40 Chinese Proverbs for Entrepreneurship by NICHOLAS TART

Below each proverb I offer a brief explanation of a how you can apply this ancient wisdom to your entrepreneurial aspirations.

Chinese Proverbs

1. “In every crisis, there is opportunity.”

Most entrepreneurial ventures arise from a solving a problem. If you are faced with a problem, craft a solution and sell that solution to others. As an interesting side note, it’s a common misconception that the word crisis and opportunity mean the same thing in the ancient Chinese language. This misconception initially gained momentum when John F. Kennedy incorrectly cited it in a speech in 1959. (source: smallbusiness411.org)

2. “Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap a destiny.”

Entrepreneurship starts with an idea and ends with a destiny. You craft your destiny with your actions, habits and character. You make your destiny, it doesn’t make you.

3. “The best time to plant a tree was 20 years ago. The second best time is now.”

Aside from 20 years ago, there is no better time to start a business than today.

4. “If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want one hundred years of prosperity, grow people.”

The goal of every entrepreneur should be to start a business and find capable people to run the business so that they don’t have to.

5. “A bad workman blames his tools.”

A bad entrepreneur places blame on someone or something else when things go bad. First and foremost, you should hold yourself accountable for a negative outcome of your business.

6. “A closed mind is like a closed book; just a block of wood.”

As an entrepreneur you always have to be open to new opportunities. If you aren’t actively looking for new ways to make your business more innovative, you won’t be very successful as an entrepreneur.

7. “A fall into a ditch makes you wiser.”

When bad things happen, a good entrepreneur learns from them.

8. “A fly before his own eye is bigger than an elephant in the next field.”

When you focus only on the opportunities that are right in front of you, you might miss the larger ones that take effort to find.

9. “A jade stone is useless before it is processed; a man is good-for-nothing until he is educated.”

A strong education is often the foundation of a strong business. The more you know about entrepreneurship, the more equipped you will be to face its various challenges.

10. “A journey of a thousand miles begins with a single step.”

Every entrepreneur in the history of the world started their business with a single action.

11. “A person who says it cannot be done should not interrupt the man doing it.”

As an entrepreneur, you will undoubtedly encounter people who will doubt you. Don’t let those people get in your way. Instead, use their doubt as motivation.

12. “A single conversation with a wise man is better than ten years of study.”

You can learn a lot from talking to experienced entrepreneurs. They have been through the process and can teach you more than most any book.

13. “All cats love fish but fear to wet their paws.”

All people love to make money but few people pursue entrepreneurship because it’s full of challenges and uncomfortable risks.

14. “Cheap things are not good, good things are not cheap.”

As a small business owner, always focus on providing quality.

15. “Customers are jade; merchandise is grass.”

What good is a business without customers? You should value your customers more than any other aspect of your business.

16. “Defeat isn’t bitter if you don’t swallow it.”

You will encounter setbacks, but don’t let those setbacks defeat you.

17. “Defer not till to-morrow what may be done to-day.”

One of the most challenging things for an entrepreneur is simply getting things done. According to numerous entrepreneurs I have spoken with, procrastination is one of the largest causes of failure in new businesses.

18. “Don’t count your chickens before they are hatched.”

Though a good entrepreneur isn’t afraid to take risks, never rely too heavily on projections of profitability, success in a certain market, etc. A good entrepreneur always considers, and has a plan for, the worst-case scenario.

19. “Don’t stand by the water and long for fish; go home and weave a net.”

Instead of complaining about how you aren’t making much money, find new ways to earn it.

20. “Easy to run downhill, much puffing to run up.”

It’s easy to run a business when the going is good, but the true test of an entrepreneur is how he or she behaves when faced with challenges. As the current economic climate makes overwhelmingly clear, every market has its ups and downs.

21. “Failing to plan is planning to fail.”

This one is so clear, it requires no explanation.

22. “Falling hurts least those who fly low.”

The less amount of money you spend, the less it will hurt if your business fails. It’s common for entrepreneurs to bootstrap the initial costs of their business. Bootstrapping means doing whatever you can to spend as little as possible.

23. “If a thing’s worth doing, it’s worth doing well.”

If you’re going to put effort into starting a business, then make sure you put 100% effort into every aspect of your business.

24. “If you get up one more time than you fall you will make it through.”

When you get knocked down, get back up. If you don’t get back up, your business will fail.

25. “If you pay peanuts, you get monkeys.”

When you get to the point of hiring employees; the more you pay, the higher quality effort you will receive.

26. “It’s as difficult to be rich without bragging as it is to be poor without complaining.”

As an entrepreneur, it’s important to remain humble, especially when you’re rich. Humility is difficult to maintain when things are going well.

27. “Learning is a treasure that will follow its owner everywhere.”

Learn from your business and it’s something you will never lose.

28. “Make happy those who are near, and those who are far will come.”

If you make your customers happy, they will talk and those they talk to may become new customers.

