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GENERATE

Y

OUR BUSINESS

This original publication was developed by the ILO

GENERATE YOUR

BUSINESS

IDEA Copyright © International Labour Organization 2015

First published 2015

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(http://creativecommons.org/licenses/by-sa/3.0/igo). Users can re-use, share, adapt and build upon the

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content must carry the same CC-BY-SA licence. The ILO must be clearly credited as the owner of the original

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International Labour Ofice

Generate your business idea / International Labour Ofice, Enterprises Department. - Geneva: ILO, 2015

ISBN: 9789221287575; 9789221287582 (web pdf)

International Labour Ofice Enterprises Dept.

enterprise creation / entrepreneurship / small enterprise

03.04.5

ILO Cataloguing in Publication Data

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the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the

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Printed in Switzerland

About the Start and Improve Your Business (SIYB) Programme The Start and Improve Your Business (SIYB) programme is a management-training programme developed

by the International Labour Organization (ILO) with a focus on starting and improving small businesses

as a strategy for creating more and better employment for women and men, particularly in emerging

economies. With an estimated outreach in over 100 countries, it is one of the world"s largest programmes

in this eld.

The programme has four inter-related packages - Generate Your Business Idea (GYB), Start Your Business

(SYB), Improve Your Business (IYB) and Expand Your Business (EYB).

The ILO implements the programme using a three-tier structure comprising Master Trainers, Trainers and

the end beneciaries - potential and existing entrepreneurs. The Master Trainers licensed by the ILO are

responsible for developing the capacity of the Trainers to eectively conduct SIYB training. Thereafter, the

Trainers train entrepreneurs in SIYB packages. The ILO plays a critical role in identifying and disseminating

best practices, carrying out trainings, monitoring activities, performing quality control and providing

technical advice on the implementation of the SIYB programme.

About Generate Your Business Idea (GYB)

Generate Your Business Idea (GYB) is a training programme for people who want to start a business but

are not sure of the business idea to pursue. It assists potential entrepreneurs to identify dierent business

ideas, to analyse them and select the most promising one. GYB complements ILO"s Start Your Business (SYB) training programme as a potential entrepreneur needs to have a clear idea of the business they propose to start. The GYB training course lasts approximately two - three days. The training uses an active, problem-

centred learning approach which explores individual entrepreneurial potential, desire and needs through,

for example, short cases and graphic illustrations.

Authors and acknowledgements

This GYB manual is a result of a collective eort and reects the experience and knowledge gathered by

implementing the programme for nearly three decades. In particular, the contributions of SIYB Master Trainers

and Trainers who have tested, designed and implemented the programme in dierent countries over the years

have been invaluable. There are many colleagues from the network of SIYB practitioners, consulting rms

and in the ILO, whose experience, support and constructive suggestions made the publication of this training

manual possible.

This manual is based on the materials originally developed in 1998 and subsequently revised by the ILO Youth

Entrepreneurship Facility (YEF), where it was written and reviewed by Milena Mileman and Sibongile Sibanda.

Short contributions and other valuable materials and ideas used in the YEF versions were provided by Julius

Mutio, Marek Harsdo, Milan ‘Divecha, Namsifu Nyagabona, Mike Oneko, Dorothy Katantazi and Stephen

Kyalibulha.

The author team of the 2015 version, which revised the existing text and wrote new chapters to include recent

thinking in enterprise development and related elds comprises Mai Thi Lan Huong and Pranati Mehtha. Stylistic and language editing were carried out by Steve Raymond.

Many thanks are due to SIYB senior Master Trainers Dissou Zomahoun, Gemunu Wijesena, Sibongile Sibanda

and Walter Verhoeve for the review of the draft manuscript and suggestions based on their training experience.

A special thanks to the ILO colleagues- Marek Harsdor from the Green Jobs Programme of the Enterprises

Department; Jurgen Menze and Esteban Tromel from the Gender, Equality and Diversity Branch; Julia Faldt

from the HIV and AIDS and the World of Work Branch, for their contribution to the content of the manual.

Short contributions, advice and assistance on integrating linkages to nance in the manual were received

from Cheryl Frankiewicz and Severine Deboos (Technical Expert in the Social Finance Unit of ILO"s Enterprises

Department).

The internal layout and illustrations were carried out by Thai Van Luan and the cover design was developed by

Maurizio Costanza.

