Jill Mitchell is a chemical engineer with an MBA who is currently pursuing a PhD in entrepreneurship. She operates her own business consulting firm called Jill Mitchell Consulting. The document provides details on Jill Mitchell's educational and professional qualifications. It also shares her website for more information. The summary provides a high-level overview of the key details about Jill Mitchell in 3 sentences.

1. Jill Mitchell

2.  WHO AM I?
 Jill Mitchell
 BSc(Hons) Chemical Engineering
 MBA
 Currently studying for a PhD in Entrepreneurship at Pretoria
University
 Chartered (Professional) Engineer
 www.jillmitchell.net
2

3. Assessment Weighting Due Date
Assignment 1 15%
Assignment 2 15%
Test One 15%
Test Two 15%
ICE 6 Tasks
Examination 40%
3

4. Definition of a Small Business
“A separate and distinct business entity, including co-operative
enterprises and non-government organisations, managed by
one owner or more, including its branches and subsidiaries, if
any, is predominantly carried on in any sector or sub-sector of
the economy mentioned in column 1 of the Schedule and which
can be classified as a micro-, a very small, a small or a medium
enterprise by satisfying the criteria in columns 3,4 and 5 of the
Schedule opposite the smallest relevant size or class as
mentioned in column 2 of the Schedule”
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5.  Qualitative Criteria
Relate to ownership structure
 Be a separate and distinct business entity
 Cannot be part of a group of companies
 If it does have subsidiaries and branches, they must be included
when measuring size
 Should be managed by its owners
 It can be a natural person, sole proprietorship, partnership, or a legal
person such as a close corporation or company
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6.  Quantitative Criteria
Classifies into micro, ver y small, small and medium, using
the following criteria for dif ferent sectors in economy
 Total full-time paid employees
 Total annual turnover; and
 Total gross asset value (excluding fixed property)
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7. Act 26 of 2003 : GG No 25763, 26 Nov. 2003)
 Advisory Board to replace NSBC
 Public Finance Management Act 1999 applies to Agency
 Schedle revised (definition) to reflect current rand value
 “other non-financial services” deleted in order to give more focus
 Added: “expand, co-ordinate and monitor the provision of training,
advice and counselling to small business
 Added: “to facilitate and co-ordinate research relating to support
programmes by the agency
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8.  SMALL BUSINESS – A small business is
one that is independently owned,
managed and controlled; is not dominant
in its field of operation; and employs
fewer than 50 people; with a turnover not
exceeding R5million per year.
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9.  Spaza shops
 Vendors
 Franchises
 Brokerages
 Cleaning Services
 Underwriting Agents
 Photography business
9

10. Sector or sub-sectors in Size or Total full-time Total annual Total gross
accordance with the standard class equivalent of turnover asset value
industrial classification paid employees (fixed property
excl)
Less than Less than Less than
Agriculture Medium 100 R 4.00m R 4.00m
Small 50 R 2.00m R 2.00m
Very small 10 R 0.40m R 0.40m
Micro 5 R 0.15m R 0.10m
Mining & quarrying Medium 200 R30.00m R18.00m
Small 50 R7.50m R4.50m
Very small 20 R3.00m R1.80m
Micro 5 R0.15m R0.10m
Manufacturing Medium 200 R40.00m R15.00m
Small 50 R10.00m R 3.75m
Very small 20 R 4.00m R 1.50m
10
Micro 5 R 0.15m R 0.10m

11. Sector or sub-sectors in Size or Total full-time Total annual Total gross
accordance with the standard class equivalent of turnover asset value
industrial classification paid employees (fixed property
excl)
Less than Less than Less than
Electricity, gas & water Medium 200 R40.00m R15.00m
Small 50 R10.00m R 3.75m
Very small 20 R 4.00m R 1.50m
Micro 5 R 0.15m R 0.10m
Construction Medium 200 R20.00m R 4.00m
Small 50 R 5.00m R 1.00m
Very small 20 R 2.00m R 0.40m
Micro 5 R 0.15m R 0.10m
Retail and motor trade and repair Medium 100 R30.00m R 5.00m
services Small 50 R15.00m R 2.50m
Very small 10 R 3.00m R 0.50m
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Micro 5 R 0.15m R 0.10m

12. Sector or sub-sectors in Size or Total full-time Total annual Total gross
accordance with the standard class equivalent of turnover asset value
industrial classification paid employees (fixed property
excl)
Less than Less than Less than
Wholesale trade, commercial agents & Medium 100 R50.00m R 8.00m
allied services Small 50 R25.00m R 4.00m
Very small 10 R 5.00m R 0.50m
Micro 5 R 0.15m R 0.10m
Catering, accommodation & other trade Medium 100 R10.00m R 2.00m
Small 50 R 5.00m R 1.00m
Very small 10 R 1.00m R 0.20m
Micro 5 R 0.15m R 0.10m
Transport, storage & communications Medium 100 R20.00m R 5.00m
Small 50 R10.00m R 2.50m
Very small 10 R 2.00m R 0.50m
12
Micro 5 R 0.15m R 0.10m

