovate audacity and regularly while taking substantial risks in their strategy.

Third dimension, which can be added to innovation and risk-taking, is Proactive. According to Davis et al., (1991) proactive associates with an aggressive posture, relatively to competitors, while trying to achieve firm’s objectives by all rational needed means. Lumpkin and Dess (2001) mention that proactive relate to the way the firm associates to business opportunities through acquisition of initiatives in the market it’s operate in.

Although other dimensions are used to define firm level entrepreneurship, the vast majority of scholars use these three dimensions – Innovation , Risk-taking and Proactive (e.g., Miller and Friesen, 1978; Covin and Slevin, 1986, 1989; Naman and Slevin, 1993; Knight, 1993; Wiklund, 1999).

A marketing plan is a blue print document for a business which is developed to plan and implement the marketing activity necessary to achieve the goals set out for the business. For most small and medium sized businesses this will mean a marketing plan which is developed to achieve the sales and profit targets set for the business. A good marketing plan will target available resources in the most efficient and planned manner and enable the business to achieve its objectives. There are a number of stages to developing an effective marketing plan.

1. Define the business itself – What is the business in terms of size, location, sales channels, etc. What does the business do, what are the unique sales points or main sales points of the business or its services and products.

2. Define the objectives – What are the objectives for the business, these may include increasing sales from existing customers, winning new customers, increased profitability, launching new products or services, moving into new geographical areas, opening up new markets, raising awareness of the business or brand, developing new distribution channels. Most likely it will be a combination of several of these objectives.

3. Identify the target market – The marketing plan should identify the types of customers or clients that the products or services will be sold to. Factors to consider for B2C businesses will be social group A, B C1, C2, D & E. Geographical location, age group, gender, interest group, etc. For B2B businesses factors will include business sector, size, geographical location, job title, turnover, etc.

4. Timescale – It is most productive in developing a marketing plan to break down the achievement of the objectives by timescale. Set out what needs to be achieved in the short, medium and long term. In the short term it may be best to focus on achieving a level of sales which can at least support the business outgoings, longer term objectives would include achieving high levels of awareness in the target market and a reputation for excellence in your field.

5. Marketing Tactics – Once points 1 to 4 have been decided the next stage in the marketing plan is to decide which marketing tactics need to be employed to best achieve the objectives that have been identified for the short, medium and long term. The marketing tactics employed could include advertising, direct marketing, graphic design (logo, brochures, leaflets, point of sale), online marketing, search engine optimisation, public relations, sales promotion and channel marketing. The factors which decide which marketing tactics will be most effective include available budget, the nature of the target market, the main sales points of the business and its services and products, competitor activity, market conditions and availability of suitable media.

6. Media Selection – Once marketing tactics have been decided the next stage of the marketing plan is to select the most appropriate media. There are a whole host of available media channels whatever marketing tactics are employed. For example, for direct marketing there are a multitude of list brokers offering many options for suitable lists – so contact at least 4-5, the internet is now an excellent means of sourcing professional marketing help, consider which options are best for your business. For advertising you can select from media such as national, regional and local newspapers, magazines, newsletters, radio, posters, banners and even TV. The selection will depend entirely on your target market and budget – make your budget work as hard as you can.

7. Creative Message – This aspect of the marketing plan will de developed directly from the unique sales point and major sales points that were identified earlier in the marketing plan. The creative message may include a strapline that encapsulates the key sales point for the product or service. The creative message must be consistent across all media and have impact and standout. For the implementation of this aspect of the marketing plan it is advisable to seek the services of a professional marketing agency – again this can be sourced via the internet.

In summary, your marketing plan is key to the success of your business, it is a blueprint for the long term development of the business sales. It is important that your marketing plan centres around achieving sales and profitability, return on investment is key to good marketing. It is best to get professional help when developing your marketing plan – use the internet to source that help.