29. “Patience is a virtue.”

Having patience with your business is essential to your success. Very few businesses are profitable in their first year.

30. “Rich not gaudy.”

When you become rich, don’t become gaudy, or tastelessly flashy.

31. “Teachers open the door. You enter by yourself.”

Being taught something will only get you so far. You must independently apply that learning to become successful.

32. “The diamond cannot be polished without friction, nor the man perfected without trials.”

You will encounter trials and tribulations as a business owner, but these trials and tribulations will mold you into a better entrepreneur.

33. “The emperor is rich, but he cannot buy one extra year.”

Your business and the money it generates are not the most important things in your life.

34. “The loftiest towers rise from the ground.”

Even the most successful businesses in the world started with the conception and implementation of an idea.

35. “The palest ink is better than the best memory.”

When you conceive an idea on how to improve your business, write it down!

36. “There are two perfectly good men, one dead, and the other unborn.”

No one is perfect. Always be open to learning from other people.

37. “To open a shop is easy, to keep it open is an art.”

Starting a business is simple in comparison to keeping it.

38. “We all like lamb; each has a different way of cooking it.”

Entrepreneurship is like an art: there is not always a right and wrong way of pursuing your business goals. Let your personal taste and style as an entrepreneur be your strength.

39. “Who is not satisfied with himself will grow; who is not sure of his own correctness will learn many things.”

Remember you don’t know everything. Actively seek out advice and information, and you will learn.

40. “A smile will gain you ten more years of life.”

What’s the point in owning a business if you’re not having fun with it? If your business doesn’t make you smile, then it’s the wrong business for you.

Other Proverbs

The Chinese aren’t the only people with great business advice. Here are a few entrepreneurial proverbs taken from a broader swath of cultures.

“When all resources – food, wildlife, trees, fuel – are destroyed, man will not be able to eat money.” – Native American Proverb

“Building a castle is difficult. Defending and maintaining it is harder still.” – Asian Proverb

“He who begins many things finishes but few.” – German Proverb

“Fall seven times, stand up eight.” – Japanese Proverb

“Everyone should carefully observe which way his heart draws him, and then choose that way with all his strength.” – Hasidic Proverb

- See more at: http://juniorbiz.com/40-chinese-proverbs-for-entrepreneurship#sthash.euP3puo5.dpuf

Taking on the dreaded expense report

Expensify

Expense reports that don't suck!

Lost receipts, misplaced corporate cards, arcane expense report software. The dreaded expense report is the bane of so many business travelers and freelancers. But a few high tech services have an answer, albeit with a dash of low tech too.
The mobile applications Expensify, Shoeboxed, and Lemon Wallet, all released over the past two years scan receipts, automatically turn them into spreadsheet files—and also automatically generate expense reports and even sophisticated financial analysis tools.
These time-saving receipt tools work thanks to top-notch scanner recognition. And the low-tech surprise of many of the receipt scanning apps: The use of human labor to verify auto-scanned receipts for expense reports.
Shoeboxed is open about human eyes looking at your receipts—promotional materials boast about "human-verified data extraction" of receipts at facilities in North Carolina and Australia. Both Expensify and Lemon Wallet also have verification of receipt data by human employees, although both use them to differing degrees. Lemon Wallet's co-founder Wences Casares said that the company initially used employees to input receipts, but switched to automatic scanning because of the cost and because too many errors were being made.
Alex Fitzpatrick, a political journalist at the website Mashable, swears by Expensify. "Expensify connects my credit and debit cards so I automatically submit expense reports, similar to how Mint works. But some expenses—especially cabs in Washington, D.C.--are still paid with cash. If I ask a cabbie for a paper receipt, Expensify's scanner does a great job of reading the handwriting on it," Fitzpatrick said.
When a user photographs a receipt, the receipt then undergoes a scanning process which transforms the image of a receipt into usable text which can be plugged into expense reports. This takes anywhere from five minutes to an hour, since receipts are typically photographed under a variety of lighting conditions (the technology used is nearly identical to depositing a check through a mobile phone).
"The scanned receipt is uploaded to our server and then goes thru a number of processes. Our imaging system cuts the receipt into a lot of little rectangles and uses these to identify the merchant name, phone number, and other important information." Caesares said. "Then this information goes through scanning for every small rectangle; we apply an algorithm confidence level to this and pass it if it is more than 50 percent."
Expensify, Shoeboxed, and Lemon Wallet then all verify data against a customer's previous records to make sure it hasn't been entered yet. Because the scanner process is resource-intensive for these service providers, users are typically limited in the number of free entries they can make monthly: All three charge for premium accounts with unlimited receipt uploads.
Shoeboxed's Corey Post said that the occasional mistakes made by OCR readers justified manual entry. Employees working in shifts at Shoeboxed's North Carolina headquarters manually proofread OCRed receipts. However, this takes longer than Lemon Wallet or Expensify: While most receipts take an hour or two to process, they can take up to 24 hours. "We try to balance instant gratification with keeping all employees in-house in the United States," says Post.
One of the largest target markets for expense report-generating apps is the freelancer community. According to a 2010 Bureau of Labor Statistics report, there are approximately 10.3 million independent contractors in the United States. Many of these independent contractors work for multiple clients, all of whom typically require separate invoices. All three companies target their products at independent contractors and employees on business trips.
Ultimately, each service has distinct advantages and disadvantages. Lemon Wallet is by far the easiest to use, but has limited functionality. Shoeboxed offers an array of options and integration with Evernote, Quickbooks, Freshbooks, and a host of other external services, but takes much longer to process receipts and has more of a learning curve. Expensify, meanwhile, shares the service integration of Shoeboxed but has prices that could add up for small businesses with more than a handful of employees.
So should users feel secure with the use of human labor during the input process of their receipts?
Expensify's own website warns users not to upload sensitive information, or "a picture of anything you wouldn't be willing to throw into the trash."
(The author is a Reuters contributor) (Editing by John Peabody, Ryan McCarthy and Brian Tracey)http://expensify.com

