Being an entrepreneur is an attitude

"Intelligence consists not only in knowledge, but also in the ability to apply knowledge in practice" Aristotle, 384AC-322AC

Study on entrepreneurship

1.- Introduction and brief concepts

For some decades now, we have lived in a time of great and dizzying technological advances that have affected society as a whole, being able to visualize that the only thing that seems really stable in the immediate future is change. This concept that could be paradoxical in reality is not. They simply feed us a lot of news on a daily basis about new advancements, improvements from earlier creations that quickly became obsolete, and modern management trends that suggest ways to adapt to change. Many authors have published novel texts that induce us to reflect on the future approach that modern commercialization will have and also allow us to let our imagination fly regarding many issues and thoughts that once seemed taken from science fiction,and that today are gradually becoming reality. Personally, I was born at a time where we had a black and white television, spent more time on the streets with friends, and created simple games that challenged creativity. But we did not imagine that one day the devices shown in series such as Star Trek or in other novels could begin to be manufactured and perfected in a few years: devices to communicate easily (current cell phone), a machine that with the press of a button allowed to obtain fast food (microwave oven), another that they called tricorder and that supposedly allowed to probe the state of life of another animated being (current advances in medical devices of ultrasound, scanner and nuclear resonance), a computerized machine that played chess,or that it was connected to the human brain to capture their thoughts and translate them into concrete actions. Anyway… the point is that all these creations and innovations when they are created and accepted by the market, have not been obtained as a result of chance, but from constant research, trial and error tests, previous failures, a lot of injection of financial resources, technical and intellectual, who are run by many companies with leaders who are truly special and visionary.that are run by many companies with leaders who are truly special and visionary.that are run by many companies with leaders who are truly special and visionary.

I comment on this introductory because I perceive a correlation between the quality of the goods that we have today and that have become common in our daily lives, with respect to the people who have allowed directing and putting into practice these resources in recent times, more and more perfected and with multifunctional adaptations. Many entrepreneurs with special characteristics have known how to adapt over time, applying their expertise, knowledge, aptitude and attitude in applying their strategies, atypical styles of leadership, and have shown a spirit beyond that categorized as normal for any administrator: these leaders are entrepreneurs who working as a team, surrounding themselves with the best professionals at their disposal,Assuming reasonable risks for them that are not always shared by other entrepreneurs and making efficient use of information, they have allowed our modern society to come of age where it tends to think that the only limit to new future creations seems to be only in our capacity for imagination, waiting for these ideas to be adopted and funded to put them into practice.

The definition of an entrepreneur, curiously enough, has only one meaning in the dictionary: "Who undertakes difficult or hazardous actions with resolution." In addition, we see how one of the definitions of the action of undertaking in the same dictionary comments: "To undertake and start a work, a business, an endeavor, especially if they involve difficulty or danger."

That is, the term entrepreneur is conventionally associated with that person who can start, face and solve difficult or dangerous situations. However, in the business world, the concept has been linked rather with those people who, having special conditions, whether innate or learned, as a result of their perseverance, business sense, leadership style and positive attitude, manage not only to start a work, but to maintain it, perfect it, make it grow productively, successfully overcoming challenges, generally creating some activity (or leaving it planted, without necessarily seeing its final results), service, product, method or process that allows them to distinguish themselves from a common administrator or any professional..

We know that there are entrepreneurs who without even formal studies have created companies from below, they have arisen with sacrifice, they see bad experiences as real opportunities to learn from their mistakes, taking advantage of past experiences, having particularities that distinguish them from the rest: positive attitude, independent spirit in their decisions, taking advantage of information that others only see as data without added value, a good level of acceptance of failures that would destroy others, and a lot of perseverance. They are not super men, but they are different: they are people who know how to adapt, they have that "gift" that their independent spirit gives them, they give themselves an account of their management, problems and successes, make calculations and design strategies sometimes in a intuitive, risk, proactively inform, push,they motivate and know how to work as a team… they see the glass half full.

Many of the causes of the characteristics of entrepreneurs have been studied, but few people have these conditions. At least in Chile we still live in a country where professionals about to graduate generally think about where they will provide their services and efforts for the owners of the companies, and they do not concentrate mainly on generating new services of their own for others. This attitude is because we see it as a risk that we are not willing to assume: it is that the costs of creating a business are too high, it is that we do not have the expertise in a certain field that interests us, it is that we are risk averse and it gives us more security to be good employees than good contractors. These thoughts may be valid, not all people think the same,and they will depend in a certain way on the level and lifestyle that we are willing to assume considering the personal experiences we have had. I believe that it is not cowardly not to face challenges on your own or totally independently, since simply people have different views to manage their lives according to their own personal expectations and professional ambitions. After all, the entrepreneurs themselves, being generally independent entrepreneurs, must hire professional services from those who are not like them to carry out their projects, business ideas, plans or innovations. One could not coexist without the other, for which I have the personal conviction that a true symbiosis has been generated:If we were full of entrepreneurs and no one to put their ideas into practice in an organized way, it is possible that we would not be able to obtain the level of products and services that we are currently used to.

Considering that only in one of the famous Internet search engines there are more than 5.2 million topics related to the entrepreneurial concept, the following explanation has caught my attention: “in economics, business, finance, etc., the concept has the more specific sense of being that individual who is willing to take an economic risk. From this point of view the term refers to who identifies an opportunity and organizes the necessary resources to implement it. It is common to use this term to designate a person who creates a company or finds a business opportunity, or someone who starts a project on their own initiative. It has been suggested that being an entrepreneur is one of the essential qualities of an entrepreneur or businessman, along with innovation and organization.Perceptions research describes the entrepreneur with terms such as innovative, flexible, dynamic, risk-taking, creative, and growth-oriented. The popular press, on the other hand, often defines the term as the ability to start and operate new businesses.

From the above it follows that, moving away from the simple concept obtained from the dictionary and linking it now specifically with the business world, we are in the presence of a concept that would allow obtaining a kind of archetype: the entrepreneur is someone who not only manages, but also that he takes financial risks and takes advantage of occasions that for others might not seem logical, and that one of his common characteristics is intuition, personal characteristics and perseverance in achieving his objectives, goals and purposes.

2.- Objectives

The main objective of this work is to expose different perceptions that some authors have about entrepreneurs, as well as certain myths that have been generated about this topic.

We must consider that the human being is tremendously complex, and the term entrepreneur has been associated rather with certain anthropological characteristics that are worthy of study, based on the opinions of experts on the subject. As a constitutive part of intellectual capital, I find it appropriate to take on the challenge of trying to summarize certain characteristics of entrepreneurs that are common to them, and that allow us to have a more complete idea about their psychology.

3.- Origins and evolution of the concept

The term entrepreneur derives from the Spanish word undertake, which comes from the Latin in, en, and prendĕre, catch or take, originally applied -both in Spain and other countries- to what would now be called adventurers, mainly military, meaning that later evolved to have commercial connotations. The word was defined for the first time in the Dictionary of Authorities of 1732, still with those connotations, as: «The person who undertakes and is determined to do and execute with resolution and determination, some considerable and arduous operation of which they also claim to have been an effortless and enterprising lord of remarkable feats, like his father "(Lat Aggressor. Intentator. Ocamp. Chron. lib. I. ch. 24).

This meaning and evolution is closely related to the French word entrepreneur, which appears at the beginning of the 16th century. In the early 18th century the French extended the meaning of the term to builders of bridges, roads and architects.

Thus, for example, L'Encyclopédie defines the term entrepreneur as "it is generally said of the person who is in charge of a work: a manufacturing entrepreneur, a construction entrepreneur, is said by a manufacturer, a contractor bricklayer".

