...AY2011-12 TERM 2 MGMT104 ENTREPRENEURIAL MANAGEMENT Prof. Tan Wee Liang Group Report Done by: Audrey LOW Hui Xin Justus WEE Rui Hao LUO Jingwei Nicolas Olivier Valentin VILMIN TEO Wei Xin Entrepreneurial Management Group Report 1 Contents Abstract ........................................................................................................................................................ 4 Introduction ................................................................................................................................................. 5 Background of Manager............................................................................................................................ 5 Background of Entrepreneur ..................................................................................................................... 6 Attributes and personal beliefs system of both Manager and Entrepreneur ............................................. 7 Evaluation of Interviews ............................................................................................................................. 8 Manager’s Views on Entrepreneurship – Michael Goh ............................................................................ 8 Entrepreneur’s Views on Entrepreneurship – Peter Low .......................................................................... 9 Comparison of Views....................................................................
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...Contents Introduction 2 1.0 Executive Summary 2 2.0 Objectives 3 2.1 Mission 3 2.2 Vision 3 3.0 Marketing Analysis 3 3.1 Market Segmentation 3 3.1.1 Geographic Segmentation 3 3.1.2 Demographic Segmentation 3 3.2 Positioning Statement of Share Potato 4 3.3 Porter 5 Forces 5 3.4 PEST Analysis 6 3.5 SWOT Analysis 7 4.0 Marketing Plan 8 5.0 Organization Plan 10 5.1 Management Summary 10 5.2 Organization Plan 10 6.0 Operation Plan 12 7.0 Financial Plan 13 8.0 The Future Plan 13 9.0 References List 14 Introduction This report is plainly explaining on the objective of starting up a sole proprietorship business. The company name is called as “Share Potato” and it selling French Fries. Its name called “Share Potato” means that all about just sharing a delicious food to others. The snack-type food demand is continuously increase so that this business having a good opportunity and it is on trend. 1.0 Executive Summary Share Potato French Fries Stall is a fast food outlet. This is our first shop and we will open more and more in our long term orientation. Share Potato will provide a quality food at value pricing. This French fries stall can let French fries become a main course. Usually French fries just side dishes but it can be specialized to a main course. Share Potato looking to go into areas that have families, kids, teenagers, parties and anyone who is hungry. The demand of the snack-type fast food is increasing. French fries can...
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...Garine Benian Wednesday/ 3:00 10-29-14 Creativity in Business Case Study 1 (pg.35): 1. Prior to starting the EET, what types of things did Michael and Sheena do to help themselves build entrepreneurial knowledge/skills? * Michael and Sheena attended New York University, majoring in management and marketing and communication studies respectively. Prior to this Michael started their own web development company with a partner while he was still in high school. He honed his skills on increased his knowledge of starting and running a small business in the process. Sheena displayed a desire to be independent by establishing her own financial independence at the age of 17. She also funded her own college education, showing a strong work ethic and desire to succeed. While attending college she worked at a venture capital company thus giving her the opportunity to learn entrepreneurial skills. Sheena also taught at a non-profit organization that further increased her educational skills. 2. What motivated Michael and Sheena to start the EET? * They wanted to help college students realize their dreams through entrepreneurship. Michael and Sheena needed to find a way to increase sales and profitability in order to sustain this venture as a viable business. To do this he saw an opportunity in public speaking while promoting his manifesto and formed the EET. 3. How did Michael and Sheena determine that the EET was a sound idea? Did they use a feasibility analysis...
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...The past thirty years have witnessed the most powerful emergence of entrepreneurial activity in the world. Entrepreneurs are now described as aggressive catalysts for change in the world of business; individuals who recognize opportunities where others see chaos, contradiction, or confusion. They have been compared to Olympic athletes challenging themselves to break new barriers, to longdistance runners dealing with the agony of the miles, to symphony orchestra conductors who balance the different skills and sounds into a cohesive whole, or to top-gun pilots who continually push the envelope of speed and daring. The U.S. economy has been revitalized because of the efforts of entrepreneurs, and the world has turned now to free enterprise as a model for economic development. The passion and drive of entrepreneurs move the world of business forward as they challenge the unknown and continuously create the future (Kuratko, 2002). Several methods have been used to measure the impact of entrepreneurial ventures on the economy—for example, efforts to start a firm (which may not be successful), incorporation of a firm (which may never go into business), changes in net tax returns filed (reflecting new filings minus filings no longer received), and a substantial amount of full-time and part-time self-employment. According to the Small Business Administration, 672,000 new businesses were created in 2005; the largest in US history (even 12% higher than the...
