Failing Companies: The Innovation Economy and Diagnostics

Some companies have yet to discover that in the new Innovation Economy, know-how is less important than knowing what to do with know-how. The capability to translate traditional assets – brand, knowledge and intellectual property – into value is increasingly the distinctive mark of companies that have unlocked the secrets of success.

For everyone else, attitudes verge on the medieval. There are obvious signals of medieval attitudes in management that are quite easy to spot.

One signal is constant vetting of external communications from the innovation team, no matter how insignificant, by groups set up specifically for this purpose. Another is nervousness when it comes to innovators participating in conference programs. Yet another is elimination of collaboration technologies, or a failure to provide them in the first place.

However, the most significant signal of all is when innovators cause outright panic when it is realized they are using social media outside the boundaries of their organizations. Or when innovators choose to collaborate with other companies or individuals without the permission of their management.

Ultimately, the problem is that innovation teams which share are able to create synergies which often result in the ability to create “man on the moon” type projects. Everyone else is stuck with the glacial progress that results when you have to do everything yourself.

Signifiicant reliance on trade secrets and other legal protections of this kind makes each innovation group an island.

It means the really big, really significant innovations can come only from the largest players in a particular category, who can afford to fund the work required. For most markets, this approach means that the biggest changes can only come from one or two established players.

Sharing across organizational boundaries makes it possible to create much more significant innovations than would otherwise be practicable. It is more often than not the failure to share that causes company collapses in the Innovation Economy.

Choosing the Best Article Distribution Service

When it comes time to promote your Internet business and affiliate products you should take advantage of the opportunity that article marketing offers. Quality articles disseminated via a quality, article distribution service is a great way to get your links out on the net.

However, you want to make sure your article distribution service is in fact a good one. There are certain criteria to look at when comparing and selecting the best article distribution service out there. Here are some of those criteria you should look at when you are ready to shop around.

When choosing an article distribution service for your article promotion campaign, choose one that offers you unlimited article distribution. Do not choose a service that limits how many articles you can send them in a given time-period for a given fee. Before you pay a monthly, quarterly, or yearly subscription fee, make sure you can submit as many articles as you please. Don’t choose an article distribution service that sets a cap on the number of articles you can submit. This caps the amount of links you can get out into cyberspace.

The next thing to consider when choosing a service is the human factor. We have all had enough these days of dealing with virtual, digital, or mechanized assistants. We sometimes want real human beings overseeing our work, concerns, and the like.

A good article distribution service will employ human editors. Yes, real live honest-to-goodness flesh and blood human beings who will actually look at your articles. They will look for content and formatting, and spelling, and grammar flaws. They will notify you of these flaws so you can address them. This ensures only the best quality articles go to niche publishers. When choosing a distribution service for your article submission program choose a service with live editors.

In addition, choose an article distribution service that allows you to submit to a broad spectrum of niche publishers. You want to reach specific target audiences. You want to have a wide variety of categories and sub-categories to submit to on a regular basis. You are writing very specific articles, with focused content.

You want to make sure that content is getting to a precise niche. If you write an article on premium institutional espresso makers, you want that article to go out to a niche restaurant-industry publisher. You want to sell premium espresso makers to this industry. Therefore, you want a specific sub-category that you can select that targets that industry.

Another thing to consider when choosing an article distribution service is time. Do you have the time to write your own article content? If you don’t, then choose an article distribution service that offers custom article writing. One that does will tailor articles to topics of your choosing with the right keywords and the right amount of keywords. You can let this kind of service write, edit, and distribute your articles for you. You can get to other activities that promote your Internet business while they work for you.

Finally, when comparing article distribution services make sure you choose one that offers you the ability to track your submissions. You want to be able to see the submission dates, future automatic submission dates you set, any problems live editors have noted with your articles and the distribution and exposure reports for your articles. This way you know where you stand with your article promotion efforts.

Make a point of comparing different article distribution services. Select one that offers you the above advantages. When you do, you ensure that your article marketing efforts will pay the dividends you require.

Marketing Your Direct-To-Consumer Distribution Business

Marketing is your most important job if you own of a direct-to-consumer distribution business.

Starting a direct-to-consumer distribution business is less expensive than a warehouse distribution business. Plus it’s easier to manage. Still you have move a lot of products to build a profitable direct-to-consumer distribution business.

