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Management, 14e (Robbins/Coulter)
Chapter 10 Entrepreneurial Ventures
1) Arthur has an idea. After performing a SWOT, he has identified a market that is not being
served so he is planning to start a new business and introduce a new product. Arthur is a(n)
________.
A) strategist
B) dreamer
C) entrepreneur
D) independent business developer
Answer: C
Diff: 2
AACSB: Application of knowledge
Learning Obj: LO 10.1: Define entrepreneurship and explain why it is important
Classification: Application
2) People who engage in ________ take advantage of opportunities to create new products or
services, or change existing ones.
A) social responsibility
B) social engineering
C) venture capitalism
D) entrepreneurship
Answer: D
Diff: 2
AACSB: Reflective thinking
Classification: Concept
3) Annabel operates a local hardware store that she inherited from her parents. When she took
over, she updated the point-of-sale equipment and installed a customer database. Annabel is a(n)
________
A) entrepreneur
B) opportunist
C) venture capitalist
D) small business owner
Answer: D
Diff: 2
1
Copyright © 2018 Pearson Education, Inc.
4) Rob is a CPA who works out of an office in his home. His business is named "Friendly
Accounting Services." Eventually Rob would like to grow his business to include partners and
bookkeepers. We would classify Rob as ________.
A) self-employed
B) an entrepreneur
C) an employee
D) a franchisee
Answer: A
Diff: 3
5) ________ is a process of changing, experimenting, transforming, and revolutionizing.

A) Developing
B) Research
C) Innovating
D) Inventing
Answer: C
Diff: 2
6) Brandon is examining the state of the economy, the regulatory situation, social trends, and the
local labor supply. This would indicate Brandon is ________.
A) performing a SWOT analysis
B) exploring the entrepreneurial context
C) self-employed
D) a small business owner
Answer: B
Diff: 3
7) The purpose of examining the state of the economy, the regulatory situation, social trends, and
the local labor supply is to ________.
A) identify possible customers and employees
B) locate resources for use in the new business
C) determine who are the major players in the market
D) identify opportunities and possible competitive advantages
Answer: D
Diff: 2
2
8) Belinda has found a business opportunity she believes will be successful, but there are already
a couple companies in that market. To be successful, Belinda will need to ________.
A) pinpoint a competitive advantage
B) patent her idea
C) pursue a joint venture with them
D) write her mission statement
Answer: A
Diff: 2
9) To demonstrate social responsibility, entrepreneurs are encouraged to ________.

A) consider community goals in their business plans
B) use recycled materials in their production processes
C) participate in community organizations such as Kiwanis and Rotary
D) sponsor youth sports teams
Answer: A
Diff: 2
10) If Camden wants his new business to be a good corporate citizen, he should ________.
A) hire only union labor
B) minimize the risks his business takes
C) consider community goals in his business plan
D) observe all the local ordinances and employment laws
Answer: C
Diff: 2
11) Small businesses are the same as entrepreneurial ventures.

Answer: FALSE
Diff: 1
3
12) The main difference between an entrepreneurial venture and a small business is size.
Answer: FALSE
Diff: 1
13) Entrepreneurship is important to every industry sector in the United States.

Answer: TRUE
Diff: 1
14) Entrepreneurship's importance can be shown mostly in three geographic areas in the United
States: the Northeast, the South, and the Southwest.
Answer: FALSE
Diff: 1
15) Innovation is a key aspect of entrepreneurship.

Answer: TRUE
Diff: 1
16) Entrepreneurships are more likely than large businesses to generate patentable ideas.
Answer: TRUE
Diff: 2
17) Despite their overall importance to the economy, small businesses account for fewer new
jobs than large corporations.
Answer: FALSE
Diff: 2
4
18) Nearly half of all workers in the U.S. are employed by small businesses.
Answer: TRUE
Diff: 2
19) Entrepreneurship is important to a nation's economic development.

Answer: TRUE
Diff: 1
20) Exploring the entrepreneurial context includes scanning the economic, political/legal, social,
and work environment.
Answer: TRUE
Diff: 3
21) Among the more important pre-launch activities the entrepreneur must perform is the
creation of a business plan.
Answer: TRUE
Diff: 1
22) Organizing an entrepreneurial venture involves, among other activities, choosing a legal
form of business organization.
Answer: TRUE
Diff: 1
23) After the venture is launched, the entrepreneur continues with the same activities as before
the launch.
Answer: FALSE
Diff: 1
5
24) Explain the differences between an entrepreneurial venture and a small business.
Answer: An entrepreneurial venture is an organization that pursues opportunities, is
characterized by innovative practices, and has growth and profitability as its main goal. A small
business is independently owned, operated, and financed; has fewer than 100 employees; doesn't
necessarily engage in any new or innovative practices, and has relatively little impact on its
industry.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
25) Compare and contrast self-employment and entrepreneurship.

