Young Entrepreneurs Congress

Biography:

Rysheema Dixon is the Chief Executive Officer & Founder of RD Innovative Planning/Solutions with over 10 years of experience in the field of Community Development and Social Entrepreneurship. RD Innovative Planning/Solutions is a community development consulting business that she founded in September 2011 after completing her two terms of service in Public Allies Delaware, an AmeriCorps program of the University of Delaware Center for Community Research and Service.

Abstract:

Social Entrepreneurship is becoming increasingly relevant in today’s modern times. The Great Resignation during the height of the pandemic within the United States was a significant factor in this relevance. Whether one lives in a metropolitan, suburban, or rural area, one is aware of their community's current state. Still, they may not realize that social entrepreneurship could be the critical factor in changing their community for the better. The concept of social entrepreneurship may be abstract to some, but its impact and importance are more relevant now than ever. Social Entrepreneurship allows freedom, financial security, and a positive community impact. Those who live in a positive enriched community tend to be healthy, happy, as well as stable. Social entrepreneurs are leaders whose primary goal is to recognize and pursue opportunities to benefit their community so future generations can reap those benefits. Our communities cannot thrive without both economic and social investments. In conclusion, we must make the linkage between community and economic development to ensure the survival of our communities nationwide in the US and globally. Our communities need us more than ever, especially during the pandemic and post-pandemic era; the problems that have existed for decades still need to be solved. As a Community Development Strategist, I am collaborating with you all by doing this work every day, and you should be applauded. This is not easy work, but strength is in numbers, and we are in this together. Let’s make the community and economy more relevant in our discussions, funding allocations, and work on the ground.

Biography:

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Biography:

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The aim to present the importance of entrepreneurship, startup eco-system & the gaps in it globally. For which the research is started from 2016 in different sectors & international conference, events, festivals. Moreover for analysis purpose different standard rule are in use. The angel’s investments, fully pre or post funded & loan based startups. The success ratio in developed countries is very good but in rest of countries, most of startups utilize funds mostly on accessories. The wasting of funds & downfall of startup eco system in non-developed countries are due to number of factors but a big gap is recognized in it. It showed that in startup eco system different type of manipulations are started & entrepreneurship real mean has been kept aside. While the true representative of the investment index is not utilizing in actual mean.

Biography:

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Given the importance of entrepreneurship in the development and prosperity of the country's economy, understanding ecosystem is of particular importance. Establishment and development of student entrepreneurship ecosystem as one of the most important factors in transforming students into future entrepreneurs, is currently in the spotlight of universities and higher education institutions. After reviewing the researches done on the topics of entrepreneurship ecosystem, limited researches in this field and specifically on the subject of student entrepreneurship ecosystem in Iran and other foreign countries have been done. On the other hand, most of the researches have been done. Has been in the field of supporting academic entrepreneurship and less comprehensive attention has been paid to the ecosystem required by entrepreneurship. However, this study seeks to identify the dimensions and components of the student entrepreneurship ecosystem and to present the student entrepreneurship ecosystem model at Ferdowsi University of Mashhad and has been done by content analysis method. The data collection tool was a semi-structured interview with 13 professors and entrepreneurial ecosystem experts who were selected by sequential sampling method. Dimensions and components of entrepreneurial ecosystem (74 sub-categories and 9 main dimensions) were identified from the interviews and developed in the form of a conceptual model of content analysis. Based on the findings of the study, the dimensions of the student entrepreneurship ecosystem in this study from the perspective of the interviewees are: support and support, education and learning, research and technology, events and communities, policy-making, cultural and social, laws and regulations, financial resources, institutions, networks and interactions.

