ENTREPRENEURSHIP

Dyson group

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 Table of Contents

Introduction 3
Main Body 3
a. About the entrepreneurs who was behind the organization 3
Critically discuss the personality traits of the entrepreneurs 3
Opportunity of Dyson 5
Innovative products and services of Dyson 5
B. About the entrepreneurial organization 7
How did the entrepreneur build the entrepreneurial team? 7
The entrepreneurs’ role as a leader 7
The entrepreneurs grow the business 7
c. About contribution to the economy and Society 8
Evaluate the contribution to the economy that is job creation, new product innovation, wealth
creation 8
Evaluate the survival issues due to the Global pandemic 9
Conclusion and Recommendation 11
Referencing 12

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Introduction
Entrepreneurship is the act of entering a new business and taking on most of the hazards while
earning the bulk of the profits. Establishing a business is referred to as entrepreneurial activity.
There is a common misconception that entrepreneurs are innovators that create new goods,
services or business operations. Every economy relies on entrepreneurs as they have the capacity
and desire to anticipate needs and bring good new innovations to life before anybody else does.
If an entrepreneur can overcome the challenges of beginning a firm, he or she will be recognized
with earnings, renown, and the possibility of a huge existence. When an entrepreneur fails, it
causes them to lose money and reduce their global footprint.
Economy classifies entrepreneurship as one of the ftheirfundamental resources for development,
along with territory supplies, manpower, and wealth. An inventive organization uses the first 3 of
them to develop products or provide services. It is common for them to create a business
strategy, hire and supervise personnel and raise revenues, such as finance. In this particular
assignment the Dyson Group has been taken into consideration that shows the reason behind the
overall foundation of the organization. It also describes the personality traits of the entrepreneurs
that have been recognized including the set of opportunities for creating the overall business. It
also describes the innovative products as well as services introduced among the market segment
which is quite important for the organization to initiate a greater role. It also evaluates success
for the growth of the business that includes the family members of Dyson. It also discusses the
ultimate evaluation for the contribution over the new product development in respect to the
survival issues within the Global pandemic. According to that perspective the appropriate
recommendations have also been suggested to set an organizational profile so a supportive
analysis as well as the argumentation.
Main Body
a. About the entrepreneurs who was behind the organization

Critically discuss the personality traits of the entrepreneurs

The Dyson Foundation seeks to enhance people's lives by providing grants, encouraging
generosity, and bolstering nonprofit organisations' ability. Charles and Margaret Dyson launched
the company in 1957. It has $224 million in current assets.

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In 2020, grants totaling more than $9.3 million were awarded. Funds nationwide, with a focus on
the counties of Columbia, Dutchess, Greene, Orange, Putnam, and Ulster in New York (Zipkin,
2021). Grants totaling more than $390 million have been issued. There were almost 4,000
fundamentals in the United States in 1957, when Charles H. and Margaret M. Dyson established
theirs, compared to 86,000 today. Charlie Dyson, a pioneer in the practice of leveraged buyouts.
(Jamesdysonfoundation, 2021).
Though hard effort is important, one's amount of output does not really indicate success in their
area - and entrepreneurship has none of that. The effectiveness of an entrepreneur may be
affected by a variety of factors as they produce, run, and increase their sales. For example,
timeliness of their business launch; efficiency; dependability of their transmission networks;
amount of finance they can obtain; and current economic conditions (Dowling, 2021). These
aren't the only traits that great entrepreneurs have in common. However, the personality traits of
the entrepreneurs of Dyson lie over the process orientation, resilient and empathetic.
As an example, the Dyson group has the orientation trait over the washing machine that was
purchased by James Dyson (Jamesdysonfoundation.co.uk. 2021). After a little time, however,
significant flaws emerged, and he pledged to one day make a superior product. He achieved
exactly that in 1992, when he founded Dyson. Ever since, he has developed several of the
world's largest technologies. Dryer Product Portfolio the Dyson hand dryer is advertised as
lowering one's environmental footprint by drying hands with only clean air and taking only ten
seconds (Encyclopedia Britannica. 2021). The technological advancement to strengthen an
original company is a component of product-oriented products, but when these innovations are
utilised as a consequence of customer experience regarding cleaner from several other firms, the
product becomes commodity as well.
It took Dyson 15 years and 5,126 different designs until he produced his first vacuum cleaner,
the Double Cyclone, which was introduced in 1993. (Dowling, 2021). In return, they received a
multi-billion dollar business renowned for its creative ideas and resourcefulness. Over a quick
journey to Chicago, designers chatted with him on the call about how hardship has fuelled his
success.
The empathic trait of Dyson is based on Creative Thinking is a novel approach to project
development (Jamesdysonfoundation.co.uk. 2021). It mixes engineers, designers, and analytical
professionals with more intuition and intelligent people in the very same project team, who