Answer: Self-employment refers to individuals who work for profit or fees in their own
business, profession, trade, or farm. This arrangement focuses on established professions. Both
entrepreneurs and self-employed individuals understand market needs but each approaches that
need in a different way. A self-employed individual is more likely to use traditional means and
established practices whereas an entrepreneur will use innovation to develop new products or
services or radically change the way the product and/or service is delivered to the customer.
Entrepreneurs may be self-employed but they may also be employees of the company they
started. Self-employed people always work for themselves; they are not paid employees of
another company and rely on their own initiative to ensure income generation. Also, self-
employed individuals make all the business decisions about how the work gets done. However,
self-employment does not preclude having one or more employees. Tax requirements and certain
laws require that both entrepreneurs and self-employed individuals create a legally recognized
organization.
Diff: 3
26) Arthur Fry thought his glue was a failure because it didn't stick permanently, but when
applied to small squares of paper, it became the popular Post-It ® note. Arthur Fry took
advantage of ________.
A) a process need
B) the unexpected
C) a market structure
D) changes in perception
Answer: B
Diff: 3
Learning Obj: LO 10.2: Explain what entrepreneurs do in the planning process for new ventures
6
27) "Put a motor on a bicycle? You must be crazy!" Yet that is exactly what William Harley and
Walter Davidson did. These two founders of the best-known American motorcycle company saw
opportunity in ________.
A) the incongruous
B) the unexpected
C) demographics
D) changes in perception
Answer: A
Diff: 2
28) In the days before sterile adhesives, bandages were tied onto the patient. Next came adhesive
tape with small squares of gauze attached, but making these in the doctors' office was tedious
and time consuming. Finally Earle Dickson invented the Band-Aid for his wife, who needed a
bandage she could apply to herself for small kitchen burns. Dickson saw ________.
A) the unexpected
B) a new industry
C) new knowledge
D) a process need
Answer: D
Diff: 2
29) Before Henry Ford and Frederick W. Taylor collaborated, automobiles were built by
craftsmen, one at a time. After the establishment of the assembly line, Ford was able to produce
automobiles faster than his competitors. but with equivalent quality. and sell them for a fraction
of the cost. Ford saw opportunity in ________.
A) industry structure
B) the unexpected
C) changing perceptions
D) demographic shifts
Answer: A
Diff: 3
7
30) Recognizing the increase in birth rates since 1946, and disliking the task of changing his
grandchildren's diapers, Victor Mills began developing a disposable diaper. Pampers were
introduced to consumers in 1961. Mills saw opportunity in ________.
A) changes in demographics
B) changes in perceptions
C) new knowledge
D) the incongruous
Answer: A
Diff: 2
31) Decades ago only former military personnel and hoodlums sported tattoos. Today tattoos are
considered an art form, giving rise to a plethora of tattoo shops. These body artists have taken
advantage of changes in ________.
A) demographics
B) market structure
C) perception
D) processes
Answer: C
Diff: 2
32) In 1938 Dr. Roy Plunkett discovered that a certain material became very slippery when
frozen, and PTFE was invented. Under the brand Teflon, PTFE coatings were applied to a wide
variety of items from spacecraft to frying pans. DuPont was able to capitalize on ________.
A) the incongruous
B) the unexpected
C) new knowledge
D) process needs
Answer: C
Diff: 2
8
33) Which one of the following would most likely be a source for ideas for the would-be
entrepreneur?
A) manufacturing exhibitions
B) trade publications
C) personal interests and hobbies
D) pure research
Answer: C
Diff: 3
34) Dharma is examining her financial position, the market for her proposed new product, the
types of ownership available to her, and the tax laws for her area to determine whether she
should go forward with her new business. Dharma is conducting a ________
A) market analysis
B) technical study
C) practicality study
D) feasibility study
Answer: D
Diff: 2
35) Before launching his new venture, Doyle is studying the potential competitors for his new
product. He will want to find an answer to which one of the following questions?
A) How do they finance their operations?
B) What competitive advantage do they have?
C) Where are they located?
D) How many employees do they have?
Answer: B
Diff: 3
36) The marketing plan becomes a part of the ________ section of the business plan.
A) description of the business
B) executive summary
C) analysis of the context
D) supporting documentation
Answer: A
Diff: 2
9
37) Which one of the following items is found in the financial data section of the business plan?
A) pricing
B) economic analysis
C) sales tactics
D) pro forma cash flow analysis
Answer: D
Diff: 2
38) Emily is calculating her annual revenues, balance sheets, and breakeven points so she can
write the ________ section of her business plan.
A) description of the business
C) financial data and projections
D) analysis of the context
Answer: C
Diff: 2
39) Farrah has created a computer-generated mockup of her new product for inclusion in the
________ section of her business plan.
A) supporting documentation
C) analysis of the context
D) description of the business
Answer: A
Diff: 2
40) An important difference between entrepreneurs and the rest of us is that entrepreneurs can
see opportunities the rest of us miss.
Answer: TRUE
Diff: 1
10
41) Competitive advantage is a necessary ingredient for an entrepreneurial venture's long-term
success and survival.
Answer: TRUE
Diff: 1
42) The purpose of a business plan is to secure financing for the start-up.
Answer: FALSE
Diff: 1
43) The executive summary of a business plan is constructed to remind the executive of his plan
for the new business
Answer: FALSE
Diff: 1
44) In a business plan, the analysis of the context is most closely related to the environmental
scan.
Answer: TRUE
Diff: 2
45) The financial data section of the business plan should contain projections for the first five
years and a breakeven analysis.
Answer: FALSE
Diff: 2
11
46) Discuss three of the seven potential sources of opportunity for entrepreneurial ventures.
Answer:
a. The unexpected. Ideas can be found in the unexpected. When situations and events are
unanticipated, opportunities can be found.
b. The incongruous. When something is inconsistent and incompatible with the way it appears–
when things are not the way they ought to be–opportunities are present.
c. The process need. Small pockets of opportunity appear along the way as researchers and
technicians continue to work for the monumental breakthrough.
d. Industry and market structures. When changes in technology change the structure of an
industry and market, existing firms can become obsolete if they are not attuned to the changes or
are unwilling to change. Even changes in social values and consumer tastes can shift the
structures of industries and markets. These markets and industries become open targets for
nimble and smart entrepreneurs.
e. Demographics. Changes in demographics influence industries and markets by altering the
types and quantities of products and services desired and customers' buying power.
f. Changes in perception. When changes in perception take place, the facts do not vary but their
meanings do. Changes in perception lead to changes in what people value, what they believe in,
and what they care about. Changes in these attitudes and values create potential market
opportunities for alert entrepreneurs.
g. New knowledge. New knowledge is a significant source of entrepreneurial opportunity.
Entrepreneurs must be able to do something with that knowledge and to protect important
proprietary information from competitors.
Diff: 3
47) Identify at least three sources or areas where entrepreneurs can find ideas. What should
entrepreneurs look for as they explore these idea sources?
Answer: Some entrepreneurs find ideas within their own industry; others find them in personal
interests or hobbies, looking at familiar and unfamiliar products and services, and opportunities
in external environmental. About a third of entrepreneurs said their ideas came from a sudden
insight or chance.
Entrepreneurs should look for limitations of what is currently available; new and different
approaches, advances and breakthroughs, unfilled niches, or trends and changes.
Diff: 3
12
48) What kind of questions should entrepreneurs ask before embarking on a new venture?
Answer: Questions about personal considerations would include all of the following: Do you
have the capabilities to do what you've selected? Are you ready to be an entrepreneur? Are you
prepared emotionally to deal with the stresses and challenges of being an entrepreneur? Are you
prepared to deal with rejection and failure? Are you ready to work hard? Have you educated
yourself about financing issues? Are you willing and prepared to do continual financial and other
types of analyses?
Questions about marketplace considerations include the following: Who are the potential
customers for your idea: who, where, how many? What similar or unique product features does
your proposed idea have compared to what's currently on the market? How and where will
potential customers purchase your product? Have you considered pricing issues and whether the
price you'll be able to charge will allow your venture to survive and prosper? Have you
considered how you will need to promote and advertise your proposed entrepreneurial venture?
Diff: 3
49) Identify and describe the six sections of the business plan, including the type of information
that should appear in each section
Answer:
a. The executive summary summarizes key points about the venture, including a brief mission
statement; primary goals; a brief history of the venture; key people involved; the nature of the
business; concise product or service descriptions; brief explanations of the market niche,
competitors, and competitive advantage; proposed strategies, and selected key financial
information. In essence, it is a pared-down version of the entire plan.
b. The analysis of the opportunity section includes the demographics of the target market,
industry trends, and identification and evaluation of competitors.
c. The analysis of the context describes broad external changes and trends taking place in the
economic, political-legal, technological, and global environments.
d. The description of the business describes how the venture will be organized, launched, and
managed. It includes a thorough description of the mission statement; a description of the desired
organizational culture; marketing plans including overall marketing strategy, pricing, sales
tactics, service-warranty policies, and advertising and promotion tactics; product development
plans; operational plans; human resources plans; composition of the board of directors; and an
overall schedule and timetable of events.
e. The financial data and projection section includes financial plans for the first three years,
projected income statements, pro forma cash flow analysis, pro forma balance sheets, breakeven
analysis, and cost controls. It also describes expected costs for major equipment of capital
purchases and available collateral. Notes should explain any apparent contradictions.
f. The final section contains such supporting documentation as charts, graphs, tables, photos, or
other visual tools to illustrate details in other sections.
Diff: 3
13
50) The first organizing decision that an entrepreneur must make is the ________.
A) type of organizational culture
B) form of legal ownership
C) organization structure
D) assignment of duties and responsibilities
Answer: B
Diff: 2
Learning Obj: LO 10.3: Describe the six legal forms of organization and the choice of
appropriate organizational structure
51) Fallon wants total control over the decisions related to his business but is concerned that
should the business fail, his personal assets are at risk. Fallon has chosen the ________ form of
ownership.
A) sole proprietorship
B) C corporation
C) general partnership
D) S corporation
Answer: A
Diff: 2
52) In a sole proprietorship, profits are ________.

A) distributed to all partners equally
B) taxed at the prevailing business rate
C) taxed as the owner's personal income
D) distributed to the partners according to their level of participation
Answer: C
Diff: 2
14
53) Gaston knows he cannot be physically present at his new restaurant every hour it is open, so
he has decided to share management responsibility and profits equally with two others. Gaston
has formed a ________.
A) joint proprietorship
B) limited liability corporation
C) limited liability partnership
D) general partnership
Answer: D
Diff: 3
54) Geneva needs additional capital to launch her business but does not want to share
management responsibility with partners. Neither does she want to pay the high taxes often
assessed on businesses. Her best option may be a(n) ________.
A) sole proprietorship
B) limited liability partnership
C) C corporation
D) S corporation
Answer: B
Diff: 2
55) Hortense and a few of her family members want to launch a new venture but don't want to
place their personal assets at risk. For this privilege they are willing to incur the higher taxes
associated with the ________ form of organization.
A) limited liability partnership
B) limited liability company
C) S corporation
D) C corporation
Answer: D
Diff: 3
15
56) Hobart is at the point in his new venture that he needs to hire more people. He comes to you
for advice on the type of candidate he should seek. You tell him, "________."
A) Find someone who can be groomed to take over the business when you are ready to retire
B) Offer each candidate a stake in the business and hire the one who accepts the offer
C) The important thing is to get people on board whose strengths complement your weaknesses
D) Look for people who are exceptionally capable and fit well with the entrepreneurial culture
Answer: D
Diff: 3
57) Ignacio knows he cannot pay what the "big boys" pay, so he decides instead to emphasize the
________ his company offers.
A) health insurance benefits
B) retirement savings plan
C) learning opportunities and recognition
D) performance incentives
Answer: C
Diff: 2
58) As her business grew and competitors entered the market, Inez knew she had to step up her
game. What had worked well when the company was brand new no longer enabled her company
to meet its goals. Inez realizes she must become a(n) ________ if her company is to continue to
grow and prosper.
A) change agent
B) better manager
C) visionary
D) charismatic leader
Answer: A
Diff: 2
16
59) In a sole proprietorship, the founder keeps all the profits but must share management
responsibility with investors.
Answer: FALSE
Diff: 1
60) A sole proprietor's personal assets are protected from any liability associated with the
business.
Answer: FALSE
Diff: 1
61) The minimum number of partners in a general partnership is three: two general partners and
at least one limited partner.
Answer: FALSE
Diff: 1
62) In a general partnership, all partners assume full responsibility for all debts of the business.
Answer: TRUE
Diff: 1
63) Limited liability partners have the right to inspect the business and make copies of company
records.
Answer: TRUE
Diff: 1
17
64) A C corporation can have no more than 50 owners who agree not to sell their stock.
Answer: FALSE
Diff: 2
65) One advantage of the C corporation is that the owners have complete protection from
liability related to business activity.
Answer: TRUE
Diff: 1
66) The profits of an S corporation are taxed as a partnership.