10 Reasons To Form A Strategic Business Alliance

Below are 10 good reasons to create a strategic alliance.

1. You could offer your customers a larger variety of products or services. This will allow you to spend less time and money developing new products to sell.

2. Your number of sales people will increase because you are combining with other business. You won’t have to spend time and money hiring new employees.

3. Your marketing and advertising budget will increase. When you form a strategic alliancewith other businesses you both will share the advertising and marketing costs.

4. You can now offer your existing customers more back-end and up-sell products. This will increase your sales and profits.

5. Your business will gain a larger number of skilled people working on the same project. You will gain the knowledge of the other businesses employees.

6. You will be able to beat your competition by selling to a larger target audience. You will also increase the total number of existing customers you can sell your products and services to.

7. You can exchange endorsements with your alliance partners. You’ll add more credibility to your business and gain your potential customers trust to buy.

8. You can expand your business more rapidly. You can develop new products and services faster with a larger work force.

9. You will be able to solve your customer’s problems faster with a larger base of customer service people. You will also learn new ways to improve your customer service from youralliance partners.

10. You will have a larger number of “strategic thinking” people. This will allow both businesses to come up with profitable business ideas quicker than before.

To your successful Business Alliance!

Why Is Ukraine a Cage for Entrepreneurs?

The challenges of doing business in Ukraine

All Ukrainians wanted to cast off the yoke of the communist dictatorship and the planned, ration-based socialist economy. What did they obtain after succeeding in doing so? Most people did not receive a better life. The “reforms” were such that fraud and embezzlement of public property were not just permissible but even prestigious.
How can Ukrainians come to terms with this fraudulent and largely criminal business? Most importantly, how can things be put back on the right track? Without a free market and the energy of entrepreneurs, Ukraine will continue to eke out a miserable existence. In this series of articles, I attempt to expose the main problems faced by Ukrainian business and show what alternative paths of development exist. The first instalment is about the importance of free entrepreneurship for the economy and how Ukraine affects it.
It is often said that privately owned companies seek only their own benefit, and the country's economy can do well without them. Following this line of reasoning, state-owned enterprises are the only ones that secure the welfare of the entire nation. Most Ukrainian politicians and government officials subscribe to the idea of seeking an optimal balance between the two types of companies.
Another widespread opinion is that private companies require efficient owners. It follows that, lacking such owners, companies must remain property of the state. There is also the well-known view that all forms of property need to be supported and developed. Is this really true? Evidently, it is not that simple.
ENTERPRENEURIAL PROFIT AS COMMON GOOD
If there is no economic profit, there is no accumulation of capital or investment nationwide, and this  means that the conditions for growth in production, more jobs and R&D are not in place. This is axiomatic. Profitability can be found only in a market economic system with private property.
With few exceptions, there was no economic profit under feudalism and previous social systems. The dynamic of economic development was essentially nonexistent. Some people noted that both profitability and investments were part of the planned economy under socialism. Yes, profits indeed existed. But were they economic profits, i.e., the result of economic initiative put into practice? No, they were obtained by confiscating the property, goods and labour of peasants, urban workers and scientific institutions and by expropriating private capital accumulated in tsarist Russia. The Soviet government also claimed land rent and in-kind rent, exploited the military and convicts who did penal labour and earned income on war indemnities and the lend-lease in the Second World War, etc.
The profits were reaped not by enterprises that were economical, innovative or otherwise economically efficient, but by those whose products were sold at prices centrally fixed at a level higher than unit cost. Meanwhile, some other enterprises were forced to sell their products below unit cost, so they were unprofitable according to the economic plan.
Prices were fixed in a centralized fashion, which was the fundamental distinct trait of the planned economy. Profits were reaped by the state and the state then distributed them among certain economic entities. As the sole proprietor of all profits, accumulated capital and investments, it did not need other entities willing to seek and obtain them. That system was fundamentally flawed and could not be successful, because it failed to stimulate entrepreneurial activity, which is the human initiative that leads to the production and realisation of innovative consumer values, the application of innovative production technology and/or the opening of new markets.
The means of production and labour have no sense without entrepreneurial ideas and actions. It is only jointly that means of production, labour and the organisational efforts of entrepreneurs create value and become part of it. Land and monetary capital that are involved in creating value also need to be factored in. This pertains to any industry or type of economic activity, such as the manufacturing industry, commerce, transport, construction, communications, utility services, hotel and restaurant business, legal services and so on.