Many small business owners have been disappointed when their applications for small business loans were disapproved by banks under the Small Business Administration’s program for America’s Recovery Capital. According to an article written by Robb Mandelbaum in the August 12, 2009 edition of The New York Times Online, “the program is off to a slow start.” It seems that most banks are reluctant to approve applications for small business loans.Mandelbaum reports that the Small Business Administration’s program has $255 million to give away, enough to give small businesses 10,000 loans reaching as much as $35,000 each. However, two months after the program was launched, there have only been 1,127 small business loans released, with a total of $36.8 million.Sources are saying that banks are not very keen on participating in the Small Business Administration’s program because giving the small business loans would not be very profitable for them. Paul Merski,.chief economist of the trade association Independent Community Bankers of America, said, “There’s not a lot of profit motive in a $35,000 loan stretched over six years.” Bob Seiwert from the Center for Commercial Lending and Business Banking at the American Bankers Association reveals that, because of strict underwriting standards, servicing the small business loans becomes even more expensive.The banks have also found more ways to restrict the approval of small business loans with the Congressional restrictions on loan eligibility. According to Congress, in order to qualify for the Small Business Administration loans, small businesses need to be both struggling and viable. That means the business should have had an “immediate financial hardship” such as a 20 percent decrease in revenue. However, the business must also be at least two years old with proof of positive cash flow in one of the previous two years. It should also submit a two year cash-flow projection proving that it will be able to afford loan payments.Because of the Congressional restrictions, banks are more likely to approve small business loans from their existing clients. Merski said, “From a financial perspective, it really is a loan that makes sense for an existing customer. You’re not going to have to put out a lot of resources to do a very costly underwriting. You know the business.”Those who are working in support of small businesses are very much disillusioned. An example is Alex Cooper who is a counselor at the Pima Community College Small Business Development Center in Tucson. He said he had assisted almost 30 small business owners with their loan applications but none of them had been approved. “It’s a disappointment. I thought the banks would be more interested in the community and try to help small businesses,” he said.When the applications for small business loans are disapproved by banks under the Small Business Administration’s program for America’s Recovery Capital, small business owners still have another option. They can get the equivalent of small business loans from their credit card services.Credit card services provide their clients with the ability to accept payments through credit cards or debit cards in person, online or through the phone. Clients who have established a certain minimum in average monthly credit card sales are qualified to apply for cash advances that are like small business loans. Payments are automatically deducted from future credit card sales.If you are a small business owner, you do not have to go through the hassles of applying for small business loans with banks who are reluctant to participate in the Small Business Administration program. Get your trouble free small business loans from your credit card services instead.

State laws have been relaxed to make it easier for small business to raise start-up and growth financing from the public. Many investors view this as an opportunity to “get in on the ground flora€? of an emerging business and to “hit it bigâ€? as the small businesses grow into large ones.

Statistically, most small businesses fail within the first few years. Small business investments are among the most risky that investors can make. This guide suggests factors to consider for determining whether you should make a small business investment.

Risks and investment strategy

A basic principle of investing in a small business is: Never make small business investments that you cannot afford to lose! Never use funds that may be needed for other purposes, such as college education, retirement, loan repayment, or medical expenses.

Instead, use funds that would otherwise be used for a consumer purchase, such as a vacation or a down payment on a boat or a new car.

Above all, never let a commissioned securities salesperson or office or directors of a company convince you that the investment is not risky. Small business investments are generally hard to convert to cash (illiquid), even though the securities may technically be freely transferable. Thus, you will usually be unable to sell your securities if the company takes a turn for the worse.

In addition, just because the state has registered the offering does not mean that the particular investment will be successful. The state does not evaluate or endorse any investments. If anyone suggests otherwise, they are breaking the law.

If you plan to invest a large amount of money in a small business, you should consider investing smaller amounts in several small businesses. A few highly successful investments can offset the unsuccessful ones. However, even when using this strategy, only invest money you can afford to lose.

Analyzing the investment

Although there is no magic formula for making successful investment decisions, certain factors are considered important by professional venture investors. Some questions to consider are:

Ø How long has the company been in business? If it is a start-up or has only a brief operating history, are you being asked to pay more than the shares are worth?

Ø Consider whether management is dealing unfairly with investors by taking salaries or other benefits that are too large in view of the company€™s stage of development, or by retaining an inordinate amount of equity stock of the company compared with the amount investors will receive. For example, is the public putting up 80 percent of the money but only receiving 10 percent of the company shares?

Ø How much experience does management have in the industry and in a small business? How successful were the managers in previous businesses?

Ø Do you know enough about the industry to be able to evaluate the company and to make a wise investment?

Ø Does the company have a realistic marketing plan and do they have the resources to market the product or service successfully?

Ø how or when will you get a return on your investment?