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...External/Internal Factors Paper Diversity is one of the most important things at The Home Depot. It is the catalyst for innovative thinking, entrepreneurial spirit and new ways of building our communities. To this end The Home Depot uses creativity, fresh thinking, and the experiences of people from different cultures and beliefs. The Home Depot believes that talent comes in many different forms and they celebrate each and every talent, because every talent is cultivated and is considered to be the foundation of our culture in America. At The Home Depot, the executive management team is responsible for diversity and creates a culture that welcomes every associate. The company encourages people from diverse backgrounds in all levels of management, and managers are accountable for attracting diverse candidates. The Home Depot realizes that as they continue to grow locally and globally, they will increasingly need for their associates to continue contributing to their efforts. The Home Depot values diversity because it offers a competitive advantage, makes the company a better place to work; and they can understand better their diverse customers’ needs in this way. The Home Depot gives customers better service and deliver. At The Home Depot, Managers are committed to creating a diverse work environment and in these circumstances all employees are included, respected, supported and encouraged associates to do the best work. The Home Depot recognizes with pride the uniqueness...
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...The three pillars of GCUs College of Business are Entrepreneurial Spirit, Innovation and Servant Leadership. These are three key characteristics that are critical in building a strong foundation for students to succeed in their professional growth and in business. This paper reviews each of these pillars and how they apply personally to my work environment and career development. Entrepreneurial Spirit The entrepreneurial spirit is composed of multiple characteristics including but not limited to passion, vision, creativity, autonomy, and risk-taking. Possessing an entrepreneurial spirit is an important quality not just for individual success but for that of a business as well. For a business to maintain growth and sustainability it must maintain core competencies and have an entrepreneurial value system that it sticks to (Chaifetz, 2010). Chaifetz (2010), discusses how his company encourages the entrepreneurial spirit amongst his employees to be innovative and challenges them to think of new ideas. As his company has grown it has not fallen subject to common problems such as inflexibility, bureaucracy, and standardization that are often seen when companies expand. In fact, the approach is taken to provide employees with the tools and resources necessary to implement innovative ideas and tailor services for their customers. Not only does this method add to the entrepreneurial culture in the company it also lends to enhanced customer service directly impacting its success. I...
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...I vividly remember the moment I feel in love with the idea of being an entrepreneur. It was shortly after moving to Silicon Valley, while watching Mark Zuckerberg and Jim Breyer on the Harvard to Facebook lecture by Stanford Technology Venture Program's Entrepreneurial Thought Leader Seminars. During that podcast, I realized that with an idea and the right vision anything is possible. It is this conviction to take a risk to follow your dreams that is at the core of entrepreneurship. Merriam-Webster Dictionary defines entrepreneurship as "the of organization, management, and assumption the risks of a business or enterprise." Yet, this definition makes entrepreneurship seem like a set of actions instead of a mindset. In my opinion, entrepreneurship is not a prescribed set of actions. Following the beaten path does not make one entrepreneurial. Actually, it is the disregard of what is conventional that gives a person an innovative edge. From an etymological point-of-view, the word entrepreneur is based on the Sanskrit word "Antha Prerna," which in translation means "self-motivated." Self-motivation is the hallmark of an entrepreneur. Self-motivation is the x-factor, separating those who have the entrepreneurial mindset from others who are trapped in the conventional way of thinking. Self-motivation is not an ability, but a desire to reach for something greater. Something much larger than oneself. The late Steve Jobs captures this with his famous comment toward an employee: "We're...