Some companies receive profits exclusively due to special entrepreneurial qualities, and these profits are the difference between revenue and production costs after interest has been paid on the capital received. Without ownership of a company, a person will not show entrepreneurial qualities. Nor will he channel his own and borrowed money to establish a new enterprise and develop it.
Notably, entrepreneurship plays an active, creative part in the economic process unlike other, passive components.
Entrepreneurship should be distinguished from scientific research, the creation of innovative products, design, branding and building a typical technological process. All these elements are prerequisites for manufacture and business, but without entrepreneurship, they remain on paper only.
Entrepreneurs are producers, but they do not simply implement what has already been designed and developed. On the contrary, they themselves initiate and implement the best of possible products rather than simply promote their own ideas. They also advance their products on the market, seek the best and most favourable markets, and create and increase value.
This special entrepreneurial process yields better products, the highest productivity, minimum costs and the best supply/demand ratio. The output may include any consumer goods – products, services, information, etc.
Another important trait of entrepreneurs is their contribution to creating value and generating revenue. Other components – land rent, equipment cost, payroll and bank interest – are relatively stable quantities determined by average market values.
Entrepreneurial profit, just like the efforts of entrepreneurs, is in no way linked to average values. This performance indicator is always individual and depends on the specific invention as well as on consumer perceptions.
Entrepreneurial profit is, as a rule, short-lived. Its maximum value is achieved at an initial stage when new production ideas are implemented or a new good is manufactured, as long as it is unique.
With time, others begin to master the new production methods, production volume grows and higher demand for such innovations is met. Then the size of the entrepreneurial profit decreases, while other components of net profit (rent, interest, payroll and depreciation) remain virtually unchanged.
Entrepreneurial profit disappears completely when organizational and technological improvements spread throughout the industry and when no one has an individual advantage in terms of economy, or when a new product begins to be manufactured by all competing companies and consumer demand is fully met.
Thus, entrepreneurial activity as such is creative, because it develops production. An entrepreneur cannot afford to rest on his laurels. His stimuli are of a special and extraordinary kind. Entrepreneurial profit may be superhigh if his proposal is revolutionary, as was the case with the railway and the steam engine or, more recently, the Internet and its new operational capabilities.
By standing still, an entrepreneur risks losing everything and going bankrupt. There is no development, organization, enrichment and progress of society without entrepreneurial activity.
ENTREPRENEURIAL ACTIVITY AS AN ENEMY OF THE PLANNED ADMINISTRATIVE ECONOMY
Why did socialism remove entrepreneurs, and can the CEOs of Soviet plants and factories (and chiefs of ministries and agencies) be called entrepreneurs? In some cases, Soviet directors exhibited entrepreneurial qualities: they reequipped their plants, implemented better technology, serialized new products, optimized production capacity, etc.
But they never became entrepreneurs. First, they did not receive any of the profit resulting from their innovations. Instead, they only received their salaries which, truth be told, included various bonuses and stimuli, special one-time payments for technical upgrades and personal benefits awarded by ministries.
In other words, such improvements could never materialize without the consent of the owner (the state, or its ministry), which viewed plant directors exclusively as hired labour. Second, the changes made at state-owned enterprises were not, in essence, innovations because they only replicated — in a planned economy — the achievements of other entrepreneurial entities, which were normally located abroad. Typically, they did so inaccurately, because foreign models often had to be modified or altered.
These Soviet novelties simply propagated innovations already present on other markets. The best equipment used in the most advanced sectors of the Soviet economy (microelectronics, radio electronics, electronic engineering and rocket construction) was foreign-made.
In general terms, three waves of technological import may be singled out: during industrialization; after the Second World War (American lend-lease and war indemnities imposed on Germany); and in the 1970s and 1980s, when a strong flow of petrodollars after crises in world energy allowed the USSR to purchase new equipment in the West.
Soviet constructors who designed products that were serialized by the industry, from footwear to cars to ships and nuclear reactors, were copied from foreign specimens, including those procured by the Soviet special services.
ENTREPRENEURS NEED THE OPEN SEA AND FINANCIERS NEED QUIET HARBOURS
What is the connection between entrepreneurship and investments? Where do investments come from to meet the needs of entrepreneurs? The source of these investments is citizens, groups of citizens or nations that invest in manufacture, business and transactions in order to receive profits. If investments are made by private individuals who seek the highest return, they will most likely go precisely to entrepreneurs.
Entrepreneurial activity and financial business are fundamentally different. The former seeks to bring together factors and components of the production process to create supply on the market of consumer goods, while the latter is aimed at profitable and risk-free investment of money and is not much concerned about where to invest – manufacture, bank deposits, stocks or bonds, precious metals, real estate, financial, currency or other speculations.
An enterprise is designed to make new products, search for markets and select the best technology, means of production and methods of its organization. It is, in essence, a producer of commodities. The goal of business is to preserve the value of money by receiving passive income – interest, discount, rent, etc. This type of economic activity is passive in that it only reacts to changes in prices, profits and value of capital all of which are secured primarily through entrepreneurial activity.
An entrepreneur is not afraid to take risks. He does not even give thought to risk when he starts a business. In contrast, financiers shun risks, because they do not know all the capabilities of enterprises and markets; they cannot be sure what a particular government will do or how key financial markets will change. Even in these conditions they have to meet their commitments before investors.
They are mediators with interest in financial stability and predictability. Of course, financial profiteers earn precisely on “risks” – they like instability and abrupt currency and price fluctuations which enable them to buy lower and sell higher. Entrepreneurs are interested in innovations and their implementation, while financiers are very cautious about innovations. They would rather wait until a new thing is fully implemented and guarantees stable positive results. Investing financiers spread, rather than introduce, innovations.
Entrepreneurs need free access to resources and markets, laissez-faire and independence from the state, land owners, trade unions and creditors. In contrast, financiers are not interested in freedom and resources. They are ready to cooperate with the authorities, land owners, or anyone for that matter, in order to reduce risks and share them with others. This is why bankers, exchange brokers and investors do not, quite unlike entrepreneurs, seek political freedom and instead try to find ways to cooperate with the existing government regardless of how corrupt or totalitarian it may be.

