entrepreneurship essay grade 11

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BUSINESS STUDIES: Gr. 11 Management and Entrepreneurship Part 1

This resource was specifically designed for the IEB curriculumn which has this chapter on Management and entrepreneurship on the 1st term of Grade 11 however the content has many parallels with CAPS grade 10 and 12. 

When you have to think about management, what activities come to mind? Perhaps directing the business? Perhaps Using resources to achieve business goals? Ok then what about Leadership? Can the two work hand in hand or are they mutually exclusive? What the following video and understand where Leadership and Management come together to create a great employment environment which will ensure profits and a great business.

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Essay on Entrepreneurship: Top 9 Essays | Business Management

Here is a compilation of essays on ‘Entrepreneurship’ for class 11 and 12. Find paragraphs, long and short essays on ‘Entrepreneurship’ especially written for school and college students.

Essay on Entrepreneurship

Essay Contents:

• Essay on the Benefits of Entrepreneurship

Essay # 1. Introduction to Entrepreneurship:

Entrepreneurship is the name given to the factor of production which performs the functions of Enterprise. In economics, Land, Labour, Capital, Organisation and Enterprise are the five factors which are thought to be the basis of all the production activities.

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Entrepreneurship in a broader sense can be considered as a process of action undertaken by an entrepreneur (Person) to establish his enterprise. It is a creative and innovative response to the environment.

Entrepreneurship can be described as a creative and innovative response to the environment. Such responses may take place in any field of social endeavour may be business, agriculture, social work and education etc.

For the entrepreneur it is important to have knowledge about the economic and political environment, more particularly about the economic policies of the government and the financial as well as commercial institutions.

Thus a simple definition of entrepreneurship is doing new things or doing things which are already being done in a new way.

According to Dr. J.E. Stepenek, “Entrepreneurship” is the capacity to take risk; ability to organise and desire to diversify and make innovations in the enterprise.

According to Higgins, Entrepreneurship is meant for the function of seeing investment and production opportunity, organising in enterprise to undertake a new production process, raising capital, hiring labour, arranging the supply of raw materials, finding site, introducing new techniques and commodities, discovering new sources of raw materials and selecting top managers for day to day operation of the enterprise.

It may be concluded that entrepreneurship is a composite skill, the resultant of many qualities and traits. These include, imagination ready to take risk, ability to bring together and utilize other factors of production such as capital, land and labour along with intangible factors such as capability to mobilise scientific and technological developments.

Entrepreneurship thus involves taking risk and making essential investments under conditions of uncertainty. At the same time it is connected with innovation, planning and taking decisions so as to increase productivity in industry, business and agriculture etc. It thus plays a key role in the process of economic development.

Essay # 2. Definition of Entrepreneurship:

Entrepreneurship is a pro­cess of action an entrepreneur undertakes to establish his enter­prise. Entrepreneurship is a re­sultant mix of many qualities and traits of an entrepreneur.

Entrepreneurship can be de­fined as a process undertaken by entrepreneur to augment his business interests. It is an exer­cise involving innovation and creativity that will go towards establishing his/her enterprise.

Entrepreneurship is the inclination of mind to take calculated risks with confidence to achieve a predetermined business or industrial objectives.

Essay # 3. Growth and Success of Entrepreneurship :

Entrepreneurship has opened avenues of great scope in the Indian economy. Our national economy is most suited to the growth of small business enterprise. Small business units offer a more convenient means of nurturing and developing entrepreneurship by providing the means of entry into business for new entrepreneurship talents. Small-scale industries are labour-in­tensive and can play an important role in solving the problem of unemployment.

Success of Entrepreneurship :

Following aspects are necessary for the successful entrepreneurship:

1. Regular inflow of information related to buyers, consumers, distributors, dealers, retailers, transporters etc., about raw material, quality aspects, government organisations, employees and competitors.

2. Satisfying the needs of customers.

3. Generation of adequate cash flow.

4. Regular objective assessment of the enterprise.

5. Improving productivity.

6. Maintenance of quality.

7. Use of technology of the time.

8. Be innovative.

9. Keep employees motivated.

10. Scrap or waste material be utilised properly.

11. Time management.

Essay # 4. Entrepreneurial v/s Managerial Styles :

An entrepreneur is a person who is motivated to satisfy a high need for achievement in innovative and creative activities. This creative behaviour and innovative spirit forms a process of an endless chain and is termed as entrepreneurship. An entrepreneur is also required to manage his business. He has to perform both entrepreneurial and managerial func­tions. After the start of the business he becomes more as manager.

Manager is one who specialises in the work of planning, organising, leading and controlling the efforts of others. He does it through systematic use of his classified knowledge and principles. He should have an insight of job requirement, which he should continuously update.

An entrepreneur must adopt the style of professional management. He must organise mana­gerial functions by setting long term objectives, formulating strategic policies, developing man­agement information system, monitoring and evaluation systems. He is required to possess management knowledge related to technical, economical, financial, human and administrative aspects.

There is a vast difference between owner-manager and professional-manager. The owner- manager is identified with individuality, flair, strong motivation to achieve success and pros­per, while the professional-manager is concerned with the planning, organising, motivating and controlling. Owner-manager builds the organisation, assumes all business risks, and also loses his reputation and prestige in the event of failure of business, whereas professional-manager is not exposed to such risks.

Thus entrepreneurship is a process of combining resources to produce new goods or services and reappears to initiate another change. Entrepreneurs are also required to play other roles, especially those of capitalist and manager. Managerial function of an entrepreneur is a continu­ous process of combining the factors related to production.

Essay # 5. Entrepreneurial Development :

For the economic development, entrepreneurial development is necessary. For the purpose of entrepreneurial development, rapid growth of small scale sector is necessary. Entrepreneur­ial development programmes are designed to help a person in strengthening his entrepreneur­ial motive and in acquiring skills and capabilities necessary for playing his role effectively.

Main objective of the entrepreneurial development programme is to motivate and assist pro­spective and potential entrepreneurs to set up small scale units of their own and thus become self-employed and contribute significantly to production and employment in the country.