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initially attempt to find a consumer need and understand their surroundings through a modern
breeding market study by venturing off the beaten path. This allows them to see what real-world
user engagements are like. Empathy, a crucial word in Design Thinking, is featured in this stage.
The next step is ideation, which involves developing a notion and an idea to remedy the problem
stated in phase 1. This will be followed by the prototype stage, which will give this concept a
shape and eventually lead to a product.

Opportunity of Dyson

The entrepreneur recognized the opportunity through its marketing technique that Dyson has
applied over the renowned vacuum cleaner brand established in the United Kingdom. The
document examined historical, current, and future economic conditions that have passed through
(and are projected to go through) several stages as a result of the recession
(Jamesdysonfoundation.co.uk. 2021). Various kinds of vacuum cleaners are at different phases
of the life cycles, and this is taken into consideration when proposing changes to the current
marketing plan, marketable targets and priorities, placement assertion for the modified stronger
emphasis, means of differences, the effective advertising mix associated with the new
proposition, and emergency plans for either an exit plan.
In this period of recession as well as its lingering effects, vacuums are one of the few household
devices that still have promise (Zipkin, 2021). In the vacuum cleaner industry, Dyson is the
market leader. It has gained traction mostly as a result of innovation. It is owned by a company
that utilises cost-cutting techniques in research. In the United States, Australia, the Middle East,
and Europe, Dyson products are now accessible in 45 countries. Despite the fact that revenues
declined during the recession, the firm intends to return and grow sales volume.

Innovative products and services of Dyson

James Dyson revolutionized the stair vacuuming industry. Dyson's inventive redesign of the
vacuum cleaner propelled him on his road to becoming a billionaire thirty years ago. He came up
with the idea of replacing the bag used in standard floor cleaners with a fast-spinning engine that
creates a cyclone of air to suck the house clean. Sir James' success, on the other hand, was not
unexpected. In 1974, he released his first innovation, the ball barrow, a wheelbarrow with a
single moulded wheel (or ball) made of moulded plastic.