In the USSR, there were no entrepreneurs or profit-oriented private investments. The economy was deprived of an ability to generate profits by cutting production costs and offering new consumer values on the market. In socialist times, the Ukrainian community reverted to a social system in which the economy was unable to self-improve, obtain entrepreneurial profits and efficiently use them, while Soviet society was incapable of cultural and intellectual growth.
IS THE PROFIT-ORIENTED ENTREPRENEURIAL ECONOMY WORKING TODAY? IF NOT, WHY NOT?
Several prerequisites must be in place for a profit-oriented entrepreneurial economy to function. First, prices must not be set on an individual basis. Instead, an average price should result from the interaction of all sellers and buyers of a certain product on the market. This price correlates with average costs in the industry and goes up or down depending on the supply/demand ratio. This is market, rather than administrative, pricing at work. In this case, price is an external factor for a specific enterprise and a common quantity for every player, independent of individual costs.
Second, entrepreneurial profit emerges only in companies that outperform others by installing newer or more productive equipment, using better or cheaper materials or organizing the production and administrative processes more efficiently.
Another source of profit is pricing: when an entrepreneur first comes out on the market with a fundamentally new product, he sets a price that is much higher than that of traditional products.
The same thing happens when a businessman opens new markets for his traditional products. Other entrepreneurs who have not achieved similar results incur production and marketing costs that are on the level of market prices or higher, and thus their activity does not bring that much profit.
In this case, entrepreneurs are content with bonuses for special managerial functions (formulating the overall conception, finding markets, landing large contracts, involving highly qualified CEOs, etc.) or receive rent payments as owners of land, minerals, buildings, communications and so on. The corresponding expenditures are, of course, part of production cost. Entrepreneurial profit is only one part of all profits received by company owners, so when it disappears, other components remain.
Third, entrepreneurship as a special type of human activity has a special existential niche. It brings together components of the manufacturing process and marketing procedure and secures the operation of a company established for this purpose. Success depends on how well the components are made to fit together, as well as the choice of equipment, labour and technology.
Entrepreneurial activity is also special in that it involves a constant search for new businesses and technologies; other (better) use of old equipment, buildings and land; closing old unprofitable companies and creating new ones in terms of the manufactured product, branch of industry and method of production. All these changes are innovative.
A true entrepreneur lives by innovating. Innovations are what enables businesses to put products on the market whose value greatly exceeds that of similar products made by other suppliers. Products of this kind bring the owner temporary entrepreneurial superprofits. (This highly important conclusion was first formulated by Joseph Schumpeter who once taught at the University of Czernowitz and served as the Austrian Minister of Finance.)
Those who fail to constantly innovate lose the initiative and zeal and soon stop being entrepreneurs as such, because their business loses its competitive edge, becomes unprofitable and eventually goes bankrupt or is closed.
Fourth, the entrepreneur is not, for all intents and purposes, a creditor, investor or financial partner. A person who seeks to accumulate and save money, receive interest on capital and make successful temporary investments never turns into an entrepreneur. He is a financier. The goal of an investing financier is to reduce the risks of capital placement (if possible), diversify investments, pull out of unsuccessful investments in good time and move his money elsewhere. A person who has accrued savings is primarily interested in investing in property, stocks, land and whatever else might secure the highest interest, dividend or rent.
None of the above pertains to the entrepreneur. His task is to organize and improve a specific business. Thus, if he has to also search for money needed to implement his business idea, solve tasks to minimize investment risks, etc., it will only hamper him and will hurt the economy in general.
Therefore, it can be concluded that financial business has to be a separate and specialized sector. Entrepreneurship cannot develop and be successful if the economy does not have favourable conditions allowing easy access to credit and investment market resources.
Fifth, anyone can become an entrepreneur, but he must have an intellectual, businesslike, socially and politically independent personality. This enables a businessman to carry out an objective financial analysis of existing production facilities, do marketing research, select the best new ideas in terms of design, technology and production and invite highly qualified specialists.
This kind of freedom is impossible in an unfree, closed, undemocratic, utterly bureaucratic and corrupt society. It also follows from this that a government employee, a law enforcement officer, a serviceman, a tax inspector, etc. cannot be an entrepreneur. Where people like that do “business” social goods are embezzled, bribery is forced upon citizens and criminally punishable abuse of office is rampant. Moreover, if an enterprise is launched and controlled by bureaucrats who cannot possibly have entrepreneurial qualities, it will not bring profits. In other words, n most cases it is impossible to adjust Soviet enterprises to a competitive market economy.
Sixth, a profit-driven entrepreneurial economy requires a competitive environment and a free market. The entrepreneur has to seek profits that arise from new combinations and improved business. If he is a monopolistic supplier of a special product on a certain market, he will objectively be able to set a much higher price compared to products in the same group on the same market. This price will reflect the real value and will include entrepreneurial profit as payment for innovation. However, a monopoly on innovation is short-lived in conditions of a competitive market economy.
Other producers also desire to receive innovation-generated profits and will try to start producing the unique product themselves as soon as possible. The growing supply will meet the spiking demand, and a monopolistically high price will go down. In this way, the price will begin to reflect production costs. Thus, competition destroys innovation-generated superprofits, and this is a positive phenomenon. The initial monopolistic supplier will be forced to come up with new types of products.