Answer: TRUE
Diff: 1
67) The limited liability company has advantages for the new venture that neither the C or S
corporation do.
Answer: TRUE
Diff: 2
68) In a limited liability company, profits are taxed as a partnership.

Answer: TRUE
Diff: 1
18
69) As a company grows, an informal, loose, and flexible atmosphere may not work well.
Answer: TRUE
Diff: 1
70) By the time the new company has grown to the point that the founder can no longer make all
the decisions, s/he is typically glad to hand off some of that responsibility.
Answer: FALSE
Diff: 1
71) The ability of small firms to successfully recruit appropriate employees is one of the most
important factors influencing organizational success.
Answer: TRUE
Diff: 2
72) Corporations look for candidates who match job requirements; entrepreneurs look for
candidates to fill skills gaps.
Answer: TRUE
Diff: 2
73) Because small businesses cannot usually compete with the salaries offered by large
corporations, they tend to focus on psychological rewards for their employees.
Answer: TRUE
Diff: 2
19
74) Organizations that support innovation tend to be smaller with fewer rules and resources.
Answer: TRUE
Diff: 1
75) Identify each of the six legal forms of organizations. Discuss the responsibilities of owners,
their liability, and the tax treatment of profits of each form.
Answer:
a. In a sole proprietorship, the single owner has complete control of all management decisions
but is also personally and completely liable for all business debts. This means the owner's
personal assets are at risk. Profits are taxed as the owner's personal income.
b. A general partnership involves at least two people who jointly assume management duties and
financial liability for the business debts. Personal assets are at risk. Profits are shared according
to the written agreement between the partners. Profits are taxed as personal income to the
partners.
c. A limited liability partnership must have at least one general partner who manages the
business and assumes unlimited liability for the business's debts. The limited partners are passive
in that they do not participate in the decision-making or management of the business but they
retain the right to inspect the business and make copies of business records. Limited partners are
entitled to a share of the business's profits as agreed in the partnership agreement even though
their risk is limited to the amount of their investment. Profits are taxed as personal income to the
partners.
d. The C corporation is the most complex form of ownership. The C corporation is a legal entity
separate from the owners, giving it the right to make contracts, engage in business activities, own
property, sue and be sued, and pay taxes at the corporate tax rate. Owners' liability is limited to
the amount of their investment.
e. The S corporation has the regular characteristics of a C corporation but profits are taxed as a
partnership. Several restrictions are imposed on this type of organization; violation of any one of
them will cause the corporation to lose its S status.
f. The limited liability company is a hybrid between a partnership and a corporation. It offers the
liability protection of a corporation, the tax benefits of a partnership, and fewer restrictions than
an S corporation. As with either of the other corporate forms of ownership, legal counsel is
advised to guide the owners in the creation of the operating agreement, making the LLC
expensive to set up.
Diff: 3
20
76) Explain why it is difficult for a young business to recruit and retain employees.
Answer: Entrepreneurs are looking for high-potential people who can perform multiple roles
during the various stages of venture growth. They look for individuals who "buy into" the
venture's entrepreneurial culture–individuals who have a passion for the business. Unlike their
corporate counterparts who often focus on filling a job by matching a person to the job
requirements, entrepreneurs look to fill in critical skills gaps. They're looking for people who are
exceptionally capable and self-motivated, flexible, multi-skilled, and who can help grow the
entrepreneurial venture. While corporate managers tend to focus on using traditional HRM
practices and techniques, entrepreneurs are more concerned with matching characteristics of the
person to the values and culture of the organization; that is, they focus on matching the person to
the organization.
A unique and important employee retention issue entrepreneurs must deal with is compensation.
Whereas traditional organizations are more likely to view compensation from the perspective of
monetary rewards (base pay, benefits, and incentives), smaller entrepreneurial firms are more
likely to view compensation from a total rewards perspective. For these firms, compensation
encompasses psychological rewards, learning opportunities, and recognition in addition to
monetary rewards.
Diff: 3
77) Which one of the many personality traits of entrepreneurs appeared on two separate lists?
A) abundance of self-confidence
B) high energy level
C) persistent problem solver
D) moderate risk taker
Answer: B
Diff: 2
Learning Obj: LO 10.4: Describe the personality of entrepreneurs and how they lead
organizations
21
78) "There is absolutely no reason why I, the founder of this enterprise, should be making the
choice of floor cleaner. The housekeepers know what works and what doesn't. Let them choose."
So said Juan, owner of Miller's Office Cleaning. Juan's comment indicates he believes in
________.
A) employee empowerment
B) self-direction
C) autonomy
D) problem solving
Answer: A
Diff: 2
organizations
79) Juanita gathers her employees to solicit their opinions regarding big issues facing the young
business. After considering their input, Juanita makes the final decision. Juanita is engaging in
________.
A) employee empowerment
B) democratic management
C) participative management
D) autocratic management
Answer: C
Diff: 2
organizations
80) Karl and his top managers set goals for the organization, then each department sets
supporting goals with their employees, who then set their personal performance goals. These
non-managerial employees are allowed to pursue their goals, within certain guidelines, using
their best judgement, knowledge, and skills. These employees are ________.
A) called delegates
B) fully empowered
C) being taken advantage of
D) knowledge workers
Answer: B
Diff: 2
organizations
22
81) Sam Walton knew exactly how he wanted his business to operate. He saw WalMart as the
cost leader in the discount department store industry. He took every opportunity to emphasize his
corporate goals to his employees and became literally a cheerleader at store meetings. We would
consider Sam Walton to be a(n) ________ leader.
A) autocratic
B) charismatic
C) transactional
D) visionary
Answer: D
Diff: 2
organizations
82) Karlee, a production worker, is working on a project with employees from accounting,
purchasing, engineering, and customer service. Karlee is part of a ________ team.
A) product launch
B) self-directed
C) cross-functional team
D) process improvement
Answer: C
Diff: 2
organizations
83) The risk propensity is higher for entrepreneurs concerned with providing a family income
than for those whose primary goal is growth of the business.
Answer: FALSE
Diff: 2
organizations
84) Employee empowerment is an important motivational tool for entrepreneurs to use.

Answer: TRUE
Diff: 1
organizations
23
85) A first step into employee empowerment is to allow employees to vote on issues that pertain
to them.
Answer: FALSE
Diff: 2
organizations
86) Fully empowering employees means releasing budgetary control to them.

Answer: FALSE
Diff: 2
organizations
87) When fully empowered, employees enjoy a greater variety of work that is more interesting
and challenging.
Answer: TRUE
Diff: 1
organizations
88) According to Max DePree, leadership combines the unpredictability of the future with the
gifts of the individuals.
Answer: TRUE
Diff: 2
organizations
89) Having a visionary leader early in its history is good for a company.
Answer: TRUE
Diff: 2
organizations
24
90) Using employees in teams might provide some benefits to the organization but it is time-
consuming and costly; the costs outweigh the benefits.
Answer: FALSE
Diff: 2
organizations
91) In what ways does empowering employees benefit the entrepreneurial venture? How can
employees be empowered?
Answer: When employees are motivated, they feel energized and willing to work hard.
Empowerment can create that motivation. Empowered employees are less likely to leave the
organization and more willing to contribute ideas. The quality of their work improves.
Although giving up control is often difficult for entrepreneurs, they can begin by allowing
employees to participate in decisions then move on to delegation of specific tasks and decisions
and finally to full empowerment. Allowing employees to work on whole projects rather than
small pieces of it increases their feelings of autonomy which increases their job satisfaction.
Giving employees discretion over the way they do their work improves their effectiveness and
efficiency through the use of creativity, imagination, knowledge, and skills.
Diff: 3
organizations
92) ________ is what distinguishes an entrepreneurial venture.