Entrepreneurial development programme must be designed properly and should incorpo­rate the following:

(i) Developing, achievement, motivation and sharpening entrepreneurial traits and behaviour.

(ii) Project planning and development, and guidance on industrial opportunities, incen­tives and facilities, rules and regulations.

(iii) Developing managerial and operational capabilities.

Keeping the target group and target area in view various strategies and approaches are adopted. The process of entrepreneurial development is designed very carefully and starts from identifying the potential and right candidates, linking suitable project with each one, and then training and developing the managerial and entrepreneurial capabilities, counseling and motivating them, and then providing the required follow-up support to help them in establishing their venture.

Objectives :

Objectives of entrepreneurial development programme are to help to:

(i) Develop and strengthen their entrepreneurial quality.

(ii) Analyse environment related to small business and small industry.

(iii) Select product and its project.

(iv) Formulate projects.

(v) Understand the procedure for setting up of small enterprise.

(vi) Support needed for launching the enterprise.

(vii) Acquire basic management skills.

(viii) Appreciate the social responsibilities.

(ix) Let him set the objectives of his business.

(x) Prepare him to accept risks.

(xi) Take strategic decisions.

(xii) Develop communicating skills.

Training for Entrepreneur :

Proper training is essential for the success of any industry in production techniques, man­agement, marketing and other aspects.

Small Industries Service Institutes and their Extension Centres are organising trainings:

(i) To improve technical skills of workers,

(ii) For acquainting the entrepreneurs with advanced production and management techniques.

The courses for workers are organised in the following areas:

(a) Shop practice courses such as machine shop practice, tool room practice, foundry, blacksmithy, electrical shop practice etc.

(b) Trade oriented courses, such as tool making, fitter, sheet metal, pattern making, carpentry etc.

(c) Process oriented courses, such as welding, heat treatment, electroplating, leather works etc.

(d) Product oriented courses, sport goods, foot wear, paint, varnish making etc.

Training programmes for entrepreneurs are of two types namely:

(i) For graduate and di­ploma holder engineers, physics and chemistry graduates and

(ii) For rural artisans, educated unemployed, ex-servicemen, weaker sections of the society, women entrepreneurs etc. with special courses for each of the categories of persons.

For providing training and upgradation of technology and managerial skills, specialised institutions have been set up.

For conducting entrepreneurship development programmes, the lead was given by Small Industries Development Organisation through its small industries service centres. Entrepreneurship Development Institute of India (EDII) was established in 1983 at Ahmedabad as a resource organisation at the national level for the purpose of creating the institutional infra­structure for entrepreneurship development.

National Institute for Entrepreneurship and Small Business Development (NIES BHD) was established by the central Government at New Delhi, with the objective of coordinating activities related to entrepreneurship and small business development.

In addition, institutions established by the Government are:

(i) Rural Entrepreneurship Development Institute (RED) at Ranchi.

(ii) Rural Management and Management Centres (RMEDC) at Maharashtra.

Other organisational actively conducting entrepreneurship development programmes are:

(i) State Bank of India

(iii) Centre for Entrepreneurship Development at Ahmedabad and Hubli.

(iv) State financial corporations.

(v) Industrial consultancy organisations in various states.

(vi) Small Industries Extension Training Institute, Hyderabad.

(vii) Institute of Entrepreneurship Development (IEDs) in Uttar Pradesh, Bihar and Orissa.

(viii) Management Development Institute (MDI) at Gurgaon (Haryana) near Delhi.

Some of the other institutions for entrepreneurial development are:

1. Central Institute of Tool Design, Hyderabad.

2. Central Tool Room and Training Centre, Calcutta.

3. NI SIET, Guwahati.

4. Institute for Design of Electrical Measuring Instruments, Bombay.

5. Electronic Service and Training Centre, Ramnagar.

6. Process-cum-Product Development Centre for Glass and Ceramic Industry, Ranchi.

7. Process and Product Development Centre, Agra.

8. Process and Product Development Centre, Meerut.

9. Central Institute of Hand Tools, Jalandhar.

10. Hand Tool Design Development and Training Centre, Nagpur.

11. New Indo-Danish Tool Rooms, Jamshedpur and Bhubaneswar.

12. Ino-German Tool Rooms-Indore, Ahmedabad and Aurangabad.

13. National Institute for Entrepreneurship & Small Business Development, New Delhi.

14. National Institute of Design, Ahmedabad.

15. Centre for the Improvement of Glass Industry, Firozabad.

16. National Council for Cement and Building Materials, Delhi, Ballabgarh, Hyderabad, Patna and Madras.

17. Indian Plywood Industries Research Institute, Bangalore.

18. Central Pulp and Paper Research Institute, Saharanpur.

19. National Federation of Industrial Cooperatives Limited, New Delhi.

20. Central Machine Tool Institute, Bangalore.

Essay # 6. Beliefs Regarding Entrepreneurship:

According to literature there are many myths about entrepreneurship:

But myths and realities about its are different as follows:

1. Myth about entrepreneurs is that they are born not made but “reality” is that entrepreneur characteristics and traits may be acquired through properly structured learning.

2. Myth regarding entrepreneurs is that all required is money but generally it is observed that excessive and surplus money reduces the risk taking opportunities, scarce for care resources and grasp for opportunities.

3. Myth regarding entrepreneurship is that it is profile of traits and characteristics but practically it is a combination of situational issues.

4. Myth about entrepreneurs is doer not thinkers whereas the reality is that frequent thinking in planning, creativity, innovation and risk taking is required.

5. As per myth “Business schools have no place in entrepreneurship” but in actual practice most of the successful entrepreneurs have come from engineering courses and business schools.

Essay # 7. Financing of Enterprise :

Finance is the main input of any enterprise. The entrepreneur needs capital to start with, and he also needs financial assistance at every stage of the project. Project finance is required for both short term and long term.

(a) Short-term Finance:

These usually refer to the funds required for a period of less than one year. These are usually required to meet variable, seasonal or temporary working capital requirements. Main sources for short term finance are borrowing from banks, trade credit, installment credit and customer advances.

