On Some Factors Contributing to Entrepreneurial Economic Success in
South-West, Nigeria: An Empirical Approach
ADEYEMO FELICIA1, OGUNLEYE TIMOTHY A.2
1Department of Business Administration,
College of Arts, Social and Management Sciences, Caleb University, Imota, Lagos,
NIGERIA
2Department of Statistics,
Faculty of Basic and Applied Sciences, Osun State University, Osogbo,
NIGERIA
Abstract: - This essay explores the elements that lead to the financial success of entrepreneurs. In particular, it
conducted an empirical investigation into the possibility that factors such as age, religious beliefs, risk-taking,
marketing strategies, timely and adequate planning, employees' commitment, accessibility to working capital,
reduced bureaucratic steps on import and export matters, education level, and age and technology infrastructure
could influence an entrepreneur's level of success. The study used a descriptive survey research design. The study's
participants were business owners in the six states that make up Nigeria's southwest region who operated on a
micro, small, and medium scale. The 720 entrepreneurs who made up the study's sample were chosen through a
multi-stage sampling process. A self-structured questionnaire covering all the objectives was used as the data
collection tool, and it was administered to a select group of entrepreneurs. In addition to applying non-parametric
statistical techniques like the chi-squared test and phi statistic, the collected data were analyzed using descriptive
statistics like frequencies, percentages, and graphics. In the R-Studio (Posit) environment, the data analysis
operations were carried out. The findings showed that a successful entrepreneurship is greatly influenced by a
number of factors, including the availability of operating capital, the degree of employee commitment,
technological and infrastructural capabilities, risk-taking, effective marketing strategies, adequate and appropriate
planning, educational attainment, and age. Success in entrepreneurship, however, is unrelated to fewer bureaucratic
procedures involved in the import and export of goods. It was determined that the bulk of the previously mentioned
elements affect any business's ability to succeed in today's world. Thus, it was suggested that all tiers of
government be counselled to provide funding, among other things, to serious business owners.
Key-Words: - Economic success, employees, commitment, entrepreneurship, marketing strategies, South-west
Nigeria, working capital.
Received: July 23, 2023. Revised: February 25, 2024. Accepted: April 21, 2024. Published: May 10, 2024.
1 Introduction
Entrepreneurial success is a complex phenomenon
that involves both financial and non-financial
components, [1]. Initially, measures of economic and
financial performance are commonly employed to
assess entrepreneurial performance, [2]. Market
share, employee growth rate [3], growth rate,
profitability, liquidity, and business efficiency, [1],
are a few examples of its components. On the other
hand, there is opposition to the notion that
"entrepreneurial success" ought to be limited in any
manner and that it is hard to define this term
precisely if it is based only on financial (or
economic) metrics, [4]. Because money and success
in entrepreneurship are not always synonymous,
academics are especially interested in the work-life
balance of entrepreneurs, [5]. It is apparent that the
recent COVID-19 pandemic outbreak has raised the
unemployment and business failure rates in every
nation, including Nigeria (especially for small and
medium-sized businesses), [6]. Before the current
outbreak, unemployment was very common in
Nigeria, so it was common for anyone without a job
to start their own business, even if they lacked the
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necessary skills or mindset. The fact that many of the
company owners we have today are not necessarily
entrepreneurs, [6], has been noted as a major
contributing factor to Nigerian business failure, [7].
The engine of economic growth and development
is entrepreneurship. Numerous factors influence the
success of entrepreneurs and play a part in their
accomplishments. Success requires a strong
entrepreneurial mindset. Entrepreneurs have a
distinct set of traits, including a tendency toward
taking risks, tenacity, and inventiveness, [8]. They
can recognize opportunities and take calculated risks
because of these qualities. Financial resources are
necessary for entrepreneurs to launch and expand
their businesses. Funding sources for a business idea
may include loans, personal savings, or venture
capitalists who see the idea's potential. Having access
to capital is crucial for success in entrepreneurship,
[9].
Success in an entrepreneurship is not something
that can be taken for granted, and this is due to the
fact that entrepreneurship is a fascinating curriculum
that will provide the mindset, resources, and
strategies required to turn ideas into a successful
company. Some business people see the possibilities
and intend to build a business that will be able to take
advantage of any available chance to be more
flourishing among other businesses. Businesses and
entrepreneurs emerged from a need. Both saw a need
in the neighbourhood and among themselves, and
both came up with a solution. With time went, these
keys got better and more precious. Small and
medium-scaled enterprises (SMEs) are essential for
economic development in many countries, [10]. They
create wealth for a huge number of people, increase
the amount of employment opportunities, and expand
the number of goods and services that are accessible
in the market via innovation. SMEs are also the
driving forces behind the economic development of
our country. The growth of the nation's income base
is also facilitated by SMEs, [11], [12]. Therefore, in
the increasingly challenging business environment in
Nigeria, according to [13], an entrepreneur's drive to
succeed becomes essential. It's been noted that there
isn't much research on entrepreneurial success in
Nigeria, despite the country's severe business climate
contributing to a high failure rate for businesses. To
further the growth of SMEs in Nigeria, a call has
been made to prioritize and pay greater attention to
this field of academic study, [6]. With the aim of
addressing the growing rate of business failure and
encouraging the growth of entrepreneurial activities
in Lagos State, Nigeria, this study will conduct
empirical research on the factors that impact the
success of small and medium-sized entrepreneurial
businesses in the southwest region of the country.
Although the importance of entrepreneurship in
economic development is nearly universally
acknowledged, there is surprisingly little concrete
data to support this claim. This may have been
brought on by the need that intermediary processes
be acknowledged in this connection. Innovation in
technology and small enterprises are intimately tied
to entrepreneurship. Empirical data support the idea
that small enterprises have a favourable impact on
economic growth. Potentially successful
entrepreneurs' actions should be encouraged in order
to increase allocation efficiency, [14]. The study will
identify the success predictors of the
entrepreneurship with a view to adding more
knowledge to the existing literature. This study
intends to investigate empirically some factors
presumed to have contributed to entrepreneurial
economic success in south-western Nigeria.
The study will investigate empirically whether
accessibility to working capital, employees’
commitment, timely provision of technical and
technological infrastructure, risk-taking, marketing
strategies, adequate and appropriate timely planning,
level of education, reduced bureaucratic steps on
import and export matters, age, and religious belief
could determine success level in entrepreneurship.
Numerous studies have examined the variables that
affect whether enterprises in industrialized and
developing nations succeed or fail, [15], [16]. A
study conducted by [16], stated that the success of
businesses in rural areas is influenced by industrial
experiences in developed nations. [17], discovered
that strategies for building human capital, including
management experience or education and training,
can predict company performance in rural areas.
According to [18], factors that influence a company'
success or failure include having enough cash,
maintaining financial records, using the internet and
expert assistance, having partners, having parents
who operate a business, and having the right
marketing strategies.