A) Innovation
B) Determination
C) Competitive advantage
D) Growth
Answer: D
Diff: 2
Learning Obj: LO 10.5: Explain how managers control organizations for growth, downturns,
and exiting the venture
25
93) Lucien has just received an offer from a major retailer wanting to carry his products. But
Lucien doesn't have enough production capacity to keep up with their demand. A question
common to entrepreneurs in his situation is "________"
A) Will my board of directors be supportive of this opportunity?
B) Will my existing customers be hurt if I accept this offer?
C) What are my competitors doing?
D) Where can I get the money I need for expansion?
Answer: D
Diff: 3
94) Lucille's venture is finally taking off. To make sure the business grows as she would like,
Lucille should consider ________.
A) hiring a consultant to help with major decisions
B) enticing management candidates away from her competitors
C) investing in extensive training for her employees
D) stepping down as CEO in favor of someone with more experience
Answer: C
Diff: 3
95) When Michele had only three employees, she performed most of the records-keeping tasks
herself and kept a general idea of finances in her head. Now that her business has expanded, she
is having money problems. What should Michele do?
A) Reach out to the local business development organization for assistance.
B) Create and follow a set of financial controls.
C) Take a course in financial accounting at the local college.
D) Relinquish some of her other duties so she can focus on the money end of the business.
Answer: B
Diff: 2
26
96) Michael has a sense that his business isn't doing as well as it should but he isn't sure what to
look for to confirm his suspicions. Which one of the following could be a signal that the business
is in trouble?
A) difficulty finding skilled candidates
B) tolerance of work incompetence
C) more work than the business can handle
D) long lead times for new orders
Answer: B
Diff: 3
97) Ned has built his entrepreneurial venture into a successful business. Part of his original plan
was to build the business then sell it to another company that could take it to the next level of
success. In other words, Ned intends to ________ his business.
A) harvest
B) reap
C) relinquish
D) co-opt
Answer: A
Diff: 2
98) Nadine is ready to retire after many years building her business. Another entrepreneur has
indicated an interest in buying it so Nadine must set a selling price. Which one of the methods
below should she use?
A) the selling price of a similarly situated business
B) the sum of all taxable incomes for all the years she was in business
C) the sum of all assets currently on the balance sheet less all liabilities (outstanding debt)
D) the amount of retirement savings Nadine needs
Answer: C
Diff: 3
27
99) Finding people to support growth is an important issue for entrepreneurs.
Answer: TRUE
Diff: 1
100) Although important at every stage of the business life cycle, controls are especially
important during periods of growth.
Answer: TRUE
Diff: 1
101) When the entrepreneur is ready to exit the business, s/he should personally determine the
business value.
Answer: FALSE
Diff: 2
102) Why is it advisable for entrepreneurs to plan for growth? How can they do this?
Answer: Growth is a natural and desirable outcome for entrepreneurial ventures. Growth is what
distinguishes entrepreneurial ventures; they pursue growth. Growing successfully doesn't occur
randomly or by luck. Growth is a strategy; strategies require careful planning for successful
execution. Rapid growth without planning can be disastrous. Growth plans should be flexible
enough to exploit unexpected opportunities. To overcome the challenges of finding capital, and
people, the entrepreneur should have a plan in place from the beginning so when the time comes,
the resources can be made available. It is also important to maintain a positive, growth-oriented
culture that enhances the opportunities to achieve success both organizationally and individually.
It is also important to have proper controls in place before the growth escalates. It's all too easy
to let things "get away" or to put them off when there's an unrelenting urgency to get things
done. Procedures, protocols, and processes should already be in place and in use before rapid
growth.
Diff: 3
28
103) How can downturns be managed successfully?
Answer: The first step is to recognize that the business is in or heading for trouble. An
entrepreneur should be alert to the warning signs of a business in trouble. These signals include
inadequate or negative cash flow, excess number of employees, unnecessary and cumbersome
administrative procedures, fear of conflict and taking risks, tolerance of work incompetence, lack
of a clear mission or goals, and ineffective or poor communication within the organization.
While entrepreneurs may be able to recognize crises, they may be less able to recognize a slowly
deteriorating situation.
Next, the entrepreneur should have a plan in place to deal with a business in trouble–before it
happens, much like mapping exits from a burning home before the fire starts. The plan should
focus on providing specific details for controlling the most fundamental and critical aspects of
running the venture–cash flow, accounts receivable, costs, and debt. Other actions would involve
identifying specific strategies for cutting costs and restructuring the venture.
Diff: 3
29
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from Sejilmésa to Waláta. Be this as it may, several learned men,
inhabitants of this place, are mentioned by the native historians of
Negroland, which shows that there existed in it some degree of
comparative civilization. In the middle of the fourteenth century not
only Tekádda, but even Káhír was in the hands of the Berbers, as we
see from Batúta’s narrative; and this eminent traveller mentions a
curious custom with regard to the Berber prince, whom he styles el
Gérgeri, or Tegérgeri, which even at the present moment is in full
operation in this country, viz. that the succession went not to his own
sons, but to his sister’s sons. This remarkable fact is a certain proof
that it was not a pure Berber state, but rather a Berber dominion
engrafted upon a Negro population, exactly as was the case in his
time in Waláta. Leo, who first calls the country by its present Berber
name Aïr, states also expressly that it was then occupied by Tuarek,
“Targa populo;” and we learn also from him that the ruler of Ágades
(a town first mentioned by him) was likewise a Berber; so that it
might seem as if the state of the country at that time was pretty
nearly the same as it is now; but such was not the case.
The name of the Kél-owí is not mentioned either by Leo or any
other writer before the time of Horneman, who, before he set out
from Fezzán on his journey to Bórnu, obtained some very
perspicuous information about these people, as well as about their
country, Asben. At that time, before the rise of the Fulbe under their
reformer (el Jihádi), Othmán, the son of Fódiye, it was a powerful
kingdom, to which Góber was tributary. From Horneman’s
expression it would seem that the Kél-owí had conquered the
country only at a comparatively recent date; and this agrees perfectly
with the results of my inquiries, from which I conclude that it took
place about a.d. 1740. However, we have seen that four centuries
before that time the country was in the hands of the Berbers.
It appears that the Kél-owí are traceable from the north-west, and
the nobler part of them belong to the once very powerful and
numerous tribe of the Aurághen, whence their dialect is called
Auraghíye even at the present day. Their name signifies “the people
settled in (the district or valley of) Owí;” for “kél” is exactly identical
with the Arabic word áhel, and seems besides to be applied with
especial propriety to indicate the settled, in opposition to the
nomadic tribes. For in general the characteristic mark of the Kél-owí
and their kinsmen is, that they live in villages consisting of fixed and
immovable huts, and not in tents made of skins, like the other tribes,
or in movable huts made of mats, like the Tagáma and many of the
Imghád of the Awelímmiden. With this prefix kél may be formed the
name of the inhabitants of any place or country: Ferwán, Kél-ferwán;
Bághzen, Kél-bághzen; Afélle (the north), Kél-afélle, “the people of
the north,” whom the Arabs in Timbúktu call Áhel eʾ Sáhel; and no
doubt a Targi, at least of the tribe of the Awelímmiden or Kél-owí,
would call the inhabitants of London Kél-london or Kél-londra, just as
he says Kél-ghadámes, Kél-tawát.
But there is something indeterminate in the name Kél-owí, which
has both a narrower and a wider sense, as is frequently the case
with the names of those tribes which, having become predominant,
have grouped around them and, to a certain extent, even
incorporated with themselves many other tribes which did not
originally belong to them. In this wider sense the name Kél-owí
comprises a great many tribes, or rather sections, generally named
after their respective settlements.
I have already observed that the Berbers, in conquering this
country from the Negro, or I should rather say the sub-Libyan race
(the Leucæthiopes of the ancients), did not entirely destroy the latter,
but rather mingled with them by intermarriage with the females,
thereby modifying the original type of their race, and blending the
severe and austere manners and the fine figure of the Berber with
the cheerful and playful character and the darker colour of the
African. The way in which they settled in this country seems to have
been very similar to that in which the ancient Greeks settled in Lycia.
For the women appear to have the superiority over the male sex in
the country of Asben, at least to a certain extent; so that when a ba-
Ásbenchi marries a woman of another village she does not leave her
dwelling-place to follow her husband, but he must come to her in her
own village. The same principle is shown in the regulation that the
chief of the Kél-owí must not marry a woman of the Targi blood, but
can rear children only from black women or female slaves.
With respect to the custom that the hereditary power does not
descend from the father to the son, but to the sister’s son—a custom
well known to be very prevalent not only in many parts of Negroland,
but also in India, at least in Malabar—it may be supposed to have
belonged originally to the Berber race; for the Azkár, who have
preserved their original manners tolerably pure, have the same
custom, but they also might have adopted it from those tribes (now
their subjects—the Imghád) who conquered the country from the
black natives. It may therefore seem doubtful whether, in the mixed
empires of Ghánata, Melle, and Waláta, this custom belonged to the
black natives or was introduced by the Berbers. Be this as it may, it
is certain that the noble tribe of the Awelímmiden deem the custom
in question shameful, as exhibiting only the man’s mistrust of his
wife’s fidelity; for such is certainly its foundation.
As for the male portion of the ancient population of Asben, I
suppose it to have been for the most part exterminated, while the
rest was degraded into the state of domestic slavery, with the distinct
understanding that neither they nor their children should ever be sold
out of the country. The consequence of this covenant has been an
entire mixture between the Berber conquerors and the female part of
the former population, changing the original Berber character
entirely, as well in manners and language as in features and
complexion. Indeed, the Háusa language is as familiar to these
people as their Auraghíye, although the men, when speaking among
themselves, generally make use of the latter. The consequence is
that the Kél-owí are regarded with a sort of contempt by the purer
Berber tribes, who call them slaves (íkelán). But there is another
class of people, not so numerous, indeed, in Asben itself as in the
districts bordering upon it; these are the Búzawe, or Abogelíte, a
mixed race, with generally more marked Berber features than the
Kél-owí, but of darker colour and lower stature, while in manners
they are generally debased, having lost almost entirely the noble
carriage which distinguishes even the most lawless vagabond of
pure Targi blood. These people, who infest all the regions
southwards and south-eastwards from Asben, are the offspring of
Tuarek females with black people, and may, belong either to the
Háusa or to the Sónghay race.
What I have here said sets forth the historical view of the state of
things in this country, and is well known to all the enlightened
natives. The vulgar account of the origin of the Kél-owí from the
female slave of a Tinýlkum who came to Asben, where she gave
birth to a boy who was the progenitor of the Kél-owí, is obviously
nothing but a popular tale, indicating, at the utmost, only some slight
connection of this tribe with the Tinýlkum.
