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GCSE Business Edexcel 9-1 Introduction lesson- entrepreneurs and enterprise

Subject: Business and finance

Age range: 14-16

Resource type: Lesson (complete)

Last updated

23 August 2024

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This has 2 power point presentations. The ‘Introduction power point’ goes through the lesson covering: • Ice breaker • Understand what is expected from you in the first year of the course • Define the type of people that run businesses • Research the qualities and skills needed to run a business using real examples • Plenary The second power point is ‘Entrepreneur Slideshow’ which reinforces the skills entrepreneurs need and is used half way through the lesson.

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Nvidia's Big Day Is Here: What to Expect When the AI Giant Reports After the Bell

• The maker of chips for AI development will release its latest results after the closing bell today.
• Wall Street expects another bout of triple-digit percentage growth in revenue, led by the data center.
• Results will be key in determining the direction of its stock, which has soared since the start of 2023.
• Motley Fool Issues Rare “All In” Buy Alert

NASDAQ: NVDA

Investors are about to get a fresh look at Nvidia's artificial intelligence chip sales.

Nvidia ( NVDA -6.39% ) is at the epicenter of the artificial intelligence (AI) revolution. It designs the most powerful data center chips for AI development, and demand continues to outstrip supply which is driving a surge in the company's revenue and earnings.

After the closing bell today -- at around 5:00pm Eastern Time and 2:00pm Pacific -- Nvidia will release its financial results for its fiscal 2025's second quarter (ended July 31). The report will give investors a fresh look at the chip giant's sales, and what it expects for the rest of this year.

Here's what you need to know!

Image source: Nvidia.

Wall Street expects another blowout revenue number

Nvidia's official guidance points to $28 billion in total revenue for Q2, representing 107% growth compared to the year-ago period. That might be conservative, though, because Wall Street's consensus estimate has steadily climbed over the last couple of months and currently stands at $28.7 billion (according to LSEG).

Considering Nvidia delivered $26 billion in revenue during the first quarter (ended April 28), which was a whopping $2 billion more than the company had originally forecast, it's no surprise that analysts think a beat is in the cards for Q2.

The data center segment accounted for $22.6 billion of Nvidia's total Q1 revenue. All eyes will be on that number in the Q2 report because Nvidia's graphics processors ( GPU s) for the data center are critical to AI development . According to Wall Street, it could come in somewhere between $24.5 billion and $25.2 billion -- any result above the high end of that range will likely spark a fresh wave of enthusiasm in Nvidia stock.

Tech giants like Microsoft , Alphabet , and Meta Platforms (to name a few) have each committed to spending tens of billions of dollars on AI data center infrastructure this year, and a significant amount of that money will flow directly to Nvidia through GPU sales.

That includes sales of the H100 GPU which set the benchmark for the industry last year, and the more recent H200 which can perform AI inference at twice the pace of its predecessor. But there's also an entirely new generation of chips on the way.

Expect an update on Nvidia's new Blackwell chips

Earlier this year, Nvidia announced a new GPU architecture called Blackwell. It's designed to accommodate trillion-parameter large language models (LLMs) which, until now, have only been developed by leading AI companies like OpenAI .

Blackwell-based GPUs will be capable of substantially higher performance relative to their predecessors, and Nvidia says they will also be significantly more energy efficient.  For example, the new DGX B200 system combines eight Blackwell B200 GPUs and can  train AI models three times faster, performing AI inference 15 times faster, than the older DGX H100 system.

Nvidia CEO Jensen Huang says B200 GPUs will be priced at around $30,000 to $40,000, which is in the ballpark of what many customers paid for their H100 GPUs. In other words, given the substantial performance benefits, Blackwell will make it far more cost-efficient for businesses to access and deploy the most advanced AI models.

According to comments from Huang back in May, Nvidia should have started shipping Blackwell GPUs to customers in Q2, with sales ramping up as the year progresses. However, a recent report by The Information suggests a three-month delay could be due to a technical issue with the next-generation chips.

Nvidia hasn't confirmed those rumored delays, but investors should listen closely for comments on Q2 Blackwell sales and any update to its guidance for the remainder of fiscal 2025. Huang previously said he expects to see "a lot" of Blackwell revenue this year, so any variation to the company's timeline could substantially impact its future financial results.