The review eorts and technical contributions of the SIYB Global Coordination Team members who provided

invaluable support to the development and nalization of the manual is greatly appreciated: Merten Sievers

(Specialist - Value Chain Development and Business Development Services), Eva Majurin (SIYB Global

Coordinator) and Thokozile Newman.

Contents

INTRO D

UCTION

i 1.

What is this manual about? i

2.

Who should read this manual? i

3.

Objectives of this manual i

4.

How to use this manual? i

PART I - YOU AS AN ENTREPRENEUR

1 1. Do you have what it takes to be an entrepreneur? 1 2. Which type and eld of business is more suitable for you? 4 2.1.

Field of business 6

2.2.

Type of business 6

2.3.

Identify your business eld and type 7

3. How to strengthen your entrepreneurial abilities and skills? 8

PART II - A MARKET IS WAITING FOR YOU

11 1.

Your business idea 11

2.

What makes a business idea? 13

2.1 Which need will your business full for the customers? 13 2.2

What good or service will your business sell? 15

2.3

Who will your business sell to? 17

2.4 How is your business going to sell its goods or services? 18 2.5 How much will your business depend on and impact the environment? 19

PART III - YOUR OWN BUSINESS I

D

EA LIST

23
1.

Hamisi's experience 23

2. How to identify your own list of business ideas? 25 3.

Learn from successful business owners 26

4. Draw from experience 31

4.1

Your own experience 31

4.2

Other people's experience. 31

5.

Survey your local business area 33

6.

Scanning your environment 37

6.1

Natural resources 37

6.2 Abilities and skills of people in the local community 38 6.3

Waste products 39

6.4

Import substitution 40

6.5

Publications

40
6.6

Trade fairs and exhibitions 41

7.

Brainstorming

43
8.

Structured brainstorming 44

9.

Your ideas list 47

PART IV - THE BEST BUSINESS I

D

EAS FOR YOU

49
1.

Screen your ideas list 49

2.

Field study 53

4.2

Conducting your interviews 53

4.2

Who to talk to? 53

3.

SWOT analysis 55

3.1

Inside the business 55

3.2

Outside the business 56

PART V - YOUR OWN BUSINESS I

D EA 61

INTRODUCTION | i

1.

What is this manual about?

3.

Objectives of this manual

Generate Your Business Idea (GYB) manual discusses the basic requirements that are needed to be an

entrepreneur, the capabilities that an entrepreneur needs to have and the ways that he or she can come up

with a good business idea.

This manual is helpful for any potential entrepreneur who wants to start a business but is not sure of

which business idea to pursue. When you have completed this manual, you should be able to: Assess whether or not you have the basic requirements needed to be a successful entrepreneur Clearly explain any business idea that comes to your mind Identify potential sources of business ideas and create an idea list Shortlist and then select the best idea to pursue in order to start your own business 4.

How to use this manual?

In this manual you will nd:

Stories of businesses: Compare these examples with your own business and use them to improve the performance and protability of your business.

Activities: Practical exercises in the middle of each part that help you to proactively think about the concepts and how to apply them to your future business.

Assessments: Answering the questions will help you to assess your capability and readiness to become an entrepreneur.

Action Plans: Fill in and use the Action Plans at the end of some parts. These will help you to put your new knowledge into practice.

2.

Who should read this manual?

INTRO D

UCTION

ii | Generate Your Business Idea

Several icons are used within the manual to help guide your study. Examples of the icons and their meanings

are listed below: When you see this icon, you have activities to do or questions to answer. When you see this icon, you have to complete assessments that help you measure your capability and readiness to become an entrepreneur. When you see this icon, it tells you where to nd more information or what to do.

PART I | You as an entrepreneur | 01

PART I

YOU AS AN ENTREPRENEUR

1.

Do you have what it takes to be an entrepreneur?

Are you excited thinking about owning and running a business yourself? While it sounds very tempting, being

an entrepreneur also means taking on a lot of responsibilities and facing a lot of challenges!

First of all, you need to nd out if you are capable of running your own business. Favourable circumstances, in

combination with certain personal characteristics and skills are necessary elements for your development as

a successful entrepreneur. You will also need specic knowledge and experience in the eld to be ultimately

successful in the business you choose.