In a direct-to-consumer distribution business, you probably will not be warehousing products. so you don’t earn a warehousing fee like warehouse distributors do. Your profit is dependent on your product sales. So how well you market can mean success or failure of your business.

Know Your Target Market

You first have to know who your potential customers are and the types of products that they will buy. Both are marketing decisions.

Because the large warehouse and wholesale distributors already have the business of large volume products that are mass marked, the best approach for a direct-to-consumer distribution is to go after crumbs that fall from their table. In other words, find a product designed specifically for a target market, not presently being well served.

After you have identified your target market, you have to learn everything possible about the people in your target market. You need to know what they need and want, what they will buy, and what they expect in return.

Marketing Through The Internet

You definitely want to consider the Internet as an option for marketing your direct-to-consumer distribution business.

Many publishers of information products distribute direct-to-consumers by immediately downloading digital products to their customers’ computers. It’s quick, inexpensive, and serves customers desires for immediate gratification.

Other Internet marketers work with drop shippers. They market and sell real products. The drop shippers are often the manufacturers who fulfill and ship each order. Then they send the marketer a commission check.

Internet marketing is similar and different to marketing through other media. The major difference is that Internet marketing requires more narrow target marketing than most media. These narrow target markets are often referred to as niche markets. They require that you learn even more information about the people in them in order to attract them to your site and sell them your products.

The better you know your target market, the better you will be able to get them to your site. And you need to get lots of people to your site in order to make any decent money. With conversion ranges from one to four percent, you’ll need between 25 and 100 people to make one sale.

After doing your market research and setting up your web site, doing individual promotions through the Internet is the least expensive way of marketing your direct-to-consumer distribution business.

Marketing Your Direct-To-Consumer Distribution Business Through Direct Mail

Direct mail is another relatively inexpensive way to market your direct-to-consumer distribution business. Just follow the steps below:

Select potential customers that you can identify with demographics and buying preferences,

Use a reputable list service to get addresses of target market members,

Producing a good direct mail package that will appeal to your target market members, and

Fulfilling and mailing orders.

If you implement each of the above steps well, your conversion rate will likely be only about one percent. You have to know that you can make a profit with that percentage.

You can cut direct mail costs by using a one-two approach. First, send your mailing list a postcard requesting a response. Then follow-up with a complete package of sales materials.

There are other methods for marketing your direct-to-consumer distribution business, but these are the least expensive. Internet marketing costs less than direct mail.

Conclusion

Two other good marketing tactics for marketing your direct-to-consumer distribution business include selling by telephone and through infomercials.

Perspectives On Becoming A Nursing Entrepreneur

Copyright (c) 2012 Nurse Entrepreneur Network

We are slowly emerging from the Great Recession. Millions have endured the fear and financial sting of losing their jobs. Many are searching for a career that is stable, pays well and provides opportunities for advancement. Becoming a nursing entrepreneur is an excellent career option that provides those advantages and much more.

Often, when we think of the nursing profession, we associate it with working for a hospital, school or other health related institutions. However, the world of nursing is rapidly changing to meet the demands of our aging population. In fact, the Journal of the American Medical Association predicts that the United States will have a shortage of Registered Nurses that exceed 800,000 by 2020. The nursing profession is growing rapidly, well compensated, highly respected, and worthy of consideration for career seekers. For some experienced nurses, becoming an entrepreneur in the healthcare industry can be a rewarding career choice.

Nursing is a diverse career option. Dozens of nursing specialties have been established to address very specific patient and healthcare management needs. In addition to traditional clinical nursing services, the field has expanded to include nursing services in education, development of new medical products, temporary nurses, companion care staffing, case management, and a wide range of professional consulting positions. All of these nursing services offer the opportunity for certified, experienced nurses to become a nursing entrepreneur.

An entrepreneur organizes and operates a business, while taking on the financial risk to do so. Nurses working in traditional clinical positions work for a healthcare business as their employee. The employee must adhere to the rules and mandates of that business. Conversely, the entrepreneurial nurse is a person who has the desire and skills to create a business of their own and operate it under their own terms. Of course, the entrepreneur also assumes the legal and financial risk associated with running an enterprise.

