...your answer with examples or evidence. The cultural and social differences are factors that should be taken into consideration when deaing with issues of trade. Social and cultural differences brings the aspect of trade on a more personal level. Cultures are constantly changing and evolveing but few things stay the same such as lanuage, religion, and values. For a company to stay economically ahead of the curb they need to make sure that thier employees are familiar with international cultures. Empolyees will not only need to understand the culture but they will also need to be able to communicate in order to do business buiness internationally. The rules are duffult and there to protect, and it is the businesses responsiblity to have the proper people in place to understand how these rules affect thier business and the cultures they will be conductiong business. Barriers to entry for theSmart for two EV as it expands into different markets is the economic baarrier the product will face. The product has a lot of great features and well dsigned, however the price of an electric car versus a vechile that runs on gas is much more expensive. The frist model of the smart car did not result in high market sales. For example the US economy today is very unstable and with more consumers being more educated about thier decisions for thier families, in a lot of situations the smart will not be a smart choice. I believe the product would be a great success if it were targeted to a particultr...
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...Thi BICH HOANG EHWLC- HND Hospitality Management small business enterprise assignment 1 student: thi bich hoang id: 928469 Thi BICH HOANG EHWLC- HND Hospitality Management small business enterprise assignment 1 student: thi bich hoang id: 928469 content page content page 1. Introduction of small business enterprise 3 2. Business profile of Coffee Lounge woolwich 4 - business, administation and contact information 4 - introduction 4 - strategy 4 - business concept 5 - management and ownership 5-6 - Current customer 6 - attachment and support document 6 3. Busniess Analysis. 6 - PEST analyisis 6-7 - swot analysis 7-8 4. Competitive analysis. 8-9 5. REcommendations for strengths and weaknesses 10 6. Suggesttions for New Areas to expand 10-11 7. conclusion 11 8. bibliography 12 Introduction A small-scale enterprise is a business that recruits a small number of labour and does not have a high volume of sales. With those enterprises like that are generally privately owned and operated sole proprietorships, corporations or partnerships. (smallbusiness.chron.com, 2014). As involved with a small business, the report following investigated the competitiveness of The Coffee Lounge Woolwich which...
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...tHE NATURE AND STRUCTURE OF A BUSINESS BUSINESS AND ENTERPRISE tHE NATURE AND STRUCTURE OF A BUSINESS BUSINESS AND ENTERPRISE Page Number | Contents | 1 | Contents | 2 | Executive summary | 3 | Introduction | 3 | Ownership Structure | 4 | Summary | 4 | Conclusion | 5 | Resources | 6 | Resources | 7 | Resources | | | Executive Summary: The task ahead is to plan, investigate and create Mark and Jodie’s business. There will be thorough investigation to solve the best ownership structure and why. The types of ownership structures that have been over looked include partnership and sole trader. These types of ownership structures could both be very useful for their type of business. Their plan is too start off small and then grow their business with their children. This has to be taken into consideration when deciding on what type of businesses structure is chosen. The information has to be collected from a wide range of Primary and Secondary resources. Introduction: A married couple who have two children are interested in creating a new business, providing a winery bus tour for their local area. Mark and Jodie have a plan to start off small and one day grow into a larger business. Mark would like to start off with a 13 seater van but then over the long term would like to be larger and offer coach tours to wineries all over Australia. Jodie, the wife, would be working in the business as well as hopefully their children one day. The ownership...
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...Failure of Business Enterprises; Caused by Productivity or Management? RAJKOOMAR Manish Table of Contents Definition of Business Failure3 Closures and Failures: The Numbers3 Reasons For Business Failures Failure Due to Production Related Issues4 Failure Due to Management Related Issues5 Recovering From Business Failures8 Conclusion9 Definition of Business Failure Business failure is defined as the termination of a business that results in financial loss for at least one of the business's creditors. All entrepreneurs who decide to establish their own business face the possibility of failure, and a good deal of sources holds that failure is not only possible but probable for the small business owner seeking to launch his or her own enterprise. It has long been said that four out of five new businesses fail within five years of their establishment, for instance, but current studies indicate that such gloomy forecasts often present a false picture of entrepreneurial realities. Indeed, many business experts that the majority of small business owners are actually successful with their ventures. , The US Chamber of Commerce - published newsletter; Nation’s Business pointed out "Outright failures of small businesses are in fact remarkably rare." Moreover, Nation’s Business explained that "if failure is defined, reasonably enough, as a business closing that results in losses to creditors because the firm files for bankruptcy or because it simply closes its doors...