Additionally, findings obtained from [19]’s work
showed that the actions of business owners, societal
actions, and environmental economic variables all
affect whether a firm succeeds or fails. In
industrialized economies, several academic
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researches claim that entrepreneurial traits include
owner’s age, [14], [20], [21], [22], [23], [24], [25];
culture, external business factors, technology, [26];
managerial skills, experience, training and business
environment, [25], [27], [28], [29], [30], owner’s
competencies and quality, and innovation, contribute
to the success or failure of businesses.Based on the
findings of the study, it was discovered that
availability of operating capital to run the business
plays a key role in its success, level of commitment
of employees has significant influence on
productivity, thereby increasing the sustainability of
the business (or entrepreneurship). The more
committed employees are the more the performance
of the enterprise, providing technical and
infrastructural facilities has significant effect on
business’ success, risk-taking has significantly
contributed to a successful business, good marketing
strategies has significantly influenced success in
entrepreneurship, adequate and appropriate planning
enhanced successful entrepreneurship, educational
level of the entrepreneurs has significantly
influenced success in entrepreneurship and age is
significant and therefore the results are sufficient
enough to say that it could contribute to a successful
entrepreneurship. However, there is no relationship
between entrepreneurial success and reduction in
bureaucratic steps on import and export goods.
1.1 Objectives
The general objective of the study was to investigate
some factors contributing to entrepreneurial
economic success in south-western Nigeria.
Specifically, it will investigate:
1. accessibility to working capital as an influence
to a successful entrepreneurship.
2. employees’ commitment as a yardstick that
influences entrepreneurship success.
3. timely provision of technical and technological
infrastructure as it influences entrepreneurship
success.
4. influence of risk-taking in business on economic
boom.
5. marketing strategies as techniques that
contribute to a successful business.
6. if adequate and appropriate planning enhance a
successful entrepreneurship.
7. whether or not employers' level of education
contributes to a successful entrepreneurship.
8. whether or not reduced bureaucratic steps on
import and export goods influences the rate of
success in business.
9. whether or not employers' age contributes to a
successful entrepreneurship.
1.2 Hypotheses
The study was guided by the following null research
hypotheses:
H01- accessibility to working capital does not
significantly influence a successful entrepreneurship.
H02- employees’ commitment as a yardstick does not
significantly influence entrepreneurship success.
H03- timely provision of technical and technological
infrastructure does not significantly influence
entrepreneurship success.
H04- risk taking in business does not significantly
influence economic boom.
H05- marketing strategies as techniques do not
significantly contribute to a successful business.
H06- an adequate and appropriate planning do not
significantly enhance a successful entrepreneurship.
H07- reduced bureaucratic steps on import and export
goods do not significantly influence the rate of
success in business.
H08- employers' level of education does not
significantly contribute to a successful
entrepreneurship.
H09- employers' age does not significantly contribute
to a successful entrepreneurship.
2 Literature Review
The pertinent research on the study's variables was
reviewed in this section using appropriate literature.
The focus of this research has been entrepreneurial
success, and analyses conducted by various people
and organizations are also covered. A paper by [31],
describes the various ways that scholars have
identified the essence of entrepreneurial success, as
well as their theoretical foundations. Both authors
contend that, while a significant degree of
accomplishment has been recognized, entrepreneurial
success is the realization of positive management
outcomes that affect the economy and
society.Research conducted by [32], empirically
analyzes the impact of entrepreneurship activity on
economic growth and recovery using small and
medium-sized enterprises (SMEs) in Nigeria. Four
economic sectors and two cities from each of
Nigeria's six geopolitical zones were selected for this
study. With a sample size of 720, the population of
the study consists of all the participants in the four
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selected sectors. Ordinary Least Square techniques
were used to analyze time-series data and the
economic recovery. However, in order to assess the
stationarity of the study variables, the Phillips-Perron
test procedure was used. Jenkins to determine
whether the variables were cointegrated, the
cointegration test was utilized, and the unrestricted
error correction model was utilized to assess how
quickly the equilibrium was changing. It has been
deduced that there is an order of integration between
entrepreneurship and ERG (1(0)). This is confirmed
by the model's explanatory power, which has a R
value of 0.274 and an R-squared approximation of
0.075. The outcome demonstrates that
entrepreneurial activity has little beneficial effect on
ERG. The study shows that, despite the collapse of
the oil industry, small-scale entrepreneurship has
made a positive contribution to the Nigerian
economy. [32], suggested in his study that the
government ought to encourage the growth of
entrepreneurship.
A major opportunity for the economic
development of transitional nations is
entrepreneurship. Every successful endeavor starts
with knowledge and willpower. A crucial element in
the growth of entrepreneurship is the creation and
structuring of educational procedures and systems.
The study examines, in terms of the fundamental
knowledge that the educational system has imparted,
the entrepreneurial competencies of students who fit
an economic educational profile. The work's
objective is to analyze students' entrepreneurial
competence and readiness to launch their own
businesses both during and after their time in school,
[33].
The psychological resilience of entrepreneurs is
essential for high-risk, high-cost entrepreneurial
activities and for fostering economic growth. This
resilience includes self-efficacy, awareness, and the
capacity to withstand pressure, [34]. In a journal
published by [35], since it is thought that
entrepreneurship significantly contributes to
economic growth, entrepreneurship development has
become the focal point of many emerging economies.
Numerous studies have been conducted on the
variables that affect the success of entrepreneurs. But
the farming industry has been disregarded for far too
long. In order to identify the variables that predict
entrepreneurial success, the current study compared
the farm and non-farm sectors at Krishi Vigyan
Kendra (KVK) and Rural Development and Self
Employment Training Institute (RUDSETI). In 2019,
respondents were asked about their socio-
demographic and entrepreneurial traits using a semi-
structured interview schedule. Based on turnover,
income, and the number of employees, entrepreneurs
were divided into successful and unsuccessful
categories.
The factors that determine success in both the
farm and non-farm sectors were predicted using
discriminant function analysis. The findings showed
that, in the non-farm sectors, five factors contributed
to entrepreneurial success: long-term involvement,
initiative, number of employees, entrepreneurial
experience, and annual income. In the farm sector,
the four factors were family size, land size, turnover,
and annual income. The success rate of farm and
non-farm entrepreneurs did not differ significantly,
according to chi-square analysis. A higher success
rate for aspiring entrepreneurs can be achieved by
implementing policies that address market
information, credit availability, and access. The
relationship between motivation, family support, and
individual self-efficacy is mediated by
entrepreneurial education, which encourages positive
entrepreneurial intentions in young Malaysians, [36].
The development of entrepreneurial skills in rural
university students in South Africa and Nigeria is
impacted by a number of factors, including the
entrepreneurship education curriculum, the
mentorship program, the campus entrepreneurial
network, and the support system on campus, [37].
Although it is widely accepted that entrepreneurship
is essential to economic expansion and the creation
of jobs, especially in developed nations, the critical
elements boosting entrepreneurial behavior and
intention in developing nations remain to be
identified, [38]. Thus, the purpose of their study is to
investigate how personality traits, as well as
contextual and environmental factors, affect young
Yemeni students' development of entrepreneurial
intention.
Data were gathered via a survey that 487 senior
university students from two Yemeni universities -
one public and the other private - answered. The
study employed structural equation modeling (SEM)
to test its hypotheses. According to the study,
entrepreneurial self-efficacy (ESE) and
entrepreneurial intention are positively correlated
with the personality traits of the need for
achievement (nAch) and locus of control (LoC). [38],
claim that there is a positive correlation between
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instrumental readiness and ESE, but not with
entrepreneurial intent. There is a positive correlation
between ESE and entrepreneurial intention, but not
between the situational factors and entrepreneurial
intention. Moreover, the results of the study indicate
that the relationship between the nAch, LoC,
instrumental readiness, and entrepreneurial intention
is partially mediated by ESE. The relationship
between situational factors and entrepreneurial
intention was not mediated by ESE, though. The
study offers scholars and policymakers a number of
recommendations and implies that situational factors
may have an impact on Yemeni students' intentions
to pursue entrepreneurship.