(b) Medium-term Finance:

Period of one year to five years are regarded as a medium- term. These are generally required for permanent working capital, small expansions, replace­ments, modifications etc. These can be raised by issue of shares and debentures, borrowing from banks and other financial institutions, ploughing back of profits.

(c) Long-term Finance:

Periods more than 5 years are regarded as long-terms. These are required for procuring fixed assets, for substantial expansion, modernisation etc. Important sources of long-term finance are issue of shares and debentures, loans from financial institu­tions and ploughing back of profits.

Sources of Finance :

The sources from which the entrepreneurs can meet their financial needs for their projects are grouped as:

(a) Internal source, and

(b) External source.

In addition, the entrepreneur raises his finance by availing of available subsidies, state aid to industries etc. A judicious mix of funds from these sources should be given priority.

(a) Internal Sources of Finance:

(i) Personal and family savings.

(ii) Loans from L.I.C. and Provident Fund Account.

(iii) Loans against assets like land and property.

(iv) Loans against shares and debentures.

(v) Loans from relatives and friends.

(b) External Sources:

Substantial amount is required by an enterprise to buy machinery and equipment and to purchase land and buildings.

These finances are generally arranged from following sources:

(i) Borrowing from Banks.

(ii) Term-lending from institutions like IDBI; IFCI, Industrial Development Corpora­tions etc.

(iii) From Government and Semi-Government agencies.

(iv) Other sources.

Institutional Finance :

Institutional finance is available for large, medium, small and tiny industries by commer­cial banks. Commercial banks include the State Bank of India group, nationalised banks, pri­vate sector banks and development corporations which have been especially established to pro­vide industrial finance.

In addition, the Reserve Bank of India gives credit guarantees and the ECGC gives export guarantees to the small-scale sector. Industrial Development Bank of India (IDBI), by its refinance operations, plays a significant role in the promotion of the small scale- sector. The National Small Industries Corporation (NSIC) offers financial assistance in the form of its hire-purchase schemes.

Besides, new institutions like mutual funds, lease companies, financial service institutions, investment companies, merchant banks etc. provide financial assistance and financial services to industries.

Essay # 8. Factors Essential for Successful Entrepreneurship:

The following aspects/factors are essential for successful entrepreneurship:

1. Regular inflow of information concerning consumers or buyers, distributors and dealers/retailers, transporters, etc., about raw materials, quality aspects, competitors, government organization and employees.

2. Aspects regarding satisfaction of consumer requirements.

5. Aspects concerning productivity improvement.

6. Quality maintenance.

7. Utilization of upto date technology.

8. To be innovative in view of competition.

10. Proper utilization of scrap or waste material.

11. Proper time management.

Essay # 9. Benefits of Entrepreneurship :

Entrepreneurship has following three benefits for society:

1. Economic Growth:

These provide economic upliftment of society and generate labour employment.

2. Productivity Improvement:

It helped in improving the productivity, which means the ability to produce more goods and services with less labour and other inputs.

3. New technologies, products and services:

It helps in promoting innovative tech­nologies, products and services.

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The Definition of Entrepreneurship Definition Essay

Introduction, opportunity, beyond resources controlled.

Entrepreneurship is defined from different perspectives depending on the discipline and context where the definition is applied. Here, the general definition of entrepreneurship captures the core elements of “discovery, evaluation, exploitation of opportunities, and the organisation of markets that had not previously existed” (Bruton, Ahlstrom & Li 2010, p.34).

Another definition is the “new firm formation and self-employment and the subsequent creation of new economic activities to exploit the opportunities”. On the other hand, the definition provided in the extract focuses on the “pursuit of opportunities beyond resources controlled” (Bruton, Ahlstrom & Li 2010, p.34).

However, the congruence of both definitions with that extracted from the Harvard definition fall short of capturing all the elements of the definition of entrepreneurship, leading to the conclusion that the definition is useful for an individual entrepreneur.

According to the extracts from the definition, an entrepreneur is a person defined by a relentless and singular focus on an idea that is acceptable because it is consistent with the characteristics of entrepreneurial behavior. Kuratko (2013) contends that the element of singly focusing on the pursuit of opportunities by consuming limited resources efficiently and effectively makes one introduce more profits to an organisation, making the definition comprehensive about an entrepreneur.

The definition fits well because entrepreneurs exist in different categories and each category is defined by various elements such as the personality of an individual, the background or environmental factors and the social processes that define what a person gets involved in, leading one to conclude that entrepreneurship is about pursuing opportunities.

While the relentless focus is evidently a definition of an entrepreneur, a question arises on “what are the elements to focus on?” Here, an entrepreneur must first identify a “good idea” before even preparing themselves to focus and pursue the idea. How good an idea is, depends on the provision of answers to the core elements of entrepreneurship of “why, when, and how” opportunities arise and the type of entrepreneurial skills required to identify and pursue the opportunity.

Here, it is important to filter out what should be focused on although the Harvard definition fails to capture in the definition the initial phase of the core elements of “discovery, evaluation, and exploitation of opportunities” in the context of being a risk-taker and the ability to combine innovation and pro-activeness.

In addition, the pursuit of opportunities in an environment that is defined by a sense of urgency is an appropriate definition of an entrepreneur. However, a question arises as to “why should the opportunities be limited to the sense of urgency?” when critically evaluated, the statement provides a definition that narrows the entrepreneur to one who already has ideas that enables them to respond urgently to an opportunity using readily available and resources.

Here, the issue of the scarcity of resources or the optimal use of resources to optimise output from scarce inputs has not been explored in the definition. However, a comprehensive definition must include the concept of initiation, identification, discovery or creation of opportunities as underpinning the definition in the study.

The definition also must encompass the decision to exploit the opportunities when they have been identified because some do not provide economic value and other opportunities that add economic value. Entrepreneurship is about the pursuit of new ideas and the willingness to pursue those ideas and combine resources to achieve the goal of fulfilling the needs of market.

The relentless pursuit is based on the individual decision to pursue an opportunity that makes an opportunity profitable. Here, when opportunities arise, they do not lead to spontaneous exploitation but get exploited by the people who relentlessly pursues them for profit. One can dispute the Harvard definition, which bases the definition on the relentless focus of the pursuit of an opportunity without factoring risk.