Striking out on their own to start an independent business is a daunting prospect for most nurses. Leaving the relatively stable and secure position as an employee of a business, requires the entrepreneurial nurse to gather as much information as possible to determine how to make the transition. The following steps provide a basic guideline on the how to get a start-up going:

1. Do a thorough assessment of your current employment situation to determine if you have the skills, tenacity and personal commitment to strike out on your own. Simply assuming you want to be an entrepreneur is not acceptable. You have to understand and evaluate the risks and weigh your ability to assume those risks.

2. Determine the market potential for your services. Are the services you plan to offer, needed in sufficient number, to allow you to sustain your business?

3. Obtain the education you need to start and operate your business. While experienced RN’s have the skills to do their work as a nurse, most have not educated themselves on how to set up and run a business. Obtaining business skills are necessary to be successful.

4. Create a comprehensive business plan, complete with funding requirements. There are many on-line entrepreneurial nursing resources to help you to complete a winning plan.

Owning an independent nursing practice can give you the freedom and responsibility to be your own boss.

Are you up to the challenge?

How Age Affects Innovation Management

In many workplaces, there are at least three age groups of workers to consider.

The first of these are the Traditionalists, those who were born prior to 1965. This group is likely, by this time, to be extremely senior and influential in their organization.

They’re called the Traditionalists, though, because they’re the ones who embody the sets of values one is most likely to see amongst the “old school”. They will, for example, prefer to communicate through rigid and structured hierarchies, and will certainly be command-and-control oriented in the way they distribute and accept tasks amongst themselves.

As innovators, this group will normally prefer to solve problems they’ve been directed to examine, and will usually come up with solutions along trajectories which are well established by their organizations. This, naturally, makes them ideally suited to innovation teams which have elected to follow a Play-Not-2-Lose strategy, and whose primary focus is on incremental innovation.

The second group in organizations is known as “X”, and is usually considered to include all individuals who were born between 1965 and 1983.

X-ers will work in a command-and-control environment, but they’d much rather work more flexibly. Believing that individuals are powerful forces for change in their own right, they think therefore they should be given significant liberty in the kinds of problems and challenges they’ll solve.

When faced with innovation challenges, X-ers will typically look at other industries who have faced similar situations. Their goal will be to find solutions which have worked elsewhere and which can be applied in their own contexts.

The defining factor in self-perception of an X-er is what they know and where they learned what they know. They use their broadness of experience to drive status in their organizations, in contrast to the Traditionalist group, for whom status is a consequence of tenure.

In most workplaces, the last generation to consider are the “Y-ers”. Generation-Y is normally thought to consist of anyone born after 1984, and has a very different approach to work than either of the two generations that preceded it.

This is a generation which has grown up with digital tools and online collaboration, and they are indispensable to any task undertaken by this group. There is very little about hierarchy or command-and-control in the ideal Y-er organization.

Theirs is the great gift of teaming naturally, and leadership roles switch automatically between them depending on the task at hand. Moreover, their digital connections give them very broad reach to global thinking and insight, and they will often know much more about the workings of the world outside their organizations than either of the two previous generations.

The broad grasp of the way the world works makes Gen-Y a very powerful force when what’s needed is a radical solution to a particular innovation problem. The broadness of understanding leads to out-of-the-box ideas, and the lack of command-and-control means it is extremely probable that Gen-Y will see opportunities X-ers will write off as “too risky” and Traditionalists as “Impossible”.

On the other hand, Y-ers will usually not be particularly interested in incremental innovation, and when they are forced to do it, will often dream up radical approaches when the tried and true way is better. They can work in either Play-2-Win or Play-Not-2-Lose environments, but, obviously prefer the former to the latter.

Disruptive Innovation may be Dangerous

Disruptive innovation is about changing the goal posts for an existing market in some way. Disruption has the ability to make even a small organisation successful in the face of a much larger competitor. The way this happens is twofold:

Firstly, the innovation serves a customer segment that is unattractive to an incumbent. Normally, this will be either because margins are too thin to make it a decent proposition to go after the customer, or else the functionality provided by the supplier is much greater than the customer can afford. In this case, a disruptor with a small cost base can enter the market with something that is perfectly adequate the low-end customer and use this as a beach-head for expansion upward. Incumbents are generally unable to respond because their cost bases (and operational structures) are optimised to serve their customers at the high end of the markets. This is the model that was pioneered by South West Airlines and Ryan Air.

