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It is important to make a clear distinction between entrepreneurial ventures and small businesses because their visions and goals differ. Therefore, decisions, resources, and strategies will differ as well.
Tn general, entrepreneurial ventures have three primary characteristics; they are
1.    Innovative
2.    Value-creating
3.    Growth-oriented
An entrepreneurial venture brings something new to the marketplace, whether it be a new product or service (the fax machine or an executive leasing service), a new marketing strategy (viral marketing on the Internet), or a new way to deliver products and services to consumers (The Wall Street Journal Interactive Edition). The entrepreneurial venture creates value through innovation, through bringing new jobs to the economy that don't merely draw from existing businesses, and through finding under-served niches in the market. The entrepreneur typically has a vision of where he or she wants the business to go, and generally that vision is on a regional, national, or, more often, global level.
By contrast, small businesses are generally staited to generate an income and a lifestyle for the owner or the family>Often referred to as mom-and-pop or "lifestyle" businesses, they tend to remain relatively small and geographically bound. Here is an example to illustrate the differences.
If you were to start a company that builds parts for local manufacturers, you would be starting what is termed a small business, in this case a job shop, because the business concept in and of itself is not innovative and your employees would likely come from similar businesses. If, however, you were to specialize in remanufacturing certain types of machinery, using the latest technology or developing proprietary technology, marketing the company on an international level with a plan to go pubHc in a few years, you would have started an entrepreneurial venture. It would be innovative and therefore would create value by offering something that doesn't currently exist and has a life of its own beyond its founder; it would create new jobs; and it would have a growth orientation, Logically, many small businesses have the potential to become entrepreneurial ventures. Accommodation Bucharest. The reason they don't is often a conscious decision on the part of the founder to keep the firm a small, lifestyle business.
Choosing what kind of business you will stait is very important, since it influences all your decisions and determines the kinds of goals you are able to achieve. For example, if your intent is to grow the business to a national level, you will make different decisions along the way than if your intent is to own and operate a thriving restaurant that competes only in your local community. Generally, a small business requires good management skills on the part of the owner, since the owner must perform all tasks associated with the business as it grows. By contrast, entrepreneurs typically do not have the skills to handle the management aspects of the business and would prefer to hire experts to carry out that function, leaving the entrepreneurial team free to innovate, raise capital, and get involved in public relations.
Many would-be entrepreneurs think their venture must attract venture capital immediately, so they look for a concept that is complex and scalable, requiring significant management skills. That approach may do nothing more than cause frustration because it's too much for a first-time entrepreneur to take on, A better approach may be to get your feet wet with a simpler venture, using personal resources, where you can test your entrepreneurial skills without risking too much. You will be able to refine your skills, experience some success, and build your confidence level for taking on the next venture. Alternatively, consider a business concept that will not require a fast start, so that you can grow the business when you're ready and feel you have the skills and resources to do it.

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