Here's how Nvidia stock might react

Nvidia stock has soared 765% since the start of 2023, when the AI boom really started ramping up. It's now a $3.1 trillion company, so even a small move in its stock can be worth billions of dollars to its valuation.

While the performance of any stock on a given day is mostly noise, Nvidia reported its Q1 earnings after the bell on May 22, and its stock jumped 9.3% the following day. Remember, the company beat its revenue guidance by $2 billion on that occasion, so it's possible that a similar result this time around could yield a comparable increase in its stock price.

With that said, Nvidia stock is currently trading 7% below its all-time high following a steep market correction earlier this month, and if the company delivers weaker results than expected, its stock could slip into a much deeper drawdown.

However, Nvidia stock appears cheap right now for investors with a multi-year time horizon. Wall Street expects the company to deliver $0.64 in earnings per share in Q2, which will take its trailing 12-month earnings to $2.17. That places the stock at a price-to-earnings (P/E) ratio of 58.3.

Although that's almost twice as expensive as the Nasdaq-100 index, which trades at a P/E ratio of 32, the picture appears very different when looking further into the future. Analysts predict Nvidia will generate $3.81 in earnings per share in fiscal 2026, placing the stock at a more reasonable forward P/E ratio of 33.2.

In other words, as long as Nvidia's Q2 report doesn't produce a negative surprise, its stock looks like a good value at the current price for investors who can stay the course for at least the next couple of years.

Randi Zuckerberg, a former director of market development and spokeswoman for Facebook and sister to Meta Platforms CEO Mark Zuckerberg, is a member of The Motley Fool's board of directors. Suzanne Frey, an executive at Alphabet, is a member of The Motley Fool's board of directors. Anthony Di Pizio has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Alphabet, Meta Platforms, Microsoft, and Nvidia. The Motley Fool recommends the following options: long January 2026 $395 calls on Microsoft and short January 2026 $405 calls on Microsoft. The Motley Fool has a disclosure policy .

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Chapter 1 What is Entrepreneurship

Published by Charles Sherman Modified over 6 years ago

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Entrepreneurship...

Apr 07, 2019

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Entrepreneurship. or How to Turn Your Business Idea into Reality! Ian Duckett – Careers Advisor [Mar 2010]. Learning Outcomes. This presentation will cover: The success factors in start-ups and the motivation and skills that are required to run your own business

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Presentation Transcript

Entrepreneurship... or How to Turn Your Business Idea into Reality! Ian Duckett – Careers Advisor [Mar 2010]

Learning Outcomes This presentation will cover: • The success factors in start-ups and the motivation and skills that are required to run your own business • How to start thinking about your business idea and to decide whether it is a practical proposition • The information that goes into a good Business Plan • Some key messages to take on board There is an accompanying handout ‘Starting Your Own Business’ which can be found on the Further Activities and Resources section of the Business and Commercial Awareness segment of the LearnHigher website

Reality Check – Starting a Business!! If it was easy everyone would do it!!! • 70% of start ups close down within 3 years but remember not all closures are because of business failure. People often sell businesses or take up paid employment. • Running your own business provides you with great learning experience in terms of: Leadership and Team Working Communication and Networking Skills Commercial Awareness Planning and Organisation Adaptability, Flexibility and Resilience Independence

Business Success Depends On ? • Seriously considering your motivation (including appetite for risk!) • Being aware of your own ability, skills and capabilities! • Realistically thinking through the business idea and start-up options • And, if you are starting straight from university, perhaps at the outset, not having too complex a business model!

The MAIR Model Motivation Researchthe market & plan marketing Write Your Business Plan Ability Gather team & plan operations Potential for Success Idea Explore funding & plan finances Negotiate Yourself Into Business Resources Take lots of advice & network

To be successful in business you usually have to offer: Something that is better in terms of quality, process, delivery , service and/or cheaper… OR just you and your team being plain nicer to deal with… …than the competition!!

Serious Questions to Ask Yourself • How committed are you? What are your driving forces? • Are you prepared to work hard and to take risks? What are your goals? • Does self-employment match with personal/family needs? (it’s definitely not a 9-5 job) • Have you the right skills? • Do you know your own strengths/weaknesses? • Are you really good at the core skill required? • Have you a feasible idea or can you find one? (maybe a franchise would be a low entry cost option: look at Kleeneze on www.HowWeEarn.com • Does the idea fill a gap in the market: will it sell??? • Can you find premises, tools/suppliers, staff required ? • Have you a funding need (not easy to get for start-ups!!)? • Can you survive initially on what may be a low income? • Can you build networks for support and development?