13. Sector or sub-sectors in Size or Total full-time Total annual Total gross
accordance with the standard class equivalent of turnover asset value
industrial classification paid employees (fixed property
excl)
Less than Less than Less than
Finance & business services Medium 100 R20.00m R 4.00m
Small 50 R10.00m R 2.00m
Very small 10 R 2.00m R 0.40m
Micro 5 R 0.15m R 0.10m
Community, social & personal services Medium 100 R10.00m R 5.00m
Small 50 R 5.00m R 2.50m
Very small 10 R 1.00m R 0.50m
Micro 5 R 0.15m R 0.10m
13

14. Country No. of Annual Other
Employees Turnover
Australia Less than 20 None but $ limits for taxes &
employees financial reporting
UK Less than 50 Less than £5.6
employees million
Canada Less than 50
employees
France Less than 50 Less than Є10
employees million
USA 500 Manufacturing $ 6million retail &
100 wholesale trade service
$ 0,75 for 14
agriculture

15. To strengthen the existing base of small
enterprises by ensuring they can compete in
the marketplace and that they are not
prejudiced because of their size , relative to
large firms.
(Lundström & Stevenson, 2001:37)
15

16.  Measures to stimulate entrepreneurship
 Aimed at pre-start, the start-up and post start-up phases
 Designed and delivered to address areas of motivation, opportunity
and skills
 Primary objective of encouraging more people to consider
entrepreneurship as an option
 To encourage and develop entrepreneurial and growth ventures
16

17.  Not all small businesses are entrepreneurial
 Example: lifestyle firm, elderly couple purchase a coffee
shop
 Entrepreneurs usually aim for high potential return
ventures
 Three factors distinguish entrepreneurial ventures:-
 Innovation
 Growth potential
 Broad vision
17

18.  Read text p 17 manual
18

19. SMALL BUSINESS ENTREPRENEURIAL VENTURE
Preferred funding source Owners own capital investment Other people’s capital investments
When the business is in trouble Cut costs Sell more
What’s more important Sales Marketing
Personal control preference Retain autonomy Involve other key personnel
Focus Efficiency Efffectiveness
Meta-strategy Imitation Novelty
External control preference Control business Control market
Grow When necessary When possible
Human resources Personalise Professionalise
What limits growth Fear of loss of control Market response
Delegation orientation Delegation is difficult Delegation is essential
19

20. Feature Small business policy Entrepreneurship policy
Objective Protection against big business Motivate more new entrepreneurs
Target Existing firms, Business(entities) Nascent entrepreneurs / new business
starters Individuals (people), growth
orientation
Targeting “Pick winners” (i.e., General population/subsets
growth sectors, firms) (i.e., women, youth)
Client group Easy to identify “existing” Difficult to identify “nascent”
Levers Direct financial incentives (tax- Non-financial, business support (networks,
credits, loans, guarantees) education, counseling)
Focus Favourable business environment Entrepreneurial culture/climate
(i.e., tax regime, reduce red-tape) (i.e., promote entrepreneurship)
Delivery system Well-established Lots of new players
(need orientation)
Approach Generally passive Pro-active outreach
Results orientation More immediate (Results More long-term 20
in less than 4 yrs) (Results can take longer)

21. Favourable business climate e.g., tax regime, competitive environment, savings, flexible labour market, competitive
banking system, low inflation, low interest rates, etc.
Make it easier to go through the Make it easier to survive and
steps Reduce entry/exit barriers. grow Improve access to resources
Improve access to advice, – financing, networks, expertise.
information, networks mentoring, Improve access to markets,
incubators. Provide access to employees, technology. Reduce
micro-loans and seed capital Opportunity regulatory and labour market
obstacles
Make it easier to gain know-how Make it easier to gain
Put entrepreneurship education in management know-how Access
schools. Tailor entrepreneurship to counselling, technical assistance,
training programs. Support student management skills, peer networks,
venture programs. Establish peer Skills “best-practice” management tools,
learning performance benchmarks
Increase awareness and Influence “will to grow”
legitimacy of entrepreneurship Motivation motivation Promote new
Provide information about its role in business possibilities.
society. Profile role-models. Promote growth possibilities.
Promote entrepreneurial role as
feasible option Promote role-models
For start-up Create entrepreneurial climate For growth
General population “A want-to-be” Nascent Start-Up Survival Growth
tn t T-42 months 21

22. Entrepreneurial orientation Supportive Environment Co-operative Environment
Culture Role models Infrastructure Finance Institutions which are actively
Education Work experience Laws Training involved and assist with new
Personal orientation Development services firms
Entry of entrepreneurs
+
Acquired abilities Inherent abilities
Products / Services
Results of entrepreneurship
Economic growth occurs Tax base is enlarged by a greater number of new firms
Incomes increase Technological development occurs
Living standards improve Job opportunities arise
Investment opportunities arise
22