In the previous sentence the translation is difficult since the meaning of the words has changed. But it has been suggested that the meaning of the French phrase - unlike the Spanish - is related to the person who obtains a contract with others and is in charge of its execution, what in Spain was called at that time «master of work »-Characters such as Carlín or Alonso Rodríguez- or a contractor in its original sense: those who received real contracts -in the system of the Casa de Contratación de Indias- and, in general, those who contracted some goods to order. The element of risk is not greater, since such characters financed their activities based on the existence of a contract with some authority and their income was, in general, insured.

In 1755 Richard Cantillon definitively changed that sense of the word, transforming it into the will or ability to face uncertainty. Cantillon postulates that the result of all activity is uncertain, implies a risk, and someone has to assume it with the hope of reward in the future and uses the term “entrepreneur” to designate that individual, with which its meaning becomes a taker. risk instead of being someone who took a salary.

Later the meaning of the word “entrepreneur” as “entrepreneur” was generalized to identify economic risk takers.

4.- In order to analyze the different proposals that some authors have on the subject, I have allowed myself to select the following texts in order to summarize their arguments, issue conclusions, make comparisons and provide criticism of their postulates:

4.1.- Report: "What moves entrepreneurs?" by María José Goycolea.

In this text, the author begins with a historical summary about "the myth of the garage", alluding to the beginnings of Hewlett Packard whose origins date back to 1938-1939 when William Hewlett and David Packard gave the initial footing to what today we know as Silicon Valley in Palo Alto, California. The report The Legend of the Garage, written by Pino Audia and Christopher Rider, assistant professor and PhD student at the Hass Business School of the University of California at Berkeley, respectively, and published in Trend Management in 2006, argues that the HP garage It is the most famous example of a widespread belief in the United States that entrepreneurs often start their companies in garages, as other celebrities such as Walt Disney and Steve Jobs did. However,Currently the garage not only represents the “source of the entrepreneurial spirit”, but has also been transformed into a symbol that evokes icons that represent the generation of innovative ideas, effort, ingenuity, the rejection of the status quo and the freedom to work for oneself.

However, researchers have shown that most successful entrepreneurs have good ideas and “acquire the social and psychological resources necessary to form new companies through previous experiences in existing organizations. Entrepreneurs are often organizational products, ”says the article published in the June-July 2006 issue. In this sense, Pino and Rider say that the creation of a new business is an eminently social process.

In addition, the researchers conclude that the legend of the garage "paints a portrait that does not resemble the process by which many individuals become entrepreneurs." According to them, the greatest danger of this belief lies in promoting the image of a lonely individual, when in reality there is a social context that contains and conditions it.

The intuition of having a good idea, the desire for independence and the illusion of seeing their project carried out, are the main drivers or motivations of entrepreneurs. The difference between business executives and entrepreneurs is that the latter "are not driven only by lucas, but by the fascination of putting together a story, of seeing your project in progress," says Ulrico Schwarzenberg, general manager of Warehousing Valle Grande SA, an undertaking that was conceived at the end of 1997 and finally took shape in mid-1999. There are even some entrepreneurs who never see their project fully assembled, since its projections may be much higher. We already see the case of Gaudí, who planned the construction of one of the most important cathedrals in the world, the Sagrada Familia, knowing that he would never see it finished.However, the satisfaction lay in the future realization of a project that would have effects far beyond what he could make tangible. Schwarzenberg points out that "entrepreneurs are risk takers, they are players intoxicated by the vertigo of a good idea and the illusion of seeing their project come to fruition." This executive also raises what, in his opinion, are the three main corollaries necessary for an enterprise to be successful:are the three main corollaries necessary for a venture to be successful:are the three main corollaries necessary for a venture to be successful:

• Have a good idea. According to Schwarzenberg, it takes a lot to find a good idea. "You can have a lot of innovative ideas, but that doesn't mean they are good." This does not always mean that the idea is a new invention, because to be successful it is not necessary to reinvent the wheel, to know and be known in the market where you intend to start. "Do not get into what you do not know," advises Schwarzenberg, ensuring from his own experience that if the entrepreneur does not know the business or operate in the environment he wants to enter, he will have too many barriers to success. Ulrico Schwarzenberg points out that it is advisable to have a recognized prestige in the sector in which the business is to be developed and hopefully to have good contacts, as this will greatly facilitate the entry into the business. "When nobody knows you,it is much more difficult for them to buy the idea. On the other hand, if you know the market and the market knows you, it validates you, you generate trust and many doors open for you. ”Having good partners. Schwarzenberg argues that it is necessary to know how to choose very well partners. "Understanding well with the partners, being able to trust them and that they support you in the creation of a project is essential." At the end of the day, the partners are part of the business, even if the idea comes from the manager, so if there is a bad relationship between them and the main entrepreneur, the project will hardly come to fruition.being able to trust them and have them support you in creating a project is essential ”. At the end of the day, the partners are part of the business, even if the idea comes from the manager, so if there is a bad relationship between them and the main entrepreneur, the project will hardly come to fruition.being able to trust them and have them support you in creating a project is essential ”. At the end of the day, the partners are part of the business, even if the idea comes from the manager, so if there is a bad relationship between them and the main entrepreneur, the project will hardly come to fruition.

Particularly, in my opinion I share the first and last proposal of Schwarzenberg, but I consider that it is not absolutely necessary to be known in the market where you intend to start. An example of this is the life and work of Thomas Alva Edison, who out of nowhere and with much perseverance and experience as an innate and self-taught researcher, managed to “lock” electrical energy in a light bulb, literally changing the face of the earth with his invention and many more that could not be mentioned in this study. Edison, in my opinion, is the prototype of inventiveness and entrepreneurship together. His anecdotal story is known when he almost lost all his investments for a job that the English who had hired him for a specific project did not pay him.However, after a few years, he managed to organize and have a true empire even greater than before that impasse, thanks to his remarkable power of reaction combined with great optimism and desire to continue creating innovation. Edison was, in his broadest definition, a complete entrepreneur.

The report by María José Goycolea also provides a new concept, referred to "minipreneurs", understanding this word with which the North Americans call the most recent acquisition in the category of entrepreneurs. Translated into Spanish it would be something like a mini-entrepreneur or mini-entrepreneur, although this concept could be confused with the manager of a mini-SME. This new profile of entrepreneurs is distinguished by grouping those professionals who want to form their business while risking as little as possible and with the least amount of capital possible. The businesses that minipreneurs undertake are marked by the relevance of the Internet and new technologies, which allow the assembly to be carried out with a minimum investment. For this reason, many of these entrepreneurs develop a project parallel to their traditional work,because technology allows it. The most emblematic case of minipreneurs are Fred Durham and Maheesh Jain, who in a California garage - paying homage to the legend - set up their office after having ventured into several businesses related to Internet services together. They only had a couple of computers, their own brains, and a single employee: Fred's mother. This is how they started with www.cafepress.com, where users send their designs to stamp on t-shirts, mugs and other things, and then sell them through the same medium. Seven years later, the company has more than 200 workers, a catalog of products subscribed by over 35 million users and 1.4 million subscribers who maintain the virtual store.who in a garage in California -paying homage to the legend- set up their office after having ventured together in various businesses related to Internet services. They only had a couple of computers, their own brains, and a single employee: Fred's mother. This is how they started with www.cafepress.com, where users send their designs to stamp on t-shirts, mugs and other things, and then sell them through the same medium. Seven years later, the company has more than 200 workers, a catalog of products subscribed by over 35 million users and 1.4 million subscribers who maintain the virtual store.who in a garage in California -paying homage to the legend- set up their office after having ventured together in several businesses related to Internet services. They only had a couple of computers, their own brains, and a single employee: Fred's mother. So they started with www.cafepress.com, where users send their designs to stamp on t-shirts, mugs and other things, and then sell them through the same medium. Seven years later, the company has more than 200 workers, a catalog of products subscribed by over 35 million users and 1.4 million subscribers who maintain the virtual store.their own brains and a single employee: Fred's mother. So they started with www.cafepress.com, where users send their designs to stamp on t-shirts, mugs and other things, and then sell them through the same medium. Seven years later, the company has more than 200 workers, a catalog of products subscribed by over 35 million users and 1.4 million subscribers who maintain the virtual store.their own brains and a single employee: Fred's mother. So they started with www.cafepress.com, where users send their designs to stamp on t-shirts, mugs and other things, and then sell them through the same medium. Seven years later, the company has more than 200 workers, a catalog of products subscribed by over 35 million users and 1.4 million subscribers who maintain the virtual store.