Name some: Richard Branson SteliosHaji-Ioannou (Easy Jet) Alan Sugar Anita Roddick Philip Green Martha Lane Fox Clive Sinclair !! SamualCunard !!!! Question What key skill do you think they all have in common? Answer Spotting an opportunity in the market! Who Mentioned Entrepreneurism !!

Entrepreneurism No agreed definition but a good one is perhaps: ‘An entrepreneur is someone who has the ability to recognise or grasp an opportunity and the ability, skill and commitment to manage risk in order to achieve success’ Merseyside Economic Review 2007

Do you have to be an entrepreneur to run your own business? No ! Not all business people are like Richard Branson or SteliosHaji-Ioannou • Entrepreneurs tend to be involved in novel start-ups, new products or services or new routes to market and with fast growing businesses. They often switch sectors. • Most start-up businesses are not novel or fast growing: they are plumbers, hairdressers, small retailers, web designers etc. • Most start-ups are just undertaken by ENTERPRISING people

Enterprising Attributes • Initiative • Flexibility • Teamwork • Leadership • Hard work • Creativity • Planning/organisational skills • Problem-solving ability • Negotiation skills • Calculated risk-taking • Independence/desire to control one’s own destiny • Desire to achieve Note that many of these are exactly the competencies required by the leading graduate recruiters. If you have a go at running your own business it will add to your CV and your ability to answer tough questions on application forms.

Check Your Own Potential to Run a Business • Go to: www.potentielentrepreneur.ca/client (A Canadian site) • 40 questions, scoring 1-4 • Receive a print out to show your responses against a typical entrepreneurs profile !

Ideas into Reality – the Idea It might be: • A ground breaking invention (usually extremely high risk) • A brand new product or service (very high risk) • A new solution to an everyday problem (high risk) • An enhancement to an existing product/service (less risky) • A gap in an existing market that you can fill (less risky) • An interest or hobby that you can turn into a business, possibly part-time at first, and using known contacts (low risk) Make sure that the idea fits with your needs as an individual or your family

Test Your Idea • Get feedback, bounce your idea off others, preferably those with some commercial experience (friends, family, the bank, business advisers etc.) • Remember, above all, there has to be a MARKET and an end CUSTOMER who will pay real money for your product or service. • Identify any weaknesses in your plans and consider the best strategy to overcome them. • Beware ‘Product Infatuation’. It seems a good idea, you think people are bound to buy it, but they don’t. Yet you keep on going and going, throwing more time and maybe money at a likely failure.

Do the Outline Sums Nearly every new business needs some money for : • Premises, equipment, vehicles (capital items) • Stock • Advertising/marketing • Rent or lease payments, business rates (If working from home do you need planning consent?) • Utility costs (heat, light, power) • Transport costs • Your salary/drawings and maybe other staff costs Remember sales are often slow to build up and, unless they are for cash, you might not get paid for 1, 2 or even 3 months. Suppliers to new businesses often want cash! How your cash will flow in and out is the key to survival!!

Use the Venture Navigator Assessment Tool • Free, online 24/7, objective analysis of business viability. • Delivers benchmarked report of individual business situation and points user towards resources, both web based and physical, that can offer relevant solutions • Over time user can return to report to update information and seek further support and guidance • System developed by 7 major universities including Cambridge, Warwick and Liverpool plus other institutions including National Council for Grad Entrepreneurship - www.venturenavigator.co.uk

Write a Business Plan ??? WHY: • Makes you think through the idea in some depth! • It is a test to see if your idea will stand up to scrutiny! • Usually essential if you want to borrow money ! • Provides an ongoing reference point for when you are in business!

