...intrapreneurship. Entrepreneurship: Entrepreneurship is the process of conceptualising, organising, launching and — through innovation — nurturing a business opportunity into a potentially high growth venture in a complex, unstable environment. Entrepreneur: Entrepreneurs are those individuals who discover market needs and launch new firms to meet those needs. They are risk takers who provide an impetus for change, innovation and progress in economic life. Intrapreneurship: Intrapreneurship is the form of entrepreneurship which takes place in existing businesses around new products, services or markets. Intrapreneur: Intrapreneurs are innovative employees who either rejuvenate existing organisations or create new ventures within a corporate structure. Intrapreneurs are also referred to as internal or corporate entrepreneurs. Discuss the entrepreneurial motivation. Push Factors: Poor remuneration Lack of Job advancement Restrictive employers Potential restructuring and / or retrenchment Inability to secure a job Lack of innovation in the current workplace Pull Factors The motivation of profit The need for a challenge and self actualisation The desire for independence The desire to improve one’s community Describe the profile of an entrepreneur. Prominent among the character traits of successful entrepreneurs have the following traits: * * The ability to recognise and exploit opportunities; * Resourcefulness; * Creativity (use of the...
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...Chapter 7 Buying an Existing Business Part 1: Learning Objectives 1. Understand the advantages and disadvantages of buying an existing business. 2. Define the steps involved in the right way to buy a business. 3. Explain the process of evaluating an existing business. 4. Describe the various techniques for determining the value of a business. 5. Understand the seller's side of the buyout decision and how to structure the deal. 6. Understand how the negotiation process works and identify the factors that affect the negotiation process. Part 2: Class Instruction Introduction Some entrepreneurs choose to buy existing businesses rather than start their own. In a typical year, between 500,000 to one million businesses are bought and sold. Purchasing an established business can offer many advantages—if the entrepreneur knows what they are really buying and if the business is priced right. Buying an Existing Business LO 1 A prospective owner must ask several key questions before buying an existing business. • Is it the right type of business for the market? • What experience do I bring to the venture? • What is the success potential? • What changes are needed—and how extensive are they—to realize the full potential of the value of the business? People buy businesses for different reasons. As described in Figure 7.1: Types of Business Buyers, we can categorize buyers into four areas: 1. Main...
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...Chapter 7 Buying an Existing Business Part 1: Learning Objectives 1. Understand the advantages and disadvantages of buying an existing business. 2. Define the steps involved in the right way to buy a business. 3. Explain the process of evaluating an existing business. 4. Describe the various techniques for determining the value of a business. 5. Understand the seller's side of the buyout decision and how to structure the deal. 6. Understand how the negotiation process works and identify the factors that affect the negotiation process. Part 2: Class Instruction Introduction Some entrepreneurs choose to buy existing businesses rather than start their own. In a typical year, between 500,000 to one million businesses are bought and sold. Purchasing an established business can offer many advantages—if the entrepreneur knows what they are really buying and if the business is priced right. Buying an Existing Business LO 1 A prospective owner must ask several key questions before buying an existing business. • Is it the right type of business for the market? • What experience do I bring to the venture? • What is the success potential? • What changes are needed—and how extensive are they—to realize the full potential of the value of the business? People buy businesses for different reasons. As described in Figure 7.1: Types of Business Buyers, we can categorize buyers into four areas: 1. Main...
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...disadvantages of buying an existing business. 2 List the steps involved in the right way to buy a business. 3 Describe the various methods used in valuing a business. 4 Discuss the process of negotiating the deal. Buying an Existing Business Although our intellect always longs for clarity and certainty, our nature often finds uncertainty fascinating. —Karl von Clausewitz A pessimist sees the difficulty in every opportunity: an optimist sees the opportunity in every difficulty. —Winston Churchill CHAPTER FIVE Learning Objectives 1-A. Understand the advantages of buying an existing business. 128 SECTION 2 • BUILDING THE BUSINESS PLAN: BEGINNING CONSIDERATIONS The entrepreneurial experience always involves risk. One way to minimize the risk of entrepreneurship is to purchase an existing business rather than to create a new venture. Buying an existing business requires a great deal of analysis and evaluation to ensure that what the entrepreneur is purchasing meets his or her needs and expectations. Exercising patience and taking the necessary time to research a business before buying it are essential to getting a good deal. Research conducted by Stanford’s Center for Entrepreneurial Studies reports that the average business purchase takes 19 months from the start of the search to the closing of the deal.1 In too many cases, the excitement of being able to implement a “fast entry” into the market causes an entrepreneur to rush into a deal and make unnecessary...