Making a comparison with the reality of the Chilean market in 2007, the author refers that in Chile carrying out this type of commercial adventure is not entirely successful and carries its own risks. The issue of requiring an investment, third-party contract, lack of visualization of the Internet network as a potential market (they see it more as just a communication tool), and the tax system that does not motivate the realization of this type of Entrepreneurship, added to the bureaucracy of creating companies of this kind, makes the cost of entry still very high.

Among the main weaknesses in the national context, loans with expensive interest, high relative taxes compared to large companies (specifically stamp and stamps), obstacles to closing a company (to open a company in Chile the average time is three months, but to close it there are cases of up to six years), many state and social supervisory agencies for paperwork (Internal Revenue Service, health services, Civil Registry, municipal permits, own permits of the agencies that have direct concern with the business area that you want to open), among other impediments that further bog down the initiative to undertake, such as the high cost of dismissals, hiring and severance payments,tough audits and problems that affect proper management such as deficiencies in carrying out a good business plan or hiring a suitable board of directors.

As a way to correct the main problems posed by the Santiago Chamber of Commerce as causes of the weaknesses of SMEs, five basic recommendations are proposed that are supposed to contribute to encourage entrepreneurship:

• Acquire the necessary knowledge to start the new business Investigate the business niche and the market Conduct a market study: market size and main competitors Plan and prepare a written business plan Do an adequate and realistic cost study. Experts recommend considering three times more money than budgeted, in order to beat eventualities.

Regarding these issues, and as a critical contribution, it strikes me that the author has derived in treating the SME issue as a kind of precondition for understanding entrepreneurship. Although it has been determined that the employment generated by SMEs at the national level represents more than 80%, that they affect 25% of Chile's GDP, and that 49% of exporting companies are SMEs (all figures as of 2007, date of the article), then it is understandable the importance that he has given in his text. However, personally, it is strange that a differentiation is not made between the concept of creating a “normal” SME versus creating the conditions for more entrepreneurs to exist. Nothing has been said about creating instances of permanent training for the entrepreneur, in any body that classifies the entrepreneurial risk,in giving guidelines that facilitate the start without excessive administrative procedures required by the authority, in fostering permanent communication spaces between innovators and financiers, since many of these potential geniuses can be trapped simply in obtaining monetary resources and in which nobody has their ideas were received in a timely manner due to the lack of a transparent and massive channel to carry them out (simply due to ignorance of the ideas or projects they propose). In short, despite the fact that the main sources of financing that entrepreneurs can resort to, such as "angel investors", Corfo's Seed Capital and Venture Capital have been named in the text,It does not delve into how the different agents that enable these investments could transparently detect and classify the most innovative ideas of entrepreneurs.

What exists today I see more as static alternative sources, as a channel that presents different offers that is waiting for the demand of promising microentrepreneurs, but not necessarily from those entrepreneurs in their real definition. In other words, if an entrepreneur does not have angel investors, does not have 20% of their own funds to finance their idea through seed capital, and does not know who their potential risk capital investors could be, they could also be condemned to save their innovative ideas due to the lack of suitable, timely and transparent information, especially if all you know are the cumbersome procedures required to create a business. In this way, in my opinion, not to take assertive measures that further promote the quality of information,Unfortunately, we could be encouraging the flight of ideas and promoting the associations of our entrepreneurs with foreign partners who could be in a position to more efficiently welcome their concerns in terms of creativity and innovation.

4.2.- Text: “The Myth of the Entrepreneur”, by Michael E. Gerber.

The author presents a program of practical exercises through which he clarifies the vision and passion for a business. The principle of "not working in our company, but working for it" is put into practice in all aspects that make up a modern company (marketing, finance, management, customer satisfaction, generation of opportunities, etc.).

The "Entrepreneur Myth" lays out reasons why most small businesses fail and explains what successful people do to increase prosperity. For the author, the main problem is that a large part of small businesses are not founded by true entrepreneurs, but by technical people who believe they are entrepreneurs. A carpenter, a hairdresser, a lawyer or a cook erroneously assumes that their knowledge of technical aspects (being able to assemble furniture, to style hair, to defend a defendant or to cook) is enough to start their business running. However, just knowing how a business works is not really enough to make that business work.

Between a technician and an entrepreneur there is a big difference. The former builds his business on his knowledge, talent, interests and aptitude that he possesses. He spends his time, energy and life earning a livelihood, independence and a few assets at the most. The entrepreneur, for his part, creates something new, a company, and thereby releases an enormous amount of energy that exponentially increases his financial, emotional and mental capital. Over the years you learn to develop an organization, use your creativity, create value for the people around you, and earn income that exempts you from working out of necessity. The time spent in the business may be the same as that of a technician, but the result is very different. A true entrepreneur founds companies like Starbucks, Wal-Mart or Google,while a technician will only be able to create another job in his profession.

For the author, anyone can go from technician to entrepreneur (that is to say, overcome "the myth of the entrepreneur") if he is willing to rethink the fundamentals of his business from the beginning and, with this, put into practice the seven guidelines that are described below:

