Yves saint laurent

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  • Publicado : 25 de febrero de 2012
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The basic entrepreneurial abilities offer a lead on how to manage a business enterprise especially those operating in the international business environment i.e. Yves Saint Laurent (brand). In this paper, it highlights the role of an entrepreneur, Yves Saint Laurent in business success in accordance to its relationship between the tools or resources of Yves Saint Laurent (brand) withthe people working in the company and the systems that that the company employ in business processes. Moreover, the concept of culture, communication and commitment is given importance in overall and continuous improvement of a business firm (Roney, C.W. 2004). With respect to the excellent entrepreneurial capabilities of Yves Saint Laurent, the company, Yves Saint Laurent (brand), and its businessadministrators are now using effective corporate governance approach as their competitive advantage.
The Entrepreneur
            The founder of Yves Saint Laurent (brand) was a French fashion designer who was considered as one of the best in French fashion in the 20th century.[1] Basically, Caroline Rennolds Milbank argued that Yves Henri Donat Mathieu Saint Laurent was the most consistentlycelebrated and influential designer of the past twenty-five years. Yves Henri Donat Mathieu Saint Laurent inherited his fashion sense from his mother and was inspired equally by his friends. YSL is really a good fashion designer and a good entrepreneur.  Actually, he was the first living fashion designer to be honored by the Metropolitan Museum of Art with a solo exhibition. Aside from this, hisexpressive entrepreneurial skill created a foundation with Pierre Bergé in Paris to trace the history of the house of YSL, complete with 15,000 objects and 5,000 pieces of clothing. With regards to the good qualities of YSL, a study done by Smith-Hunter, Kapp and Yonkers (2003) identifies two groups of several factors that influence entrepreneurial behaviour. These factors include locus ofcontrol, risk taking, achievement motivation, problem solving style and innovativeness, perception and work values, which are in turn affected by external factors, such as culture, role models, work experience, education, and environment.
            Locus of control is important as it helps demonstrate the self-determination of an organisation, which helps determine a higher rate of entrepreneuractivity. With an increased self-determination, the company is ready to take risks, which makes the entrepreneur pursue a business idea when the probability of succeeding is low (Bhattacharya, C. B. 2000; Eisenstat, R. A. 2001; and Smith-Hunter, Kapp and Yonkers 2003). This means that the entrepreneur has the courage and the persistence to engage in his venture, even without the assurance of succeeding.The third personal factor is the entrepreneur’s value system, which entails examination, understanding of one’s place in the society, and the individual’s idea about persons and things (Smith-Hunter, Kapp and Yonkers 2003). This includes the perception and the achievement motivations of the entrepreneur, for their values determine their attitude towards their dedication with their work. Thefourth factor is the entrepreneur’s problem solving style and innovativeness, which is the central value of the entrepreneurial behaviour, since it is successfully taking an idea or invention to market. Innovation and problem solving capabilities are expected to be the core of the entrepreneurial capability of an entrepreneur, for they are faced with a number of challenges as they try to implement newideas and solve problems, so their innovativeness counts (Smith-Hunter, Kapp and Yonkers 2003).
Similarly, these factors are affected by external factors for these external factors interact largely with the mentioned attributes. The education of an entrepreneur is one major concern for his or her knowledge and experience, especially concerning high technology and heavy competition, can affect...
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