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...AQA AS Business Studies Unit1 (BUSS1) Course Companion AQA AS Business Studies Unit 1 (BUSS1) Course Companion Publishers Information AQA AS Business Studies Unit 1 Course Companion 1st Edition August 2008 Author: Jim Riley © Tutor2u Limited All Rights Reserved No part of this material may be reproduced in whole or in part without the express written permission of Tutor2u Limited. This publication is not endorsed or approved by AQA. Tutor2u Limited Boston House 214 High Street Boston Spa LS23 6AD Please contact jimriley@tutor2u.net with details of any errors, omissions or suggestions for future editions. © Tutor2u Limited All Rights Reserved www.tutor2u.net AQA AS Business Studies Unit 1 (BUSS1) Course Companion Contents Introduction to AQA AS Business Unit 1 .....................................................................6 Section 1: Starting a Business ......................................................................................7 Enterprise and Entrepreneurs .......................................................................................8 Introduction ......................................................................................................................................... 8 Entrepreneurs ..................................................................................................................................... 9 Motives for starting a business ................................................................
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...on the doors" of businesses an entrepreneur would like to buy—although they are not advertised "for sale"—is a waste time. Answer F ____ percent of small businesses sell on credit.Seventy-seven ____ recognizes any improvement in quality may improve a company’s competitive ability.Return on quality _____ are those things that a business owns which have value.Assets _____ is simply the money owed the firm by customers because they’ve purchased goods or services on credit. Accounts receivable ______ gives owners the security of a sales contract but permits them to stay at the “helm” for several years.The two-step sale ______ is a small number of customers to give you feedback on specific issues in your business—quality, convenience, hours of operation, service, and so on.Focus Group ______ is not a primary goal of a competitive intelligence program: All these are primary goals of a competitive intelligence program ______ is the process of creating and delivering desired goods and services to customers, and involves all of the activities associated with winning and retaining loyal customers. Marketing ______ publishes Annual Statement Studies, showing ratios and other financial data for over 650 different industrial, retail, and wholesale categories. Robert Morris Associates ______ puts the customer at the center of a company’s thinking, planning, and action and shifts the focus from a product or service to customers and their needs and wants. Customer Relationship...
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...Niels Laasholdt Steen Sloth Gitte Størup Marianne Poulsen BUSINESS ECONOMICS – AN INTRODUCTORY CASEBOOK FOR THE COMMERCIAL UPPER-SECONDARY COURSE (HHX) 1 BUSINESS ECONOMICS – an introductory casebook for the commercial upper-secondary course (HHX) © 2005 the authors and Systime A/S Copying from this book is only permitted subject to agreement between Copy-Dan and the Danish Ministry of Education. External editing: Knud Erik Bang Cover: Valentin Design Typeface: Adobe Garamond Pro 11/14 Graphical layout and production: Valentin Design 1st edition, 1st impression ISBN 87-616-1304-5 Skt. Pauls Gade 25 DK-8000 Århus C Tlf. (+45) 70 12 11 00 www.systime.dk Table of contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1. Companies and their context . . . . . . . . . . . . . . . 1.1 Introduction . . . . . . . . . . . . . . . . . . . . . 1.1.1 The national economy . . . . . . . . . . . . . 1.1.2 Business economics. . . . . . . . . . . . . . . 1.1.3 Private finances . . . . . . . . . . . . . . . . . 1.1.4 The content of this textbook . . . . . . . . . . 1.2 What is a company? . . . . . . . . . . . . . . . . . 1.3 Types of company. . . . . . . . . . . . . . . . . . . 1.3.1 Production companies . . . . . . . . . . . . . 1.3.2 Trading companies . . . . . . . . . . . . . . . 1.3.3 Service companies . . . . . . . . . . . . . . . 1.4 Company functions. . . . . . . . . . . . . . . . . . 1.4.1 Functions in a trading company . ....