Secondly, disruptive innovation occurs if an incumbent supplier provides has an offer which is much more powerful and expensive than the customer actually needs. Here, the customer is forced to pay a premium for features they don’t need, so an entrant is able to get a foot hold by offering something that does way less for a much better price. The incumbent, meanwhile, isn’t able to respond, because they are forced to offer all the capabilities they have to satisfy their high end, most valuable customers. This, in fact, is the scenario Microsoft finds itself in with its Office product… most users only use 20% of the features available, but are forced to pay for them all.

Of course, it is sensible for innovators to start some disruptive projects. However, there are a few things it is critical to make clear before the team does so. The first is that disruptions do not generate decent returns overnight. It can sometimes take years for market level changes to affect established organisations. Therefore an innovation team that wants to be disruptive must ensure it has enough successes under its belt to keep alive until its projects start to show decent returns. Frankly, most innovation programmes are cancelled after 18 months because they haven’t shown decent returns in time, and most disruptions take much longer than that to occur.

The second reason care must be exercised is the temptation of disrupt an internal business operation. Inevitably, innovators will spot such internal opportunities they know will have positive benefits for their organisations. The problem, though, is that those who are accountable for those business operations today will be forced to fight the innovators to keep them off their turf. Doing anything else is accepting that they will be out of business themselves.

This behaviour seems completely rational from the point of view of an existing line of business manager, who spends most of their time working out how to prevent threats to their operations. It is eminently sensible for them to make that what worked in the past continues to do so. This approach, after all, reduces their risk.

Innovators, on the other hand, are interested in designing the future. Inevitably, that will involve disruption at some point.

The key is the innovation team is mature with a long history of successes behind it attempts disruptive activities. It needs these successes in place to ensure it has proof that what it’s doing is actually good for the organisation. Otherwise, powerful stakeholders will feel they have little choice but to shut down the “cowboys”.

Global DC Distribution Networks Market

Expectations both on electricity distribution techniques and the distribution business are growing. The utilization of the DC low voltage distribution opens new possibilities for network development. For example, with the same voltage drop and the same 3~cable 16 times more power can be transmitted with a 1.5 kV DC-system than with 0.4 kV AC system.

The cost of the traditional HVDC system is high because of the need for filters, capacitors and other auxiliary equipment. The traditional HVDC system is designed for the transmission of large amounts of energy measured in hundred of megawatts. This system is not economical less for than 20 MW loads.

The price must be based on few data, as rated power, transmission distance, type of transmission and voltage level in the AC networks where the converters are going to be connected. When the voltage is lower the price goes down, so in distribution networks the total cost is lower than in the transmission ones.

Nowadays electricity distribution networks construct mainly of the three-phase AC systems. Consumer voltage in traditional distribution system is 230/400 V and the nominal frequency is 50 Hz. The utilization of the 1 kV distribution systems takes full advantage of LVD directives low voltage AC-system definition.

Although AC voltage rating is today used in its full capacity the DC

voltage is still unexploited in distribution systems. Component prices of power electronics have constantly been decreasing in the last decade allowing power electronic devices to be used in greater number of applications. DC-distribution enables the improvement of the customers electricity quality beyond todays level with lower costs compared to AC systems.

The economical benefit can be achieved through the better transmission capacity of low voltage DC-distribution compared to low voltage AC-distribution. With the same costs of losses smaller conductors compared to AC distribution can be used. In addition to that there is no need for public 400 V low voltage distribution. The DC network could also be a good solution for connecting small scale DG to the distribution network.

What the Report Offers
1) Market Definition for the specified topic along with identification of key drivers and restraints for the market.

2) Market analysis for the global distribution networks Market, with region specific assessments and competition analysis on a global and regional scale.

3) Identification of factors instrumental in changing the market scenarios, rising prospective opportunities and identification of key companies which can influence the market on a global and regional scale.

4) Extensively researched competitive landscape section with profiles of major companies along with their share of markets.

5) Identification and analysis of the Macro and Micro factors that affect the global distribution networks on both global and regional scale.

6) A comprehensive list of key market players along with the analysis of their current strategic interests and key financial information.

Responding to Today Competitive Distribution Challenges With an Effective Distribution Software

Wholesale distribution is an established, complicated and dynamic business where distributers face several challenges which they must overcome. In distribution the outspoken challenges includes meeting the demands and requirements customers, adjusting margins continually to account for higher supplier cost and managing diverse and complex product inventories. With all these in place you have to acquire competitive distribution software to counter all these challenges.