Biography:

Abstract:

Rural entrepreneurship in the developing world has long been hailed as a powerful tool to promote promoting the socioeconomic integration of young people and the key to avoiding rural depopulation and ensuring these areas remain attractive places for rural youth. However, there have been no efforts to investigate the role of collective entrepreneurship in the creation and management of new businesses in Morocco. Agricultural cooperatives experience and home advantage can have a varying influence on entrepreneurial competitiveness, depending on the regional context. We use Binary Logistic Regression Analysis technique for to building the best model to analyses entrepreneurial motivation formation in rural regions. The results suggest that agricultural cooperatives experience has a positive effect on socioeconomic integration of young people, while cooperatives growth is more influenced by state subsidy.

Biography:

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Good day to all of you. A big thank you for your invite to this august house of talents from across the globe. I am glad to talk about social, sustainable and strategic entrepreneurship. Today, the world in 2022, the world is suddently experiencing the impacts of both, positive and negative impacts of humans, their behavior and their actions. We all are born to contribute for the betterment of ourselves and others. Every work that we are doing is impacting us and a few more. Mahatma gandhi, father of our great nation once said, the world has enough for human’s needs but not enough for our greeds. This has become so relevant today. We are facing unprecedented global warming, imapcting lives and livelihoods of millions due to climate change. Unprecedended corona virus bought the world to a standstill. A war is putting economic burden to many countries and millions of citizens. We, as entrepreaneur community, need more technology and re-invented processes to make business more sustainable, more socially relevant. Our startup villotale, which means, every village has a tale, is all about developing village tourism clusters which are sustainable and community driven. Villotale brand is creating a win-win platform for travelling community and village community. In a short time of 3.5 years, with 2 years under lockdown, villotale is imapcting people’s lives by getting people reverse migrated and also motivating locals to remain in teior own places , by generating employment opportunities locally, thereby, reducing ever increasing load on urban centers. Such and similar efforts shall retain the shine of the local culture, lifestyle, heritage, and best human practises, across the world, which are self-sustainable and environment-friendly. We believe that our endeavour shall also act to bring people closer to their families and felow citizens. We are thankful to be part of the session and look forward to learning and exchanging ideas from fellow speakers, delegates and participants.

Biography:

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New startup ventures often experience deviations from their plans that oblige them to reorient in pursuit of a better fit between their evolving products and their target customers. Yet, research is largely silent on how managers explain such changes and justify their ventures in the wake of fundamental redirections in strategy. Startup Ventures initially attain legitimacy and amass resources on the strength of aims that audiences find compelling; later, those early claims can complicate course corrections. To shed light on how ventures manage strategic reorientations, we conducted an inductive, comparative case study of ventures in a nascent financial-technology sector. The Startup ventures pursued parallel reorientations and produced comparable end products but diverged conspicuously in managing audiences during transitions. Our process model. So there is what has been seen in the reality of startups is a very important point, why a significant number of startups that are organized as a team can be ready to pivot in making a unified decision. In presenting this article in the conference, we seek to enumerate some of the challenges that have emerged from the research pivot” is a popular term in the start-up world. If their initial idea doesn’t work as planned, entrepreneurs are expected to be ready to pursue a Plan B. But what does it actually mean to pivot – and are entrepreneurs really as open to doing it as they say they are? In a new paper, Wharton management professor Jacqueline “Jax” Kirtley used a field study involving seven early stage firms in the energy and cleantech sector to take a closer look at how these strategic changes actually play out in the startup world. When a business pivots, it means that it’s changing some aspect of its core products or services. Businesses might pivot to better meet customer demand, to shift their target audience to boost sales or some combination of both. Making a pivot is a strategic move that you can take to ensure that your business remains viable and profitable. Typically, it’s also done as a long-term strategy, as opposed to changes made for a relatively short time, like adjustments made during COVID-19-related shutdowns.

The challenges of adopting a ‘pivot’ mindset:

1-Overconfidence
2. Relying too much on past experiences and mental fog as an obstacle to thinking about deep changes.
3.Lack of collective passion among Team members.
4. Inadequacy in knowledge sharing.
5. Resistance and limitation in risk acceptance by stakeholders to perform pivot