Here, risk can impede and therefore tend to discredit the definition. However, a critical focus on the definition shows that a risk cannot be estimated merely because uncertainties are not known until the opportunity has been pursued by the entrepreneur who will determine the extent of the demand for a product or service and whether a value chain can be created.

Here, the core elements are to get organised and creating a new way of doing things and pursuing and exploiting opportunities innovatively.

A continuum of Academic literature agrees that entrepreneurship cannot exist where opportunities do not exist. In fact, the nature of the opportunities differs across different disciplines even though the general definition is the same.

Here, opportunity is about some unfulfilled desire in the market place or the creation of services or products that meet the unmet needs of the customers in the marketplace. Opportunity can also be defined as an idea that leads to a business concept which leads to newness, economic value, and perceived desirability (Levie J & Lichtenstein 2010).

From the extract presented by the Harvard school, opportunity is an element that is used to define entrepreneurship. In the context of the extract, opportunity arises in any of the four ways, which include pioneering innovation, targeting a product to new customers, creating cheaper substitute products, or devising new ways of doing business.

The scope of the definition perfectly fits into the definition of entrepreneurship because it captures the timing of the opportunity and the issues of venture creation leading to the conclusion that innovation, identification of new products and markets are necessarily sufficient to define an entrepreneurial opportunity.

Here, there is some degree of consensus on the definition that vindicates the earlier definition contained in the extract by pointing out that the method used by an entrepreneur distinctively defines the pursuit, although some other academicians object to the assumption by arguing that time is left out in the definition. Here, opportunity depends on circumstances that are defined by conditioning or the probability or improbability of an event.

One can conclude that opportunity is a favourable event that presents itself to be exploited to add value to the economic activities of institutions (Nicholls 2010). However, a critical analysis of the definition shows that even if the time frame within which entrepreneurial the activities occur is not mentioned, yet one can keenly note that the continuum of entrepreneurial activities that define entrepreneurship must exist or occur in a time frame.

Also, the definition is not for a specific discipline but is a generalised form of definition. When it gets done to specifics, then one can expand on the definition by addressing the particular needs of each discipline. It is important to note that the business practises that an entrepreneur gets involved in do not deviate from the standard business practises but are done by making combination of different factors of production to bring about innovation.

However, innovation is based on new combinations of factors of production to meet the unmet needs in the market. However, innovation from the entrepreneurial perspective should be distinguished from chance because innovation comes and disappear because of the failure to succeed in the market.

On the other hand, the definition distinguishes and entrepreneur with normal business pursuit by affirming that the definitions that focus on profit improvement do not fit into the correct definition of entrepreneurship. It is true that an entrepreneur can innovatively introduce new ways of increasing profits, such as identifying new markets with unfulfilled needs or through the innovation of a new product.

Even though the scope of the definition does not clearly show where an entrepreneur and the normal business transactions end and start, the definition shows that opportunities are about venture creation, which leads to profit generation. In conclusion, opportunity is about an occurrence that can be exploited to make profits.

The definition of entrepreneurship based on the component of “beyond resources controlled” is another acceptable element that fits an entrepreneur. The argument here is that new organising does not require the use of a new resource, but leads to the optimisation of resources and is not contained by the unavailability of resources.

In addition, an entrepreneurial activity can be exploited with minimum of resources so long as there is a profitable opportunity to be exploited. For instance, a person can discovers a new opportunity which he sells to another person to be exploited (Shane 2012). It has been demonstrated through empirical research studies that entrepreneurship goes beyond the controlled resources because the opportunities being pursued are risky.

The entrepreneur seeks for ways of making the dormant customer to accept the new idea, ensure that the technology is available to make an idea become successful, and be able to attract the customer buy in into the idea and attract people to work out the idea.

The definition fits an entrepreneur because when starting to pursue an opportunity, the plan must encompass the resources that are not available but which can make idea successful. To address the deficiency of resources, an entrepreneur will need to create partnerships with others who could be stakeholders in the business, expand resources that are less likely to be adversely affected by risks, and be able to explain to others that a new idea brings about better life for others.

In conclusion, the definition presented in the Harvard extract fits well because an entrepreneur is one who identifies opportunities and pursues them to create profit and value by exploiting the opportunities. In addition, opportunities can only be pursued to become profitable by the people. Here, opportunities can be identified by an entrepreneur who can device new ways of doing things such as creating new business models or by improving on existing opportunities to add value and profit to an organisation.

It is important to note that entrepreneurs sometimes are limited by inadequate resources, but the entrepreneurial spirit takes the entrepreneur beyond the available resources by making partnerships and looking for other sources of income to exploit the opportunities without getting limited to exploit an opportunity.

Bruton, G. D., Ahlstrom, D. & Li, H. L. 2010, ‘Institutional theory and entrepreneurship: where are we now and where do we need to move in the future’, Entrepreneurship theory and practice , vol. 3, no. 34, pp. 421-440.

Kuratko, D. 2013, Entrepreneurship: Theory, process, and practice , New York, Cengage Learning.

Levie, J. & Lichtenstein, B. B. 2010, ‘A terminal assessment of stages theory: Introducing a dynamic states approach to entrepreneurship’, Entrepreneurship Theory and Practice , vol. 2, no. 34, pp. 317-350.

Nicholls, A. 2010, ‘The Legitimacy of Social Entrepreneurship: Reflexive Isomorphism in a Pre‐Paradigmatic Field’, Entrepreneurship Theory and Practice , vol. 4, no. 34, pp. 611-633.

Shane, S. 2012, ‘Reflections on the 2010 AMR decade award: delivering on the promise of entrepreneurship as a field of research’, Academy of Management Review , vol. 1, no. 37, pp. 10-20.

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• These automotive franchises prioritize innovation and advanced technology to enhance the customer experience.

Whether you're passionate about cars , trucks or motorcycles, there's an automotive franchise opportunity that aligns with your interests. Not sure where to start? Check out the top 15 automotive franchises, according to the 2024 Franchise 500 Ranking .