Having thus preliminarily discussed the name of the tribe and the
way in which it settled in the country, I now proceed to give a list, as
complete as possible, of all the divisions or tiúsi (sing. tausit) which
compose the great community of the Kél-owí.
The most noble (that is to say, the most elevated, not by purity of
blood, but by authority and rank) of the subdivisions of this tribe at
the present time are the Irólangh, the Amanókalen or Sultan family,
to which belongs Ánnur, with no other title than that of Sheikh or
Elder (the original meaning of the word)—“sófo” in Háusa, “ámaghár”
or “ámghár” in Temáshight. The superiority of this section seems to
date only from the time of the present chiefs predecessor, the Kél-
ferwán appearing to have had the ascendency in earlier times.
Though the head of this family has no title but that of Sheikh, he has
nevertheless far greater power than the amanókal or titular Sultan of
the Kél-owí, who resides in Ásodi, and who is at present really
nothing more than a prince in name. The next in authority to Ánnur is
Háj ʿAbdúwa, the son of Ánnur’s eldest sister, and who resides in
Táfidet.
The family or clan of the Irólangh, which, in the stricter sense of
the word, is called Kél-owí, is settled in ten or more villages lying to
the east and the south-east of Tin-téllust, the residence of Ánnur,
and has formed an alliance with two other influential and powerful
families, viz. the Kél-azanéres, or people of Azanéres, a village, as I
shall have occasion to explain further on, of great importance, on
account of its situation in connection with the salt lakes near Bilma,
which constitute the wealth and the vital principle of this community.
On account of this alliance, the section of the Kél-azanéres affected
by it is called Irólangh wuén Kél-azanéres; and to this section
belongs the powerful chief Lúsu, or, properly, el Úsu, who is in reality
the second man in the country on the score of influence.
On the other side, the Irólangh have formed alliance and
relationship with the powerful and numerous tribe of the Ikázkezan,
or Ikéshkeshen, who seem likewise to have sprung from the
Aurághen; and on this account the greater, or at least the more
influential, part of the tribe, including the powerful chief Mghás, is
sometimes called Irólangh wuén Ikázkezan, while, with regard to
their dwelling-place, Támar, they bear the name Kél-támar. But this
is only one portion of the Ikázkezan. Another very numerous section
of them is partly scattered about Damerghú, partly settled in a place
called Elákwas (or, as it is generally pronounced, Alákkos), a place
between Damerghú and Múnio, together with a mixed race called
Kél-elákwas. The Ikázkezan of this latter section bear, in their
beautiful manly figure and fine complexion, much more evident
traces of the pure Berber blood than the Irólangh; but they lead a
very lawless life, and harass the districts on the borders of Háusa
and Bórnu with predatory incursions, especially those settled in
Elákwas.
There are three tribes whose political relations give them greater
importance, namely, the Kél-táfidet, the Kél-n-Néggaru, and the Kél-
fares. The first of these three, to whom belongs the above-
mentioned Háj ʿAbdúwa, live in Táfidet, a group of three villages
lying at the foot of a considerable mountain chain thirty miles to the
south-east of Tin-téllust, and at the distance of only five good days’
march from Bilma. The Kél-n-Néggaru form an important family
originally settled in Néggaru, a district to the north of Selúfiet; but at
present they live in Ásodi and in the village Eghellál, and some of
them lead a nomadic life in the valleys of Tin-téggana and Ásada.
On account of the present Sultan (who belongs to them) being called
Astáfidet, they are now also named Aushi-n-Astáfidet (the tribe of
Astáfidet). The Kél-fares, to whom belongs the great, mʿallem Azóri,
who, on account of his learning, is respected as a prince in the whole
country, live in Tin-téyyat, a village about thirty-five miles east-north-
east from Tin-téllust.
The nominal chief of the Kél-owí is the amanókal residing in Asodi;
but there is now another greater association or confederation,
formed by the Kél-owí, the Kél-gerés, and the Itísan, and some other
smaller tribes combined together; and the head of this confederation
is the great amanókal residing in Ágades. This league, which at
present hardly subsists (the Kél-gerés and Itísan having been driven
by the Kél-owí from their original settlements, and being opposed to
them almost constantly in open hostility), was evidently in former
times very strong and close.
But before speaking of the Kél-gerés and their intimate friends the
Itísan, I shall mention those small tribes which, though not regarded
as belonging to the body of the Kél-owí and placed under the special
and direct supremacy or government of the Sultan of Ágades, are
nevertheless more intimately related to them than to the other great
tribes. These are, besides the Ém-egédesen, or the inhabitants of
Ágades or Agadez, of whom I shall speak in the account of my
journey to that interesting place, the three tribes of the Kél-fadaye,
the Kél-ferwán and the Izeráren.
As for the Kél-fadaye they are the original and real inhabitants of
the district Fáde-ang, which lies round Tághajít; while the Éfadaye,
who have been called after the same district, are rather a mixture of
vagabonds flocking here from different quarters, and principally from
that of the Azkár. But the Kél-fadaye, who, as well as their
neighbours the Éfadaye, took part in the ghazzia against the
expedition on the frontiers of Aïr, are a very turbulent set of people,
being regarded in this light by the natives themselves, as appears
from the letter of the Sultan of Ágades to the chiefs Ánnur and Lúsu,
of which I brought back a copy, wherein they are called Mehárebín,
or freebooters. Nevertheless they are of pure and noble Berber
blood, and renowned for their valour; and I was greatly astonished to
learn afterwards from my noble and intimate friend and protector the
sheikh Sídi Ahmed el Bakáy, that he had married one of their
daughters, and, had long resided amongst them. Even from the letter
of the Sultan of Ágades it appears that they have some relations with
the Awelímmiden. The name of their chief is Shúrwa.
The Kél-ferwán, though they are called after the fine and fertile
place Iferwán, in one of the valleys to the east of Tintágh-odé, where
a good deal of millet is sown, and where there are plenty of date-
trees, do not all reside there at present, a numerous portion of them
having settled in the neighbourhood of Ágades, whence they make
continual marauding expeditions, or “égehen,” upon the Timbúktu
road, and against the Awelímmiden. Nevertheless the Kél-ferwán, as
the kinsmen of the Aurághen, and the Amanókalen (that is to say the
clan to which, before the different tribes came to the decision of
fetching their Sultan from Sókoto, the family of the Sultan belonged)
are of nobler and purer blood than any of the rest. As an evidence of
their former nobility, the custom still remains that when the Sultan of
Ágades leaves the town for any length of time his deputy or
lieutenant in the place is the chief of the Kél-ferwán.
The third tribe of those who are under the direct authority of the
Sultan of Ágades, viz. the Izeráren, live between Ágades and
Damerghú. But I did not come into contact with them.
The Kél-gerés and Itísan seem to have been originally situated in
the fertile and partially beautiful districts round the Bághzen, or (as
these southern tribes pronounce the name in their dialect) Mághzem,
where, on our journey towards Damerghú, we found the well-built
stone houses in which they had formerly dwelt.
On being driven out of their original seats by the Kél-owí, about
twenty-five or thirty years ago, they settled towards the west and
south-west of Ágades, in a territory which was probably given them
by the Awelímmiden, with an intention hostile to the Kél-owí. From
that time they have been alternately in bloody feud or on amicable
terms with the Kél-owí; but a sanguinary war has recently (in 1854)
broken out again between these tribes, which seems to have
consumed the very sources of their strength, and cost the lives of
many of my friends, and among them that of Hámma, the son-in-law
of Ánnur. The principal dwelling-place of the Kél-gerés is Arar, while
their chief market-place is said to be Jóbeli, on the road from Ágades
to Sókoto.
The Kél-gerés and the Itísan together are equal in effective
strength to the Kél-owí, though they are not so numerous, the latter
being certainly able to collect a force of at least ten thousand armed
men, all mounted, besides their slaves, while the former are scarcely
able to furnish half as many. But the Kél-gerés and Itísan have the
advantage of greater unity, while the interests of the various tribes of
the Kél-owí are continually clashing, and very rarely allow the whole
body to collect together, though exceptions occur, as in the
expedition against the Welád Slimán, when they drove away all the
camels (according to report, not less than fifty thousand), and took
possession of the salt lakes near Bilma.
Moreover, the Kél-gerés and Itísan, having preserved their Berber
character in a purer state, are much more warlike. Their force
consists for the greater part of well-mounted cavalry, while the Kél-
owí, with the exception of the Ikázkezan, can muster but few horses;
and of course the advantage of the horseman over the camel-driver
is very great either in open or close fight. The Kél-gerés have
repeatedly fought with success even against the Awelímmiden, by
whom they are called Aráuwen. They have even killed their last
famous chief, Eʾ Nábegha. The Kél-gerés came under the notice of
Clapperton, on account of the unfortunate expedition which they
undertook against the territories of the Fulbe in the year 1823,
though it seems that the expedition consisted chiefly of Tagáma, and
that they were the principal sufferers in that wholesale destruction by
Sultan Bello.
Their arms in general are the same as those of the Kél-owí, even
the men on horseback bearing (besides the spear, the sword, and
the dagger) the immense shield of antelope-hide with which they
very expertly protect themselves and their horses; but some of them
use bows and arrows even on horseback, like many of the Fulbe, in
the same way as the ancient Assyrians. A few only have muskets,
and those few keep them rather for show than for actual use.
The Itísan (who seem to be the nobler tribe of the two, and, as far
as I was able to judge, are a very fine race of men, with expressive,
sharply cut features, and a very light complexion) have a chief or
amanókal of their own, whose position seems to resemble closely
that of the Sultan of the Kél-owí, while the real influence and
authority rests with the war-chiefs, támbelis, or támberis, the most
powerful among whom were, in 1853, Wanagóda, who resides in
Tswáji, near Góber, on the side of the Kél-gerés, and Maíwa, or
Mʿoáwiya, in Gulluntsúna, on the side of the Itísan. The name of the
present amanókal is Ghámbelu.
I must here state that, in political respects, another tribe at present
is closely related with the Kél-gerés, viz. that section of the
Awelímmiden (the “Surka” of Mungo Park) which is called
Awelímmiden wuén Bodhál; but as these belong rather to the Tuarek
or Imóshagh of the west, I shall treat of them in the narrative of my
journey to Timbúktu. Other tribes settled near Ágades, and more
particularly the very remarkable tribe of the Íghdalén, will, in
consequence of the influence exerted on them by the Sónghay race,
be spoken of in my account of that place.
Many valleys of Aír or Asben might produce much more than they
do at present; but as almost the whole supply of provision is
imported, as well as all the clothing material, it is evident that the
population could not be so numerous as it is were it not sustained by
the salt trade of Bilma, which furnishes the people with the means of
bartering advantageously with Háusa. As far as I was able to learn
from personal information, it would seem that this trade did not take
the road by way of Ásben till about a century ago, consequently not
before the country was occupied by the Kél-owí. It is natural to
suppose that so long as the Tébu, or rather Tedá, retained political
strength, they would not allow strangers to reap the whole advantage
of such natural wealth. At present the whole authority of Ánnur as
well as Lúsu seems to be based upon this trade, of which they are
the steady protectors, while many of their nation deem this trade
rather a degrading occupation, and incline much more to a roving
life. I now return to our encampment near Tin-téllust, reserving a
brief account of the general features of the country till the moment
when we are about to leave it.
CHAPTER XV.
RESIDENCE IN TIN-TÉLLUST.
Thursday, September 5.—We saw the old chief on the day