• Business leadership. The first challenge for a business leader is to learn to live with the word, get used to it, accept its relevance and the responsibility derived from it. The term “leadership” gives any activity a seriousness that it would not have if it were carried out by someone else. The leader must know how to perceive the differences between what has weight and what does not contribute anything substantial. Concentration is what makes differentiation possible. Marketing leadership. A marketing leader is the person, within the company, who is most committed to the creation of the brand and its growth, regardless of the volume of business that said company has. The differentiation of a brand is its most salient aspect, without which all marketing is doomed to failure.The first thing a marketer needs to worry about is their company's brand identity - what the company owns, what it does, looks like, and how it performs compared to all others. Their job is to ensure that all those who come into contact with the company perceive this distinctive peculiarity: customers, investors, suppliers or employees. Effective marketing creates brand awareness, acceptance, and preference Financial leadership. The work of the financial leader in a company should be a reflection of the vision of the business leader. Your main task is to build a financial model and determine the options for that vision to become a reality. It can be said that work,The mission and responsibility of a financial leader are directly proportional to the magnitude of the business leader's vision. The main objective of a financial leader is to maximize the value of the company. Your financial strategy will be more effective if you understand the company as a "black box" that receives money, adds value to it through its business system and returns more than it has received, thus increasing the value of the company.. Change is a constant in any business in the modern global economy. In this context, the success of companies depends both on the favorable disposition of their leaders towards it, and on their ability to resort to this change in order to improve products and services.Those companies that create high-performance work environments always keeping their vision in mind, creating structures that adapt to their objectives and providing their staff with tools to obtain the expected results, will be in optimal conditions to attract customers, motivate their suppliers, awaken the investor interest and reassure your creditors. To create such a high-profit environment, a leader must make the vision of the company clear to his employees and integrate it into their daily lives. Customer Satisfaction Leadership. The goal of a leader dedicated to promoting customer compliance should be the design, implementation and refinement of operating, training and management systems that, to customers, make the company stand out above the rest.Coordination between these three systems is the essential condition to achieve optimal customer satisfaction. The correct integration of systems is measured by the ability of the company to maintain a lasting relationship with its customers. The evaluation of customer satisfaction is the basic requirement to understand and be able to take into account their main wishes. In addition to the design of a product or service itself, the three main processes are evaluated, planned and measured: production (for example, testing, purchasing of parts, assembly, quality control or packaging of a product), delivery (by mail, in stores, home, etc.) and customer service (toll-free information phone, operation demonstration, warranty, etc.). The evaluation,Planning and measurement of these three processes must start from the current state of each of them in a given company. This includes the identification, the description of data and results, the estimation of costs, the selection of the main indicators, the establishment and documentation of the baseline for the main indicators, plus the monitoring and periodic review of the same. opportunities. In the E-Myth vocabulary, “opportunity” means any opportunity to enter: request for information, show of interest, complaints or any contact that the company establishes with its real or potential clients. Opportunity conversion means, in this context, a process by which a company converts an income opportunity into actual income.The opportunity conversion process should be designed in such a way that the maximum number of customers and not sales is obtained from it. A sale is just the result of having the right product for the right customer in a process where customer needs are paramount. The purchasing decision of potential customers will be influenced by seven aspects: information, understanding, clarification of needs, advice, assistance, trust and the sale transaction itself. The purchasing needs of individual customers will be influenced by their perception of the impact the purchase will have on them and by their confidence in deciding to do so. The primary goal of any lead conversion leader should be to meet the needs of each customer,in such a way that he finds reasons for a decision, fundamentally emotional, that made him contact the seller. The leadership of the generation of opportunities. A lead generation channel is any method, medium or vehicle that a company can use to convey its message to its target markets or potential customers (press, television, Internet, posters, events and promotions, brochures, public relations, word of mouth advertising to mouth, etc.). Channels are the "how", while message is the "what" of a company's value proposition. Together, they attract attention and make an impression on customers that makes them respond favorably. The right channels,Combined with the best messages, they arouse interest in the offer and make it easier for the customer to establish a mutually beneficial relationship with the company. Opportunity generation channels are so many and so different from each other that finding the most appropriate for each individual company seems like a difficult task. However, it is less so if a few objective and subjective criteria are taken into account, such as the reach of each channel (number of people exposed to it during a specific period of time), market coverage (or percentage of the market objective achieved, which is obtained by dividing the reach by the total number of the market population), the cost of the channel per message, the frequency (number of times an individual is exposed to a message),the adaptation of the channel to the lifestyle of the target market, the credibility or level of trust that the public has in the channel) or intimacy (the degree to which a certain channel fosters a close and personal relationship between the client and the message). The culmination of the lead generation process is a plan for its implementation. The recommended format typically consists of a general positioning statement, monthly lead generation plans, and monthly monitoring calendar. The overall positioning statement should state the target market. For its part, while the monthly plan offers an overview of the lead generation activities, the control calendar must provide the details for carrying out each of these activities.the credibility or level of trust that the public has in the channel) or intimacy (the degree to which a certain channel fosters a close and personal relationship between the client and the message). The culmination of the lead generation process is a plan for its implementation. The recommended format typically consists of a general positioning statement, monthly lead generation plans, and monthly monitoring calendar. The overall positioning statement should state the target market. For its part, while the monthly plan offers an overview of the lead generation activities, the control calendar must provide the details for carrying out each of these activities.the credibility or level of trust that the public has in the channel) or intimacy (the degree to which a certain channel fosters a close and personal relationship between the client and the message). The culmination of the lead generation process is a plan for its implementation. The recommended format usually consists of a general positioning statement, monthly lead generation plans, and monthly monitoring calendar. The overall positioning statement should state the target market. For its part, while the monthly plan offers an overview of the lead generation activities, the control calendar must provide the details for carrying out each of these activities.

Communication with customers is one of the critical aspects of any business; Hence, choosing the right channel is decisive for achieving tangible and lasting results, in the form of greater recruitment and a closer bond between customers and the company. A correct channel is, in short, one that treats customers as people and recognizes their needs and preferences, and thanks to which a company manages to further strengthen its differentiation with respect to its competition.

In my opinion, the seven recommendations that the author makes, referring to real advice for any entrepreneur to go from said condition to the qualification of an entrepreneur, are very similar to the considerations that are made in a strategic planning process, understood as the systematic evaluation process of the nature of a business. In strategic planning, objectives, goals (measurable objectives), strategies and, fundamentally, the means to carry out these strategies are established. The spirit that is captured from the author's proposal is that taking into account the styles and types of leadership that should be applied in each area of ​​the company, from administrative, financial to commercial aspects,It is possible to somehow establish guidelines that allow structuring the key aspects that an entrepreneur should adopt to be successful in his business, and not become a technician of something specific. Deep down, I understand that I would be trying to explain steps to “professionalize the technicality”, turning a technocratic entrepreneur into a generalist who understands that leadership in all functional aspects of the company is vital to carry out entrepreneurship, and that it must understand the business process in a more global perspective, not only internally, but also with more contacts outside the company and focused mainly on the customer.I understand that I would be trying to explain steps to “professionalize the technicality”, turning a technocratic entrepreneur into a generalist who understands that leadership in all functional aspects of the company is vital to carry out entrepreneurship, and that he must understand the business process in a more global perspective, not only in internal terms, but also with more extra-company contacts and focused mainly on the customer.I understand that I would be trying to explain steps to “professionalize the technicality”, turning a technocratic entrepreneur into a generalist who understands that leadership in all functional aspects of the company is vital to carry out entrepreneurship, and that he must understand the business process in a more global perspective, not only in internal terms, but also with more extra-company contacts and focused mainly on the customer.but also with more contacts outside the company and focused mainly on the customer.but also with more contacts outside the company and focused mainly on the customer.

In summary, I perceive that the "The Myth of the Entrepreneur" is not a text that shows different aspects for which someone qualified as an entrepreneur is not actually qualified because they do not meet certain requirements to accept it as such, but rather it is a guide so that Those who are entrepreneurs and believe themselves to be entrepreneurs, understand that the latter focus on the company as a whole, see it as a challenging and enduring project where decisions are led in an orderly manner in different aspects of the company, and not focused only on technical aspects or of certain areas that a common entrepreneur can specifically master.

4.3.- Text: “The art of getting started”, by Guy Kawasaki.

This book condenses the professional experience of two decades of one of the most original and irreverent business strategists of our day. It is a definitive guide for entrepreneurs with determination and enthusiasm for their project and who do not want to waste time on theories or irrelevant details. Guy Kawasaki helped Apple become one of the great companies of the century; As a director of Garage Technology Ventures, he had the opportunity to test his ideas with dozens of Internet startups and, as a consultant, he has advised hundreds of people in the founding of their companies or in the launch of new products and services.