In business building up from challenges will lead to strong empire. Challenges are supposed to represent opportunities and not downfall for a business. If you are not going to respond to these challenges, global wholesale distribution competitors are fully aware of this and they are responding to them effectively. For those looking to stay ahead of the competition, it will be critical to implement tools that will assist business systems and at the same time provide visibility across the full scope of distribution business. Having the right tools you empower collaboration through information which will result business growth and will enable smart, fast decision making. This will make you gain edge in the competitive environment.

From the current trends, leaders in business are saying goodbye to manual process by going for automated systems. Investing in technology in distribution business is proving to be more productive and efficient. Automation systems provide integrated workflows and collaboration to all parties in demand to full fill network across each and every inventory in the stream.

Distribution management software is suitable for small, midsize and large scale distributers. Though when you are choosing which system to install, you must consider the size of your business before implementing. The cost to implement this distribution software depends on flexibility and the size of your distribution business. The system must be functional and sufficiently reduce work load. Having distribution software in place is meant to make the processes efficient and fast.

Different business leaders choose to buy or pay a monthly subscription fee for these distribution software modules. There is no limitation though in terms of ownership, you have the option to invest in onsite hardware and infrastructure as well. Another important aspect you must consider is whether the system you are installing is user friendly and your employees have positive response to it. Have each of the member of distribution business contribute to the key functional units of the anticipated system.

When you have a right distribution management system you will maximize productivity of both the staff and the business in general. Choose a system which brings benefits to the company by accurately giving best results and reduce cost associated with slow moving stock.

7 Technology Transfer Officer Tips For Tough Economic Times

There is no doubt that these are tough economic times. Unemployment is high and credit is tight. Key indicates show that is the worse economy in a generation. Many technology transfer offices have seen potential business partners reduce their innovation portfolios and expenditures. This coupled with a reduction in funding sources, from grants and investors to university sources are blowing the technology transfer research commercialization efforts into the perfect storm.

There are difficulties and challenges, but these times also create opportunities. Here are seven tips to help your technology transfer office succeed in these tough economic times.

1. Maintain a list of problems that are relevant to the research and technologies in the pipeline.

Technology transfer offices typically get involved in research commercialization efforts late in the research and testing process. Get involved earlier in the process and start developing a list of problems of which the research can be applied.

This is really an early brainstorming exercise. Don’t just talk to the researchers. Get business input from those who are not involved with the research or the research teams. Independent ideas can be worth their weight in gold.

2. Develop long-term business relationships.

“Dig the well before you are thirsty.”
-Chinese Proverb

Start developing business relationships with business leaders from a wide range of industries. Do this even before you have any applicable research or solutions for them. These relationships will pay off in two ways.

* You will have a better understanding of the types of challenges that these businesses face.
* When you do have promising research technologies and solutions you already have a relationship with the business or their contacts.

3. Pair researchers with business mentors.

Researchers think like researchers. Business people think like business people. Getting the two to communicate with each other versus talking to each other is a common technology transfer office challenge.

Providing a business mentor to promising research leaders will help alleviate this common problem. This continuous conduit will go a lot further than a long forgotten entrepreneurial seminar.

4. Develop alternative commercialization strategies early.

Good business people know that there is always a chance that their efforts may fail. Technology transfer officers know this too. Unfortunately, many researchers and inventors do not think about this, much less plan for it.

Most inventors think that their invention is world changing and worth millions. They have visions of establishing a company based on their research or technology, selling it for millions, and retiring in the lap of luxury.

The truth of the matter is that nine out of ten spin offs and startups will fail. You, can as the technology transfer officer can improve these odds.

I sit on the advisory board for some start up focused investment funds. One of the strategies that we have developed recently is to go for the big distribution partnering deal with large companies. When that doesn’t work – we find out why and have alternative proposals available.

This alternative could be limited distribution agreements on licensing deals. It really doesn’t matter what the alternative is. What does matter is that you get to stay in the game and get a return on the sunk costs.

5. Reduce risks for all involved.

It wasn’t that long ago that many universities shunned the entire technology transfer process. They wanted their faculty teaching and doing research, not commercializing their intellectual property. My, how times have changed.