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After seeing a gigantic cyclone used to remove wood dust in a sawmill, he came up with the idea
for his bagless vacuum cleaner. Between 1979 and 1984, 5,127 distinct adjustments and
alterations were made to the gadget to make it small enough to fit inside a vacuum cleaner.
Because the inventor's proposal was initially rejected by British shops, his wife's income helped
keep the family afloat (Dowling, 2021). The Japanese were the ones who stepped in to help. Sir
James would have enough royalties from the first models, which were only sold in Japan, to
establish a research laboratory and manufacture in Malmesbury, Wiltshire, England, in 1993. By
the mid-1990s, the bagless vacuum cleaner had become a household staple.
However, Dyson's products were not always a hit. For example, the CR01 washing machine
(which used two socio drums to simulate the activities of hand washing) was eventually
terminated due to high production costs. As for Sir James, he took his vacuum cleaner
knowledge and utilised it to create a new, more efficient design seven years ago. Wet hands may
be dried in even less than ten seconds with the Airblade hairdryer, which employs a focused flow
of cold air to dry them. Dishwasher tap with integrated hand dryer Dyson created the Airblade
Tap to avoid dirty water from flowing into the dryer (Jamesdysonfoundation.co.uk. 2021).
Innovation is important for the organisation because the best innovative technical achievements
are those that combine imagination and theoretical practise (Encyclopedia Britannica. 2021).
Users cannot create something without thinking about how it operates – the two are inextricably
linked. This hasn't always been the case. It encourages the researchers to approach the
development of a new technology in a problem-solving manner. Engineers looked into a range of
washing methods for the CR01 washing machine, when using a microwave to conventional hand
washing (Zipkin, 2021). The neutralise drum was invented when hand washing came out on top.
The fabric was treated in a similar manner to hand washing, resulting in a safer and more precise
wash. The fact that it wasn't always a commercial success was incidental to the goal of solving
the issue.
B. About the entrepreneurial organization

How did the entrepreneur build the entrepreneurial team?

James Dyson has always utilised his entrepreneurship skills in making a team of potential
employees and providing in his company an uprising of growth and development. This team is
managed by CEO Jim Rowan and has a "D" rating. When compared to similar-sized firms with

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1,000-5,000 workers, Dyson's management team is in the below 15% (Comparably, 2021). When
it comes to their executive team, male employees and those with over 10 years of experience feel
more confidence, while female employees and those in the sales department believe there is still
room for development Electrolux, Dematic, iRobot, Hoover Dyson, and Business.com are main
competitors. When he founded Dyson, it was with a small group of recently graduated college
students. More than 2,000 engineers and scientists have joined the company since then, but we
still recruit roughly half of them directly from universities. According to Dyson one should never
underestimate the ability of inexperience - their research team has an average age of 26
(Champions Speakers, 2021). A few experienced experts are brought in to provide external
knowledge, but young individuals are given real responsibilities from the start. They expected
people to ask why something works and to come up with solutions when faced with challenges.
A previous solution is of no relevance to me; instead, he wanted to find the best method to
address the problem now. That entails drawing, testing, and evaluating for a technician. A cycle
of failure, rather than a linear procedure, ensures that problems are effectively handled. A
technology-driven company like ours isn't the only one that can profit from this mentality.
Instead of doing things the same way they have always been handled, Dyson said to try
something new, and take a chance (theglobeandmail, 2021). Ultimately, this leads to more
intriguing and better outcomes.

The entrepreneurs’ role as a leader

James Dyson enjoyed tinkering with things as a kid, taking gadgets apart, putting them back
together, and seeing how everything worked. He despised replacing the bagged in his mother's
vacuum when he was nine years old. With his Dyson Dual Cyclone bagless vacuum, he
combined his ability for "tinkering" and his dislike for vacuum-cleaner bags to establish a worth
billions of dollars corporation. Back around Cromer, England, where James grew up, it really
was implausible that his friends could have predicted that he might one day emerge not just a
world-renowned inventor but also the director of a multibillion-dollar firm
(Jamesdysonfoundation, 2021). Every administrator should be aware of and use administrative
technologies when running their business. In fact, it's critical. Despite having no prior expertise
in business or an ambition to be an executive, Dyson managed to construct a successful
corporation (Dowling, 2021). Dyson, in fact, exhibits one of its most infrastructures in order

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skills a person can have in order to succeed in business. Despite the fact that Dyson has
technically stood aside as Chairman of the Board, risk-taking remains a top priority for the
company's research and construction teams. Risk-taking, according to Dyson, is "an important
building component for creativity and development." Countries are taking risks in order to
compete. Users can't build long-term prosperity while taking risks,' he adds. The most important
takeaway from Dyson's contingency is how it fosters creativity (Edb, 2021). Dyson's leadership
style reflects the company's focus on research and development. In his present capacity as Chief
Engineer, he is recognised for giving praise, encouraging staff to take the tough path rather than
the easy one, and ensuring that he takes the difficult path rather than the easy one.