Making money on your investment

The two classic methods of making money on an investment in a small business are resale of stock in the public securities markets following a public offering, and receiving cash or marketable securities in a merger or other acquisition of the company.

If the company is not likely to go public or be sold out within a reasonable time (i.e., a family-owned or closely held corporation), it may not be a good investment for you –despite its prospects for success –because of the lack of opportunity to cash in on the investment. Management of a successful private company may receive a good return indefinitely through salaries and bonuses, but it is unlikely that there will be profits sufficient to pay dividends in proportion with the risk of the investment.

Other suggestions

Investors must be provided with a disclosure document –a prospectus –before making a final decision to invest. You need to read this material before investing.

Even the best small business venture offerings are highly risky. If you have a nagging sense of doubt, there is probably a good reason for it. Good investments are based on sound business criteria and not emotions. If you are not entirely comfortable, the best approach is usually not to invest. There will be many other opportunities. Do not let a securities salesperson pressure you into making a decision.

It is generally a good idea to see management of the company face-to-face to size them up. Focus on experience and record of accomplishment rather than a smooth sales presentation. If possible, take a sophisticated businessperson with you to help in your analysis. Beware of any information that differs from, or is not included in the disclosure document. All significant information is required by law to be in the disclosure document. Immediately report any problems to your state Office of the Commissioner of Securities.

Conclusion

Greater numbers of public investors are “getting on the ground flora€? by investing in small businesses. When successful, these enterprises enhance the economy and provide jobs. They can also provide new investment opportunities, but the advantages must be balanced against the risky nature of small business investments.

Business planning is an extremely enjoyable, ongoing process for me — now. But I remember when it was a struggle, a “should”, something I felt I “had” to do as a business owner, but that didn’t give me much joy. I had spent years creating successful plans as a fund raising professional (quite easily, I might add), but for some reason, I felt a great deal of resistance within me when it came to creating a plan for my own business. That resistance ended up being complex and required a lot of clearing.
Part of my resistance to business planning was because I really loved working with the spiritual laws, and I didn’t want to get caught up in some of the “negative” energies around business and money I witnessed in the material realm. And, of course, I associated business planning with these energies!
But, gradually, my polarized way of thinking changed. Reading this sentence in Sanaya Roman and Duane Packer’s book, Creating Money, assisted that transformation: “It will take less of your energy to attract, save and create more money if you are in harmony with both the spiritual and man-made laws of money.” And, if you’re a business owner, one of the man-made laws of money is business planning. So I set out to develop a business planning model for myself that harmonized the physical and metaphysical laws of commerce.
A Manifestation Tool
Many wonderful dreams and business ideas never materialize because they have not been clearly envisaged and grounded. A written business plan enables you to get very clear about your vision for your business, to ground this vision in the physical world and to align/focus your energy as you act on your plan. It’s a fabulous manifestation tool!
Inspired business planning integrates both the spiritual and man-made laws of business development together. Specifically, it:
- connects you to the higher purpose of your business;
- helps you clarify what you desire for your business;
- supports you in clearing any resistance to having what you desire for your business;
- anchors you in a consciousness of faith and love;
- gives you a space in which to receive guidance from your highest levels;
- translates that guidance into the action steps of your plan, as you discern what business-building strategies to use and structures to put in place that will allow you to receive what you’re desiring; and
- quantifies the financial aspects of your business.
The Seven Steps to Inspired Business Planning
Inspired business planning is a continuous process that will help you develop your business naturally, utilizing both your intuitive and intellectual capacities in an integrative way. As you go through this process, you’ll notice that you feel more balanced and aligned, that the steps to build your business become clearer and you’re more trusting and relaxed about the results. You’ll experience much growth and expansion.
Inspired business planning is a seven-step process:
1) Determine the higher purpose of your business.
From a spiritual perspective, what function is your business meant to serve? What’s your role in the evolution of humanity and our planet, and how will your business allow you to fulfil this purpose?
2) Create key intentions for building your business.
Like clarifying the higher purpose of your business, intentions are part of the “visioning” aspect of your plan. They are the broader goals you establish that will help you fulfil your purpose. What are your intentions?
3) Identify specific objectives and targets you desire related to each intention.
Also part of visioning is defining objectives and specific targets you aim to achieve for each intention. Objectives are more narrowly-defined goals; targets can be both the quantifiable or unquantifiable results you desire. What are your objectives and targets?
4) Tap into your guidance system to determine the action steps associated with each intention and corresponding objective(s) and target(s).
Spending time quieting your mind through meditation or other techniques and thinking/receiving ideas from your highest levels will lead you to the action steps of your plan. What action steps are you guided to take?
5) Clarify your financial inflow and outflow.
How much will it cost you to operate your business, create your offerings and get them out to the world? What level of revenue are you open to receiving on a monthly and/or yearly basis? How will you price your offerings to match that revenue level?
6) Clear resistance that may come up as you create and implement your plan.
Resistance is a belief, thought and accompanying feeling that disallows your natural state of well-being. The intention of building a prosperous, fulfilling business can bring up any number of fearful, resistant thoughts and feelings. These can prevent you from creating a business plan in the first place or from taking the actions your plan describes. What resistant beliefs, thoughts and feelings do you have about creating and implementing your business plan? How can you release this resistance?
7) Operate from love and faith by using prayer, visualizations and affirmations.
When you operate from love and faith, your actions are more joyful and inspired and you more easily attract clients and customers. Prayer, visualizations and affirmations are powerful tools that will anchor you in a state of love, trust and surrender. What prayers, visualizations and affirmations will support you as you build your business?
The real gifts of inspired business planning are in the process of creating the plan and implementing it, without being rigidly attached to the plan or its outcomes. So it’s helpful to remain flexible and allow your plan to change and evolve as you gain more knowledge, guidance, perspective and clarity. Keeping your inner focus on higher essence states such as joy, generosity and gratitude is also important. As Sanaya Roman and Duane Packer say in Creating Money, “the process of getting there is the quality of being there.”
Copyright 2008 Mary C. Davis