Now universities love the revenue that comes from royalties and equity distributions and sales that are associated with intellectual property commercialization. Businesses are always looking for a competitive advantage and right now innovation is the soup de jour, except for one thing …RISK!

In order to get more businesses interested in potential technology look for new ways to reduce their potential risks. Right now cash is king. Instead of negotiating a lower royalty percentage, offer your potential licensor a deferred royalty agreement at a higher percentage. This is the business innovator’s version of “no interest payments for 3 years”.

This approach allows the business to conserve cash today and the university to reap more money in the long run. It’s better than the technology sitting on the shelf waiting to become obsolete.

6. Teach bootstrapping to your startups.

All technology startups need money. That is a known fact. The truth is that many could get by with less money than they think that they need. There in lies the art of bootstrapping. Bootstrapping basically means to start and operate a business without lots of investment funds. It requires the entrepreneur to focus on sales and to hold fixed costs to an absolute minimum.

Bootstrapping requires a unique mindset that few lead researchers turned entrepreneurs can relate to. It takes a special entrepreneur to be able to successfully bootstrap a business.
Help your lead researchers and startup teams. Get some experienced bootstrappers on your advisory and consulting teams and pass the knowledge on to your startups.

7. Partner with other technology transfer offices.

Technology transfer offices provide a valuable service to both the university and their research communities. They play a vital role in the economic development of their respective communities and states. Unlike many organizations involved in the invention commercialization process they do not compete.

Some technology transfer offices such as Stanford and MIT are the envy of their peers, however most technology transfer offices do not reside in a geographic area that harbors entrepreneurship in its DNA.

Partnering with other technology transfer offices offers many unique benefits that cannot be found though other means. It opens up dialogue and support for represented research and technologies to new areas and new commercialization ideas. It develops relationships with other potential business partners and fosters potential research synergies.

Targeted TTO partnerships can lead to specific research pairing with higher degrees of commercialization potential. This focused effort will, in the long run, yield a high degree of return on investment.

These 7 technology transfer officer tips can help you reduce your operating costs and increase your revenue generation success rate. It’s a win for society, the researcher, the business community, the university, and YOU!

Taking Entrepreneur Classes to Hone Your Business Skills

Entrepreneur classes are incorporated when you take up business-related courses. But these classes are not limited only to those who are taking business degree at the moment rather everyone who is interested to become an entrepreneur can always take classes whether in full term or short courses. As you start, bear in mind that there is no certain class or subject that can really guarantee success as you venture or initiate a business, these entrepreneur classes can somehow inculcate knowledge and principles that will help you on your way to your desired destination, which is to succeed and thrive amidst the competitive market.

Entrepreneur classes will bring out the best in you granting that you have the resources, right attitude and drive in starting a business. The step-by step guide that these will give you is valuable and tested to be beneficial as you go along.

If you are planning to undertake these classes, you are sure that the knowledge that you get from these are practicable and something that you can keep in mind. You will not only learn the basic principles of running the business but you are also exposed to possible setbacks or problems and how to go about with these hindrances for you to overcome.

Basically everyone can take entrepreneur classes. The principles you learn are not only applicable to the business but on how you face life as well. The people who are interested in taking the classes are those who are hoping to be entrepreneurs after they graduate or for extra knowledge if ever they are doing business.

Entrepreneur classes will make you familiar with technical details about business and how the whole process of business works. Taking the subject matter will give you the confidence and prepare you somehow as you face the real competitive world. Taking entrepreneurship class will also make you familiar with venturing to capital firms. It will give you the idea on how to invest or where to place your resources and maximize returns. It will also open your mind to any other business opportunities that you might be interested in undertaking in the near future.

Some students taking up the class are those whose burden is to manage the family business. So instead of enrolling to some other fields of specialization, chances are, these students are required to concentrate on their business and continue the legacy. In this way, they will be trained and be equipped on how they can cause growth and expansion to the business and to evaluate their position alongside with their competitors.

Entrepreneur courses can be taken up in traditional setting or via the Internet. One of the advantages of technological advancements is making our lives more convenient and easy. With the online entrepreneur classes, one has the chance of balancing work and continuing studies. There is ease in undertaking subjects since you can have them within the comforts of your home.

With different options presented to us, we always have the chance to improve the quality of our lives and have the opportunity to venture on business by allowing ourselves to be equipped with the right knowledge through entrepreneur classes.