Business Plan Tips • Before you start writing, think where you want to be in 3 to 5 years time, outline your vision • Address it to the appropriate audience, be that financial or technical: it must be readable and understandable • Many people start with the ‘back of an envelope’ approach and develop that into a marketing/funding feasibility study and ultimately a full blown business plan • Most important areas are management, sales generation and cash flow: you must understand your numbers!!!!! • Be clear and concise, between 10 – 15 pages, 20 max

Your Business Plan – should cover these broad areas: • Business description and vision. • Outline of your/your team’s background, skills and experience • Product or service detail • Marketing analysis including competitor detail and your strategy • Operational requirements • Detailed financial requirements • Risk evaluation • All of the above are usually précised in an Executive Summary which forms the first section of the completed plan. • Numerous templates are available online from agencies and banks. • More detail is set out in the accompanying handout and the slides at the end of this presentation

Some More General Points !! • If you need funding then your knowledge and experience (and that of other members of your team) are key: Management/Management/Management is the investor mantra!!! • If you have no experience think about getting it first!! • Choosing the right legal status needs careful thought. • I would recommend Sole Trader or Limited Company. Partnerships can be fraught when things go wrong.

Funding • It is better to have 70% of something than 100% of nothing. People will not invest risk capital without a reasonable stake and return. • Commercial lenders like to see you invest some real money into a project before they will lend. That ties you into the business and means you are less likely to give up if the going gets tough. It used to be £ for £ but with schemes like SFLG it can be 20/80 or 30/70 • Don’t try and fund long-term purchases (property/equipment/cars etc.) with short-term money (Overdraft/Credit Card)

Customers are King!! • Customers can be difficult and sometimes expensive to find, make sure you look after the ones you have! • Just printing a few leaflets or having a website is not enough. People have to find that website and you need to know about internet search engines. • If you are planning to sell to large companies such as the major supermarket chains there is a long and rigorous process that has to be followed. Products are often trialled in a small number of outlets before being sold across all outlets. Can you gear up production? • Remember your customers are your best sales brochure!!

Other Events/Resources • Use ‘Venture Navigator’ site to initially evaluate your idea www.venturenavigator.co.uk • General business advice from www.businesslink.gov.uk • Look at NCGE site www.ncge.org.uk • NCGE sponsor ‘Flying Start ‘ programme that offers a series of 1-3 day, free business training events www.flyingstartonline.com

Business Planning The following slides show, in more detail, the areas to be covered by a Business Plan

Business Description & Background • Business Aims and Objectives incorporating what you are seeking by way of investment and other funding • History of Development and any Trading to date • Current or proposed Legal Status (E.G. Sole Trader, Partnership, Limited Company) • Details of You and other key personnel. Your experience in the industry/sector and professional or other qualifications

Product or Service and Marketing • Provide full detail of your product or service. • What specific market are you targeting? • Details of any major customers/target customers groups • What market research have you undertaken, why will people buy your product/service? • How will you cost/price your product/service? • Who are your competitors? • What makes your product/service better, faster, cheaper or nicer than the competition? Effectively what is your USP!!

Operational Requirements • How will the product be made and sold or how will the service be delivered? • What premises and equipment will be needed at the outset and as the business develops? • What staff will be needed both initially and as the business builds up? • Can those staff of the right quality be found and trained?

Financial Information • Monthly profit and loss, balance sheets and cash flows are usually required for 3 years • You must fully understand these figures even if you get specialist help in their preparation • Detail the assumptions made in the preparation of the figures (E.G. in sales growth, in profit margins, in payment terms) • You must understand those assumptions • If you need to borrow to fund asset purchases then assume that borrowing is available and bring the finance costs and repayment projections into the plan/forecasts

Risk Evaluation – SWOT Analysis • Outline Strengths and Weaknesses of the business and yourself. • How can any known weaknesses be overcome? • What opportunities exist and how can they be exploited? • What are the threats, including the competition, and how can they be overcome or mitigated?

Executive Summary (Comes first in the plan document but usually written last!) • Brief Overview of the business/proposed business outline your vision 3/5 years out from start up • Say who you are, role in business, background and qualifications. Also detail other key members of team • Summarise how you will trade and why there is a market for your product or service (and justify claims if you can) • Summarise current financial position • Summary of Forecast P&L, Balance Sheets, Cash Flows • Outline funding needs in terms of: • Asset finance (Capital purchases) • Working capital (Funding sales costs and day to day expenses, pending invoicing sales & then the receipts from those sales actually being received)

Final Message!!! If at first you don’t succeed, don’t give up!!!! BBC Dragons Den rejected these two ideas: • ‘Stabletable’ - gadget for levelling wobbly tables. Product made in China. Has deals in US and UK (here with wholesaler who supplies Tesco & Asda). Turned down for £90k investment. Sales now £1m+ • ‘Trunki’ - children’s sit-on suitcase. Started with £4k from Princes Trust. Had a minor design fault when demonstrated on the show. Wanted £100k for 10%, was offered £100k for 50%, didn’t accept. Product now stocked by John Lewis, Next, Mothercare, Harrods, Fenwicks. Walmart deal pending. Sales circa £2.2m p.a.

