How Hard is it for a Woman to Start a Food Companie In The Indonesian Assignment

How Hard is it for a Woman to Start a Food Companie In The Indonesian - Assignment Example The gender of the entrepreneur is also not much of a factor that determines the possibility or otherwise of succeeding with the business opening. Again, as to whether the business would survive determines on how well the person, be it a male or female can apply very basic and common economic principles. To this end, it would be said without an iota of doubt that it is feasible for the 33 year old Indonesian woman to start the cooking oil company. Instead of thinking that the age and gender would be a limitation to inhibit the feasibility of the possibility of the business, it they may rather be seen as blessing in disguise because the fact that the entrepreneur is young means she would have more years ahead of her to manage her company, correcting all wrongs that may come her way along the running of the company. As far as the business experience of the entrepreneur is concerned, it can be said that is will never be too late to learn the basic rudiments of business operations. A theo ry that supports this assertion is the genuine leadership theory that argues that leaders are born rather than made. According to genuine leadership theorists, leadership is an innate characteristic and feature of a person that cannot be acquired externally (Khan & Ghani, 2004). According to the theory, the only time that an external condition comes in is to polish up what is already possessed by the leader (Williams & McGuire, 2010). With this justification, it can be said once this entrepreneur sees herself as a born leader she would not have to worry so much about her experience in business. What must be a concern is how to polish up what she is born with, the result of which is the zeal she has to go into business. With this said, it would be noted that the fact that she sees herself as a respectable person in her school and community will come with a great benefit or advantage in the creation of business connections. As noted by McDermott (2010), the kind of connections that n entrepreneur is able to develop from about her most immediate background goes long way to influence the creation of social capital and socio-economic networks positively. The respectability gained among colleagues in school and community must therefore be a first step into establishing social capital and socio-economic networks. The concentration of food companies in the Indonesian city where she lives would mean that she will be in strict competition, of which she has to device a competitive advantage to survive. Most often, new entrants are identified to face very hostile and stiff competition in emerging markets such as Indonesia. The reason as explained by Salehizadeh (2005) is because government macroeconomic strategies and interventions are often targeted on established firms rather than new and upcoming ones. To this end, new entrants are often forced with the need to structuring their competitive advantages based on microeconomic strategies and interventions. As far as the g overnment biases are concerned, Salehizadeh (2005) has said that governments in emerging markets, the size of their gross domestic products do not often have the luxury of testing the waters. They would rather want to invest where their returns can be guaranteed. The concentration of food companies in the city of the intended entrepreneur is therefore going to be a challenge to entry that must be addressed. As indicated earlier, there could be attempts to use competitive advantage that are structured around the use of more microeconomic based