So buckle up and get ready to explore the exciting world of automotive franchising. Whether you dream of running your own auto repair shop or specialty vehicle service center, the road ahead is full of promise.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

1. Valvoline Instant Oil Change

• Overall Franchise 500 rank: 27
• Founded: 1986
• Franchising since: 1988
• Number of units: 1,679
• Change in units: +26.5% over 3 years
• Initial investment: $205K-$3.3M
• Leadership: Lori Flees, President & CEO
• Parent company: Valvoline Inc.

Valvoline Instant Oil Change (VIOC) is a leader in the industry, offering quick, reliable and efficient services to customers. With a rich history dating back to 1986 and more than 1,600 locations nationwide, VIOC provides franchisees with a reputable brand and access to a thriving market. Franchisees benefit from comprehensive training programs covering various aspects of operations and ongoing support from VIOC's headquarters in Lexington, Kentucky.

Interested in learning more? Explore Valvoline Instant Oil Change franchise ownership today.

2. Tommy's Express Car Wash

• Overall Franchise 500 rank: 52
• Founded: 1969
• Franchising since: 2016
• Number of units: 162
• Change in units: +276.7% over 3 years
• Initial investment: $4.6M-$7.9M
• Leadership: Ryan Essenburg, President
• Parent company: Tommy's Express LLC

Tommy's Express Car Wash offers franchise opportunities for individuals interested in the car care industry, providing a proven business model and processes. Founded in 1969 in Holland, Michigan, the company began franchising in 2016 and has since grown into one of the fastest-growing car wash chains with more than 150 locations. Ideal franchisees enjoy working outdoors , serving their community and have a passion for delivering excellent customer service. With a focus on innovation and customer convenience, Tommy's Express Car Wash franchise locations feature striking architectural designs, advanced equipment and membership programs integrated with mobile apps to enhance customer experience and promote traffic.

Interested in learning more? Explore Tommy's Express Car Wash franchise ownership today.

Related: Find Out Which Brands Have Ranked on the Franchise 500 for Longest, Earning a Spot In our New 'Hall of Fame'

3. Big O Tires

• Overall Franchise 500 rank: 87
• Founded: 1962
• Franchising since: 1982
• Number of units: 464
• Change in units: +0.2% over 3 years
• Initial investment: $376K-$1.6M
• Leadership: Gary Skidmore, SVP & GM
• Parent company: TBC Corp.

Big O Tires is a prominent tire and auto services franchise with more than 450 outlets across the U.S., rooted in a legacy of more than half a century. Annual national conventions offer franchisees valuable networking and learning opportunities to enhance their careers. With comprehensive training programs , Big O Tires equips franchisees with the knowledge and resources needed to thrive in the dynamic automotive industry. The franchise offers two models — product distribution and business format — with initial online training and ongoing support provided to ensure franchisee success.

Interested in learning more? Explore Big O Tires franchise ownership today.

• Overall Franchise 500 rank: 98
• Founded: 1954
• Franchising since: 1956
• Number of units: 1,938
• Change in units: -3.0% over 3 years
• Initial investment: $104K-$886K
• Leadership: Leonard Valentino, COO & General Manager

Midas , a leader in automotive services for over six decades, prioritizes customer trust and value by offering expert service and quality repairs, including tire repair, brake repair and oil changes. With nearly 2,000 locations, Midas has transitioned from a focus on muffler manufacturing to comprehensive car maintenance services, becoming one of the most sought-after auto repair brands globally. As a Midas franchisee, you have the opportunity to offer a range of automotive parts and services while benefiting from worldwide support, training and operational assistance to ensure business success. The company provides access to operational specialists, marketing support and powerful management tools to optimize shop performance and deliver excellent customer service.

Interested in learning more? Explore Midas franchise ownership today.

Related: President Biden Just Vetoed a Franchise-Saving Resolution — Here's What You Can Do to Protect Your Business

5. Take 5 Oil Change

• Overall Franchise 500 rank: 106
• Founded: 1984
• Number of units: 906
• Change in units: +64.4% over 3 years
• Initial investment: $223K-$1.6M
• Leadership: Mo Khalid, EVP & Group President of Maintenance
• Parent company: Driven Brands Inc.

Take 5 Oil Change has transformed the oil change and under-the-hood checks industry with its straightforward business model, with over 35 years of experience and more than 900 locations. Franchising since 2016, the company seeks individuals experienced in business ownership, operations and management, encouraging multi-unit ownership and offering training and support. Franchisees benefit from the brand's affiliation with Driven Brands , access to proprietary analytics tools and comprehensive training programs at company headquarters and on-site locations.

Interested in learning more? Explore Take 5 Oil Change franchise ownership today.

6. Jiffy Lube

• Overall Franchise 500 rank: 119
• Founded: 1979
• Franchising since: 1979
• Number of units: 2,232
• Change in units: +6.1% over 3 years
• Initial investment: $232K-$443K
• Leadership: Luke Byerly, President
• Parent company: Shell USA

Jiffy Lube , an indirect subsidiary of Shell Oil Company, has more than 2,000 locations, offering quick oil changes and expanded services like battery and brake maintenance. Franchisees benefit from various franchising options, incentives and strong support networks, with access to proprietary POS systems, Jiffy Lube Connect and corporate training through Jiffy Lube University . The brand's national recognition and marketing campaigns help attract customers, making it an appealing choice for franchisees who don't necessarily need automotive industry experience but should be financially prepared for initial and ongoing fees.

Interested in learning more? Explore Jiffy Lube franchise ownership today.

Related: Fast-Food Workers in California Now Earn a $20 Minimum Wage — Here's How This Will Impact Franchising

7. AAMCO Transmissions and Total Car Care

• Overall Franchise 500 rank: 148
• Founded: 1963
• Franchising since: 1963
• Number of units: 556
• Change in units: -2.0% over 3 years
• Initial investment: $235K-$353K
• Leadership: Bruce Chidsey, President
• Parent company: American Driveline Systems Inc.