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...Types of manufacturing process 8.5.2 Factors affecting the choice of manufacturing process 8.6 Production planning and control 8.6.1 Benefits to small entrepreneur 8.6.2 Steps of production planning and control 8.7 Summary 8.8 Glossary 8.9 Self-Assessment Questions 8.10 Further Readings 8.0 INTRODUCTION After taking decisions about the type of business, its location, layout etc. the entrepreneur steps into the shoe of production manager and attempts to apply managerial principles to the production function in an enterprise. Production is a process whereby raw material is converted into semi finished products and thereby adds to the value of utility of products, which can be measured as the difference between the value of inputs and value of outputs. Production function encompasses the activities of procurement, allocation and utilization of resources. The main objective of production function is to produce the goods and services demanded by the customers in the most efficient and economical way. Therefore efficient management of the production function is of utmost importance in order to achieve this objective. 114 8.1 OBJECTIVES After studying this lesson, you should be able to • • • • • • • Describe the production function and its component Define production management Analyze various factors, which are crucial for designing the production Explain the design of production system and manufacturing process List out the factors influencing the choice of production process...
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...Business Plan Criteria The Advance | Represent a significant advance on the current offerings or practices in a particular market | IP Position | Offer a realistic chance of establishing defensible intellectual property | Status | Propose offerings which have undergone significant real world testing | Capability | Are backed up with sufficient resources and business capacity to execute on the opportunity | Validation | Have been tried and vetted by a representative group of customers | Marketing Plan | Have a realistic and detailed marketing plan | Management Team | Are backed up with a management team with sufficient experience and education to execute the plan | Investment Offering | Have a favorable investment structure | Market Size and Share | Target a large and attractive market and the chance to capture a significant portion of it | Competition | Don't face competitive threats that are too entrenched or powerful | ROI | Represent an attractive return on investment | An investor will be interested in long-term profit he can make from investing. In other words, he will look closely at the viability and growth possibilities of your project. Equally, he will want to identify potential exit routes at the time of investment. He will therefore focus on management information, marketing and sales perspectives, and naturally, on the finance. Team — Can you demonstrate years of operations experience in a similar industry? Do you have real...
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...able to; Discuss the origin of Entrepreneurship Define the concept “Entrepreneur” List the roles and characteristics of an Entrepreneur State the motivational factors of Entrepreneurship. UNIT ONE: ORIGIN AND CONCEPTS OF ENTREPRENEUR AND ENTREPRENEURSHIP Objectives: At the end of this unit students should be able to; Compare and contrast the various definitions of Entrepreneur and Entrepreneurship. 1.2. Differentiate between Entrepreneur and Entrepreneurship. List five contributions to the study of Entrepreneurship. Introduction Businesses are any undertaking created for the purpose of creating utility. Utility is simply the satisfaction derived from consuming certain goods and services. Businesses are created by a special kind of labour which is also referred to as the entrepreneur. Entrepreneur is regarded as a special kind of labour because not all labour possesses entrepreneurial abilities which enable them to start a business from the scratch. Thus, entrepreneurship is simply the establishment of a new business or business enterprise or venture. This Unit looks at the development of the concept of entrepreneurship and the various ways in which this concept can be defined. Quick Review questions I. Businesses are not any undertaking created for the purpose of creating utility. True or False II. 1.3. Entrepreneur is regarded as a special kind of labour True or False Entrepreneurship – Origin ...
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...Unit 1 - Setting up a Business Revision Guide Exam Details Unit Title: | Unit 1 – Setting up a Business | Type of Assessment: | Written Paper (1 hour) | Marks available | 60 marks - 40% of the GCSE | Date of the examination (and session) | Tuesday 22 May 2012 | The Syllabus Section 1 – Starting a Business | Content | | R | A | G | 1 | Enterprise: What is business? | | | | | 2 | Finding a gap in the market | | | | | 3 | Franchises | | | | | 4 | Business objectives | | | | | 5 | Business objectives: measuring success | | | | | 6 | Business objectives: stakeholders | | | | | 7 | Business plans | | | | | 8 | Business risk and uncertainty | | | | | 9 | Legal structure: sole trader and partnership | | | | | 10 | Legal structure: limited and unlimited | | | | | 11 | Locating the business | | | | | Section 2 – Marketing | Content | | R | A | G | 1 | Market research with limited budgets | | | | | 2 | Market research methods | | | | | 3 | The marketing mix | | | | | 4 | The marketing mix: product | | | | | 5 | The marketing mix: price | | | | | 6 | The marketing mix: promotion | | | | | 7 | The marketing mix: place | | | | | Section 3 – Finance | Content | | R | A | G | 1 | Finance for small businesses | | | | | 2 | Support for small businesses | | | | | 3 | Financial terms and basic financial calculations | | | |...