It's probable that we can't hope to find someone
who possesses every quality necessary to succeed as
an entrepreneur. However, combining the most
crucial predictors (entrepreneurial knowledge,
entrepreneurial Skills and creativity, calculated risk,
self-confidence, persistence, human capital and social
capital) might help one create and run a profitable
company with ensured success, [39]. The section also
took into account a few known causes of
entrepreneurial failure.
2.1 Entrepreneurial Success
Numerous studies have examined the variables that
affect whether enterprises in industrialized and
developing nations succeed or fail, [40], stated that
the success of businesses in rural areas is influenced
by industrial experiences in developed nations. [17],
discovered that strategies for building human capital,
including management experience or education and
training, can predict company performance in rural
areas. According to [18], factors that influence a
company' success or failure include having enough
cash, maintaining financial records, using the internet
and expert assistance, having partners, having parents
who operate a business, and having the right
marketing strategies. Additionally, [19], discovered
that the actions of business owners, societal actions,
and environmental economic variables all affect
whether a firm succeeds or fails. In industrialized
economies, several academic researches claim that
entrepreneurial traits include owner age, [14], [20],
[21], [22], [23], [24], [41], culture, external business
factors, technology [26], managerial skills,
experience, training and business environment, [27],
[28], [29], [30], owner’s competencies and quality,
[25] and innovation, [29], contribute to the success or
failure of businesses.
Success may be defined as the accomplishment of the
desired goal(s) of any endeavour. Success is
therefore considered as the culmination of any
attempt, including commercial exertion. Since
entrepreneurs' definitions of success and academic
methods for measuring success vary, it is difficult to
define what success truly means, particularly for
micro, small and medium enterprises. Due to these
considerations, it has been stated that defining
success and identifying success characteristics cannot
be resolved properly until a consensus is reached,
[41], [42]. However, one of the methods frequently
used to evaluate the performance of SMEs is the use
of what have been variably referred to as financial,
quantitative, or physical indicators, such as profit,
sales, return on investment, net worth, and personal
wealth creation. According to proponents, [43], in
[44], [45], [46], [47], such measurements are
essential, especially profit and sales because no firm
can function without them. A different perspective on
success focuses on non-financial indicators such as
the entrepreneur's job satisfaction, flexibility, and
career advancement, [48], sustained business
operations for at least three years, [49], [50], as well
as personal involvement and autonomy, contending
that these factors are valued more than money by
most entrepreneurs. Third thread, a hybridized
perspective of SMEs' performance was promoted by
[51], [52] and [53]. It sees success as a result of a
mix of material and immaterial standards. In contrast
to adopting any one financial or non-financial metric,
they contend that doing so would provide a more
comprehensive and balanced perspective. Given the
aforementioned, neither a financial nor non-financial
measure of SMEs performance can provide a
comprehensive definition of SMEs success on its
own. This is based on the idea that people's desires
evolve throughout time. Maslow's Needs Theory,
which asserts that human needs are hierarchical,
emphasizes the significance of taking a multifaceted
approach to the success of SMEs. Maslow's emphasis
on people (entrepreneurs) focusing their efforts on
meeting current needs before shifting those efforts to
the next level of demands is once more highlighted.
While making money and accumulating personal
fortune may have been the initial aims of pursuing an
entrepreneurial career, it is evident that after these
objectives have been perceived to be fulfilled, the
entrepreneur is no longer driven by them. Thus,
achieving other objectives that may not have
monetary value but nevertheless provide an internal
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sense of fulfillment and accomplishment might be
seen as success by the entrepreneur in the long run.
In essence, therefore, even while, argument for
adopting a holistic perspective of success that
includes both financial and non-financial metrics
may be appealing.
2.2 Entrepreneurial Knowledge
For the business they have founded, entrepreneurs
need to have in-depth understanding of certain
business difficulties. Your expertise will boost your
company's potential energy and, to a considerable
extent, play a role in its success. Being an
entrepreneur requires constant learning. Attempt new
things. Include the new information in your routine
activities. You can only do this if you want to be a
successful entrepreneur. Every firm started with an
idea, whether it was to produce stylish clothing from
recycled materials or to provide free internet travel
networks for people all over the world. A key quality
of a successful entrepreneur is the capacity to not
only generate new ideas but also to refine and
enhance them as the company expands. These people
are always looking for methods to do better,
evaluating their goods, services, and company
approach, [54].
2.3 Entrepreneurial Skills and Creativity
Every leader and businessperson need a certain
amount of creativity. In actuality, consumers hardly
ever praise business owners for their innovative
problem-solving techniques. People who work in the
writing and design industries are frequently thought
to excel in creativity. The boundaries of an investor's
thinking and skill set are removed through creativity.
But a lot of people think that creativity may lead to
chaos because it lacks self-control. On the other
hand, control and order are fundamental to
leadership. As a result, entrepreneurship and
creativity go along well. Running a successful
business no longer requires a practical mind and
aptitude for numbers. Creativity has evolved into a
crucial element of sound commercial judgment. Lack
of imagination might quickly cause your company to
go into decline, [26]. If an entrepreneur wants to
stand out sufficiently, he/she must be inventive. Such
an entrepreneur will be on the verge of success if
he/she uses originality and constant development in
his/her business. His/her firm will have more
potential and more opportunities as a result of the
inventiveness. Different entrepreneurial talents that,
in certain situations, might be essential to the success
of their businesses are required for every
entrepreneur and every firm. You cannot expect to
succeed if you possess information but lack the
necessary abilities to put that knowledge into practice
and solve your problems. As you can see, if you act
or use all you have learned in some way, you will
have talents, [55]. Being an entrepreneur frequently
entails taking calculated chances, therefore you must
be prepared to handle the stress that comes with the
territory. This is crucial for the company's
performance as well as for the happiness and self-
assurance of your staff, business partners, and
investors. You won't be able to persuade others that
your idea, product, or service is feasible if you don't
enjoy what you do. Have complete faith in your
project and be able to speak passionately and wisely
about it, [13].
2.4 Calculated Risk
In the corporate world, there is some type of risk
associated with every choice you make. Long-term
success is a result of taking measured risks that
maximize benefits and minimize drawbacks. Not all
dangers are the same. Calculated risks and unwise
risks differ significantly. Understanding how to
distinguish one from the other is essential. A stupid
risk is, in the most basic sense, one that is taken
without doing any research or considering any
potential drawbacks. To put it another way, you can
make money off of a stupid gamble, but only if you
walk into it blindly and don't know what's really at
the other end. In a sense, you're taking a chance, [55].