Panama’s business environment presents a favorable image to foreign and local investors alike. Panama City the principal commercial center followed by the Colon Free Trade Zone. Panamanian economy has experienced very dynamic growth in the past years, after suffering setbacks brought by the Noriega administration and the sluggish growth in 2000-2002. Industries behind this dynamic growth are transportation (including the Panama Canal, the container transshipment ports, railroads, air transport and domestic passengers and cargo transportation), the Colon Free Trade Zone, construction, wholesale and retail trade, restaurants and hotels, communications, financial intermediation and real estate activities.
Doing business in Panama is convenient because Panama uses the U.S. dollar as its legal tender, the balboa (the Panamanian currency) being interchangeable with it. Since there are no valuation/conversion concerns, it has practically eliminated current exchange risks for US dollar-based companies. There are also no restrictions on funds transfer in and out of the country, which makes it easy to invest and divest. Business hours are 8:00am-6:00 pm, with 1½ hours for lunch period, weekdays. Government office hours vary so check prior to visiting. All Offices and commercial businesses are closed on days of national mourning. In terms of labor force, Panama has a rich source of manpower. Literacy rate is 90 percent, many Panamanians being bilingual. Panama’s inflation rate is relatively low and almost always mirrors that of the US, though always below it. Doing business in Panama is virtually tax-free due to its territorial method of taxation (only income made within the country is subject to Panamanian tax) and no reporting requirements or taxes are imposed. Doing business in Panama is favored by foreign corporations because of its flexible company laws, which include no restrictions on 100 percent foreign-owned companies and no restrictions on mergers, acquisitions, or joint ventures. Doing business in Panama is straightforward because of the country’s equal treatment of foreign and local citizens alike.
Doing business in Panama is amply supported by its transportation and telecommunications infrastructure. Panama’s modern railroad is extensive and is used both for cargo and passengers transportation. Panama has a highway network of asphalted concrete roads, with 27 public and 41 private airports. Together with the Panama Canal, Panama is a multimodal transportation center. Telecommunications facilities include cellular phone networks, fixed phones and the Internet. Real estate is affordable and extensive. Doing business in Panama is almost worry-free because it has one of the best access to capital. Its banking industry is known as the “Switzerland of Latin America,” a fitting name because it rivals Switzerland in modernity and security. Panama is a peaceful country with no military and where personal security concerns are limited. It is a member of the World Trade Organization and it has free trade and limited trade agreements with countries in Asia, the Americas and in Europe.
With the favorable business environment, it is no wonder that Panama is one of the most favored investment destinations in Latin America. Panama welcomes all investors to come see the country and enjoy its natural riches, while doing great business.