The author has seen the need to cooperate with his ideas, considering that every entrepreneur, usually willing to undertake a task that will contribute to making the world a better place, finally has the moment of inspiration in which he conceives the brilliant idea of business I was looking for. However, when it comes to taking action and putting it into practice, a vast majority of them don't know where and how to start. Some are overwhelmed to paralysis by the vast and diverse amount of information available - in the form of books, articles, or web pages - on how to design a business plan, complete hiring, seek financing, or create a brand. Others mistakenly choose their priorities and end up bankrupt before even discovering what the mistakes were or seeking the help of an expert.In both cases, it is forgotten that the essence of business creation and management is "doing" and not "learning to do."

Kawasaki's proposal includes five topics that every entrepreneur should take into consideration, to prepare well from the beginning:

• The sense. The first task consists of elucidating how to generate meaning with the new product or service and base the organization to be created on it. Meaning springs up when the product is capable of improving the quality of life of its users and, with it, the world in which we live. For example, the sense of the Macintosh division of Apple Computers has been to fight against Windows to break its monopoly. The mantra. Instead of a complicated mission statement, difficult to remember, it is preferable to focus the meaning of an organization in a mantra (a word that in Sanskrit means “thought” and that supports meditation). In practice, these are short verbal formulas that express the “reason for being” of an organization. Thus, we have the cases of "Improving your moments", Starbucks, "Think", IBM,or the "Winning is everything" of the Green Bay Packers, American football team. It is what in our daily life we ​​know as the “slogan” or motto of a company, which allows it to remain in the collective unconscious of the potential consumer. The launch. It is more effective to start from the beginning with the creation of the product or service than to illuminate a business plan or make a financial projection. In practice, this means building a prototype, designing software, or building a web page. The decision to start a project must observe three principles: devise with an open mind and without obstacles, find a group of like-minded people and divide the public into unconditional and indifferent. When he decided to launch Amazon, Jeff Bezos had succumbed to an idea of ​​gigantic proportions:a virtual library with more than 3 million titles. And while it is true that many companies have been founded by a single person, such as Henry Ford, Richard Branson (Virgin Airlines) or Anita Roddick (The Body Shop), making them work has always been the work of a team. Finally, a great product or service has the ability to polarize consumers: some love it while others detest it (Mini Cooper, Nissan Infiniti Fx45, or Toyota Scion xB). What must be sought, at all costs, is to raise passions and avoid indifference. A well-defined business model. Regardless of the nature of the organization to be founded, it must be profitable and for this it is necessary to have a sustainable business model. To this end,First you have to define the customer's profile and understand their needs, and then create a sales mechanism capable of ensuring that revenues exceed costs. An effective business model must therefore be specific (the more defined the customer or the market, the better) and must be able to be described simply, in no more than ten words in common use. One of the most prominent examples for its simplicity and degree of definition is the eBay model: it charges a fee for product publication plus a commission per sale made. Establish milestones, bases and tasks. The last step is to complete:so much the better) and must be able to be described simply, in no more than ten words in common use. One of the most prominent examples for its simplicity and degree of definition is the eBay model: it charges a fee for product publication plus a commission per sale made. Establish milestones, bases and tasks. The last step is to complete:so much the better) and must be able to be described simply, in no more than ten words in common use. One of the most prominent examples for its simplicity and degree of definition is the eBay model: it charges a fee for product publication plus a commission per sale made. Establish milestones, bases and tasks. The last step is to complete:

1. the proposed milestones, the bases on which the business model is based, the tasks necessary to create the organization.

The milestones that any organization must set for itself, and inevitably reach if it is to survive, are to demonstrate the validity of its idea, complete the design specifications, finish outlining the prototype, find the capital, present the trial version to the consumer and then the version definitively and, finally, reach the breakeven point of the net financial cost. The bases include factors such as market size, gross margin, performance per customer, etc. Lastly, tasks range from renting an office to finding suppliers or signing insurance policies.

Having clear the five macro guidelines just exposed, the author suggests also knowing the different “ten arts” that, due to their explanation in the text, we can interpret as the tactical characteristics that entrepreneurs should consider. These are classified into different stages: articulation, activation, growth and finally in conclusive aspects.

Regarding articulation, comment on the following arts:

1. The art of positioning. Good positioning makes it clear why the organization was founded, why clients should frequent it, and why the most talented individuals are likely to choose to work for it. Organizations must position themselves clearly explaining exactly what their activity is. It is an art that, ultimately, is reduced to being able to answer the question of "What do we do?" A lucid response brings with it the best possible space for the organization and accurately marks its differences from the competition, which is the message that is then transmitted to the market. A good positioning must be the source of inspiration and stimulus for the development of the activity and for a practical behavior;should serve tactical purposes that are easily understood and credible to customers, suppliers, employees, partners and journalists. The art of presentation. Properly presented proposals are the essential tool to reach agreements and find the financing that any entrepreneur needs. For this presentation to have the desired effect, it requires certain requirements: Respond, already in the first minute of the speech, to the basic question that the public asks: "What is this organization doing?" It is also a very suitable tactic to immediately focus the attention of your listeners. Imagine that, throughout the presentation, someone will add each of the statements with a "So what?" You have to answer this and support it with examples. For example: “For our hearing aids,we use digital signal processing ”. / "And that?" / "With this, our product increases sound quality." Know the public. A pre-presentation investigation (on the Internet, through reports or industry contacts) dispels doubts about which audience will be listening and what is most important to them. Observe the 10/20/30 rule, relative to the content, duration and font used in the writing of the text. An ideal presentation consists of about 10 slides, lasts for 20 minutes and uses a sufficiently visible text font (it must be borne in mind that the slides are to guide and not to be read). The slides show the problem (demand) presented by the market, the solution that the company provides, the business model,the technology or the secret ingredient of the product or service, how the customer will be reached and the strengths of marketing, a complete view of the competitive landscape, the management team, a financial projection five years ahead, the current status of the product or service and how the investments expected to be raised will be used. Let the same person carry out 80% of the intervention, preferably the CEO, while other team members present one or two slides related to their specific areas of competence. The art of writing a business plan. Although a business plan is a tool of limited utility, most investors hope that it exists as the first inexcusable condition to start talking. In any case,Developing a plan forces a team to work together, formalize its intentions, reconsider issues that have been overlooked, or repair potential holes in the team itself. For all of which, having the aforementioned plan is quite convenient. The ten slides of the presentation, developed and expanded, form the framework of an executive summary. This consists of a clear and concise description of the problem to be solved and how, and also includes the business model. It usually doesn't go beyond about four paragraphs. However, the executive summary turns out to be the most salient part of a business plan, as it can determine by itself whether or not the reader will continue reading until the end of the document, so the writing must be especially careful.Regarding activation, comment on the following arts: The art of “bootstrapping”. Most new companies face the most critical moments in the beginning, those dedicated to the search for capital and investors. Choosing the right business model, prioritizing cash flow, and going to market immediately is crucial at this stage. This is the situation that forces organizations to adopt the “bootstrapping” model (that is, starting from scratch, with their own resources). Many of today's largest companies in the world had difficult beginnings that forced them to embrace this model, until they found the investors they needed: Hewlett-Packard, Dell, Microsoft, eBay, and more. The bootstrapping model is characterized by low initial capital requirements,short sales cycles and payment terms (less than a month), recurring income and advertising based on word of mouth. In practice, this need for flow forces us to look for clients who already know the product or service, who speak for themselves and who are part of a prevailing trend or are consecrated by the market. The art of contracting. Hiring a quality staff is one of the most pleasant and at the same time most risky tasks that an entrepreneur faces. Successful hiring starts at the top: the CEO must attract the best individuals to his team, naturally ignoring superficial elements such as race, creed, education, or work experience. Rather, you should focus your attention on three basic aspects:the ability of the candidate to carry out what the company needs in that position, the credibility that this person gives to the meaning of the company and, finally, making sure that their strengths coincide exactly with everything that they want to avoid. of the search for capital. A fledgling business often faces the overriding challenge of finding capital in the form of investments. Investors can be part of those dedicated to venture capital, they can be other companies and organizations or they can be found among friends or family. When it comes to finding the necessary capital, offering a meaningful, durable and valuable product to society is much more important than presentation. Regarding growth, he comments on the following arts: The art of association.An advantageous trade partnership is one that allows you to accelerate cash flow, increase profits, and reduce costs. If a partnership is built on these strong principles, it has a much better chance of success. Once these principles are embraced, partnership becomes just a matter of implementation: making sure to find partners who have a positive impact on the work, focus on forces, establish beneficial deals, find the right time to put it all on paper and determine the ways to end the relationship. The art of branding. The art of branding can be summed up in the five classic marketing concepts: produce, launch, price and promote. Proselytism can also be added to them, that is,make others adherents of our belief, doctrine or cause. Proselytizing represents the essence of branding for startups in today's highly competitive world, where information circulates freely, is ubiquitous and instantaneous. The art of branding requires creating a contagious product, capable of inoculating consumers with enthusiasm for it, easy to use, making them "missionaries" and creating a community of users. The art of invoking rain. An entrepreneur who knows how to "invoke the rain" is one capable of generating a large volume of business. For a start-up, in practice this means getting its first version of the product or service to market as soon as possible and identifying where it sells best. Then,It is time to be prepared to know how to properly sell the product or service, overcoming the initial resistance of the consumer. Finally, the author refers to the art with which he concludes: The art of being "mensch". Mensch means in Yiddish "to be an ethical, decent and admirable person." It is the highest form of praise someone can receive from the people whose opinion they value. Being mensch is in one's own benefit for two reasons: first, because any person or organization moves in a broader context, the society, on which it depends. Doing something to the detriment of others is not in the long run for anyone. Second, because to create a great organization, with the ability to last over time,aim to become the example of the highest moral and ethical standards for employees. In practice, being a mensch is quite simple and is based on three simple premises: helping as many people as possible, doing the right thing, and being a good role model.