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...Smart Union is a Chinese toymaker located in Dongguan province. It was founded by Tony Wu and was emblematic of the rise of the manufacturing power of China. “Its orders, factories and employees steadily increased in number, and a web of suppliers grew up around it.” Mr. Wu had experience in the toy industry before founding Smart Union, and used his knowledge and entrepreneurial skills and established his own mainland factory in 1997. Within ten years, with clients such as Mattel and Disney, the firm was able to go public on the Hong Kong Stock Exchange and raise HK$53 million (US$7m). The firm had all of the factors of production going its way: land in mainland China; a large population of cheap labor; plenty of capital and the entrepreneurial ability of Mr. Wu. As all of these things started to go well for the firm, problems arose. “China began to overheat in 2007.” Attendant with the rise in profits, across all of China, the cost of labor started to increase. As there were more competitors vying to supply the same goods to Smart Union’s customers, the prices of their raw materials along with the rest of the production costs for its toys (namely electricity and oil). Further, most of Smart Unions goods were sold to American firms and thus paid for in American dollars. As the yuan appreciated in value, the firm’s profits were squeezed. Also, customers were taking advantage of the increase in suppliers of toys and made “tougher bargains with small...
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...to be complete, accurate, and economical which gave them great competitive advantage as the system was constantly generating relevant useful information. This relevant information was the reason why David Gold trusted Robert Adams so much, if the information was not used towards return on investment, the system had to be modified to serve its purpose. It was not clear whether 99 Cent stores were using their own transportation or shipping company, but I am pretty sure they utilized information from their ERPs regarding shipping of items combined with GISs to pinpoint the exact location of shipment. This way 99 Cents managers could tell their customers when and where to expect an item. For example, at the Beverly Hills store management could not afford to make customers dissatisfied at any level and managers would have had to keep up with all levels of information. The company maintains an important Strategic Information Systems by constantly emphasizing savings on IT. 99 Cents stores were able to reduce cost to $5 Millions on IT resources in 2003. As the automotive industry were using robots to weld, paint, and assemble in the 1970 to produce high quality cars for less, 99 Cents stores were using...
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...Course description and outline The Ice House Entrepreneurship Program is a unique and powerful online learning program designed to inspire and engage participants in the fundamental concepts of an entrepreneurial mindset and the unlimited opportunities it can provide. The overall objective is to empower learners through entrepreneurial thinking and immerse them in entrepreneurial experiences that will enable them to develop entrepreneurial skills. Inspire, Inform and Involve This highly interactive program enables participants to learn from the first-hand experience of successful real-world entrepreneurs. Drawing on the eight life-lessons described in the book, the program combines narrated chalkboard presentations with video interviews and case studies featuring modern-day examples of those who, like Clifton’s Uncle Cleve, have triumphed over hardship and adversity by embracing an entrepreneurial mindset. In addition to the narrated chalkboard presentations, each lesson includes individual learning assessments, discussion topics and assignments that are designed to maximize comprehension and assimilation while encouraging real-world application of the core concepts. The course also includes access to a vibrant online entrepreneurial learning community, a virtual campus that enables participants and facilitators to share their knowledge and experience with other entrepreneurs and educators within their own communities as well as others across the country and...
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...DISPLAY Sender analysis and communication plan KEA Erhervsakademi Multimedia Design 2015 Glebs Fjodorovs Ferdinand Nagy Bettina Somogyi Robert Duca Maria Chirac Sender analysis Artifacts Espoused values Mission DISPLAY’S mission is to create and operate a social economic sustainable design collective providing KEA students the opportunity to exhibit, sell and market their designs. DISPLAY is a place which ultimately should provide room for many different students, their production and diverse products. Vision DISPLAY wants to develop KEA students' entrepreneurial mindset and design skills and thereby giving all students who want to become entrepreneurs a better opportunity for making their dream come true.Through working with a realistic case, KEA also want their students to expand their understanding of the world and to gain experience of working communities. Values Entrepreneurship Fellowship Social Responsibility Voluntariness/Citizenship Sustainability Handmade Quality Goals DISPLAY’s goal is to help as many students as possible, not only by selling their designs but helping them finding a job or start their own company. Other means of communication To be up to date on what is on display in DISPLAY, you can follow them on Facebook and Instagram,visit the shop on Saxogade in Vesterbro or check KEAs media or the flyers. Communication...