A measured risk, on the other hand, necessitates
some level of investigation. Although the outcomes
won't always be favorable, you've done enough
research to be aware that the likelihood of success is
greater than the likelihood of failure. In the end, this
controversy about irrational vs. calculated risks is
what makes many entrepreneurs risk averse. The
pessimist inside of us yells louder than the optimist
when we begin to analyze the advantages and
disadvantages, [56]. Is the risk being taken by
businesses sufficient? is one of the most important
queries. Yes, every business starting has a certain
amount of risk. What's more crucial, though, is how a
successful entrepreneur manages risk? The best
terminology to describe this trait is calculated risk. If
you want to be successful, you must use risk
management concepts. Starting a business involves
risk. Entrepreneurs must be able to "work
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successfully in an atmosphere packed with danger,"
according to [56]. This calls for having highly
developed decision-making abilities, especially in the
face of failure, as well as the flexibility to adjust
course when things don't go as planned
2.5 Self-confidence
For entrepreneurs, self-confidence is a crucial and
important success aspect. Nobody will ever become
an entrepreneur if they lack self-confidence,
especially when it comes to beginning and running
their own company. If you don't have self-confidence
and trust in yourself, how can you expect customers
to? Your main foe is insecurity, [57]. Being a
successful entrepreneur requires self-assurance, a
commitment to hard effort, and a company idea with
the potential to be profitable and stand out in the
market. Additionally, important are having a strong
business strategy, understanding the industry, and
knowing how to surround oneself with people that
can support your goals. Having confidence is
essential whether you want to succeed as an
entrepreneur or simply a want to be. You may benefit
the world by sharing your amazing idea, wonderful
product, or terrific expertise. That is true, you know.
But if you lack confidence, it's nearly a guarantee
that no one will recognize your worth and that your
potential will not be realized, [18]. In spite of the fact
that it could be one of the most vital weapons in your
success arsenal for entrepreneurs, confidence is
essential to success in all facets of life. Having self-
confidence as an entrepreneur will have advantages
that go well beyond just making you feel good about
yourself. Your self-assurance permeates all you do
and will support you in leading the prosperous life
you desire, [57].
2.6 Persistence
Simply put, persistence is the capacity to continue
doing something despite your own sentiments that
you are not ready to do so. Results were not
influenced by motivation or feelings. The action is
something that will help you get the outcomes you
seek. So, let go of the emotions that held you back
and move forward in your quest with all of you
might. An entrepreneur doesn't usually follow a
routine or put in a 40-hour workweek. Success in
business requires a commitment to put in the time
and effort required to launch it. This may entail
giving up personal time, declining pay, and initially
filling a range of positions, from CEO to janitor.
Success as an entrepreneur also depends on knowing
your industry deep and out, [10]. This entails keeping
up with market trends, actively networking, keeping
an eye on economic aspects that might have an
influence on company, and surrounding oneself with
smart and skilled people who have abilities that you
yourself lack, [10], [13].
2.7 Human Capital
Entrepreneurs who are older (age is employed as a
surrogate for "knowledge of the world") appear to
generate less money and create fewer jobs than
entrepreneurs who are younger, [58]. Although
younger entrepreneurs are more likely to close their
businesses early, the average lifespan of a company
is longer. Only when earnings are taken into account
does the entrepreneur's educational background affect
success. Success is also heavily influenced by
experience. The likelihood that the newly created
firm will succeed in turning a profit and surviving is
increased if the founders have prior expertise in the
same industry, [59]. Experience in the workforce has
a favorable effect on how long a person stays with
the company, but not on employment or profitability.
Only greater self-employment earnings may be
attained with experience. Financial experience is
favorably correlated with employment but is
considered as less favorable for the lifespan of the
organization, [14]. In short, for their enterprises to be
effectively launched and run, entrepreneurs must
have access to funding or know how to go about
getting the money they need. It could entail creating
company strategies, requesting loans or grants, or
finding investors. Prior to doing anything, they must
be fully informed on projected costs and returns on
investment, [13].
2.8 Social Capital
Making money is badly impacted by the influence of
other business owners in the family. A positive
correlation exists between the number of jobs
produced and networking with other business people,
[60]. The spouse's emotional support has a good
impact on profitability and longevity. If the
entrepreneur boards out activities to other parties,
this might be interpreted as a sign of success in terms
of new job creation, [14], [16]. However, without the
capacity or motivation to act, several of the crucial
entrepreneurial success predictors discussed above
are merely potential for you. Yes, you have
information or abilities, but if you don't use them in
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your everyday work, they are just potential energy,
[60]. We discuss the kinetic energy you possess for
your company. It is possible and recommended to
transform this energy into useful kinetic energy. The
kinetic energy of your firm will carry out the task or
do anything that will benefit your business, [13],
[21]. All of the critical success predictors are
significant, but if you don't take the necessary steps,
none of them will help you become a successful
entrepreneur. For instance, if you don't start your
firm, education and creativity won't help you become
a great entrepreneur. There are a lot of acquaintances
that are knowledgeable, imaginative, skilled, bright,
tenacious, and patient. However, these people are not
business owners. They work for a different business
or for the government. It's not for a lack of
information or intelligence that they are not
entrepreneurs. Furthermore, while having other
success-related traits, they are not entrepreneurs.
They aren't entrepreneurs since they don't start the
process or do anything to become one, [13], [17],
[54], [55].
2.9 A Few Causes of Entrepreneur’s Failure
Any budding entrepreneur will find the procedure of
forming a new firm to be difficult. While it is simple
to get caught up in the legal details of incorporation
and the enthusiasm of starting a business, there are
additional aspects to take into account if your
enterprise is to be successful. Your chances of
success will increase dramatically if you face the
obstacles head-on, recruit specialists to give their
experience, and locate committed, conscientious
personnel, [61]. Failure of businesses is nothing new
anywhere in the world. The most startling finding is
that small and start-up companies experience this
issue more frequently than established companies.
The survival and failure rates of small enterprises are
influenced by a number of external variables.
2.10 Lack of Finance and Mismanagement
Inadequate finance or a lack of cash is a significant
factor in the closure of many small enterprises in
Nigeria. Many business owners make the frequent
error of launching their ventures without sufficient
operational capital. Due to this, the majority of
business owners will become demoralized and opt to
shut down. The expense of forming your corporation
is money. It requires money to have enough cash to
establish your business, recruit personnel, and create
and promote your goods. Make sure you have enough
cash on hand or credit to support the business until it
starts turning a profit, [62].When a company is badly
run, it will soon die. Planning, organizing, hiring
employees, staffing, guiding, inspiring, coordinating,
managing, and communicating are all part of
management. Additionally, the essential tenet of
managing a small business is always being aware of
where your company stands. On the other hand,
badly run small firms will eventually fail. The
qualities that make a successful manager may not
always convert into those that make a good
entrepreneur. It might be challenging for some
people to make the move from entrepreneur to
businessperson at some time. Hire competent
managers or management consultants to assist you in
making that transition, [55], [62].
2.11 Inability to Control Growth-Related
Changes
Some tiny enterprises develop exponentially in a
short amount of time. These small enterprises
typically face additional obstacles as a result of their
growth. These difficulties include modifications to
resource use, billing, finance, and technology, [40].
Unfortunately, if a company can't handle the
difficulties that come with expansion, it will fail. For
instance, GoMyWay and Efritin went out of business
after 16 months because they couldn't raise the
money needed to keep operating despite seeing
exponential growth. A firm must have operational
control in order to survive and grow. Cooperate with
your CPA to ensure that labour, productivity, and
other important areas are tracked to reduce waste and
increase production, [62], [63].
2.12 Lack of Knowledge of Their Market
and Customers
Anyone wishing to conduct business in Nigeria must
understand the country's complex purchasing patterns
as well as its competitive market. A deficiency in
comprehension of their target markets and customer
base can lead to small business failure, [64], [65].
They have no idea who their clients are or how much
they are willing to pay. Following the posting of an
advertisement, you might receive dozens of
applications; however, you should select candidates
who possess bothtechnical expertise and an
entrepreneurial mindset, [66]. They must have a
strong commitment to you, be excited to start your
business, and be willing to put in the time needed to
see it through. You have to be ready to help them
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with their endeavors, [67].