In my opinion, Guy Kawasaki has been quite structured in his proposal. It has incorporated different topics that, from the beginning of the idea conceived by the entrepreneur, should be taken into consideration by any business initiator. Additionally, he contributes with the factors that he calls "arts" and that in practice correspond to matters of a tactical nature, which I see as excellent suggestions based on his experience, so that any entrepreneur can organize his ideas. Finally, I mainly highlight what it suggests about the "art of being mensch", since no author of the treatises until now had touched on the ethical issue when addressing the issue of entrepreneurship. In this regard, I think it is an example worth considering, especially in today's business world where, in my wrong opinion,Many entrepreneurs do not look at the means but only focus on the ends and purposes (how many times do we hear that not a few entrepreneurs or managers evaluate efforts only by results?).

Those ends, which in most cases could have very good intentions, in my point of view must always be ethically consistent with each of the means that allows it to achieve its objectives. In this way, I believe that in the future each potential entrepreneur would not become an abuser of the rights of others, and compete transparently in the market in which they operate, under equal conditions of opportunity. The fact that there are some entrepreneurs who have achieved their purposes "at any cost" does not make them examples worthy of imitation, especially when, for example, they have incurred in obtaining privileged information for their own interests, to the detriment of those that contribute with their ideas of new business models,products or services in an honest, persevering, professional way and not without sacrifices on a permanent basis.

From this fact, I induce that the ethical use of transparent, timely, useful information, whether of a public or private nature, should always be considered by the entire business world, regardless of the line in which it is and the business purposes it has in mind each manager or potential entrepreneur. If the main manager of a business does not set an example, I believe that encouraging results could not be expected in the management carried out by its workers, especially if these tricks reached other industries as a result of subsequent staff turnover.

4.4.- Text: "The art of inventing professions", by Sergio Bulat

The author comments that spending a lifetime working in a single company is a thing of the past. It is based on this fact because it considers that in today's world, companies restructure, move, automate their production systems or simply close their doors because they cannot face the competition. The main consequence of all this is job instability, which can be seen from a fatalistic perspective, but it also has its bright side: the greater versatility and mobility expected of workers today increase opportunities for those willing to take advantage of them. With this background as a background, inventing a profession, doing things differently is and will be, according to the author, one of the few strategies to excel at work,both for young people who are starting their path and for professionals in change processes or retirees who want or have to continue working.

Professions today.

In both developed first world and developing countries, labor problems are essentially similar. They consist of a whole range that includes job instability, unemployment, underemployment, temporary employment, precarious employment, poor working conditions, stress or incompatibility between employment and family. The same in booming economies, developing or simply declining, the solution to avoid falling into one of these holes is not new and is none other than differentiating: there has always been and will be a space for those who manage to stand out from the rest and offer news. One of the most paradigmatic cases in this regard is that of Sigmund Freud. Due in part to the rigidity of his time and in part to his socio-family context,he was forced to study medicine without being overly pleased with the idea, since he could neither bear the blood nor feel inclined towards this profession. He then had to look for a way out and found it in the development of an entire discipline that completely marked the 20th century: psychoanalysis. This new profession "invented" by Freud, with the impressive theoretical basis that sustains it, not only made him one of the great figures of the 20th century, but also created and has continued to create thousands of jobs over several generations.With the impressive theoretical base that sustains it, it not only made him one of the great figures of the 20th century, but also created and has continued to create thousands of jobs over several generations.With the impressive theoretical base that sustains it, it not only made him one of the great figures of the 20th century, but also created and has continued to create thousands of jobs over several generations.

In the artistic field, the invention of professions has been the dominant trend throughout history. For most artists, seeking originality and differentiating themselves from the rest through something new and different is the basis of their profession, so they must be in permanent innovation. Thus were born, just to mention a few examples, artistic currents such as Dadaism, Cubism or Surrealism.

However, you don't need to be a genius like Freud or an accomplished artist to explore your own creativity and find a unique niche in the marketplace. Millions around the world are designing their own professions and living satisfactorily from them. The story of Charles Goodyear, a paradigm of the individual who found his own path as an entrepreneur and who, in doing so, created not only a whole new industry, but also various trades and specializations, is proof of this. In the mid-nineteenth century, Goodyear was convinced that there had to be a way to stabilize rubber and, furthermore, he was aware that achieving it was an imperative for his country and its industry to continue to progress.After five years of experiments trying to find a method to make rubber more stable and durable (during which he lived almost destitute and was imprisoned more than once for not being able to pay his debts), he finally succeeded by mixing it with sulfur and subjecting it to high temperatures, thus discovering how to harden the rubber and make it resistant to cold. He called this process "vulcanization", a word derived from Vulcan, the Roman god of fire. Thanks to this discovery, Goodyear managed to create not only a company that is still a leader today, but also to generate an entire industry behind it and greatly help the industrial progress of its country and the world.

It is clear that not all of us can imitate this example and build an industry from scratch, but its very existence makes us stop to reflect on how many times the most creative ideas originate in environments with very few means, where the very fact of survival is already a daily feat.