A Little About Me! (the author) • Currently Part-Time Careers Adviser • 1998 – 2005 Merseyside Special Investment Fund Investment Manager Objective 1 Fund lending money to Merseyside SMEs including Start Up Businesses • 1963 – 1998 Barclays Bank North West Region. Posts included: Assistant Operations Director (1995 -1998) Regional Personnel Manager (1990 -1995) Branch Manager 3 Branches (1981 -1990)

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Exploring Entrepreneurship

• Entrepreneurship is the process of starting a new business.
• Just having a good idea is not enough. Entrepreneurs must be motivated to work hard.
• Thinking like an entrepreneur can also help you do well at school, home, and in your community. When you think you show that you are creative, independent, and responsible.
• Three ways to think like an entrepreneur even when you are not running your own business are.
• Observe. Keep on the lookout for chances to learn new skills and accept new responsibilities.
• Listen. Pay attention to what others have to say.
• Think. Instead of complaining about a problem, analyze it. Then suggest possible solutions.

Chapter Think Like an Entrepreneur

Recognizing�Entrepreneurial Rewards

• Since entrepreneurs have the final say in all business decisions, they are ultimately responsible for success or failure of their businesses.
• An entrepreneur must evaluate whether the potential rewards are worth more than the drawbacks and risks they take.
• A successful business lets entrepreneurs earn enough so that they fulfill their needs and wants without depending on others.
• Entrepreneurs also benefit in other ways:
• Entrepreneurs achieve pride and personal satisfaction from starting and growing a business.
• Entrepreneurs get to make your own rules.
• Being an entrepreneur opens up opportunities that help make their community and the world a better place in which to live.

Recognizing�Entrepreneurial Risks

• Risk refers to the chance of danger or loss. In terms of business, it usually refers to the risk of losing money.
• An entrepreneur invests money, time, and energy in their business in the hope of receiving greater rewards, or benefits.
• Other risks for entrepreneurs include:
• Unexpected problems are challenges for which you are unprepared.
• Unreliable income is when the amount of money you pay yourself changes month to month.
• It’s not unusual for entrepreneurs to work a lot of extra hours to make their businesses successful.

Developing the Characteristics� of an Entrepreneur

• Most entrepreneurs share similar characteristics that make them suited to starting a business.
• Entrepreneurs also have certain skills that help them succeed.
• If you keep a positive attitude and believe in yourself, you can develop many of the characteristics and skills needed to be a successful entrepreneur.
• The qualities of an entrepreneur include:
• Entrepreneurs have courage.
• Entrepreneurs are curious.
• Entrepreneurs are disciplined.
• Entrepreneurs have empathy.
• Entrepreneurs are honest.

Entrepreneurial Skills

• Some of the basic skills entrepreneurs need include:
• Business skills: Understanding how to create and manage a business
• Communication skills: The ability to listen, write, and speak well
• Computer skills: The ability to use technological tools effectively
• Decision-making and problem-solving skills: Knowing how to apply logic, information, and past experiences to new decisions and problems
• Mathematical skills: Using math to create budgets, keep accurate records, and analyze financial statements
• Organizational skills: The knack of keeping tasks and information in order; the ability to plan well and manage your time
• Relationship skills: The ability to persuade and motivate people; knowing how to be a leader and to work as part of a team

Entrepreneurial Keys�to Success

• You can increase your entrepreneurial potential by focusing on six specific areas:
• Business knowledge. Make a habit of reading magazine and newspaper articles on business topics.
• Financial skills. Strengthen your math skills by taking a course in accounting, personal finance, or investing.
• Career exploration. It’s never too early to start thinking about your career.
• Community awareness. Look for opportunities to become involved in your community.
• Education. Take advantage of opportunities to learn new things, ask lots of questions, and work hard to do your best.
• Relationships. Spend time with people who believe in and inspire you.

Chapter Review

• Rewards are the financial returns an entrepreneur earns from their businesses.