The entrepreneurs grow the business

Every year, the United Kingdom confronts a shortage of 59,000 engineers (The Future of
Engineering, 2021). Failure to solve it might cost the UK economy £27 billion per year by 2022
if nothing is addressed. Simply put, consumers require more. James Dyson founded the James
Dyson Foundation in 2002 to address misunderstandings about architecture and battle the
scarcity, believing that talented young minds must not miss out on every career in academia, as
he probably did. Engineers are in high demand worldwide, not only in the United Kingdom.
They are required all around the world (Dowling, 2021). The James Dyson Foundation was
founded in the United States in 2011, and it has since expanded to Japan, Malaysia, the
Philippines, and Singapore. The Organization now has initiatives in 21 other nations and regions,
encouraging children to pursue projects designed to accomplish all throughout the world.
Dyson's design and economic success added credibility to his mission to rekindle the British
spirit of creativity. In 1997, he published Against the Odds, a personal narrative of his
perseverance in the face of adversity (co written with Giles Coren). He was awarded a
Commander of the Company of the British Crown the following year. The James Dyson
Foundation was founded in 2002 with the purpose of fostering young people to pursue careers in
technology by providing awards and grants. The Current Government asked Dyson to
recommend ideas to foster creativity in 2009, and he responded in March 2010 with both the
report Brilliant Britain (Gilster, 2021). Making the UK this same Leading High Tech Exporter in
Europe.

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c. About contribution to the economy and Society

Evaluate the contribution to the economy that is job creation, new product innovation,
wealth creation

Sir James Dyson is the modern-day equivalent of Thomas Edison. In a market where items are
normally advantageous to the public as soon as possible, Dyson and company team go through
hundreds, if not thousands, of prototypes before releasing them to the public. Dyson has the
financial means to function in this fashion, with an average net worth of $4.5 billion, so it was
quite promising how Dyson established his tactics and impacted his employees before he was
dubbed the UK's world’s greatest innovator (Zipkin, 2021). Despite his tremendous money and
resources, he did not use that as a yardstick in the beginning of his profession. Instead, he was
obsessed with creating gorgeous and simple-to-use things that people wanted to use every day.
Whenever users look at the layout of a ski, users can feel the enthusiasm of the person who made
it, as he described. They created it for their own use. Vacuum cleaners, on the other hand, have
not always been treated with the same care and enthusiasm.
Whenever Dyson designed a better vacuum cleaner, he was annoyed by these limitations. Dyson
has encouraged someone else who has opted to innovate in market segments that were previously
deemed to be hard to improve. Along the way, he has accidentally produced a slew of imitators
(Encyclopedia Britannica. 2021). Throughout it all, Dyson has maintained a laser-like focus on
precision, knowing that success in business would follow. In the meanwhile, his impact has
spread far beyond anything he could have imagined at the start of his career (Dowling, 2021).
Manufacturers can accomplish more with less by strengthening core technologies and properly
utilising resources, resulting in increasingly efficient products. Invention necessitates leaps of
faith and a willingness to attempt new things: cyclones instead of wasteful bags, increased air
instead of energy-guzzling heaters.
It spent the last two decades working to reduce the amount of energy consumed by their devices
while they're in use, using more efficient motors, bigger technology, and better product design.
It's all about getting more performance out of fewer resources, and examples can be found in
every computer system: Plastics that are thinner and tougher, requiring less manufacturing and
recycling. Selecting the sustainable alternative should not imply making concessions; rather, it
necessitates a product that is well-designed and constructed to last. Engineers at Dyson work to

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improve the efficiency of their equipment from within and. Through life cycle analysis, users
better understand the impact of the products (Dowling, 2021).This looks through each stage of a
product's life cycle, from raw material acquisition through trash, to discovering and eliminating
inefficiencies in existing designs. It focuses on conserving energy and resources during the
manufacturing of the products, as well as lowering environmental effects across the board.
The durability of a product for how long it should last is crucial to its long-term viability (Fast
Company. 2021). Materials do not stay the same over time or in varied environments. It's why all
of their goods are extensively tested to the point of frustration 24 hours a day, seven days a week.
Only by testing till failure can they grasp the boundaries of their technology and build devices
that are intended to last.

