A GEM (Global Entrepreneurship Monitor) a GERA (Global Entrepreneurship Research Association) konzorcium kutatási projektje. A projekt résztvevői a bostoni székhelyű Babson College, a London Business School és az egyes országok kutatási csoportjai, amelyek száma az alapítás óta folyamatosan nőtt. A konzorcium 1997-ben jött létre abból a célból, hogy a kutatásban résztvevő országok lakónak ... [Show full abstract]View full-text
... For example, only five academic papers explicitly investigate HBB owner motivations (see Walker, 2003; Jurik, 1998; 2004; Mason et al., 2011; Loscocco and Smith-Hunter, 2004) with three further contributions from practitioner papers (see Enterprise Nation, 2009; Dwelly et al., 2005; British Telecommunications, 2008). This may be because when considering motivations, the HBB has been likened to self-employment and small business, with Thompson et al. (2009) reporting for their all-female sample of business owner-operators that motivations are similar irrespective of business location. ...

Home-Based Business: A home based business could fit under the category of small business, but the primary factor in this case is that it's run from home, as opposed to an office or other location. But just because a business is run from home, doesn't mean it can't compete with larger businesses. In fact, many large corporations were started from a home, including Apple and Disney. 
... Studies from various locations do give us some information, though. In terms of industry, there appears to be some 2 concentration in business services (Soldressen et al. 1998; Loscocco & Smith-Hunter 2004), and several studies find home-based firms are started with low levels of initial capitalisation (Loscocco & Smith-Hunter 2004; Thompson et al. 2009). Home-based business are also said to have lower growth ambitions than other firms and are likely to have few or no employees (Thompson et al. 2009; Newbery & Bosworth 2010). ...
... It would be desirable to explore more if handicraft producers could be grouped into a number of clusters or types of producer based on these three business characteristics. Previous literature on business transition led to proposition that the higher performing handicraft producers would be those exhibiting formal business activities in a dedicated premise (Thompson, Jones-Evans &Kwong, 2009; Roberts and Robinson, 2010). In addition, based on the key informant interviews conducted, according with Malaysian government policy the full-time workshop-based producers would be highest performing unlike part-time domestic producers, who it was expected would have weaker performance due to informal and improper management of their business activity. ...
Good ideas, I like numbers 2, 3, and 6 personally. I think in addition to persistence and determination, creating a successful home-based business also takes courage. It can be a scary proposition to quit your day job to go it alone. I always admire people who make this move, and I think that in general they are all the more happy for it. There is not doubt, though, that you have to go for it 100% in order to make it happen!
... A more recent study by Tlaiss (2013) finds that rather than either push or pull motivational factors, women entrepreneurs demonstrate a complex interplay of both types of motivation. Other gendered aspects include lifestyle strategies for balancing work and home-life (Breen, 2009/10; Philipps, 2008; Duberley and Carrigan, 2013), feelings of isolation (Greenhaus et al., 2003; Thompson et al., 2009), attitudes to IT (Ndubisi, 2008) and attitudes to growth (Ehlers and Main, 1998; Breen and Karanasios, 2010; Redmond and Walker, 2009/10). We suggest that many of the contradictions of gendered aspects arise from the confounding of different types of home-based business, and would encourage researchers to focus on particular business types, such as our focus on home-based online businesses and the development of the detailed typology shown in Table 1We also suggest that the ease of experimentation offered by the online environment provides an explanation for the low levels of self-efficacy we identified. ...

Home-Based Business: A home based business could fit under the category of small business, but the primary factor in this case is that it's run from home, as opposed to an office or other location. But just because a business is run from home, doesn't mean it can't compete with larger businesses. In fact, many large corporations were started from a home, including Apple and Disney. 
... Knowledge-workers use the home as their work location (McDermott, 2005), despite it being often dismissed as limiting network and growth potential (Mason, 2010), with perceived gender links (Mirchandani, 1998(Mirchandani, , 1999), even for 'high-tech' ventures (Wynarczyk and Graham, 2013). Despite a dearth of empirical studies, and regular calls for theoretical develop- ments around this phenomenon (e.g., Loscocco and Smith-Hunter, 2004;Mason et al., 2011;Thompson et al., 2009;Walker and Webster, 2004), home-based, self-employed workers are absent from 'most existing research and theory-building' (Reuschke, 2015, p. 6). We fill this gap by analysing home-based, knowledge-workers' virtual, mental and career mobility; those physical/corporeal restrictions counter-balancing their remote, online home-working autonomy (Fraser and Gold, 2001;Koehne et al., 2012); and the tensions overlooked by extant paradox theorizing ( Smith and Lewis, 2011). ...
But you don't have to be huge or famous to be a successful entrepreneur. The world is littered with entrepreneurs you never heard of who had an idea and turned it into a thriving, profitable business. There are moms who invented a gadget or started a lifestyle blog. Teenagers who star in their own YouTube shows. Retired folks who have turned a lifetime of experience into coaching or consulting business. Becoming an entrepreneur isn't hard, but it is work and requires many steps including:

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... Meanwhile, researchers have demonstrated different results on the growth of women's HBBs. Some studies have found these kinds of businesses weak and with a very limited motivation and potential for growth (Loscocco and Smith-Hunter, 2004;Thompson et al., 2009), whereas other studies have proved that they are very dedicated and expanding in all sectors (Breen and Karanasios, 2010;Breen, 2010;Wynarczyk and Graham, 2013;Clark and Douglas, 2014). Motivations are among important gender differences in HBBs and while men often choose HBBs as a response to special life circumstances (e.g. ...
... The first group believes that women go for HBBs because they have no other alternatives. Therefore, as the house is used as a business location, the growth of their business has been limited; their activity is thoroughly made marginal, because less time is used for the business; its survival is even under question ( Thompson et al., 2009), but Breen and Karanasios (2010) believe that managerial qualifications and access to capital and marketing skills make women-owned HBBs grow. Of course, there are significant gender differences at work in HBBs ( Holmes et al., 1997). ...
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