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...Entrepreneurial Leadership Jessica M. Jones Dr. David Rall The Business Enterprise April 22, 2011 Abstract Leadership to any entrepreneur is vital to the success of business operations. In today’s economy individuals that possess the entrepreneurial characteristics should take advantage of this opportunity. Businesses are no longer worried about who will be their competitors. Organizations now are more in tuned with protecting and securing the businesses from deflating. Together, the suggested findings will illustrate what it takes for entrepreneurs to motivated, what attributes leaders need to influence, and the philosophy one should consider when starting an entrepreneurial business. Keywords: Entrepreneurial Leadership, philosophy, type of organizations, small business administration Entrepreneurial leadership is the key attribute to any successful organization. The competency to lead by example defines a great leader. With recent years, leadership has been described as the ability to empathize with others, communicate effectively, and perform consistently. These are not the only characteristics that illustrate leadership. According to James Kouzes (2008), there are five (5) basic principles to rise to leadership that any leader could implement in order to motivate: “(1) Model the ways, (2) Inspired shared vision, (3) Challenge the process, (4) Practice/enable others to act, and (5) Encourage the heart.” AOL chairman and CEO, Steve Case, also has a set of entrepreneurial...
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...| Pearson BTEC Level 5 HND Diploma Business/Pearson BTEC Level 5 HND Diploma in HospitalityManagement | Unit 33: Small Business Enterprise | Student Name | Student No. | | | Assessor name | Dr Francis Offeh | Date of Issue | Completion date | Submitted on | 27/01/2014 | 07/03/2014 | | Assignment title Cambridge Satchel Company LearningOutcome | Learning outcome | Assessment criteria | In this assessment you will have the opportunity topresent evidence that shows you are able to | TaskNo. | Evidence(Page no) | LO1 | Be able toinvestigate the performance of a selected small business enterprise | 1.1 | Produce a profile of aselected small business identifyingits strengths and weaknesses | 1 | | | | 1.2 | Carry out an analysis of the business using comparativemeasures of performance | 1 | | LO2 | Be able to proposechangesto improve managementand businessperformance | 2.1 | recommend with justification, appropriate actions toovercome the identified weaknesses in the business | 2 | | | | 2.2 | analyse ways in which existing performance couldbemaintained and strengthened | 2 | | | | 2.3 | recommend with justification,new areas in which the business could be expanded | 2 | | LO3 | Be able to revise | 3.1 | produce an assessment of existing business objectives | 3 | | | businessobjectives and plans to incorporate proposed changes | | and plans | | | | | 3.2 | revise business plans to incorporate appropriatechanges...
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...Assignment 2: Essay Small Business Image and Enterprise Word Count: 1497 Small businesses have been distinguished as those that employ fewer than 20 employees, by the Australian Bureau of Statistics (ABS)(1997), however this definition varies depending on the source, from more or less employees or by annual revenue (Connolly, Norman & West 2012). Historically, small businesses have also had a negative view within the Australian communities, largely due to the failure rate of Small and Medium sized businesses (SME's) (Peacock 2004b). The effect of these failure rates on the communitie's opinions and feelings caused poor small business image and negative attitude in society towards enterprise, as shown in surveys from Mozell & Midgely in 1993, Goddard and Ferguson in 1997 and Hindle and Rushworth in 2000 (Peacock 2004b). Unfortunately, the rate of small business failure is similar to the rate of small business establishment is Australia so this is not a fact that would assist the positive societal attitude (Connolly, Norman & West 2012). Small business image is the general cultural and societal perception of small business which, the Karpin report observed negative in Australia in its report in 1995. The Karpin Inquiry suggests that the poor small business image is due to a negative enterprise attitude within society and rectification suggestions focus on increased small business knowledge and education in the primary, secondary, vocational and tertiary...