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...Skills-- Finance Manager Assignment No. 12- AA/012/P013-IND Contents Acknowledgement 2 Task 1 3 What are the financial management and why it is necessary for an organization? 3 What are the financial objectives of the firm and how they are related to corporate strategy? 4 Corporate strategy is about the choices complete controls create regarding problems like the particular organization the company is in, whether new marketplaces would be joined or whether to take out from current marketplaces. These kinds of choices can commonly have substantial financial effects. If, for example, a decision is taken to enter a new manufacturing company, and current organization in that industry could be bought, or a new organization be started from the beginning (Van Horne, & Wachowicz, 2008). 5 How financial objective can be different in case of non for profit organization. 5 The financial objectives of the not-for-profit organization must agree with the objective of the organization and financial constraints. For example, if the not-for-profit organization is particularly pleased to be an organization, an organization increase national could cause you to lose its appeal. Compose a record of objectives that fit the objective of the not-for-profit organization and are possible objectives (Saunders, et. al. 2006). 6 Define the types of stakeholder a company have and what impact do they possess on the corporate objectives. 6 Internal stakeholders: are the categories that...
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...SME 7 2.1 Benefit of SME 7 3.0 Case Study 1 13 4.0 Case Study 2 25 5.0 Reference 44 1.0 Introduction While individuals may be publicly recognized as social entrepreneurs for their contributions to improve the welfare of communities, the field of social entrepreneurship continues to struggle to gain academic legitimacy. Social entrepreneurship is a term in search of a good definition. The current use of the term seems vague and limitless; it needs boundaries to demarcate its function. The lack of a common definition hinders research and raises questions about which social or profit-making activities fall within the spectrum of social entrepreneurship. To become an important stream in the entrepreneurship literature, social entrepreneurship needs to be properly defined and it requires a theoretical framework that links it to the theory of entrepreneurship. This article builds on the literature to define social entrepreneurship, discusses the boundaries of socially-oriented entrepreneurial activities, and positions the social entrepreneur in the spectrum of entrepreneurship. Introduction Most economists and academics support the notion that entrepreneurship is becoming a crucial factor in the development and well-being of societies. Whether the entrepreneurial activities are practiced in factor-driven, efficiency-driven, or innovation-driven economies (Porter et al., 2002), the ultimate results continue to exhibit: i) lower unemployment rates; ii) increased tendency...
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...| 2012 | | [How To DO A BUSINESS ONLINE] | This article is aimed at budding entrepreneurs who may wish to get involved with starting an online business. It intention is to note important aspects of any successful online business and to help you understand them so you can implement them into your online business model. | GROUP MEMBERS: TABLE OF CONTENTS Introduction http://tutor2u.net/ebusiness/ebusiness-marketing-promotion-introduction.html The millionaire mindset is often hard to pick up on normal people from normal backgrounds going on to be huge successes. What makes them different from those that don't make the cut or achieve their goals, hopes and dreams for the future? Observe carefully and the answers become clear, what's more, without increasing your skill at a particular task you can gain far better results than the norm, just by changing the way u do them. Let's explore the millionaire mindset of the online marketer specifically over a number of topics, and look at exactly how this affects you and the way you're doing business in a most positive way. Understanding Opportunity Let me start off by saying that this is report is totally unplanned, it's coming straight from inside my head, and for good reason. My aim here is to let you know a little bit about my personal thoughts relating to opportunity, how I know that this is fact, how it presents itself to you, how to spot it, and most importantly, how it relates to online marketing and...
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...[pic] GUIDE TO WRITING YOUR BUSINESS PLAN INTRODUCTION A business plan is an important document for any business and it can be written for a variety of reasons. Internally, it can help owners and managers crystallise their ideas, focus their efforts and monitor performance against established objectives. Externally, the business plan can act as a medium for attracting finance for start-ups or expansion. There are many books and publications, which tell you how to write a business plan, what it should contain and how it should be used. This one is different. This is a work-pack specifically designed for those who wish to raise finance. For many people, the experience of raising finance is a new one. The importance of the plan to this process cannot be over-emphasised. Many opportunities presented to financiers are subsequently rejected. It is essential, therefore, that the entrepreneur prepares a quality document. The objective of this work-pack is to help you prepare just such a document by providing you with the headings which need to be covered. The sections which follow outline the contents of the business plan. We hope that you will find the comments relevant and thought provoking and that you will be able to use these thoughts as a basis for preparation of a business plan which will adequately convey your ability to succeed. CONTENTS The business plan should summarise the proposed activity and the prospects for success for the venture, paying particular...
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