Evaluate the survival issues due to the Global pandemic

Sir James Dyson, another of the world's most successful business people, understands the
importance of innovation and lifting the bar when it comes to company concepts. However,
nothing compares to his company's operational nimbleness during the COVID-19 pandemic
(Johnson, 2021). The company, which is renowned for the Dyson vacuum cleaner and other
revolutionary household items, teamed up with Cambridge-based research technologists TTP to
develop a new ventilator design to aid in the healthcare approach to COVID-19. Scores of Dyson
staff in the UK and Singapore worked overtime as part of the joint venture with TTP successfully
designing and implementing a prototype breathing machine over just 30 days, thanks to Sir
James' guidance (Fast Company, 2021). The COVID-19 epidemic has thrown practically every
element of life into disarray, from personal to corporate. According to McKinsey, (2021) more
than 90% of CEOs in a recent study of more than 200 businesses across industries said they
expect COVID-19 to profoundly disrupt the economic landscape. Over the next 5 years, with
roughly the same number claiming the crises will have a long-term impact on their consumers'
requirements (Dowling, 2021).during a crisis. The Covid-19 problem has hastened consumer
behavitheirchanges, necessitating modifications in how they interact with business customers
and offer their products." It stated that the corporation will endeavour to avoid forced
redundancies whenever possible, and that it had not furloughed any employees or used public
funds to support employment anywhere around the world even during pandemic (Fast Company.
2021). The majority of Dyson goods are designed in the United Kingdom, where the company

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maintains two technology centers in Wiltshire, although they are made in Asia. The business
entered the race to provide medical ventilators again for the NHS earlier in the year, amid fears
that the NHS might be overrun with coronavirus. The company also attempted to expand into the
production of electric vehicles. The government bought 10,000 ventilators from the company in
March, but Sir James later informed staff that they were no longer required (Eandt.theiet.org,
2021). However, it announced this year that despite its engineers in the United Kingdom
developing a "great electric car," it would not be put on the road since it was not "economically
feasible." Sir James, a pro-Brexit businessman, debuted his first vacuum cleaner in 1993. He had
previously created a wheelbarrow with a spherical wheel in 1974 (Johnson, 2021). Among the
more urgent actions to take are:
● Core modifications are necessary when the client's needs change.
● being able to identify and react quickly to new opportunities created by the changing
terrain
● The portfolio of innovative projects will be reviewed to ensure that funds are spent
efficiently in order to establish the basis for post-crisis development and compete
successfully throughout the recovery phase.
Many firms are unable to function since they have in the past (Fast Company, 2021). Both during
and after the crisis, what made a company successful in the past may no longer be necessary.
Businesses may find it difficult to make payments. To suit new requirements or operate around
new limits, channels may have significantly evolved. A formerly steady regulatory environment
may have shifted, perhaps creating new opportunities (Zipkin, 2021). It is possible that the
assumptions that have supported years of steady, dependable growth are no longer accurate.
Conclusion and Recommendation
That's because of Dyson's corporate culture, which is based on the founder's public persona:
dilemma via inventive thinking, study emphasis, no complacency when it comes to product
amount and benefits, and an unshakable attitude of development and uprising. "Wrong Garden"
at the 2003 Chelsea Flower Show, which was not green and had water coming uphill, is a good
example of Dyson's ability to combine beauty with technology. Because of the organization's
open culture, mistakes are not penalized, but rather praised for their ability to become successes.
As a recommendation, the organisation needs to focus on the CDyson's goal is to create goods
that are both environmentally responsible and easy to use, and his aim is to inspire research and