In other words, the entrepreneurial function would not be performed without competition, and a monopolistic supplier of a certain good would be content to receive stable superhigh profits and, instead of generating new business ideas, he would abuse his position by independently hiking prices, reducing the product’s quality, misreporting his profits, etc. So the entrepreneur himself is not idealist. He wants to maintain his monopolistic position as long as possible and tries to eliminate competition.
Artificially created and natural monopolies and their protection under the government, which was part and parcel of the socialist economy (and could not be otherwise because the state, as the sole owner, also craved for monopolistic superprofits) and survives, to an extent, in the current Ukrainian realities. However, the above suggests that this is a road to degradation. Moreover, entrepreneurial activity alone – without the government's involvement to support competition and overcome monopolism – may fail to produce positive social results and may, to the contrary, lead to economically unacceptable business structures and skewing the market.
Seventh, society must work out a tolerant and reverent attitude to entrepreneurs, both at the everyday and state level. This is the starting point for the mental and physical attitude of government officials, tax inspectors and policemen to businessman as a social group and to entrepreneurial expenditures and profits (including superprofits). If these financial resources that entrepreneurs have are viewed as undeserved, unfair and earned at the cost of “exploiting the working class”, taxes will be superhigh; policemen and inspectors will be unduly biased; and the investment and business climate will be unfavourable.
Social acceptance and intolerance have to be based on the understanding that entrepreneurial profit originates from labour. In contrast, monopolistic superprofits and corrupt political rent generated by certain businessmen must become a target of social obstruction and punitive persecution on the part of government, law enforcement and judicial bodies. Therefore, it is important to discriminate socially useful types of profits, such as entrepreneurial and innovation-based profits, and harmful and illegal profits (resulting from monopolies, corruption, profiteering, etc.) and stimulate companies to focus on the former. This may not be an easy thing to do, because profits, just like money, do not smell.
UKRAINE AS A CAGE FOR ENTREPRENEURS
Does Ukraine possess the above features and meet the requirements set for a profit-oriented entrepreneurial economy? A hostile attitude to private entrepreneurs – independent, innovative and creative – is undisguised and widespread in Ukraine. The public has formed an image of in impudent and greedy fraudster. Most people perceive the state as the sole benefactor that guarantees justice and develops the manufacturing industry. Mentally, Ukrainian society tolerates entrepreneurs as the unnecessary addition to the freedoms and property rights enjoyed by the citizens. Tax inspectors and policemen have been set on entrepreneurs like hounds. Fiscal pressure has cut off energy supplies to entrepreneurs.
Only those who cooperate with officials and those who have billions command respect because they can nicely reward a judge or a journalist. Entrepreneurs are not being raised or educated in Ukraine. Specialized colleges and institutes equip students with technological expertise and knowledge of economic relations in their respective industry (manufacture, construction, transport, commerce, tourism, the restaurant and hotel business, design, etc.) but not with the skills needed for entrepreneurial activity. Neither are individual approaches or nonstandard solutions encouraged. Thus, it should not come as a surprise that college graduates look for jobs only in existing organizations and fail to find them. They do not even think about starting their own business.
Our country lacks the cult of inviolability of a private individual and the protection of personal information. The rights and freedoms of people are not a supreme value like in the Western world.
The entrepreneurial sector in Ukraine is very narrow, sparse and marginal. The authorities view it as a place for small-scale flee market transactions and related industries (delivery, transport and financial services). The entire system of financial and legal relationships between the authorities and entrepreneurs is built on this foundation.
It is still “permissible” to engage in individual activities that involve providing various intellectual and other professional services. There are few other sectors where entrepreneurial zeal can be seen: residential construction and business property development, entertainment centres, resorts, shopping malls, etc.
Due to destructive privatization and government-backed elimination of competition, the new owners of industrial, communications and agricultural enterprises inherited by Ukraine from the USSR never turned into entrepreneurs. They are content to receive other types of net profits – corrupt and monopolistic profits, various subsidies and soft loans, rent on mineral mines and fertile land, etc. Thus, most of them continue to lose their markets and revenue.
Unfortunately, entrepreneurs are unable to obtain sufficient financial means to develop production. The state is of no help, not even in R&D and socially significant projects. Instead, it sets tax traps to freeze revenue and confiscate property. Moreover, since Ukraine became independent in 1991, sky-high bank interest rates have made bank loans unaffordable. Bank loans do not account for even one-tenth of the demand in the national economy. The annual increase in credit resources has been at a mere UAH 60-70 billion in the past several years, which is less than five per cent of Ukraine’s GDP.
But independent entrepreneurs have received virtually none of this money – it is distributed among those who are close to the government, own financials institutions and who are not entrepreneurs by definition. When resources are lacking, there is no sense to seek innovations, manufacture new products and build the necessary equipment. That is the reason why there are no Ukrainian-made innovative goods to be seen.
The entrepreneurial sector accounts for an unacceptably low part of the national economy and is mostly marginal, which hampers the profitability and progress of Ukraine’s economy. An extremely heavy burden is placed on the national economy by unprofitable companies – at least 45 per cent of the total number in some years and 56 per cent during the crisis in 2009. This means that true entrepreneurs did not have access to such companies. It is also worth noting that the lion’s share of profits is secured by the financial and credit sector of the economy. Approximately one-third of enterprises in the industrial sector make any profit, and of these no more than 10 per cent are entrepreneurial, according to my calculations.
Another roadblock is the non-market character of Ukraine's economy: prices are set by the authorities, certain commodities are regulated in an administrative fashion; the central government interferes with the distribution of financial resources; the government puts restraints on foreign economic activity and so on. Therefore, Ukraine has found itself in an impasse — there is no future without entrepreneurship.