following our arrival. He received us in a straightforward and kindly
manner, observing very simply that even, if as Christians, we had
come to his country stained with guilt, the many dangers and
difficulties we had gone through would have sufficed to wash us
clean, and that we had nothing now to fear but the climate and the
thieves. The presents which were spread out before him he received
graciously, but without saying a single word. Of hospitality he
showed no sign. All this was characteristic.
We soon received further explanations. Some days afterwards he
sent us the simple and unmistakable message, that if we wished to
proceed to Sudán at our own risk, we might go in company with the
caravan, and he would place no obstacle in our way; but if we
wanted him to go with us and to protect us, we ought to pay him a
considerable sum. In stating these plain terms he made use of a very
expressive simile, saying that as the leffa (or snake) killed everything
that she touched, so his word, when it had once escaped his lips,
had terminated the matter in question—there was nothing more to be
said. I do not think this such an instance of shameful extortion as Mr.
Richardson represents it, considering how much we gave to others
who did nothing for their pay, and how much trouble we caused
Ánnur. On the contrary, having observed Ánnur’s dealings to the very
last, and having arrived under his protection safely at Kátsena, I
must pronounce him a straightforward and trustworthy man, who
stated his terms plainly and drily, but stuck to them with scrupulosity;
and as he did not treat us, neither did he ask anything from us, nor
allow his people to do so. I shall never forgive him for his
niggardliness in not offering me so much as a drink of fura or
ghussub-water when I visited him, in the heat of the day, on his little
estate near Tasáwa; but I cannot withhold from him my esteem both
as a great politician in his curious little empire, and as a man
remarkable for singleness of word and purpose.
Having come into the country as hated intruders, pursued by all
classes of people, we could not expect to be received by him
otherwise than coldly; but his manner changed entirely when I was
about to set out for Ágades, in order to obtain the good-will of the
Sultan of the country. He came to our encampment to see me off,
and from that day forth did not omit to visit us every day, and to
maintain the most familiar intercourse with us. So it was with all the
people; and I formed so many friendships with them that the
turbulent Mohammed, Ánnur’s cousin, used often to point to them as
a proof how impossible it was that he could have been the instigator
of the misdeeds perpetrated on the night preceding our arrival in Tin-
téllust, when we were treated with violence, and our luggage was
rifled. Still we had, of course, many disagreeable experiences to
make before we became naturalized in this new country.
Monday, September 9.—It was the rainy season, and the rain,
setting in almost daily, caused us as much interest and delight (being
a certain proof that we had reached the new regions after which we
had so long been hankering) as served to counterbalance the trouble
which it occasioned. Sometimes it fell very heavily, and, coming on
always with a dreadful storm, was very difficult to be kept out from
the tent, so that our things often got wet. The heaviest rain we had
was on the 9th of September, when an immense torrent was formed,
not only in the chief valley, but even in the small ravine behind our
encampment. Yet we liked the rain much better than the sand-storm.
In a few days nature all around assumed so fresh and luxuriant a
character that so long as we were left in repose we felt cheered to
the utmost, and enjoyed our pleasant encampment, which was
surrounded by masses of granite blocks, widespreading bushes of
the abísga, and large luxuriant talha-trees, in wild and most
picturesque confusion. It was very pleasant and interesting to
observe, every day, the rapid growth of the little fresh leaves and
young offshoots, and the spreading of the shady foliage.
Tuesday, September 17.—Monkeys now and then descended into
the little hollow beyond our tents to obtain a draught of water; and
numbers of jackals were heard every night roving about us, while the
trees swarmed with beautiful ringdoves, and hoopoes, and other
smaller birds. The climate of Aïr has been celebrated from the time
of Leo, on account “della bontá e temperanza dell’ aere.” But
unfortunately our little English suburb proved too distant from the
protecting arm of the old chief, and after the unfortunate attack in the
night of the 17th of September, which if made with vigour would
inevitably have ended in our destruction, we were obliged to remove
our encampment, and, crossing the broad valley, pitch it in the plain
near the village.
But the circumstances connected with this attack were so curious
that I must relate them, in a few words. The rain, which had wetted
all our things, and made us anxious about our instruments and arms,
seemed to abate; and Overweg and I decided, the very day
preceding the attack in question, on cleaning our guns and pistols,
which had been loaded for some time; and having cleaned them,
and wishing to dry them well, we did not load them again
immediately. In the afternoon we had a visit from two well-dressed
men, mounted on mehára; they did not beg for anything, but
inspected the tents very attentively, making the remark that our tent
was as strong as a house, while Mr. Richardson’s was light and open
at the bottom.
The moon shed a splendid light over the interesting wilderness,
and our black servants being uncommonly cheerful and gay that
night, music and dancing were going on in the village, and they
continued playing till a very late hour, when they fell asleep. Going
the round of our encampment before I went to lie down, I observed
at a little distance a strange camel, or rather méheri, kneeling quietly
down with its head towards our tents. I called my colleagues, and
expressed my suspicion that all was not right; but our light-hearted
and frivolous servant Mohammed calmed my uneasiness by
pretending that he had seen the camel there before, though that was
not true. Still I had some sad foreboding, and, directing my attention
unluckily to the wrong point, caused our sheep to be tied close to our
tent.
Being uneasy, I did not sleep soundly, and a little after two o’clock I
thought I heard a very strange noise, just as if a troop of people were
marching with a steady step round our tents, and muttering in a
jarring voice. Listening anxiously for a moment, I felt sure that there
were people near the tent, and was about to rush out; but again, on
hearing the sound of music proceeding from the village, I persuaded
myself that the noise came from thence, and lay down to slumber,
when suddenly I heard a louder noise, as if several men were
rushing up the hill, and, grasping a sword and calling aloud for our
people, I jumped out of the tent; but there was nobody to be seen.
Going then round the hill to Mr. Richardson’s tent, I met him coming
out half-dressed, and begging me to pursue the robbers, who had
carried away some of his things. Some of his boxes were dragged
out of the tent, but not emptied. None of his servants were to be
seen except Sʿaid, all the rest having run away without even giving
an alarm; so that all of us might have been murdered.
But immediately after this accident we received the distinct
assurance of protection both from the Sultan of Ágades and from the
great mʿallem Azóri; and I began to plan my excursion to Ágades
more definitely, and entered into communication with the chief on
this point. Meanwhile I collected a great deal of information about the
country, partly from a Tawáti of the name of ʿAbd el Káder (not the
same who accompanied us on the road from Ghát), and partly from
some of the Tinýlkum, who, having left us the day after our arrival in
Tin-téllust, had dispersed all over the country, some pasturing their
camels in the most favoured localities, others engaged in little
trading speculations, and paying us a visit every now and then.
Small caravans came and went, and among them one from Sudán,
with its goods laden almost entirely on pack-oxen—a most cheerful
sight, filling our hearts with the utmost delight, as we were sure that
we had now passed those dreary deserts where nothing but the
persevering and abstemious camel can enable man to maintain
communications. At length, then, we were enabled to write to
Government, and to our friends in Europe, assuring them that we
had now overcome, apparently, most of the difficulties which
appeared likely to oppose our progress, and that we felt justified in
believing that we had now fairly entered upon the road which would
lead directly to the attainment of the objects of the expedition.
With regard to our provisions, Overweg and I were at first rather ill
off, while Mr. Richardson, although he had been obliged to supply
food on the road to troops both of friends and foes, had still a small
remnant of the considerable stores which he had laid in at Múrzuk.
We had been led to expect that we should find no difficulty in
procuring all necessaries, and even a few luxuries, in Asben (and
carriage was so dear that we were obliged to rely upon these