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...Running Head: Entrepreneurial Leadership “Assignment 1 - Entrepreneurial Leadership” The Business Enterprise – BUS508 Darren Smith Professor Derek A. Smith October 25, 2010 1. Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets. According to the online article, Understanding Entrepreneurial Leadership in today’s Dynamic Markets, the new definition of entrepreneurial leadership is explain through Sashkin M. Rosenbach as, “…clarity, communication, consistency, caring, creating opportunities, self-confidence, power need and its use, and vision. They also include how they are defined and their importance, coordination, how people work together to get the job done, and the strength of shared values and beliefs, that is, the degree to which people in the organization generally agree that these values and beliefs are important and should guide their actions.” (2010) In a pod cast by Steve Case, he states, “….entrepreneurship is important not just in terms of creating value that rewards shareholders or employees. It’s also important in terms of the underlying economic future of our country.” (Steve Case, Feb. 2010) Steve also believes that the three P’s; people, passion, and perseverance, are the focus points on being an entrepreneur because...
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...Design Enterprise-Level Business System Paper Business Systems Development II BSA/400 Design Enterprise-Level Business System Paper 1.0 Design methods for developing an enterprise-level information system There are many things that have to happen correctly in the design phase in order for an enterprise-level business system to be effective. In order for the system to be effective, it should align with strategy, reduce costs, improve productivity, promote timely execution, enable better decision making, leverage emerging technologies, ensure acceptable levels of control and risk management, optimize the skills and capabilities of the organization, and promote collaboration across the extended enterprise. (The Hackett Group, 2010) The first step is to understand the business and how it is strategically aligned. The company must understand what it is bringing to the table. Before the necessary scope of the project can be decided, this is where the planning starts. A survey among employees of the companies should take place to review the philosophy, vision, and mission. (Armstrong Enterprise Communications, Inc., n.d.) Buy in is critical at all levels of the organization in order for an enterprise resource planning initiative to be successful. One of the main goals of successful enterprise resource planning implementation is companywide buy in. Each employee should have a cursory understanding of the goal and mission of the business, and how their work...
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...price' food which may be though unsafe about its quality by its low price (Asda, 2010). In additional, UK government's Department for Environment, Food and Rural Affairs (Defra) and Department for International Development (DFID) has taken on the policy to balance future demand and sustainable supply of food industry (National Archives, 2011). The government policy hopes food industries can put more attention on a sustainable development and an adequate stability in food prices. Looking back to Asda's 'smart price' food range, they do keeping follow UK government's requirement and gaining food by using its pioneering partnership Cumbrian food hub, Plumgarths (BBC GOOD FOOD, 2012). Asda use its nine hub network to open a door for these small business who normally wouldn't have the opportunity to deal with a major supermarket. Their action in holding a sustainable supply of food from local food producers has made Asda gaining equivalent reputation from both government and local resident. Economic Factors The economic factors are entwined with consumers' spending and companies' pricing. According the economic recession from 2008 UK's economy has been affected. The Office for National Statistics (ONS) (2012) states the gross...
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...Behavior – BUS 520 Carlene Graham First, using the model for goal setting, evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. Upon using the model for goal setting Allstate’s goal setting process determines that that their goal setting program is effective. Allstate’s goals possess goal clarity and self-efficacy, the company motivates its employees to commit to the task or goal at hand. Allstate makes sure that the goal is not to difficulty set to where it may demotivate its employees. Allstate director of diversity management focuses on the key question, “How do you take this workforce of differences and bring them together in a more powerful way so that it can impact business results?” (p. 215). This particular question in itself shows effort, direction, and task strategy. Allstate begins with four specific steps to tackle goals set by the company for its employees. One is succession programming, this determines key candidates identified and developed for key positions. Next, is development this is where each employee receives an assessment of their current position, which provides feedback to leaders for future training programs? Then, Allstate determine the measurement survey that gives them a snapshot survey of how to provide and put in place an action program to improve and solve problems for work processes. Lastly, is accountability “DeVries believes that this sharpens the focus on the initiative...