Below are two assessments that you should make before going into business. The rst one will measure whether

you have the right abilities to be an entrepreneur. The second assessment will help you to identify which type

and eld of business may be suitable for you.

The following assessment will help you nd out if you have the basic requirements of an entrepreneur. Be honest

when you answer the questions.

Think about each of the following factors presented as questions. If you answer YES to the questions dealing with

any particular factor, consider that factor as one of your strengths. If you answer NO to most of the questions or

you are not quite sure about the answers, those factors may be areas that need improvement before you start

your business.

AREAS OF

STRENGTHAREAS

THAT NEED

IMPROVEMENT

Passion

Are you passionate about running your own business? Is it very meaningful and important to you, your family and the community? Are you enthusiastic about making your business a success and are you willing to put it before almost everything else?

ASSESSMENT

P

ERSONAL CHARACTERISTICS,

SKILLS AND YOUR SITUATION

02 | Generate Your Business Idea

Goal orientation

Are you able to see the big picture and to create clear goals for your business? Are you determined to direct all of your endeavours towards achieving your goals?

Making decisions

When you are confronted with a dificult situation, are you able to keep calm, seek adequate information and make important decisions without postponing or passing the problem on to someone else?

Taking risks

There is no absolutely safe business idea. You always run the risk of failure. Are you aware of the risks and do you accept the possibility that your business might fail? Have you sought adequate information so that you can honestly estimate how big a risk you are going to take?

Ability to handle stress

Entrepreneurs are subjected to a lot of stress when making dificult decisions, managing dierent business stakeholders and working long hours. Are you able to maintain a positive spirit under pressure? Can you see opportunities in dificult situations?

Social support

Running your business will take a lot of time and eort. Will you get adequate support from family, friends and other business people?

Financial situation

Access to nancial resources to start your business is important. Have you set some money aside to get your business started? Do you have family or friends who might be willing and able to lend you money? Do you have a savings or credit history with a nancial institution that provides start-up loans?

PART I | You as an entrepreneur | 03

Number of

areas where you are strongNumber of areas needing improvementBusiness management skills Business management skills are the ability to run your business eficiently. Are you good in some business management areas, such as marketing, sales, costing or sta motivation, etc.?

Commitment to your community

An entrepreneur plays an important role in the development of the community. Are you aware of this role? Are you committed to the social advancement of the community as a whole? Count the number of strengths and areas of improvements you listed above and write the total here.

ACTIVITY 1

Look at the assessment areas above and decide which ones that need improvement and growth are critical for

your business success. Make a note of them in the box below:

Critical areas needing improvement and growth:

04 | Generate Your Business Idea

2. Which type and eld of business is more suitable for you?

If you choose a business based on your work experience, technical skills, knowledge of business practices,

hobbies, social ties and family background, etc., there is a greater chance that you will succeed.

Consider the following examples:

Hasan has been working for a courier company

for many years. He learned how to manage the courier business and how to develop the required networks. He is considering opening up his own courier service to operate in his country and the

East African region.

Maria has grown up in a farmer's family. Her

parents grow seasonal vegetables to sell to the local retailers. Maria has graduated from the

Agricultural College. She knows various planting

techniques and is enthusiastic about promoting the planting, sales and consumption of organic foods in her community. Maria decides to grow organic vegetables on her parents' farm and to sell the products through their retail network.

Kim loves fashion. While she was a student in the

capital city, Kim went shopping and discovered a source of inexpensive imported clothes and accessories. She has now returned to her hometown. She decides to buy fashion items from that source and resell to fashion shops in her area.

PART I | You as an entrepreneur | 05

Githuku worked for a construction materials

company for several years. He is very familiar with all the brands and knows the quality of various construction materials. When repairing his house last year, he realized that there was no shop in the area selling the supplies he needed. He decides to open a shop near his home, selling all types of basic construction materials, such as cement, bricks, tiles, sand, paint, etc. He enjoys meeting people and advising them about the dierent types of construction materials.

