Chapter XIV: Our Finger Print
Article 92: Nurturing
Culture, family, friends, education and experiences model us entreps, or encourage us to become public employees instead, so the sooner the better if we are speaking in terms of becoming self-conscious of the dichotomy business character vs. long-term dependent jobs, and in terms of just following orders from others vs. making decisions ourselves, what is synonymous with assuming responsibilities. Societies are totally different if they have a majority of business runners or, on the contrary, a majority of dependent employees. So, no age is better than others to entrep, but if being young we imagine and innovate with no burdens, try and try, fail and recover, and above all, dream of entreping and inventing instead of becoming public employees, our contribution to development as experimented and experienced professionals raises exponentially. For these reasons we bet on youth becoming at least Muchers, looking for a society where we find no more half-minded people only knowing one side of the board, the side of “being employees”. Finally, we realize that it could be much better if our civil servants were our wise, experimented seniors, having been entreps before, as opposed to our juniors who are learning to follow procedures and not question decisions starting at a young age.
Article 93: The Very First Year
1. Other than nurturing, the key stage or intuition stage of an incipient entrep could be the period before formally constituting a business venture added to the very beginning of a formalized one.
2. Like a caterpillar’s cocoon in the process of opening to deliver a butterfly which does not need anyone to break the cocoon cover artificially, an entrep needs no indiscriminate grants that weaken the business strength, but on the contrary: customers, encouragement, resources, low-interest funds, no taxes and no depressing procedures to be carried out. When starting you have got one hundred percent of the business idea or project so that you own a forty nine percent of your idea or project to get money, resources, advice… In exchange for new partners, without paying for it and keeping the whole formal control over this specific business venture.
Article 94: The Life or Death Period
1. After a year or so, competitors are our measure, so then life or death depends on our positioning, liquidity and capacity of adapting to threats like changing tendencies of customers, legislation or whatever any sector faces.
2. This period of life or death usually lasts until the fifth year of activity, and entreps have to persist trying, reorient strategies, maintain focus on the elected horizon, and, above all, control the potential disorders on human and technical matters which are coming. We are not One Man Band anymore, so you entreps have to learn to delegate and outsource, or die.
Article 95: Lack of Attractiveness
Like human relations in general, businesses run fine while attractive or just creating a need for customers, so you entreps should maintain charm on customers and partners to avoid being tedious or just lacking appeal. Now, you entreps, innovate, or accept a boring business life, if you are lucky enough.
Article 96: Maturity
a. Depending on cultural perceptions, human beings are considered young until the age of thirty or so, therefore a business venture could be perfectly regarded as young until reaching the age of ten years of formal business activity, so we call entreps to business runners since they think of entreping until the age of ten years of formal business activity.
b. The whole tenth year of formal business activity is judged like the entrepment maturity phase, so, if you have not done so already, you should think of diversifying (start a new business venture). For governments it is a moment to re-help entreps eight years later, halving the regular tax burden both as a reward for the effort put forth and as an invaluable gesture of support for creating wealth.