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Who Wants To Be The Next Mark Zuckerberg? Everyone, Apparently

• Izzat Jarudi: Startups are far sexier than standard career paths like finance, law, or medicine. In this photo, Facebook CEO Mark Zuckerberg addresses students of Moscow's State University in Moscow, Russia, Tuesday, Oct. 2, 2012. (Alexander Zemlianichenko/AP)

You hear it at companies, universities, government agencies, and nonprofits — everyone, it seems, is working for a “startup” these days. Walk by a mom-and-pop vendor offering free cheese samples in a supermarket and they will tell you their dairy is a startup. At a recent healthcare talk, even noted surgeon and writer Atul Gawande labeled his new cross-disciplinary research center, Ariadne Labs, a startup.

Perhaps the most smitten group is young people. Startups are far sexier than standard career paths like finance, law, or medicine. According to a recent Gallup poll, an astonishing 43 percent of 5th to 12th graders want to be entrepreneurs.

According to a recent Gallup poll, an astonishing 43 percent of 5th to 12th graders want to be entrepreneurs.

It seems easy to explain from an economic perspective. With examples like Mark Zuckerberg dropping out of school and becoming billionaires at age 20-something, what other pursuit promises so much reward, so quickly? It also takes a lot less capital to start a technology company than it did 15 years ago during the dot-com boom — you can develop a consumer website or mobile app with a developer friend, a few laptops with open-source software and an account with Amazon Web Services. If you attract a significant following, venture capitalists might back you with millions to scale up for acquisition or an IPO.

Why slave away in a bank or a law firm for years to make managing director or partner when you can make 10 times the salary or more in a few years tinkering in your parents’ garage? Plus, those traditional careers are no longer as secure as they used to be as a result of the recession.