AAMCO Transmissions and Total Care , founded in 1957, is a well-established automotive repair franchise offering a range of services from transmissions to electric vehicle repairs. With a respected brand and a focus on technology and training, AAMCO franchisees benefit from positive brand recognition and customer loyalty . The franchise offers a time-tested business model and the opportunity to capitalize on the constant need for vehicle maintenance and repair, providing a pathway to success.

Interested in learning more? Explore AAMCO Transmissions and Total Car Care franchise ownership today.

• Overall Franchise 500 rank: 150
• Founded: 1959
• Franchising since: 1962
• Number of units: 409
• Change in units: +6.0% over 3 years
• Initial investment: $417K-$566K
• Leadership: Thomas A. Wolfe, President/CEO
• Parent company: Ziebart Int'l. Corp.

Founded in 1959, Ziebart is a well-known provider of automotive appearance protection services with more than 400 franchises worldwide. Specializing in auto detailing, paint protection films and more, Ziebart offers a dynamic business model backed by excellent proprietary products. Whether you're a vehicle dealer seeking new opportunities or a franchisee looking to diversify, Ziebart offers a chance to leverage its international brand and waive franchise fees for qualified veterans through its 5-Star VetFran membership.

Interested in learning more? Explore Ziebart franchise ownership today.

Related: Is Franchising Right For You? Ask Yourself These 9 Questions to Find Out.

9. RNR Tire Express

• Overall Franchise 500 rank: 198
• Founded: 1999
• Franchising since: 2003
• Number of units: 187
• Change in units: +38.5% over 3 years
• Initial investment: $610K-$1.5M
• Leadership: Larry Sutton, President & Founder
• Parent company: SPF Mgt. Co. LLC

RNR Tire Express , created in 1999 and headquartered in Tampa, Florida, offers a wide selection of brand-name tires and wheels for sale and rental. With nearly 200 franchises across the United States, RNR provides free professional installation and multiple payment options, making it accessible to customers on various budgets . The franchise provides initial training programs and ongoing support to help franchisees establish and operate their businesses successfully. With the automotive industry's high demand for tires and auto services, RNR Tire Express offers a unique opportunity for entrepreneurs looking to enter the market.

Interested in learning more? Explore RNR Tire Express franchise ownership today.

10. Tint World

• Overall Franchise 500 rank: 249
• Founded: 1982
• Franchising since: 2007
• Number of units: 136
• Change in units: +74.4% over 3 years
• Initial investment: $290K-$470K
• Leadership: Charles Bonfiglio, CEO
• Parent company: Tint World LLC

Since 1982, Tint World has emerged as a premier auto and marine styling franchise, establishing a strong presence in the United States and beyond. Offering an extensive array of auto accessories, maintenance services and installations, Tint World is renowned for its commitment to quality and innovation. Whether you're a seasoned entrepreneur or a passionate auto enthusiast, starting a Tint World franchise offers the chance to be part of a thriving brand and deliver top-notch service in a vibrant and tech-savvy environment.

Interested in learning more? Explore Tint World franchise ownership today.

11. Carstar

• Overall Franchise 500 rank: 250
• Founded: 1989
• Franchising since: 1989
• Number of units: 772
• Change in units: +10.0% over 3 years
• Initial investment: $298K-$804K
• Leadership: Michael Macaluso, EVP and Group President, Paint, Collision & Glass
• Parent company: Driven Brands

Carstar stands as a prominent network of collision repair businesses, with more than 750 locations. As a franchisee, you'll benefit from extensive resources and support, enabling you to thrive in the competitive vehicle repairs industry. The franchise equips its repair shop franchisees, many of which are family-owned businesses , with sophisticated management systems, making it easier for new players to penetrate their market territory and become competitive.

Interested in learning more? Explore Carstar franchise ownership today.

12. Christian Brothers Automotive

• Overall Franchise 500 rank: 303
• Franchising since: 1996
• Number of units: 272
• Change in units: +25.3% over 3 years
• Initial investment: $520K-$645K
• Leadership: Don Carr, President
• Parent company: Christian Brothers Automotive Corp.

Christian Brothers Automotive offers a range of vehicle services aimed at providing customers with knowledge, a welcoming environment and transparent solutions. Founded in 1982, the franchise now has more than 270 locations, offering opportunities to those dedicated to outstanding service . As a franchisee, you'll join a reputable brand that provides the support and resources needed for success in the automotive industry.

Interested in learning more? Explore Christian Brothers Automotive franchise ownership today.

Related: One Factor Is Helping This Entrepreneur Tackle Business Ownership Later in Life. Now, She's Jumping Into a $20 Billion Industry.

13. Precision Tune Auto Car

• Overall Franchise 500 rank: 341
• Founded: 1975
• Franchising since: 1978
• Number of units: 298
• Change in units: <1% decrease over 3 years
• Initial investment: $134K-$310K
• Leadership: Robert Falconi, CEO
• Parent company: Icahn Automotive Group

Precision Tune Auto Care , established in 1975 and franchising since 1978, is a comprehensive automotive maintenance and repair company with more than 275 locations. Specializing in car detailing, repairs and general maintenance, it has built a reputation as a trusted brand over its 40-year history. Becoming a Precision Tune Auto Care franchisee offers the opportunity to join an established brand with a loyal customer base. Ideal candidates possess strong business management skills, customer-focused attitudes and a passion for automotive services.

Interested in learning more? Explore Precision Tune Auto Care franchise ownership today.

• Overall Franchise 500 rank: 399
• Founded: 1993
• Franchising since: 1999
• Number of units: 503
• Change in units: -14% over 3 years
• Initial investment: $248K-$849K
• Leadership: Blair Boggs, President
• Parent company: Innovative Xcessories and Services LLC (IXS)

Line-X specializes in spray-on protective coatings, including truck bed liners and automotive accessories, with a durable formula developed through extensive research. This coating, applied to truck beds, boats and other vehicles, offers long-lasting protection against wear and tear. Since franchising in 1999, Line-X has expanded globally, with more than 500 franchises. With its proven track record and innovative products, becoming a Line-X franchisee offers the chance to operate under a trusted brand in the spray-on protective coating industry.

Interested in learning more? Explore Line-X franchise ownership today.