Below is a summary of how the people in the examples above have chosen their eld and type of business:

In the following section, we will further explain what elds of business and types of business exist before

suggesting those that will be most suitable for you. A griculture

Construction

Transportation

Garment

(many more) Manufacturing Service provision Wholesaling Retailing

Field of business

Type of business

GITHUKU" s

construction materials shop

KIM" s wholesale

clothes shop

HASAN" s courier

service

MARIA" s

vegetable farm

06 | Generate Your Business Idea

A eld of business refers to an industrial category, such as farming, shing, food processing, garments,

construction, furniture, beauty salon, stationery, etc. Your talent, family background, experience, hobbies or

interests often inspire you to develop a certain eld of business. Your decision to pursue a particular eld of

business should also match your knowledge, skills and situation.

A type of business identies how you take part in the business eld that you choose. Your personal characteristics

and your available networks often guide you into a suitable type of business.

There are four main types of businesses:

Manufacturing

Manufacturers are businesses that use raw materials, such as leather, waste material, wood, cloth or metal

and make new or dierent products out of those materials. Some examples of manufacturing businesses

are shoemakers, dressmakers, furniture makers, paper producers and farm equipment manufacturers. If you

know how to produce a good and to make something that is in demand and valuable to customers, you may

want to go into manufacturing.

Service Provision

Service providers are people whose businesses sell a particular service, such as transportation, tours, hairdressing,

banking, deliveries, construction, repairs, cleaning, painting, nursing, etc. If you enjoy working with people and

satisfying their specic needs, providing services may be your forte.

Wholesaling

Wholesalers are businesses that buy large quantities of certain goods from manufacturers and resell those

goods to retail outlets, who then resell them to individual consumers. If you are familiar with companies that

make and sell their goods in bulk and you are good at establishing relationships with retailers, you may want

to be a wholesaler.

Retailing

Retailers purchase ready-made goods from wholesalers or suppliers for resale at a prot. Some examples of

retail businesses are grocery stores, appliance stores, clothing stores, stationery shops, computer and mobile

phone shops, etc. If you like meeting dierent people and you have access to a good location to open a shop,

retailing may be a good option for you.2.1 Field of business

2.2 Type of business

PART I | You as an entrepreneur | 07

The following assessment helps you to identify the eld and type of business that you should opt for. Be

honest in your assessment.

Remember that this assessment can direct you into the business eld and type for which you are best suited. You can

always return to this assessment, rethink the choice that you have made and make a dierent decision. 1. My interests - I enjoy doing the following (include your hobbies):Possible business elds: 2.

My experience - I have worked in or have educational experience in the following eld(s) of business (list jobs, training and other sources of work experience):

3.

My business network - I know the following people, friends and relatives who are in business and who could provide information, advice or assistance

(state their position):Possible business types: 4.

My preference is to:

Work with a lot of people/work on my own

Be active and work outdoors/work at the desk all day Do physical work/work in a job that allows me to be creative/do work that requires logical thinking Focus on technical details/talk to and care for people2.3 Identify your business eld and type

ASSESSMENT

08 | Generate Your Business Idea

3. How to strengthen your entrepreneurial abilities and skills?

What if you do not have all the desired characteristics and skills to be an entrepreneur or if your situation is not

right to be an entrepreneur at this time? Look at the assessment areas above and identify the areas that need

improvement and growth, which are critical for you to start your business and succeed in it. There are many

ways to improve your entrepreneurial abilities. You can: Learn from people who run their own business, especially those in your chosen business eld and type

Attend training courses

Find work as an assistant or apprentice in a successful business in the eld and type that you are interested in

Read articles about businesses in your eld and type in newspapers and trade journals, either on the internet or at libraries to help you think about the problems these businesses are facing and their proposed solutions

Join a small business association in your area and participate in forums Set aside small amounts of money on a daily or weekly basis to help nance your new business Develop the skills and attitudes described below by applying them in your daily activities: -Increase your motivation and commitment by making a plan for your future -When things go wrong, analyse what happened and improve your ability to learn from mistakes -Accept the problems, assess the solutions and take risks -Become more open to new ideas and other people's views

You might want to think about nding a partner who complements your abilities, instead of going into business

entirely on your own. A partner might also be able to bring nancial resources, collateral or relationships with

nancial service providers that could be helpful if your business ever needed a loan.

There are a number of successful business people who did not have much experience or practice in their

particular eld or type of business before starting their companies. What is important is to be aware of the

areas that need improvement and develop a plan of action to deal with these before they negatively aect

your business. Complete the Action Plan on the next page to help you assess how you intend to improve your

knowledge, skills and business situation.

PART I | You as an entrepreneur | 09

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