The objective that every person determined to invent their own profession, specialization, activity or trade must pursue is to become "the best in the world" at what they do. Only the best are capable of obtaining greater benefits for their work, since they are the only ones who differ from the rest. Adopting this position means fueling the eternal debate between whether it is convenient to be a generalist, who knows a little about everything, or it is preferable to be a specialist, someone who knows everything about very few subjects. However, this 21st century seems to be the century in which that polarity will tend to fade and there will be no place to choose. The profession that one invents must be specific, but to achieve this it will not be necessary to accumulate more knowledge about a smaller number of areas of knowledge, but to combine specialization with generalization,so that we can transfer ideas from one field to another to create unique synergies in which the sum of the parts multiplies the results and provides us with strong competitive advantages.

The advantages of inventing your own profession.

In recent years, dozens of books published on psychology, personal or business development analyze the different types of intelligence: verbal, emotional, spiritual, intuitive, maternal, executive, etc. Beyond all of them, the concept of "contextual intelligence" that North American economists Anthony J. Mayo and Nitin Nohria developed in their work "In His Time" deserves to be rescued. The book brilliantly exposes the qualities of business leaders who have had to adapt to the context of the times in which they have lived, qualities that we will all need for the future.

Contextual intelligence essentially consists of the capacity for observation, both external (what is happening around us) and internal (who we are, what we want to do and what we can do). The conjunction of the observation of both realities allows us to relate them and apply them to what we want to do. Consequently, the best way to develop contextual intelligence is by improving our capacity for perception and attention. An example of this type of intelligence is the one that happened with Debra Fine, an efficient but very shy American engineer, who recounts in her book "The fine art of small talk" how a day came when she felt tired of her working life and how it transformed its weakness (public relations) not only into its strongest point, but into its main source of income. Debra had observed that,like her, many engineers had similar difficulties in relating to people; this lack limited their possibilities of moving up in companies or undertaking new projects. It was in this hidden retreat from her previous profession that Debra found her place in the world and, ever since, has been teaching people how to establish casual conversations (small talk). Now she travels around the world training her students to engage in conversations that help them improve their businesses. Debra knew how to see a general need from a lack of her own: she found a way to reinforce her weak point while helping others and thus invented a specialty that, for now, has no competition.this lack limited their possibilities of moving up in companies or undertaking new projects. It was in this hidden retreat from her previous profession that Debra found her place in the world and, ever since, has been teaching people how to establish casual conversations (small talk). Now she travels around the world training her students to engage in conversations that help them improve their businesses. Debra knew how to see a general need from a lack of her own: she found a way to reinforce her weak point while helping others and thus invented a specialty that, for now, has no competition.this lack limited their possibilities of moving up in companies or undertaking new projects. It was in this hidden retreat from her previous profession that Debra found her place in the world and, ever since, has been teaching people how to establish casual conversations (small talk). Now she travels around the world training her students to engage in conversations that help them improve their businesses. Debra knew how to see a general need from a lack of her own: she found a way to reinforce her weak point while helping others and thus invented a specialty that, for now, has no competition.is dedicated to teaching people how to establish casual conversations (small talk). Now she travels around the world training her students to engage in conversations that help them improve their businesses. Debra knew how to see a general need from a lack of her own: she found a way to reinforce her weak point while helping others and thus invented a specialty that, for now, has no competition.is dedicated to teaching people how to establish casual conversations (small talk). Now she travels around the world training her students to engage in conversations that help them improve their businesses. Debra knew how to see a general need from a lack of her own: she found a way to reinforce her weak point while helping others and thus invented a specialty that, for now, has no competition.

Suggestions for inventing a profession.

Faced with a future of unique professions and incessant changes, it is necessary to pay careful and permanent attention to what is happening in the world, observing everything that is new. Part of contextual intelligence consists of maintaining a constant vigilance in the face of what is different, seeking new perspectives and trying to learn from everything, since you never know what we will need in the future. What is different catches our attention and, in a consumerist and hedonistic society like ours, it is an essential requirement to offer something that pleases the consumer for its novelty. An eloquent fact of this entire market that specializes in showing something different is the growing hybridization in product innovation. The best known are hybrid cars that combine a combustion engine with an electric one.In computing, these types of products are called mashups and are characterized by the joint application of two ideas. This has been the case, for example, with Panoramio, a Spanish company that began as a mashup that allowed users to link their personal photos to Google Earth maps. Its success was so overwhelming that it was soon acquired by Google itself. Curiously, one of the founders of Panoramio has a very well-defined specialty as a profession: he presents himself as a “psychologist specializing in human-computer interaction” and, judging by the results, specializing in something like that was not a bad idea. These hybridizations also occur more and more frequently in the field of traditional professions. Combinations of concepts are no longer made just to create new business,but also to find your own specialty or to obtain greater personal satisfaction.

There are those who find a hybrid profession mixing more or less esoteric concepts with other traditional ones, but who undoubtedly seek to differentiate themselves from the rest: Alejandro Jodorowsky's psychomagic aims to “heal the material, bodily, sexual, emotional and intellectual blocks that we they prevent us from realizing our destiny in life ”; psychonomy, promoted especially by Alex Rovira, combines psychology with economics.

You have to have art to discover new things and art requires, in addition to a process, skill and cunning. But above all, there are two fundamental requirements: the first of them is to know our main field of action in depth, or what is the same, to be a good specialist. Second, it is essential to remain very attentive to what is happening in other areas. Sometimes the further away from your own, the better. Ultimately, it is about having a general vision, reading, listening and participating in debates or conferences on subjects that do not have a specific relationship with one's own work. This is not as contradictory as it seems. Einstein affirmed that a problem cannot be solved in the same mental level in which it was generated.You need a new perspective to discover and introduce an innovation: this, and nothing else, is the foundation of the hybridization of concepts.

If we invent a profession or specialization and we want to take advantage of our invention, we will necessarily have to promote it and "sell" it; otherwise, those who hire us will not receive it and, therefore, we will not receive any benefit from it. That is why it is necessary to add a brand to the invented profession, which can accompany both the person who created it and that new activity. The important thing is to stand out from the rest for some characteristic. This differentiation can be achieved through what today many call “personal branding” (in English, the “personal brand”), which is nothing other than the reputation we have built for ourselves and which identifies us as “the best in the world. world in what we do ”. One of the main factors that give consistency to a brand is the story it tells. Everyone, whether we are aware or not,we tell a story, which may be more or less authentic and more or less credible, but it will influence how we differentiate ourselves. The best way to be credible is to be honest with ourselves. Today, in few spaces is the importance of a personal brand as clear as among elite athletes. Some of them stand out more for their life off the field than on. David Beckham has been able to make use of his “metrosexual” paradigm look and his marriage to a pop singer to distinguish himself from the rest, create his own brand and take advantage of the commercialization that this difference offers him. In tennis we find the example of the Russian Anna Kournikova, known worldwide although she has never won any notable trophy. For her,tennis has been the platform on which to develop a personal brand that does not have much of sport but a lot of glamor.