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development of new via the manufacture of his products, according to the company. Currently,
Dyson has a presence in 45 countries and a sales growth of 46 percent and 32 percent,
correspondingly, in the United Kingdom and the United States for vacuum cleaners. The
company offers seven-day customer service and a 12-month guarantee on all vacuum
replacement and parts. As part of Dyson's groundbreaking new online platform for efficiency,
consumers can chat to Dyson experts about their difficulties in only a few clicks. Aside from
that, the company's strong customer attention is evident in the positioning of the customer care
number on the equipment, rather than in the user instructions. As the vacuum cleaner business
grew in size, the corporation decided to diversify into other products and locations.

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Referencing
Champions Speakers. 2021. How Did Sir James Dyson Become a World-Leading Inventor?.
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become-world-leading-inventor> [Accessed 27 August 2021].
Dowling, S., 2021. Frustration and failure fuel Dyson's success. [online] Bbc.com. Available at:
<https://www.bbc.com/future/article/20130312-failure-is-the-best-medicine> [Accessed 27
August 2021].
Edb, 2021. [online] Available at:
<https://www.edb.gov.sg/en/business-insights/insights/singapores-world-class-talent-powers-
dysons-global-ambitions.html> [Accessed 27 August 2021].

Fast Company. 2021. The Making Of Dyson’s Multi-Billion-Dollar Family Dynasty. [online]
Available at: <https://www.fastcompany.com/3066186/the-making-of-dysons-multi-billion-
dollar-family-dynasty> [Accessed 27 August 2021].
Jamesdysonfoundation, 2021. Our story. [online] Available at:
<https://www.jamesdysonfoundation.co.uk/who-we-are/our-story.html> [Accessed 27 August
2021].
The Future of Engineering. 2021. The Future of Engineering | Innovating Through Engineering.
[online] Available at: <https://thefutureofengineering.org/> [Accessed 27 August 2021].
Zipkin, N., 2021. James Dyson: 'Never Be Afraid to Fail'. [online] Entrepreneur. Available at:
<https://www.entrepreneur.com/article/234767> [Accessed 27 August 2021].
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business/careers/leadership-lab/organizational-thinking-why-dyson-does-it-differently/
article26014150/> [Accessed 27 August 2021].
Comparably. 2021. Dyson Executive Team. [online] Available at:
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Champions Speakers. 2021. How Did Sir James Dyson Become a World-Leading Inventor?.
[online] Available at: <https://champions-speakers.co.uk/news/how-did-sir-james-dyson-
become-world-leading-inventor> [Accessed 27 August 2021].
Gilster, P., 2021. On Freeman Dyson. [online] Centauri-dreams.org. Available at:
<https://www.centauri-dreams.org/2020/03/02/on-freeman-dyson/> [Accessed 27 August 2021].

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Eandt.theiet.org. 2021. Government cancels order for 10,000 Dyson ventilators. [online]
Available at: <https://eandt.theiet.org/content/articles/2020/04/government-cancels-order-for-10-
000-dyson-ventilators/> [Accessed 27 August 2021].
Johnson, B., 2021. The NuBarro: The Ballbarrow Reincarnated? | Toolmonger. [online]
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ballbarrow-reincarnated/> [Accessed 27 August 2021].
Johnson, C., 2021. Learning From COVID-19: Addressing impacts in Dyson's curriculum |
BusinessFeed. [online] Cornell SC Johnson. Available at:
<https://business.cornell.edu/hub/2021/05/06/learning-from-covid-19-addressing-impacts-in-
dysons-curriculum/> [Accessed 27 August 2021].
mckinsey, 2021. [online] Available at: <https://www.mckinsey.com/business-functions/strategy-
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[Accessed 27 August 2021].

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