Related: This Sleep Company Is Combining 2 Key Factors to Transform the $40 Billion Mattress Industry — And It Just Made Another Major Move

15. Tire Pros

• Overall Franchise 500 rank: 422
• Founded: 1988
• Number of units: 620
• Change in units: +3% over 3 years
• Initial investment: $12K-$483K
• Leadership: Benjamin Anderson, Franchise Development Manager
• Parent company: Tire Pros Francorp LLC

Tire Pros embraces the idea that life is a journey filled with endless discoveries and experiences, requiring reliable automotive care along the way. Established in 1988, Tire Pros has grown into a widespread network of franchises across the United States, offering a range of automotive maintenance services beyond just tires. The appeal of starting a Tire Pros franchise lies in its comprehensive service offerings, covering everything from tire repairs to air conditioning , brakes and hybrid repair. While prior auto maintenance experience isn't necessary, franchisees should possess strong leadership, time management and learning abilities.

Interested in learning more? Explore Tire Pros franchise ownership today.

Entrepreneur Staff

Freelance Writer, Editor & Content Marketing Consultant

Clarissa Buch Zilberman is a writer and editor based in Miami. Specializing in lifestyle, business, and travel, her work has appeared in Food & Wine, Realtor.com, Travel + Leisure, and Bon Appétit, among other print and digital titles. Through her content marketing consultancy, By Clarissa , she leverages her extensive editorial background and unique industry insights to support enterprise organizations and global creative agencies with their B2B, B2C, and B2E content initiatives. 

Want to be an Entrepreneur Leadership Network contributor? Apply now to join.

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After Living Much of Life at Sea, Captain Sandy Finds Love on Land

Sandy Yawn of “Below Deck Mediterranean” married Leah Shafer on — what else? — a superyacht in Florida.

By Tammy LaGorce

Sandra Dolores Yawn has been locked up, left for dead on a Florida highway and chased through the Red Sea by pirates.

In the summer of 2018, Leah Rae Shafer reached out on Facebook to send Ms. Yawn her blessings. Not because she thought Ms. Yawn, who goes by Captain Sandy, needed her well wishes, but because she had started watching “Below Deck Mediterranean” on Bravo.

The show follows a crew tasked with catering to a revolving cadre of guests who have chartered a superyacht. Ms. Yawn, a star of the series, is at the helm. Ms. Shafer had written to congratulate her on the show’s success. There was another reason, too. “I thought she was hot,” she said.

Ms. Yawn, 59, has been a yacht captain for more than 30 years. Her foray into television, which started in 2017, was not exactly foreordained. Until her mid-20s, “I was a mess,” Ms. Yawn said. “I was always in trouble. I got kicked out of 11th grade. I didn’t go to college.” At 13, at the start of an adolescence spent between Dundee, Fla., where her father lived, and Bradenton, Fla., where her mother lived, she started drinking. By 17, “I was getting arrested so many times I couldn’t even count how many,” she said. Usually a parent bailed her out. Her father’s refusal to do so after one drunken incident landed her a night in jail.

In 1989, when she was 25, the revolving door of South Florida treatment centers she had been pushing through quit spinning when a counselor told her she couldn’t return. “She said, ‘Sandy, as soon as you get some money in your pocket you’re going to start drinking again,’” Ms. Yawn said.

Fearing real jail time, she joined Alcoholics Anonymous. To start paying off the thousands of dollars she owed in legal fees and addiction treatment center bills, she got a job washing boats in Fort Lauderdale, Fla. By 30, she had earned her captain’s license from Maritime Professional Training, a school in Fort Lauderdale for mariners and yachting professionals.

Rehab — she still has an A.A. sponsor and attends meetings whenever possible — helped her pin down the roots of her teenage rebellion. “I think a big part of my drinking was that I couldn’t accept my sexuality,” she said. “When I got sober is when I accepted that, oh my gosh, I actually prefer women.”

For Ms. Shafer, that level of acceptance took much longer. It also cost her a career as a gospel singer.

Ms. Shafer, 50, is the entrepreneur behind a skin care line, Skin by Leah, and a jewelry business started with a friend, Cuff Me. When she messaged Ms. Yawn to congratulate her on the success of “Below Deck Mediterranean” in 2018, she and her husband of 20 years, then living with their teenage daughter in Denver, were going through a divorce. The relationship had gone stale years earlier, Ms. Shafer said, but fear and uncertainty prevented her from leaving.

“I had the security of not worrying financially, because he took care of everything,” she said. Her gospel career at a nondenominational church had taken off when she was still in high school in Hesperia, Calif. But that was mostly a labor of love.

“I toured and went to college at the same time,” said Ms. Shafer, who graduated from California State University, Northridge, with a bachelor’s degree in liberal arts.

By her 30s, she was recording albums, touring megachurches and singing at major Christian conferences. A flirtation with secular performance in the 2000s landed her on the 2003-04 revival of “Star Search” and later a recurring role on NBC’s “The Singing Bee.”

But “I loved God and I loved inspiring people, and the platform I was given was on the stage of churches,” she said. The only problem: “There was really no money in that.”

Before their divorce was final in 2019, she and her husband tried therapy and prayed together. Finally, in 2018, “I just jumped,” she said. “I took a leap of faith. I wanted freedom.”

She found it financially first. Skin by Leah Studio, her Lone Tree, Colo. facial salon that she founded in 2017, was successful right away, she said. When she first saw Ms. Yawn on TV, she was settling into life as an entrepreneur. She didn’t expect to get a response to her Facebook message. But when she got one three months later, in October 2018, it came with an invitation.

In addition to her job as a TV star, Ms. Yawn had started touring with “I Believe,” a series of motivational talks she created to inspire women in leadership positions. When she finally read Ms. Shafer’s message — thousands had been piling up, she said, but something drew her to Ms. Shafer’s — she was in the market for an entertainer for the talks.

In her message, Ms. Shafer had included a video of herself singing the national anthem at a 2014 Denver Broncos game. Once Ms. Yawn clicked the link, she replied right away. “She gave me her phone number and said, ‘I heard you sing,’” Ms. Shafer said. “‘Let’s meet up and talk about how we can do something together.’”