Like it or not, the future will be increasingly changing. For many this may sound daunting and there will be voices that attack globalization, but it does not seem to stop and, even if it did, other types of transformations would probably ensue. On the other hand, job security will be increasingly precarious: for those who occupy high positions, because they will be permanently required to provide results and if they do not achieve them, they will be held responsible for it; for those who occupy the ground, because they are easily supplantable. By definition, everything that a computer or machine can do is automatic and no one cares about standard skills. The only well-paid jobs with a certain assured stability will be those that cannot be standardized: what is valued is innovative thinking and,therefore, one must seek and know how to perform what cannot be replaced by a machine or by cheaper labor. Consequently, create a unique personal image, difficult to imitate, and that adds value in the way of presenting a product, service or benefit. Today we also find many celebrities, perhaps ethically they are not worthy of imitating their behaviors, but we like it or not, they are influential role models in the lives of many people who do follow them and are interested in their lifestyles. It is common to see how these famous people create problematic situations or scandals that make headlines in the newspapers and that do not contribute anything in daily life or that perhaps do not leave anything of use, but the media that publicize them are enriched by their experiences (they are created falsely or real).Perhaps they cannot precisely be called entrepreneurs in the sense of the business world, but it is undeniable that they have created true professions in which the company is themselves: they manage themselves with skills that others do not have, they charge for showing up as soon as the program wants to invite them., and they know that their days have an expiration date, until those who today are their loyal followers get bored and look for a future character to entertain them again. That is why they creatively take advantage of the income generated and, the most astute in these matters, at least invest in their future knowing that afterwards they will have lower capital gains or social recognition.but it is undeniable that they have created true professions in which the company is themselves: they manage themselves with skills that others do not have, they charge to show up as soon as they want to invite them, and they know that their days have an expiration date, until those who today are his loyal followers get bored and look for a future character to entertain them again. That is why they creatively take advantage of the income generated and, the most astute in these matters, at least invest in their future knowing that afterwards they will have lower capital gains or social recognition.but it is undeniable that they have created true professions in which the company is themselves: they manage themselves with skills that others do not have, they charge to show up as soon as they want to invite them, and they know that their days have an expiration date, until those who today are his loyal followers get bored and look for a future character to entertain them again. That is why they creatively take advantage of the income generated and, the most astute in these matters, at least invest in their future knowing that afterwards they will have lower capital gains or social recognition.until those who are his loyal followers today get bored and look for a future character to entertain them again. That is why they creatively take advantage of the income generated and, the most astute in these matters, at least invest in their future knowing that afterwards they will have lower capital gains or social recognition.until those who are his loyal followers today get bored and look for a future character to entertain them again. That is why they creatively take advantage of the income generated and, the most astute in these matters, at least invest in their future knowing that afterwards they will have lower capital gains or social recognition.

Returning to the world focused on conventional business, companies will depend more and more on constant and permanent adaptation to the needs of their customers and will do everything possible to stand out and move away from the competition by introducing a differential factor (which in business jargon is known as competitive advantage). When they do, they'll have to start thinking about the next signature weapon, as the competition will follow with unprecedented speed.

In conclusion, based on the approaches made by Sergio Bulat, the objective is not to patent the trades that we invent; We can also enrich our lives by sharing what we do with others and thus expanding our relationships, reaching more people to share our ideas and constantly improvising on new ones that we conceive. In doing so we should not worry about whether someone plagiarizes our projects. When you expose your activity to the light, two things can happen: that they copy initiatives or that you get more clients, although it is most likely that both will occur. We must always bear in mind that if they imitate us, it will be in what we did yesterday, but not in what we are doing today or in what we will do tomorrow;hence the best antidote to imitation is to be constantly evolving.

5.- Contributions and conclusions

Analyzing only the sample of the exposed authors, we can realize that while some try to explain the motivation of entrepreneurs, others argue that anyone can be an entrepreneur if they manage to become professional in their art. Likewise, they give suggestions to those who do not know how to start in an orderly way, in order not to link the concept of entrepreneurship with an issue that is too artisanal and instead show it as an issue that, taking advantage of personal initiative, original ideas and personal characteristics that a certain entrepreneur may have, serve to organize them in such a way as to be able to captivate even more with their ideas but in a more structured and conventional way.

The entrepreneur sees business as an art. They work with passion and perseverance in what they do, accept and face enormous risks, and although they do not always see their projects completed by themselves, they are satisfied by knowing that they have been a creative contribution, that their ideas when taken to the Practice (either by themselves or others who welcomed them) are their prize. Just as famous artists are fueled by applause and public recognition, entrepreneurs are motivated to continue creating, perfecting, achieving success, and above all, that their works endure over time.

My opinion is that being an entrepreneur is an attitude, and it is not only limited to the creation of new projects. Also a person who knows how to do his job well, with passion, even if he is just another employee in the company, can contribute with his intelligence, initiative and unconsciously create his own brand that creates differentiation in what he does. Your style of seeing, reasoning and doing, can be the preamble to contribute in the future as a potential entrepreneur.

Entrepreneurship should stop being seen as a special breed in society. Despite the fact that the most famous entrepreneurs are recognized for enormous innovative achievements, some of which have been useful contributions to everyone, we should accept that they are people who, having a spirit of freedom and momentum in what they plan to do, should be always supported to facilitate your ideas. Not only should governments improve the financing issues in new projects, but also companies, the academic world and society as a whole should have them in high social esteem, so that when they manage to make their projects a reality they will have a better social benefit and affordable for everyone. Returning to the case of Thomas Edison, who created a true empire, he was quite alone from his childhood creating, innovating,waiting for support. It arose from his initiative, but also because he lived at a time in history in a country that privileged the recognition of inventiveness and adventurers. Something similar happened with many postwar scientists who trusted the United States to embrace their ideas and studies. If they had not had the social economic platform that welcomed them, their ideas would not have taken off, and perhaps the world would not be as we know it today.their ideas would not have taken off, and perhaps the world would not be as we know it today.their ideas would not have taken off, and perhaps the world would not be as we know it today.

I share the general vision that entrepreneurs have regarding the businesses they imagine:

• They should be entertaining activities to increase motivation, since no one should work on what they do not like or cannot do. No matter how good ideas an entrepreneur may have, if he does not feel pleasure in what he does, it is simply better not to do it.They must be healthy businesses, since the company is a place of life that affects many people and no one expects him to sacrifice someone for what they do, but rather do it rationally and humanely. Business was not made to irrationally sacrifice the owners, employees, investors and the entire social and family group that surrounds them. It must be enriching in all aspects: economically, socially and spiritually, since what one does should create a state of animosity such that it makes us grow as people. Also,Those who work for entrepreneurs should ideally leave with a higher added value than when they joined.

Regarding the expectations of entrepreneurship, my opinion is that in the future there will be, proportionally to the population, more and more entrepreneurs. This, because a labor change is already being observed as a result of new technologies and productivity, fewer personnel are requested in companies for the same activity or position, the life expectancy of the population is increasing as a result of research in the fields of biotechnology, food and medical advances, which could cause you to retire much earlier than expected or that the retirement time will be excessive in relation to what we know today. The relationships that today are socially limited will be facilitated by having more boom, as a result of the exponential advance in technological communications and robotization. This will make us rethink what will we occupy our time,considering that mentally and physically we will be able to cooperate and work on what we like? I imagine that this will allow each experienced worker, retired or about to become independent, in the future to be a potential entrepreneur, and that even little by little a new paradigm will be developing: a society of entrepreneurs, where companies as we know them today will go disappearing, becoming funders of autonomous projects created by extra-institutional people, where we will be the managers of our knowledge and skills, and where new jobs or invented professions will be created that today we cannot even imagine in terms of their real dimension.

Supporting bibliography

• Dictionary of the Royal Spanish Academy, Edition N ° 22, 2001 Strategic Intuition: The Creative Spark in Human Achievement, William Duggan, Editorial Columbia Business School, September 2007 E-Myth Mastery, by Michael E. Gerber, Editorial Collins, February 2007.The fine art of small talk, by Debra Fine, Editorial Hyperion, 2005.The Art of the Start, by Guy Kawasaki, Editorial Portfolio, September 2004.The art of inventing professions, by Sergio Bulat, Editorial Empresa Activa, September 2008 Notes on Human Resources, Business Administration Engineering, Instituto Nacional Capacitación Profesional, 1983.