23.  Management made up of 4 basic
functions:-
Planning
Organising
Leading (activating)
Controlling
23

24.  Six additional management functions can be
added to form the management process:-
 Decision making
 Communicating
 Motivating
 Co-ordinating
 Delegating
 Discipline
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25. Small Enterprise Development Agency
Never under estimate the challenges of
running a small business: - “ it requires you
to be disciplined, organised and well
informed……to learn as much and as
quickly as you can – and then practice the
craft of managing yourself and others”
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26.  Asa minimum small business owners
require expertise in marketing and
management if they are going to be
successful
26

27.  Creativity and innovation (experimentation
 Autonomy (independence)
 Risk taking
 Pro-activeness (taking initiative, Pursuing opportunities)
 Competitive aggressiveness (achievement oriented)
27

28.  Contributes to individuals entrepreneurial
orientation
 Research required on youth entrepreneurship vs
work experience before start-up
28

29.  Exposure to entrepreneurial activities increases
propensity towards entrepreneurship
 Entrepreneurial “heroes” e.g. Rupert, mapanya
29

30.  Entrepreneurship can be developed through
education
 High-potential (ICT, gazelles) entrepreneurs =
positive linkage
 Van Vuuren & Nieman
E/P = M (E/S X M/S)
Model for curricula development
30

31.  Culture
= norms, beliefs, symbols, attitudes, behaviour, and artefacts that
members of society use to cope with their world and one another
= Transmitted from one generation to another
 Hofstede’s cultural dimensions
 Power distance index
 Individualism
 Masculinity
 Uncertainty avoidance index
 Long-term orientation
 Hofstede’s research help us to be more effective when interacting
with people
31

32.  Africa nations have strong cultural environments that differ
significantly from other nations particularly Western industialised
countries
 Cultural attributes (as identified by Hofstede and Kanungo) and their
influence on African entrepreneurship needs to be tested empirically
 Therefore different interventions need to be developed for different
cultural groups
32

33.  Kanungo (1994) based on Hofstede’s work (1980) found
developing countries;
 High power distance
 High uncertainty avoidance
 Low individualism
 Low masculinity
33

34.  Family, schools & work organisations believe in hierarchy of authority
 Authority and control based on age and kinship
 Denies people opportunity to participate in decision making and self-
confidence
 Rural areas these values still very intact
34

35.  Shun away from uncertain situations or an inherent
unwillingness to take risks
 Career aspirations toward self-employment very low
 Fear of failure
 In SS Africa failure seen as symbol of weakness and
dereliction of duty
 Limits initiative and creativity 35

36.  Greater predisposition towards family or group interests than individual
interests
 Collectivism and ubuntu
 Extended family
 Collective interests does not promote spirit of independence and self
reliance
 Diminishes capacity for individuals to make meaningful savings
36

37.  Equals a low drive for achievement
 Low predisposition towards success (McClelland)
 Do not derive personal satisfaction from accomplishing a task
 Result = heavily dependent on government to provide for their needs
 High nAch = stimulates growth and prosperity
37

38.  Strategy skills
 Planning skills
 Marketing skills
 Financial skills
 Project management skills
 Human relation skills
See table page 22 in manual
38

39.  Planning
 Knowledge of competitors and a market orientation
 Client orientation
 High quality work
 Financial insight and management
 Specific knowledge and skills relevant to the
business context
 Making use of experts
39

40.  Government should help to create a supportive environment
 Legislation
 Policies
 Environment should create a climate favourable to the entry of
entrepreneurs
 Financing by ordinary financial institutions such as banks
 Venture capital access
 Training and development programmes should encourage entrepreneurship
(job providers vs. job seekers)
 Infrastructural development prerequisite for any economic activity at an
advanced level
 Deregulation i.r.o. of economic activities as well as legal regulations
40

41. The basic physical and organisational structure needed for
the operation of a society
 Roads
 Water supply
 Sewerage
 Power supply
 Telecommunications network
 Industrial zones and clusters
Facilitates the production of goods and services
41

42.  Deregulation = creates opportunities
 Over regulation = restricts free trade
42

43.  Important resource
 Access important
43

44.  Training
 Advice
 Counseling
 Mentoring
 Networking
 Finance
 Incubators
 Clusters
44

45.  There must also be other institutions that actively promote
entrepreneurship
 Tertiary institutions i.r.o. education and research
 Institutions giving business support, finance and / or training
 Involvement through SMME development units
 NGO’s and CBO’s
 International aid agencies
45

46. Entrepreneurial Entrepreneurial Entrepreneurial Industry support
education: education: programmes: (partners)
reflective modes active modes (overcoming
(lectures) (Business plan, resource
case studies, field
work) constraints)
N. Ach
N. Independence
Risk taking
Role model performance Individual Entrepreneurial
Work experience factors Intention
Expected unemployment
Opportunity perception
46
Source: Walter, C. et al IECER 2009 Conference

47.  Exists almost everywhere in South Africa
 8 factors that lead to higher business formation in a given
geographical area:-
 Population growth
 Unemployment
 Wealth
 Workforce qualifications
 Business size
 Housing
 Local government
 Government policy
47

48.  Finding and retaining qualified workers
 Legislation and regulation
 Economic uncertainty
 Keeping up with technology
 Access to capital
 Lack of time to plan
 Lack of knowledge
 Working hours
48

49.  Revision questions page 27/28 of manual
49