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  • Balance Scorecard

    A performance management report used by managers to keep track of the execution of activities by their teams.

  • Business Model Canvas

    A strategic management tool used to develop new business models or to document existing ones. It consists of a visual chart showing the main elements of the business: value proposition, infrastructure, customers and finances.

  • business practices

    Processes, methods, actions, regulations, operations or rules that businesses introduce or follow in order to meet its objectives. Some examples include people management, financial planning or marketing activities.

  • heavy industries

    Heavy industries are capital-intensive industries with one or more of the following characteristics: producing large and heavy products; using large and heavy equipment and facilities; or involving complex or numerous processes. Some examples include shipbuilding, manufacturing heavy machinery and equipment, and steelmaking.

  • Kaizen

    A production management methodology aimed at fostering continuous improvement and higher efficiency through small changes to production processes, like reducing waste or making work environments safer.

  • light industry

    Light industries usually are less capital-intensive than heavy industry, typically produce smaller consumer goods, and are more consumer-oriented than business-oriented. Some examples of light industries include food, textile and electronics.

  • locus of control

    A sense of control over one’s business and the business environment in which one operates.

  • managerial capital

    Skills associated with the management of operations, people, money and customers.

  • original products

    New products that are their own idea rather than just copied from others.

  • persistence

    Not giving up when difficulties arise and being able to overcome barriers on the way towards a goal.

  • proactivity

    Thinking of future opportunities and problems and preparing for them now.

  • programme evaluation

    Evaluations looking at the overall effectiveness of a programme.

  • role model

    An actual entrepreneur who shares their own experiences in entrepreneurship with participants.

  • self-efficacy

    One’s own belief in their entrepreneurial competences.

  • self-starting

    Always being on the lookout for opportunities and trying to exploit them.

  • SIYB

    Start and Improve your Business

  • Small and medium-sized enterprises (SMEs)

    According to the OECD, microenterprises have fewer than 10 employees, small enterprises have between 10 and 49 employees, medium-sized enterprises have 50 to 249 employees and large enterprises employ 250 or more people.

  • tweak evaluation

    Evaluations looking at the effectiveness of design or implementation tweaks to the programme.