The two continued to talk on the phone and over email. Ms. Yawn was then living in Los Angeles. Ms. Shafer had been planning a Disneyland vacation with her daughter, Lauren, in November, a trip that gave her an excuse to meet Ms. Yawn in person.

Both say they fell in love seconds after Ms. Shafer pulled into Ms. Yawn’s driveway in mid-November 2018. “I offered to park her car for her, and that’s when we hugged,” Ms. Yawn said. “I felt this energy I had never felt. I knew I had to pay attention to that.”

It was a life-changing hug for Ms. Shafer, too. “It was not a normal feeling when I met Sandy,” she said. “She wasn’t the stern captain you see on TV. She was just so fun and so beautiful. That hug melted me.”

Over dinner at Catch, a Los Angeles seafood restaurant, they acknowledged their attraction. “I was really honest with her,” Ms. Yawn said. But Ms. Shafer wasn’t ready to date a woman. “I knew I wanted to be with her,” she said. “I was just freaked out.”

By the end of the evening, Ms. Yawn told her she should take her time. It had been two years since Ms. Yawn’s last relationship. “So at that point I was like, ‘Why rush it?’” she said. “I was older and I’ve learned a lot of lessons. One was, let things happen naturally. Slow and steady wins the race.”

Six months later, the race was over. The women were in a committed relationship, and Ms. Yawn had moved to a place near Ms. Shafer’s in Denver. It was smooth sailing until the end of 2019, when news of the couple’s relationship started circulating in entertainment media.

The public outing ended Ms. Shafer’s gospel career. “I knew the minute I came out as being in love with a woman it would be over, and it was,” she said. Her six CDs, sold in dozens of church bookstores, were pulled from shelves and shipped to her doorstep. Christian radio stations stopped playing her music.

“I had worked for 35 years,” she said. “And it was over.”

Most painful of all were comments after her father’s death from Covid in 2020. “People in the church told me he died because of my sins,” she said. “But he had met and come to accept Sandy before he passed, and I thank God that happened.” Now, “my family adores Sandy.”

Ms. Yawn lost both her parents to heart attacks before she became a TV star — her father in 2006, and her mother in 2009. In 2015, she was en route to the Miami Boat Show on her motorcycle when she was hit by a car. The driver left the scene. “I felt my mother’s presence while I was flipping through the air, and I felt peaceful,” she said.

When she hit the pavement, she had a fractured pelvis and her foot “was on sideways,” she said. By then, though, she was used to navigating life and death scenarios, including fires at sea and run-ins with pirates. She credits her fortitude and empathy, qualities highlighted on “Below Deck Mediterranean,” which she joined in 2017, to her sobriety. “I’ve got nothing to hide and everything to share,” she said.

In 2022, Ms. Yawn and Ms. Shafer bought a house together in Parker, Colo. In September 2023, while Ms. Yawn was filming in Greece, Ms. Shafer flew overseas to visit. Ms. Yawn proposed with a diamond engagement ring on the beach, with violin players in the background.

Binge more Vows columns here and read all our wedding, relationship and divorce coverage here .

On May 11, Ms. Shafer and Ms. Yawn were married in Fort Lauderdale aboard She’s a 10 Too, a superyacht lent to the couple by their friend Carolyn Aronson. Fifty-five guests, the maximum allowed aboard the vessel, were in attendance. Among them were “Below Deck Mediterranean” castmates Aesha Scott, Kate Chastain and Dave White, known to viewers as Chef Dave. (And yes, there were cameras filming.)

Ms. Shafer, in a long white wedding gown by Leah Da Gloria, walked down the aisle with her two brothers, Matthew Dale and Justin Dale, to an altar decorated with white roses and hydrangeas; her daughter, now 18, was her maid of honor.

Ms. Yawn, in a white Veronica Beard suit, was escorted down the aisle by Mark Dunham, her brother-in-law. Michelle Dunham, Ms. Yawn’s sister, was her maid of honor. Most guests were barefoot, as is common on yachts. The brides and their wedding party were granted an exception.

Nadine Rajabi, the showrunner of “Below Deck Mediterranean,” who is ordained by the Universal Life Church, married them on the yacht’s bridge aft deck, a job made more difficult by the weather: wind caused her microphone to cut out and blew the pages of her speech around. But nothing could disturb the focus of the brides and their guests as they read handwritten vows.

Ms. Shafer told Ms. Yawn that she had taught her to be more optimistic, more playful and “to jump.” Ms. Yawn told Ms. Shafer that she had given her patience and grace.

The captain had been hoping to make it through the ceremony free of tears. But that, she said shortly after they were pronounced married, was impossible. “The minute I looked at Leah and started reading her all the reasons I fell in love with her I started to cry,” she said. “It’s so amazing to find this kind of love in your lifetime.”

On This Day

When May 11, 2024

Where Aboard the superyacht She’s a 10 Too, in Fort Lauderdale, Fla.

Rescue Mission The couple chose “She’s a Lady” for their first dance during an onboard reception. Chef Dave prepared short ribs and a three-tiered, gluten-free vanilla, chocolate and strawberry cake that threatened to topple in the wind and heat (temperatures were in the 90s).

Cruising After the wedding, the brides took off for a five-day honeymoon to Little Palm Island on a yacht lent by Mr. Flynn. Ms. Yawn was at the helm, of course.

Onward In June, Ms. Yawn and Ms. Shafer will move from Denver to Ponte Vedra, Fla., to be closer to Ms. Dunham, who runs a private school for children with autism, Jacksonville School for Autism, in Jacksonville. On June 3, season nine of “Below Deck Mediterranean” premieres on Bravo. And on July 1, Ms. Shafer will open a skin care studio in Ponte Vedra.

An earlier version of this article misidentified   the man who escorted Sandy Yawn down the aisle. It was Mark Dunham, her brother-in-law, not her friend John Flynn. An earlier version of a picture caption also misidentified Mr. Dunham as Mr. Flynn. Additionally, the article misstated   the shoe rule aboard   the superyacht on which the wedding was held. The brides and their wedding party were allowed to wear shoes; other guests were not.

How we handle corrections

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