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...Three Pillars Essay Grand Canyon University: UNV 504 Innovation and Entrepreneurship June 10, 2014 Three Pillars Essay In his video Ken Blanchard, discusses the three pillars of business; servant leadership, innovation and entrepreneurial spirit (Blanchard, 2011). Servant leadership is not being a servant to those that you work with, it is offering direction and vision with stated goals. It sets a platform for all employees to know where the company is headed, while focusing energy on the set goal. It requires that both management and employees live according to the vision with customers being the primary focus. Servant leadership if done correctly draws out the innovation in employees. It asks people to bring their ideas to work and put on their thinking caps to move towards better practices, efficient processes and more satisfied customers. It allows for the entrepreneurial spirit in employees to be developed. Employees not only become a part of the process for development and innovation, but partners in the business. They have a personal stake in the company which can build long term loyal employees working to sustain and grow for the customer, themselves and the business. Although servant leadership focuses on others and needs of the whole in most cases there could be some shortcomings to servant leadership. According to Lynch and Friedman servant leaders might easily focus more on the needs of the followers than the needs of the organization as a whole or considering...
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...Strategic Entrepreneurship Introduction: In this article, the main topic that is covered relates to precisely how strategic and entrepreneurial management are both combined and unified as a single management function. That is, Strategic Entrepreneurship which is a term vaguely coined by many describes the constant need of mangers focusing on objectives such as finding new business opportunities and taking advantage of creating short-term competition. An expectation of meeting such objectives creates a problem that is caused by having a select few elements of strategic management and entrepreneurship that overlap each other. Due to the general obscure understanding of how both strategic management and entrepreneurship are related, many studies have been conducted in order to better define Strategic Entrepreneurship. The article notes that in recent time, only one study goes to show a conceptual model of SE (Ireland 2003), but lacking in formulating a feedback loop between strategic management and entrepreneurship. Even though SE can be defined as simultaneous pursuit of opportunities and strategic advantages, the model presented by most early studies failed to pinpoint the correlation between the two. Due to the fact that SE is a new field of study, the article reviews all information on entrepreneurship, strategic management, and strategic information in order to determine the origin of SE, find the locus of integration, highlight the common components or elements, and...
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...stages of organizational growth presents the greatest single challenge and why. The first four stages characterize the period from inception of a new venture to the attainment of organizational maturity. This period includes the development of an entrepreneurship through the stage when the firm becomes a professionally managed firm. Stage III professionalization would the greatest single challenge because an organization must never lose its entrepreneurial mind set or spirit, but it must begin to develop the infrastructure and professional management systems required to facilitate its future growth. This a delicate balancing act. If an entrepreneurship is carried to an extreme in large companies, it can result in chaos, and chaos ultimately leads to organizational difficulties and even bankruptcy. (Flamholtz & Randle, 2007) The entrepreneurial personality can be a barrier to success at Stage III. Making the transition from an entrepreneurship to professional management involves more than just the development of operational and management systems. It requires a profound mind-set change on the part of people, especially the founders—the entrepreneurs. This transition may be a difficult task for entrepreneurs because they may fear of becoming “bureaucratic” and then confuse bureaucracy with systems. Some of this is deeply rooted in their personalities; they do want to be controlled by anyone or anything—not plans, not role descriptions, not policies, not procedures. Because they...
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...JOHN SMITH 1 Global Place, Box XXXX, Glendale, AZ, 85306; 555.333.8666; student@global.thunderbird.edu October 12, 2010 Toyota Motor Sales USA 19001 S Western Ave Torrance, CA 90501 Dear Hiring Manager: “Betsy.” This is the name my mom has given her 2010 Toyota Prius. She loves this car as do I because I get to drive my mom around in it when I visit her. The time spent together has generated memories that I will always carry with me. And, that’s why I want to work for Toyota. It’s a brand that brings people together with products that deliver lasting customer satisfaction. I am a MBA candidate at Thunderbird School of Global Management and I am interested in Toyota’s Strategic Resources Track internship that’s offered this summer. Toyota is defining the category and I want to bring my education and ten years of advertising experience to expand Toyota’s leadership position. I offer Toyota a passion for growing brands. In my advertising career I directed the success of regional and global brands and learned how to translate market data into strategies that delivered results. Additional skills relevant to this internship are listed below. Strategic Analysis I directed a team that positioned the fourth largest credit union in the U.S., BECU, as a financial leader in a highly competitive marketplace. Through analyzing our target audience and the financial category I identified insights that built a differentiated strategy. The advertising campaign that subsequently launched...
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