But there is more to the unprecedented appeal of startups than quick money and low entry costs. Startups offer young people a unique combination of career virtues: potential to have rapid and large-scale impact on society, partnership in a venture that is self-organized and egalitarian, and a set of challenges unlike any other they could encounter in an entry-level job.

Startups — with their organizational blank slates and disruptive business models — can bring about radical change. Companies like Facebook and Twitter have had far more impact on the economy and social behavior than any corporate deal or medical breakthrough a 20 or 30-something could have contributed to in the last 10 years.

Many start-ups also promise, at least in their early stages, to be governed by principles of equality. Founders tend to be a small group of friends or like-minded people who respect each other’s talents and ideas. If you go to many startup websites’ “About” section, such asEtsy or Zappos, you’ll commonly see mission statements reflecting these ideals.

Startups offer potential to have rapid and large-scale impact on society, partnership in a venture that is self-organized and egalitarian, and a set of challenges unlike any other…

Though it may look easy, building a viable business amid fierce competition is relentlessly challenging. In an entry-level job, hierarchy and a division of labor can help prevent an inexperienced 20-something’s actions from hurting an organization. There are no such guarantees in budding startups with 90 percent failure rates. Founders rarely have job descriptions. They often need to juggle everything from sales and marketing to operations, technology and finance for years with little compensation, sporadic feedback, and long hours. Yet young entrepreneurs thrive on this pressure: It lets them engage with a myriad of social and intellectual obstacles and triumph based on a mix of talent, grit, and luck.

That prompts the question: Are young people drawn more to startups than the rest of us or are they simply more capable of enduring the heavy personal and financial costs associated with sustained entrepreneurship? Experienced technology investors like Peter Thiel and Paul Graham tend to take the latter, more pragmatic view. In advising hundreds of startups through his seed accelerator Y Combinator, Graham has observed the cutoff for generating investor excitement to be age 32.

But it’s likely that both views apply: Young people are more willing and able to pursue the startup path. And for those of us above the tender age of 32, the career model of young founders also suggests qualities that we should strive for in our professions, no matter how big or old our organizations are: Find a project at work that is impactful, collaborative, and challenging and you might feel some of the same passion that comes with a team building something new for others.

Advertisers, You Need YouTube [Infographic]

Advertisers, You Need YouTube [Infographic]

Video content has experienced enormous momentum in recent years, with YouTube emerging as the digital darling of video seekers and sharers worldwide. The video platform draws 1 billion unique users each month and its ability to catch and keep attention has brought in brands eager to reach those captive consumers. MDG Advertising’s latest infographic highlights YouTube’s astounding numbers of visitors and views, along with the hours spent watching and dollars spent on marketing, and breaks down how brands are channeling their efforts. It’s an eye-opening look at the value of video advertising and illustrates why brands should use YouTube in their social media marketing efforts.

The infographic illustrates the increasing significance of video marketing due to its ever-growing community of loyal users. It explains that video has already caught the eye of marketers who are projected to spend $4.14 billion on the medium this year and invest billions more in the coming years to reach more than $8 billion in 2016. As a result, content marketing has become a top priority to meet consumers’ demand for engaging and informative video content.

Next, MDG’s infographic focuses on the allure of advertising on YouTube and the fact that every company on AdAge’s 100 Leading National Advertisers list is using it to enhance their social media efforts. These video campaigns have delivered impressive results, with the top 500 brands on the platform averaging 884,000 monthly views and 35,000 subscribers. Yet there are still plenty of consumers to capture since these top brands, including Red Bull, Google, Old Spice, Coca-Cola, Samsung, and Volkswagen, average 2.6 million Facebook likes and more than 200,000 Twitter followers. The graphic touches on the top YouTube channels and what they generate socially and financially, and explains how results can go far beyond YouTube. It cites the example of the Old Spice “The Man Your Man Could Smell Like” video advertising campaign, whose stellar YouTube success spawned an 800% leap in Facebook interaction and a whopping 107% rise in sales.The graphic also notes that “Gangnam Style,” the most popular YouTube video ever, saw $870,000 in ad revenue from YouTube.

The graphic offers a glimpse of YouTube’s remarkable growth and reach, showing that 21.7% of Web users visit the video site daily, while nearly 28% check it a few times each week, and 10% visit once a week. Altogether, approximately 60% of Internet users are on YouTube on a weekly basis and more than 100 hours of video are uploaded to YouTube every minute. The infographic shows the video sites favored by U.S. Web watchers and the average time they spend per site. Not surprisingly, visitors have been increasing their viewing time each month, from 3 billion hours in May 2012, steadily rising to 6 billion hours in May 2013.

Finally, the infographic encourages brands to expand their social media efforts by leveraging the influence and exposure of YouTube. As the infographic shows, YouTube offers a captive audience continually searching for fresh and interesting content. Brands would be wise to get involved in this wildly popular video-sharing platform to keep current customers engaged and get new ones intrigued.

ing.com.