promises); but we were now sadly disappointed. After a few days,
however, the inhabitants being informed that we were in want of
provisions, and were ready to buy, brought us small quantities of
Guinea corn, butter—the botta (or box made of rough hide, in the
way common over almost the whole of Central Africa) for two or two
and a half mithkáls—and even a little fresh cheese; we were also
able to buy two or three goats, and by sending Ibrahím, who had
now recovered from his guineaworm, to Ásodi, where provisions are
always stored up in small quantities, we obtained a tolerable camel-
load of durra or sorghum.
But I could not relish this grain at all, and as I was not able to
introduce any variety into my diet, I suffered much; hence it was
fortunate for me that I went to Ágades, where my food was more
varied, and my health consequently improved. I afterwards became
accustomed to the various preparations of sorghum and
Pennisetum, particularly the asída or túvo, and found that no other
food is so well adapted for a hot climate; but it requires a great deal
of labour to prepare it well, and this of course is a difficult matter for
a European traveller, who has no female slave or partner to look
after his meals. Our food during our stay in Asben was so ill
prepared (being generally quite bitter, owing to the husk not being
perfectly separated from the grain) that no native of the country
would taste it.
Meanwhile my negotiation with the chief, with regard to my going
to Ágades, which I managed as silently and secretly as possible,
went on prosperously; and on the 30th of September I took my leave
of him, having with me on the occasion a present for himself, worth
about eighty riyáls, or eleven pounds sterling, and the presents
intended for the Sultan of Ágades, in order that he might see what
they were and express his opinion upon them; and I was greatly
pleased to find that he was satisfied with both. He promised me
perfect safety, although the undertaking looked a little dangerous,
and had a letter written to ʿAbd el Káder (or, in the popular form,
Kádiri—this was the name of the new Sultan), wherein he
recommended me to him in the strongest terms, and enumerated the
presents I meant to offer him.
But as soon as my intention transpired, all the people, uninvited as
well as invited, hastened to give me their best advice, and to
dissuade me from embarking in an undertaking which would
certainly be my ruin. Conspicuous among these motley counsellors
was a son of Háj ʿAbdúwa, the presumptive heir of Ánnur, who
conjured me to abandon my design. These people, indeed,
succeeded in frightening Yusuf Mákni, Mr. Richardson’s interpreter,
whom the latter wished to send with me; but as for myself, I knew
what I was about, and had full confidence in the old chief’s promise,
and was rather glad to get rid of Mákni, whom I well knew to be a
clever but no less malicious and intriguing person. With difficulty I
persuaded Mohammed, our Tunisian shushán, to accompany me;
and I also succeeded in hiring Amánkay, Mr. Richardson’s active
black Búzu servant, who, however, on this trip proved utterly
useless, as we had no sooner set out than he began to suffer from
his old complaint of guineaworm, and was the whole time too lame
for service.
I then arranged with Hámma, Ánnur’s son-in-law, under whose
especial protection I was to undertake my journey, but whom I had to
pay separately. I gave him the value of eleven mithkáls, or about one
pound sterling, for himself, and hired from him two camels, each for
six mithkáls. After various delays, which, however, enabled me to
send off two more of my journals, together with letters, to Múrzuk, by
the hand of a half-caste Kél-owí of the name of Báwa Amákita, our
departure was definitively fixed for the 4th of October.
CHAPTER XVI.
JOURNEY TO ÁGADES.
Friday, October 4.—At length the day arrived when I was to set out
on my long-wished-for excursion to Ágades. For although at that
time I was not aware of the whole extent of interest attaching to that
place, it had nevertheless been to me a point of the strongest
attraction. For what can be more interesting than a considerable
town, said to have been once as large as Tunis, situated in the midst
of lawless tribes, on the border of the desert and of the fertile tracts
of an almost unknown continent, established there from ancient
times, and protected as a place of rendezvous and commerce
between nations of the most different character, and having the most
various wants? It is by mere accident that this town has not attracted
as much interest in Europe as her sister town, Timbúktu.
It was a fine morning, with a healthy and refreshing light breeze,
invigorating both body and mind. The old chief, who had never
before visited our encampment, now came out to pay us his
compliments, assuring me once more that “my safety rested upon
his head.” But his heart was so gladdened at witnessing our efforts
to befriend the other great men of his country that his habitual
niggardliness was overcome, and with graceful hospitality he
resigned one of his bullocks to our party. The little caravan I was to
accompany consisted of six camels, five-and-thirty asses, and two
bullocks, one of which was allotted to me, till my protector Hámma
should be able to hire a camel for me. But although well accustomed
to ride on horseback as well as on a camel, I had never yet in my life
tried to sit astride on the broad back of a bullock; and the affair was
the more difficult as there was no saddle, nor anything to sit upon,
except parcels of luggage not very tightly fastened to the animal’s
back and swinging from one side to the other.
After the first bullock had been rejected, as quite unfit, in its wild,
intractable mood, to carry me, or indeed anything else, and when it
had been allowed to return to the herd, the second was at length
secured, the luggage fastened somehow on his back, and I was bid
to mount. I must truly confess that I should have been better pleased
with a horse, or even an ass; but still, hoping to manage matters, I
took my seat, and, bidding my fellow-travellers farewell, followed my
black companions up the broad valley by which we had come from
the north. But we soon left it, and ascended the rocky ground, getting
an interesting view of the broad and massive Mount Eghellál before
us. Having at first thought my seat rather too insecure for making
observations, I grew by degrees a little more confident, and, taking
out my compass, noted the direction of the road, when suddenly the
baggage threatened to fall over to the right, whereupon I threw the
whole weight of my body to the left, in order to keep the balance; but
I unluckily overdid it, and so all at once down I came, with the whole
baggage. The ground was rocky, and I should inevitably have been
hurt not a little if I had not fallen upon the muzzle of my musket,
which I was carrying on my shoulder, and which being very strong,
sustained the shock, and kept my head from the ground. Even my
compass, which I had open in my left hand, most fortunately
escaped uninjured, and I felt extremely glad that I had fallen so
adroitly, but vowed never again to mount a bullock.
I preferred marching on foot till we reached the valley Eghellúwa,
where plenty of water is found, in several wells. Here we halted a
moment, and I mounted behind Hámma on the lean back of his
camel, holding on by his saddle; but I could not much enjoy my seat,
as I was greatly annoyed by his gun sticking out on the right, and at
every moment menacing my face. I was therefore much pleased
when we reached the little village of Tiggeréresa, lying on the border
of a broad valley well clothed with talha-trees, and a little further on
encamped in a pleasant recess formed by projecting masses of
granite blocks; for here I was told we should surely find camels, and
in fact Hámma hired two for me, for four mithkáls each, to go to and
return from Ágades. Here we also changed our companions, the
very intelligent Mohammed, a son of one of Ánnur’s sisters, returning
to Tin-téllust, while the turbulent Mohammed (I called him by no
other name than Mohammed bábo hánkali), our friend from Afís,
came to attend us, and with him Hámmeda, a cheerful and amiable
old man, who was a fair specimen of the improvement derivable from
the mixture of different blood and of different national qualities; for
while he possessed all the cheerfulness and vivacity of the Góber
nation, his demeanour was nevertheless moderated by the
soberness and gravity peculiar to the Berber race, and though, while
always busy, he was not effectively industrious, yet his character
approached very closely to the European standard. He was by trade
a blacksmith, a more comprehensive profession in these countries
than in Europe, although in general these famous blacksmiths have
neither iron nor tools to work with. All over the Tuarek country the
“énhad” (smith) is much respected, and the confraternity is most
numerous. An “énhad” is generally the prime minister of every little
chief. The Arabs in Timbúktu call these blacksmiths “mʿallem,” which
may give an idea of their high rank and respected character. Then
there is also the “mʿallema,” the constant female companion of the
chiefs wife, expert above all in beautiful leather work.
In order to avoid, as much as possible, attracting the attention of