2.13 Lack of Focus and Vision
It is not good for a firm to invest in several things
virtually simultaneously. Your attention must be on
the quality of the product, delivery, and follow-up if
you want to provide excellent customer service.
Some small firms will run out of money and stop
making money because the owners started
undertaking tasks that weren't intended to fit into
their company plans. At some point, they will have to
shut down operations. Sometimes it's vital to decline
new initiatives (or products or services) in order to
concentrate on quality rather than quantity. Being a
successful entrepreneur does not always require the
same qualities as being a good entrepreneur. Making
the change from entrepreneur to businessperson must
happen at some time, and for some people, that is
challenging. To assist you in making that transition,
use competent managers or management consultants.
2.14 Inability to Express Value
Some small firms in Nigeria fail as a result of their
failure to precisely articulate their value propositions,
or to comprehend and successfully market their
goods and services to customers. Due to the
disconnect between the value these companies offer
and what the market requires, they will fail. It takes a
lot of work to start and operate a successful business,
and the owner has a big part to play in that success.
Failure should never be considered a possibility.
Therefore, if you can steer your company away from
these issues and also possess the proper attitude,
motivation, and resolve, you're on the correct track to
creating a prosperous company.
2.15 Wrong Expectations
Some start-up and small business owners anticipate
that by doing next to nothing, money will begin to
flow into their company account right away. They
appear to be unaware that creating successful
enterprises in Nigeria might be compared to running
a protracted race that requires plenty of labour,
dedication, and patience before reaping the rewards.
Many enterprises in Nigeria have failed quickly as a
result of the notion of establishing a business with
incorrect expectations and impatience, [68].
2.16 Poor Customer Relationship
Management
Many business owners lack the proper customer
service skills. Or, to put it more succinctly, many
business owners employ people who are ill-equipped
to handle consumers politely. In the modern
corporate environment, customer relationship
management (CRM) is a developing field, and
several Nigerian firms are just now starting to take
this into account. If you serve your customers well,
they will come back and almost certainly bring a
friend. Businesses can no longer afford to treat their
consumers badly or ignore their needs.
2.17 Doing the Same Old Thing
In Nigeria, a lack of innovation is another factor in
entrepreneurial failure. There are several existing
over-saturated markets these days. Innovate,
innovate, and innovate some more is the only way to
succeed in business. Sometimes people are so
enthralled by the concept of launching a business that
they fail to undertake a market analysis before
getting started. If a market is saturated, innovate or
find another. You can create bread, but what sets it
apart from the loaf that the clients you're vying for
consumed yesterday? Innovation is the key.
Absolutely nothing is brand-new beneath the sun.
But in order to be innovative, you must approach the
same task in a fresh, improved manner. Most
companies that operate in the same manner as their
neighbouring rivals typically just generate "enough"
money, eke out a profit, or eventually fold.
2.18 Business and Sentiments
This is a significant factor in the premature demise of
several enterprises in Nigeria. We should appreciate
and promote customer fidelity, but not at the expense
of our company. People in Nigeria become too
emotional and ethnocentric, even in their commercial
dealings. For instance, if there is a vacancy that has
to be filled, you carry a family member or a member
of your community who is not even qualified for the
post instead of hiring a more competent applicant to
handle the role. When you make these decisions,
what do you actually hope will happen to that
business? Families are families, and businesses are
businesses. Be friendly and devoted to your family,
but when it comes to work, put interpersonal
connections on hold and let everyone diligently
complete their tasks, [69].
2.19 Theories of Entrepreneurship
Entrepreneurs balance supply and demand by
identifying market imperfections, which are brought
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about by information asymmetry and bounded
rationality for exploitation, according to Kirzner's
alertness theory of entrepreneurship. According to
the theory, information asymmetry occurs when
different stakeholders have different knowledge
about business endeavors, and a stakeholder can use
this knowledge to engage in opportunistic bargaining
by using it to his advantage. As stated in [70], the
profits that entrepreneurs receive are a reward for
their ability to tolerate uncertainty because they
prevent arbitrage opportunities—that is, the chance to
sell the same product for more money than the
entrepreneur paid for it. Due to the ignorance of
established business owners who do not recognize
that their actions will result in profits until after they
have been taken, opportunities are perceived to exist.
According to Kirzner, one of the contributing
elements to success is an entrepreneur's awareness of
the different profits that can be made from their
business endeavors.
According to the Keynesian theory of economics,
[70], the primary driver of an economy is aggregate
demand, which is calculated as the total of
government and household business spending. It is
recognized that a free market cannot achieve self-
balancing and full employment. Consequently,
government intervention is necessary to formulate
public policies that aim to achieve price stability and
full employment, both of which can foster
entrepreneurial success. Keynes also clarifies how a
prolonged period of high unemployment may result
from insufficient overall demand. Economic output is
made up of four parts: net exports, government
purchases, investments, and consumption. Demand is
typically driven up by these four factors, but demand
is frequently suppressed during recessions due to
significant spending cuts that prompt entrepreneurs
to spend less on investments, [71], [72], [73]. While
money can affect output in the short run,
expansionary monetary policy has the potential to
cause inflation over time and improve the integration
of the short and long runs, according to the
Keynesian theory of economics.
3 Methodology
Descriptive survey research design was employed
because of its involvement in the use of quantitative
methods to handle issues that relate with human’s
societal behaviours. The choice of this design is
geared towards its flexibility in using descriptive
methods to analyze dataset obtained from research
participants on their perception in relation with some
basic factors contributing to the success of micro,
small and medium enterprises. The method also uses
test of hypothesis for analyzing particular
phenomenon at hand. The research was conducted
within six major states of the south-west, Nigeria:
Lagos, Ogun, Oyo, Osun, Ondo, and Ekiti states. We
decided to cover some major towns (and cities)
within the six states of our study location. Seven
local government areas were covered in each of
Lagos and Ogun states while five local government
areas were covered in each of Osun and Oyo states
respectively. Also, we're able to cover only three
local government areas in each of Ondo and Ekiti
states, details of which are presented in Table 10
(Appendix) while the frequency and percentage of
the selected entrepreneurs are displayed in Figure 1
(Appendix). This study targets entrepreneurs who
operate at micro, small and medium-scaled levels
within the six states of south-western region of
Nigeria. We contacted entrepreneurs from various
sectors including educational services,
manufacturing, wholesale & retail trade, human
health and social works, and finally accommodation
and food services. We narrowed down our request for
information from only the managers and
manageresses as well as proprietors and proprietress
of the mentioned sectors of economy. No staff
member was consulted; the information received was
mainly from the chief executives (business owners)
only.
We designed a well-structured self-explained
questionnaire that covers all the areas of our interest
and objectives with a view to administering it among
some selected entrepreneurs. Some printed copies
were produced while the same contents of the
questionnaire were converted into electronic format.
Primary data were obtained directly from the
respondents. Each data point has a purpose and at
least a gap to fill in the current research. We engaged
the services of some research assistants, who visited
various locations during the specified periods of
time. At least, it took us about four months before we
were able to collect (collate) approximately seven
hundred and twenty responses from the concerned
business chief executives. Though about thirty of our
questionnaires got lost, we were still able to retrieve
approximately 96% of the administered
questionnaires both hard and soft copies. However,
the mechanism is such that WhatsApp contacts of
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Adeyemo Felicia, Ogunleye Timothy A.