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...Assignment One：Maple Leaf Shoes Ltd.—a Strategic Management Exercise Unit 33: Small Business Enterprise |Outcome(s)/criteria |Possible evidence |Feedback | |1 Be able to investigate the performance of a selected small | | | |business enterprise |Analyze the shoes industry by Michael Porter’s Five Forces Model | | |1.1 produce a profile of a selected small business identifying its |Define paternalistic management style, and its cons and pros | | |strengths and weaknesses |Indentify the SWOT of Maple Leaf Shoes | | |1.2 carry out an analysis of the business using comparative | | | |measures of performance | | ...
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...Developing an Enterprise Business Intelligence Capability: The Norfolk Southern Journey Business intelligence applications are the latest trend in the technology world. These applications not only help in gathering and storing data but also processing and analyzing it to make better informed decisions for its users as individuals and corporate level decisions. The article about the Norfolk Southern journey as a business intelligent firm emphasizes that it might sound easy to implement Business intelligence but in reality it is a prolonged journey of strategic decisions. It starts from understanding the business in depth and looking for areas of improvement with respect to customer service, workforce productivity, managing assets and costs. Norfolk started its journey with the Thoroughbred Operating Plan, to redesign its operations. This plan helped them to optimize inventory management and trip planning using operations research techniques for the new transaction based information systems. The application had a performance dashboard recording the actual and deviations from the train plans. The development of accessNS system helped them improve their customer services. This application allowed customers to access real-time information about shipments online rather than waiting on phone or expecting call backs. The process also involves closely knitting all the departments together to share information and process data that is usable, integrated and structured for making...
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...Overview of Management Sharvon Jackson MMPBL/502 – Managing the Business Enterprise December 20, 2010 Micheal Barker Overview of Management Kudler Fine Foods is a gourmet specialty store that originally started in La Jolla, California and has added two other locations in the Southern California and San Diego area. It is apparent that Kudler was managed efficiently in the beginning to the success of the opening of new stores. They are an example of an organization which is made up of different departments who work together to ensure the success of the organization. To get a better understanding of Kudler Fine foods, an analysis of their management structure will be completed, how technology and internet is made useful in the organization and how the Porter’s Five Forces Model can be applied to Kudler’s operations. Management functions and responsibilities As president of the organization of Kudler Fine Foods, Kathy Kudler has a critical role to perform in the company. As Kathy has started the company and is the president, she has the responsibility of creating a vision for the company to follow and to set goals company wide for all employees to follow and uphold. To assure that the goals are evident for all to see, the Mission Statement for Kudler is posted on their website. The second tier of management at Kudler consists of three directors that have various duties to the organization. These three tactical managers are in charge of translating the vision...
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...TEACHER’S MANUAL to accompany CASES AND MATERIALS ON TAXATION OF BUSINESS ENTERPRISES Second Edition By Glenn E. Coven Mills E. Godwin Professor of Law College of William and Mary Robert J. Peroni Robert Kramer Research Professor of Law The George Washington University Richard Crawford Pugh Distinguished Professor of Law University of San Diego AMERICAN CASEBOOK SERIES® ® WEST GROUP A THOMSON COMPANY ST. PAUL, MINN., 2002 CHAPTER 1 INTRODUCTION Note to prior users: The order of this chapter has been revised. Users who wish to skip the introductory material and begin with the check-the-box regulations may now begin with paragraph 1075. [¶ 1000] A. HISTORY OF THE CORPORATE INCOME TAX This paragraph briefly summarizes the history of the corporate income tax. Some instructors may want to note here that the top corporate income tax rate reached a zenith in 1951 of 52 percent, before being reduced in 1964 to 48 percent, in 1978 to 46 percent, in 1986 to 34 percent (except for corporations with taxable incomes within a specified range that are subject to a top effective marginal rate of 39 percent). The maximum rate was raised in 1993 to 35 percent but only for a relative handful of generally publicly owned corporations earning over $10 million annually. [¶ 1005] B. COMPUTATION OF C CORPORATION'S TAXABLE INCOME This paragraph discusses the computation of a C corporation's taxable...
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