the natives, I had taken no tent with me, and sheltered myself at
night under the projecting roof of the granite blocks, my Kél-owí
friends sleeping around me.
Saturday, October 5.—Hámma was so good as to give up to me
his fine tall méheri, while he placed his simple little saddle or “kíri” on
the back of the young and ill-trained camel hired here, a proceeding
which in the course of our journey almost cost him his ribs. In truth I
had no saddle, yet my seat was arranged comfortably by placing first
two leathern bags filled with soft articles across the back of the
camel, and then fastening two others over them lengthwise, and
spreading my carpet over all. Even for carrying their salt, the Kél-owí
very rarely employ saddles, or if they do, only of the lightest
description, made of straw, which have nothing in common with the
heavy and hot “hawiya” of the Arabs.
The country through which we travelled was a picturesque
wilderness, with rocky ground intersected at every moment by
winding valleys and dry watercourses richly overgrown with grasses
and mimosas, while majestic mountains and detached peaks
towered over the landscape, the most interesting object during the
whole day being Mount Cheréka, with its curious double peak, as it
appeared from various sides, first looking as if it were a single peak,
only bifurcated at the top, then after a while showing two peaks,
separated almost to the very base, and rising in picturesque forms
nearly to the same elevation. Unfortunately our road did not lead us
near it, although I was as anxious to explore this singular mountain
as to visit the town of Ásodi, which some years ago attracted
attention in Europe. We had sent a present to Astáfidet, the chief of
the Kél-owí residing here, and probably I should have been well
received; but Hámma would not hear of our going there now, so we
left the town at no great distance to the right, and I must content
myself with here inserting the information obtained from other people
who had been there repeatedly.
Ásodi, lying at no great distance from the foot of Mount Cheréka,
which forms the most characteristic feature of the surrounding
landscape, was once an important place, and a great resort for
merchants, though as it is not mentioned by any Arabic writer, not
even by Leo, it would seem to be of much later origin than Ágades.
Above a thousand houses built of clay and stone lie at present in
ruins, while only about eighty are still inhabited; this would testify that
it was once a comparatively considerable place, with from eight to
ten thousand inhabitants. Such an estimate of its magnitude is
confirmed by the fact that there were seven tamizgídas, or mosques,
in the town, the largest of which was ornamented with columns, the
“mamber” alone being decorated with three, while the naves were
covered in partly with a double roof made of the stems of the dúm-
tree, and partly with cupolas. The town, however, seems never to
have been enclosed with a wall, and in this respect, as well as in its
size, was always inferior to Ágades. At present, although the
population is scattered about, the market of Ásodi is still well
provided with provisions, and even with the more common
merchandise. The house of the amanókal of the Kél-owí is said to
stand on a little eminence in the western part of the town,
surrounded by about twenty cottages. There is no well inside, all the
water being fetched from a well which lies in a valley stretching from
north to south.
Conversing with my companions about this place, which we left at

a short distance to our right, and having before us the interesting
picture of the mountain range of Búnday, with its neighbouring

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5) ________ is a process of changing, experimenting, transforming, and revolutionizing.

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Thursday, September 5.—We saw the old chief on the day

In order to avoid, as much as possible, attracting the attention of

Conversing with my companions about this place, which we left at

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