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Volume 21, 2024
some business owners, who were not on seat when
visited, were collected from their staff members and
the questionnaire link was shared with them for
online transmission of responses. Though it took
some time on phone conversation to get some of
them convinced before they could fill out the online
questionnaire, we were able to gather all responses in
.csv format of excel. Since responses received are at
most interval scale and the source of data is primary,
it is professionally advisable to employ the use of
descriptive statistics such as frequencies,
percentages, graphics, etc as well as applying non-
parametric statistical procedures such as chi-squared
test and phi statistic. The frequencies of the
respondents’ perceptions about some factors
presumed to be contributing to entrepreneurial
success are reported in tabular forms before
proceeding to presenting their percentages and
visualizations. While using chi-squared test, the
following formula should be taken into
consideration:
r
i
c
jij
ijij
calculated e
eo
1 1
2
2
(1)
r
i
c
jij
ijij
calculated e
eo
1 1
2
25.0
(2)
The formula (2) is used only when we have a 2
by 2 contingency table while formula (1) is used for
any other dimensions apart from 2 by 2. The
operations for both formulae were performed within
RStudio (Posit) environment. Results of the
calculated chi-squared test are expected to be
compared with that the tabulated values but since we
engaged the use of machine, which automatically
produced the probability values, only the chosen
level of significance, usually 5%, was compared with
the probability value instead. However, whenever the
probability value is less than or equal to the chosen
level of significance, we reject the null hypothesis of
none existence of relationship between any two
variables of interest compared. However, some of the
results can be viewed in the appendix.
4 Results and Reporting
Out of seven hundred and fifty questionnaires
administered both virtually and physically,
approximately seven hundred and twenty were
completely retrieved, making the whole exercise to
be 96% successful. Figure 1 (Appendix) shows the
basic information of the entrepreneurs chosen from
each state of the south-west, Nigeria. Also, the
frequencies and percentages of respondents' sex, age,
marital status, educational status, tribal status, and
the level of monthly net income are presented in
Table 11 (Appendix). It should be reiterated that the
study did not capture anyone whose age was below
30 years. From Table 11 (Appendix), it is revealed
that 73 (10.1%) of the respondents were between the
ages of 30 and 39 while 69 (9.6%) were between 40
and 49 years respectively. The same table also shows
that 328 respondents, approximately 45.6%, were
between the ages of 50 and 59 years while 250
entrepreneurs (34.7%) fell between the age bracket
60 years and above. Meanwhile, the average age is
54.98 years, which, by approximation, is 55 years.
Technically, the working ages of 50 years and above
carries the highest percentage (80.3%).The sex
distribution of the study respondents is such that 537
of 720, which represents 74.6%, were males while
the rest, 183 (25.4%), were females. However, 9.9%
of the study respondents were single (never married
at all) while only 78 of them, representing 10.8%,
were widowed. Thus, the highest percentage of the
study respondents were married, that is, 364 (50.6%)
were married while 207 (28.8%) divorced. This
situation is a reality of what today's entrepreneurship
stands to represents. Pieces of information on
respondents' educational attainments were also
collected. It’s gathered that only 37 of 720 total
respondents, representing 5.1%, have no formal
education at all while also 66 (9.2%) of them had
primary education. Therefore, the study revealed that
majority of the entrepreneurs interviewed via the use
of questionnaires had at least secondary school
certificates. In a nutshell, more than half of the
respondents, 387 (53.8%) had tertiary education
while 230 (31.9%) had secondary education. The
study also revealed some facts about tribal status.
Despite the fact that the study's coverage is
certainly Yoruba land, still some other ethnic groups
are being accommodated. This is evidenced in our
results as contained in Table 11 (Appendix).
Approximately 62.9% (453 respondents) were
mainly Yoruba people while 167 (23.2%) were Igbo
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tribe.
Table 1. Empirical results of accessibility to working capital as an influence to a successful entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
38
15
02
02
01
58
81.572
20
0.000000
Lagos
167
48
05
06
03
229
Ogun
103
66
02
07
01
179
Ondo
49
10
01
06
04
70
Osun
28
29
03
04
01
65
Oyo
41
59
02
11
06
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Table 2. Empirical results of employees’ commitment as a yardstick that influences entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
32
20
0
04
02
58
58.633
20
0.00001
Lagos
145
63
03
12
06
229
Ogun
132
28
04
13
02
179
Ondo
31
16
02
17
04
70
Osun
34
19
0
10
02
65
Oyo
64
40
02
13
0
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Also, 60 respondents representing 8.3% were
Hausa people but only 40 respondents claimed other
tribes apart from the three. About 345 entrepreneurs
representing 47.9% claimed their net income was
between N100,000 and above while 258 (35.8%)
claimed that their net income was between N50,000
and N99,999 respectively. The net income between
N20,000 and N49,999 had the least (Table 11,
Appendix).
4.1 Hypotheses One
H01- Accessibility to working capital do not
significantly influence to a successful
entrepreneurship
Table 1 reports on the accessibility to working
capital was empirically assessed and results are
presented. From our results, since the chi-squared
statistic (chi-sq = 81.572 with probability value =
0.000000), it’s established that the statement is
upheld and empirically prove that access to working
capital is significantly related to the success of
entrepreneurship. Availability of operating capital to
run the business plays a key role in its success.
4.2 Hypothesis Two
H02- Employees’ commitment as a yardstick do not
significantly influence entrepreneurship success.
Our results in Table 2 show that a calculated chi-
squared value of 58.633 with a probability value of
0.00001 indicating that the statement is valid since
the probability value is extremely less than the
chosen level of significance of 5%. Therefore, it is
established that the level of commitment of
employees has significant influence on productivity,
thereby increasing the sustainability of the business
(or entrepreneurship). The more committed
employees are the more the performance of the
enterprise.
4.3 Hypothesis Three
H03- Timely provision of technical and technological
infrastructure do not significantly influence
entrepreneurship success.
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Table 3. Timely provision of technical and technological infrastructure influences entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
36
13
03
03
03
58
33.738
20
0.027950
Lagos
179
34
02
12
02
229
Ogun
133
34
06
01
05
179
Ondo
50
11
03
05
01
70
Osun
53
08
0
04
0
65
Oyo
80
29
05
03
02
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Table 4. Taking risk in business influences economic boom and is considered as a contributing factor
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
42
10
03
02
01
58
97.181
20
0.000000
Lagos
146
78
0
03
02
229
Ogun
122
46
02
07
02
179
Ondo
43
15
0
10
02
70
Osun
37
22
0
06
0
65
Oyo
43
71
01
02
02
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Table 5. Marketing strategies techniques that contribute to a successful business
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
39
12
03
02
02
58
189.36
20
0.000000
Lagos
161
45
03
13
07
229
Ogun
114
62
0
02
01
179
Ondo
55
10
05
0
0
70
Osun
14
46
01
04
0
65
Oyo
23
85
05
06
0
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
At various locations of our study, we inquired
from the entrepreneurs to choose by supporting or
going against whether or not provision of technical
and technological infrastructure could influence a
successful entrepreneurship in today's business
world. Responses were collected and tabulated in
Table 3. These results were further scrutinized by
applying statistical technique with a view to
establishing people’s perception on about the
statement. It’s therefore confirmed empirically that
providing technical and infrastructural facilities has
significant effect on business’ success.
4.4 Hypothesis Four
H04- Risk taking in business does not significantly
influence economic boom.
Table 4 reports on the aspect of risk taking in
entrepreneurship that taking risk, though could be
dangerous, can influence a successful
entrepreneurship, if well managed. Since the
probability value (p < 0.000000) is less than the
chosen level of significance (alpha = 0.05), the
statement is upheld and therefore confirms that risk-
taking has significantly contributed to a successful
business.
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Table 6. An adequate and appropriate planning enhances a successful entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
09
39
06
04
0
58
138.75
20
0.000000
Lagos
52
149
03
20
05
229
Ogun
68
75
04
15
17
179
Ondo
11
56
0
01
02
70
Osun
16
44
01
04
0
65
Oyo
04
105
0
0
0
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Table 7. Reduced bureaucratic steps on import and export goods influences the rate of success in business
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
02
06
0
37
13
58
350.44
20
0.200000
Lagos
05
03
01
36
184
229
Ogun
02
0
0
23
154
179
Ondo
01
01
01
63
04
70
Osun
0
02
0
58
05
65
Oyo
03
08
02
74
32
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Table 8. Employers' level of education contributes to a successful entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
10
15
03
20
10
58
48.679
20
0.000341
Lagos
35
69
02
71
52
229
Ogun
45
32
08
66
28
179
Ondo
21
18
04
22
05
70
Osun
13
15
02
28
07
65
Oyo
21
30
09
26
33
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
4.5 Hypothesis Five
H05- Marketing strategies techniques do not
significantly contribute to a successful business.
When people’s responses are pulled together in
tabular form (Table 5), then the application of chi-
square test on these responses indicates that the
probability value (0.000000) is less than 0.05,
thereby creating a room to establish that good
marketing strategies has significantly influenced
success in entrepreneurship in Table 5.
4.6 Hypothesis Six
H06- An adequate and appropriate planning do not
significantly enhance a successful entrepreneurship.
Table 6 reports on achieving success in any business
through planning. To this end, people’s opinions
were sought and gathered together in tabular form,
and statistical investigations were performed on these
responses. However, the results obtained confirmed
that adequate and appropriate planning enhanced
successful entrepreneurship.
4.7 Hypothesis Seven
H07- Reduced bureaucratic steps on import and
export goods do not significantly influences the rate
of success in business.
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DOI: 10.37394/23207.2024.21.96
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Table 9. Employers' age contributes to a successful entrepreneurship
States
Total
Statistical Results
SA
A
U
D
SD
2
calculated
df
valueP_
Ekiti
05
13
0
03
37
58
241.34
20
0.000000
Lagos
28
31
01
111
58
229
Ogun
09
22
05
26
117
179
Ondo
0
18
03
33
16
70
Osun
02
25
04
19
15
65
Oyo
31
06
13
47
22
119
Source: Authors' computations (2023)
Legend: 'SA' means Strongly Agree, 'A' means Agree, 'U' means Undecided, 'D' means Disagree, while 'SD' means Strongly
Disagree
Entrepreneurs' level of education was Table 7
gives the opinions of respondents sought on reduced
bureaucratic steps on import and export goods and
showed that there is no relationship between
entrepreneurial success and reduction in bureaucratic
steps on import and export goods. The results of chi-
squared test (chi-sq. = 350.44) as well as its
corresponding probability value (0.2000000) indicate
that the statement is not significant at 5% level of
significance.
4.8 Hypothesis Eight
H08- Employers' level of education do not
significantly contributes to a successful
entrepreneurship.
Table 8 investigated to measure if level of
education can affect the expected outcome of the
business. However, the results obtained in Table 8
showed that educational level of the entrepreneurs
has significantly influenced success in
entrepreneurship.
4.9 Hypothesis Nine
H09- Employers' age do not significantly contributes
to a successful entrepreneurship.
Age is a very crucial variable in managing a
business. It is considered as a factor which could
contribute to economic success of an entrepreneur
because it is directly associated with the maturity of
the people handling the enterprise. The perceptions
of 720 entrepreneurs were tabulated as reported in
Table 9. The results of chi-squared calculated
alongside the probability value showed that age is
significant and therefore the results are sufficient
enough to say that it could contribute to a successful
entrepreneurship.
5 Discussion of Findings
Based on the findings of the study, it was discovered
that availability of operating capital to run the
business plays a key role in its success, level of
commitment of employees has significant influence
on productivity, thereby increasing the sustainability
of the business (or entrepreneurship). The more
committed employees are the more the performance
of the enterprise, providing technical and
infrastructural facilities has significant effect on
business’ success, risk-taking has significantly
contributed to a successful business, good marketing
strategies has significantly influenced success in
entrepreneurship, adequate and appropriate planning
enhanced successful entrepreneurship, educational
level of the entrepreneurs has significantly
influenced success in entrepreneurship and age is a
significant factor that contribute to a successful
entrepreneurship. This study was in concord with the
work of [17], that strategies for building human
capital, including management experience or
education and training, can predict company
performance in rural areas. Also, according to [18],
the factors that influence a company' success or
failure include having enough cash, maintaining
financial records, using the internet and expert
assistance, having partners, having parents who
operate a business, and having the right marketing
strategies. Additionally, [19], obtained findings that
the actions of business owners, societal actions, and
environmental economic variables all affect whether
a firm succeeds or fails. In furtherance, [14], [20],
[21], [22], [23], [24] and [25] find out that several
academic researches claim that entrepreneurial traits
include owner age, culture, external business factors,
technology, managerial skills, experience, training
and business environment, owner’s competencies and
quality, and innovation contribute to the success or
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
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Volume 21, 2024
failure of businesses. However, there is no
relationship between entrepreneurial success and
reduction in bureaucratic steps on import and export
goods.
6 Conclusion
The study empirically examined some factors
contributing to entrepreneurial economic success in
southwest, Nigeria. It investigated empirically
whether or not accessibility to working capital,
employees’ commitment, timely provision of
technical and technological infrastructure, risk-
taking, marketing strategies, adequate and
appropriate timely planning, level of education,
reduced bureaucratic steps on import and export
matters, age, and religious belief could determine
success level in entrepreneurship. The study
concluded that accessibility to working capital is a
contributing factor to entrepreneurial success in
today's society. This means that provision of working
capital (funds) to be made available by either banks
at a reduced interest rates or by governments at no
interest could encourage entrepreneurs and motivate
them more to be determined in making profits. It is
also established empirically that commitment on the
part of the employees can increase chances of
business survival, thereby contribute to more
successful entrepreneurship. The study also
concluded that timely provision of technical and
technological infrastructural facilities such as making
available raw materials on time, providing business
information as at the time of need, consistent supply
of electricity, low cost of transportation, and so on
could influence a successful entrepreneurship. From
this study, it is established that risk-taking is a
significant factor that could be contributing to a
business economic boom. This is evident in our
study.
The study also concludes that good marketing
strategies, adequate and appropriate planning,
entrepreneurs’ level of education and age could
contribute significantly to the success of any
business. When an entrepreneur makes available
good channel of marketing his/her products, surely
there will be increase in the volume of sales, thereby
increasing the chances of being successful. Likewise
educational exposure and age could help in
expanding the scope of business. One cannot leave
out good planning; failure to plan is planning to fail.
From our study, we're able to establish that reduction
in bureaucratic steps taken by government agencies
on import and export goods has nothing to do with
whether or not the business will boom. This policy of
government cannot influence a successful business.
7 Recommendations
From our findings and conclusion, we are able to
provide some recommendations below:
Governments at all levels are advised to make
funds available to serious entrepreneurs. This
will eventually encourage them to do more and
become more successful in their businesses.
Entrepreneurs (business owners) are also advised
to encourage their employees so that the volume
of commitment can be increased.
Government at all levels are equally advised to
provide some technical and technological
infrastructural facilities to ease starting a
business. Anywhere some of these facilities are
lagging behind, starting a viable business in such
environment could be catastrophic.
Entrepreneurs are advised to take risk but a
reasonable one. When this step is taken, it’s
certain from our study that the chances of success
will be increased.
Anyone who wishes to start a business is advised
to possess some education so that he/she could be
able to read, write, and communicate in our
official language. Anyone who lacks this basic
factor could end up being a failure.
Since it has been established that age is a
contributing factor to a successful
entrepreneurship, it is advisable for anyone
coming into entrepreneurship to be of age, at
least a maturity age of 20 years by our
recommendation.
In all, proper planning should be a priority and in
fact, it should be the first step before involving in
business. Our study's conclusion showed that
proper planning is a factor contributing to a
successful entrepreneurship, as a result, we
recommend that anyone coming into
entrepreneurship should do some preliminary and
feasibility study very well with a view to guiding
against business failure.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
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Volume 21, 2024
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DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
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Volume 21, 2024
APPENDIX
Table 10. Areas covered during the research
S/N
State
LGA
Towns / Areas covered
1.
Lagos
Ikeja
Ikaja, Anifowoshe, Ojodu, Alausa, Oregun, Omole, Agidingbi, Onipetesi, Ogba.
Kosofe
Maryland, Ojota, Ogudu, Ketu, Kosofe, Mile 12, Magodo, Owode-onirin
Alimosho
Ikotun, Meiran, Alagbado, Egbeda, Alimosho, Idimu, Abule-Egba.
Shomolu
Onipaanu, Shomolu, Pamlgrove/Ijebutedo, Mafowoku/Pedro, Bariga, koka, Igbobi
Eti-osa
Ikoyi, Victoria Island, Eti-osa, Ajah, Sangotedo, Badore.
Agege
Idimangoro, Agege, Iloro, Dopemu, Keke, Orile, Oke-oba
Epe
Epe, Iragunshin, Ilara, Agbowa, Poka, Ibonwon.
2.
Ogun
Ado-odo
Otta, Owode, Sango-otta, Ado-odo, Iju-ota, Itele.
Ijebu-ode
Ijebu-ode, Ijagun, Ijari/Ogbogbo, Irewon.
Ikenne
Ikeene, Iperu, Ilisha, Irolu.
Sagamu
Sagamu, Ode-lemo, Ijokun, Gbaga
Ifo
Ifo, Akute, Agbado, Abeloju, Jagunna.
Ewekoro
Itori, Ika, Ikija, Irenpa, Isofin-orile, Lambo
Abeokuta south
Ake Abeokuta, Abese, Abesin-isale, Adeku, Afonja, Abomolaso, Abule-aje
3.
Oyo
Akinyele
Moniya, Ileba, Salako, Togiri, Idi-odan, Okegbemi, Olode
Ibadan North
Agodi, Agbowo, Mokola, Ward I N2, Ward III, Ward IV.
Iseyin
Iseyin, Aba Tapa, Ado-awaye
Ogbomoso South
Arowomole, Kajola, Oke-Ola, Alapata
Oluyole
Idi-Ayunre, Ekefa, Odo-Ona, Idi-Iroko, Ayegun.
4.
Osun
Ede North
Ede, Sagba, Agbaakin, Alusekere, Baara, Atapara.
Ife Central
Ile-Ife, Eleyele, Cooker, Moore, Iremo, Opa.
Ilesa-West
Ayeso, Ereja, Ikoti/Araromi, Itakogun, Isokun
Olorunda
Igbona, Ajegunle, Osolo, Odofin, Okemole, Ota-Efun.
Osogbo
Ayetoro, Alekuwodo, Fagbewesa, Idi-Seke, Ita-Olookan, Okefia, Ogo-Oluwa, Estate
5.
Ondo
Akure South
Akure, Aponmo, Isikan, Oke-Aro, Isolo, Ijomu, Oda, Odopetu
Ondo West
Ondo, Enuowa, Obolalu, Gbongbo, Ifore.
Owo
Owo, Ijebu-owo, Ehinogbe, Ipele, Idasan, Obasooto.
6.
Ekiti
Ado-Ekiti
Ado-Ekiti, Alegbado, Ika, Ilokun, Iranse, Amirin.
Ekiti West
Aramoko, Ikogusi, Ipole, Iloro, Okemesi.
Oye
Oye, Itapa, Omu-oke, Omo-odo, Ekiti-imesi, Ayelaja, Asua
Source: Authors’ Computation (2023)
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
1187
Volume 21, 2024
Table 11. Some basic socio-demographic information
Variables of
Interest
States within southwestern parts of Nigeria
Total
Ekiti
Lagos
Ogun
Ondo
Osun
Oyo
Age classification
15 24
04
19
16
11
13
10
73 (10.1%)
25 34
07
19
19
07
04
13
69 (9.6%)
35 44
20
85
60
26
16
43
250 (34.7%)
45 - Above
27
106
84
26
32
53
328 (45.6%)
Sex distribution
Male
41
184
129
52
50
81
537 (74.6%)
Female
17
45
50
18
15
38
183 (25.4%)
Marital status
Divorced
10
80
55
20
15
27
207 (28.8%)
Married
33
110
79
41
39
62
364 (50.6%)
Single
07
20
20
06
05
13
71 (9.9%)
Widowed
08
19
25
03
06
17
78 (10.8%)
Educational status
No Formal Edu.
04
11
06
05
08
03
37 (5.1%)
Primary Edu.
07
24
14
06
06
09
66 (9.2%)
Secondary Edu.
22
68
57
16
25
42
230 (31.9%)
Tertiary Edu.
25
126
102
43
26
65
387 (53.8%)
Tribal status
Hausa
06
26
12
05
02
09
60 (8.3%)
Igbo
15
47
46
14
15
30
167 (23.2%)
Yoruba
35
145
111
45
45
72
453 (62.9%)
Others
02
11
10
06
03
08
40 (5.6%)
Income status
Less than N20,000
06
21
13
06
06
13
65 (9.0%)
N20,000 - N49,999
02
15
24
03
02
06
52 (7.2%)
N50,000 - N99,999
18
83
67
22
28
40
258 (35.8%)
N100,000 - Above
32
110
75
39
29
60
345 (47.9%)
Total
58
(8.1%)
229
(31.8%)
179
(24.9%)
70
(9.7%)
65
(9.0%)
119
(16.5%)
720
Source: Authors' computations (2023)
Fig. 1: The frequencies and percentages of all the study participants (entrepreneurs) across the six states of south-
west, Nigeria
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
1188
Volume 21, 2024
Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
Each author contributed equally in the
conceptualization and preparation of this paper.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
This paper is self-sponsored as no funding was
received from any source.
Conflict of Interest
The authors have no conflicts of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en_
US
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.96
Adeyemo Felicia, Ogunleye Timothy A.
E-ISSN: 2224-2899
1189
Volume 21, 2024