Chapter 1 : The Entrepreneurial Revolution 1. Who is an entrepreneur? 2. What is entrepreneur's perspective? 3. How does an entrepreneur react to economy sensitivity?

The above three (3) questions explain the following as answers, respectively; 1. Who is an entrepreneur? An entrepreneur is an individual possessed these bailiwick; manager, business minded, and innovative. A manager is management skills driven, a business minded individual is profit driven, and innovative is sub-divided into four (4) which are create new, create an extension to the existing, duplication, and synthesis. Management skills driven means having high efficiency level. What is efficiency?, efficiency is the results from high value in output over less value in input. An example, given one specific task scheduled completion period of time in one week and able accomplished the task in four (4) days only. Profit driven means always practicing financial base calculation for getting high ROI (Return On Investment) with low BEP (Break Even Point) in every task given or obliged. Where, high ROI in general is a results form the value of high profit over capital. In details ROI is profit margin multiply by turnover. Profit margin is profit over revenue and turnover is revenue over capital. By formula explanation; a. Return On Investment, ROI; = Profit Margin X Turnover = (Profit/Revenue) X (Revenue/Capital) = Profit/Capital b. Break Even Point, BEP; = Fc / [1 - (Vc/Re)] Fc is Fixed cost Vc is Variable cost Re is Revenue; also as Sp is Selling price 2. What is entrepreneur's perspective? Entrepreneur's perspective is seeking opportunity, where an entrepreneur derives an opportunity as high ROI over less risks. How to obtain high ROI already explained at the above paragraph and now how to minimize the risks involved. Minimizing risks is by applying risks management

system where basically it use SWOT analysis add up with SSS (Sort and Solve System). SWOT is an acronym to Strength, Weakness, Opportunity, and Threats. Whereas, SSS taking all the listed weakness and threats in SWOT analysis and sort all the listed problems into categories, finally, minimize it respectively with feasible and pragmatic solutions. 3. How does an entrepreneur react to economy sensitivity? Always planning ten (10) years ahead in account projection for cashflow, profit and loss, and balance sheet. Which means, an entrepreneur must learn all the basic account in producing quality financial planning. Which means, cash assets must always in safe and save once any quick liquidation needed to support the investment made without relinquishing ownership in property assets.
Chapter 2 : An Evolving Concept When we said evolve, its definition is gradually developing. The meaning of it in entrepreneurship is to develop gradually a scheme or concept or system or product. By means its related to Chapter 1 under topic 1 - Who is an entrepreneur? and focus on Paragraph 1. From what we look today, the evolving concept really involved these types of entrepreneurial development; a scheme or concept or system or product whether in create new or create an extension to the existing or duplication or synthesis. Regarding duplication it means for establishing branches of business outlets and the related networking. Synthesis is collecting others the best and synthesizes it to be a new scheme or concept or system or product which also consists of integration factor. Example 1 create new: I invent a nutritional product enabling human by just take one food and drink pill or tablet type to energize human body that can last for a month. This kind of invention will be making the world population no longer having shortage of food supply. Example 2 - an extension to the existing Let me take a simple example about safety to one cigarette lighter. To prevent children misuse the small cigarette lighter, I design, build, and manufacture by adding one effective hidden lock button to enhance its safety feature. This is the meaning of an extension, at least. Example 3 duplication Like one fast food business building up it branches through franchisor and franchisee system. Example 4 synthesis I want to manufacture a new television brand or label. For my product output much better

than others, I select the best systems from the existing products from the respective audio system, tubing, circuitry board, electrical, design and pattern. More interestingly, synthesis in business management system, I synthesize it by operating simultaneously the common offline network, internet web base, e-commerce, e-marketing, e-advertising, and e-management. By means of minimizing BEP and maximizing ROI values while enhancing business development, efficiently. From this point, having said, now it also commonly known as internetpreneurship An evolving concept also a method to break up many myths and the listed below are the common myths which an entrepreneur must determine, the followings; THE MYTHS OF ENTREPRENEURSHIP Myth 1: Entrepreneur is gambler Myth 2: Entrepreneur is always inventor Myth 3: Entrepreneur is born, not made Myth 4: Entrepreneur is rigid high profiler Myth 5: Entrepreneur is extreme risk taker Myth 6: Entrepreneur is money squanderer Myth 7: Entrepreneur is non-calculative luck Myth 8: Entrepreneur is thinker and non-doer Myth 9: Entrepreneur is social misfits and academic Myth 10: Entrepreneur is non-futuristic as money is concerned

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Chapter 2.1 : Macro View and Micro View The Schools of Entrepreneurial Thought (abbreviation: SoT is School of Thought) We commonly heard these two (2) famous terminologies from media, economist talks, community discussion, etc. about macro view and micro view. But, what is actually macro view and micro view? First and the foremost, we have to discern ourselves about which school of thoughts approaches the both; macro view and micro view; respectively. Why its so important about to know which one approaches the respective view? The answer is its very essential to determine which SOT to avoid semantic warfare in explaining the respective views development where the movement either for unification or expansion.

Dont worry, I will explain what its all about by using simple and plain language for common readers to understand about this thing because no point sharing good thing but intricacy in catching it up. Just see, read, look, and observe carefully. Macro View - Environmental SoT - Financial/Capital SoT - Displacement SoT Micro View - Entrepreneurial Trait SoT (People School) - Venture Opportunity SoT - Strategic Formulation SoT From the above, now we understand for which SoT approaches the macro view or micro view. In fact, better understand at this part is an imperative subject when we are in business community to do talking with the appropriate terminology of it. What is macro view? In contemporary entrepreneurial venture or ventures, when we talk about the story of success and failure, presents in a broad array of factors that relate why success? and why failed? This is macro view. I hope you understand now how the three (3) SoT approach macro view. The respective SoT will think about the business environment, financial/capital, and displacement. What factors contributed the success, and the failure as well. This is macro view, very simple isnt it?. What is micro view? In micro view, examine the factors that are SPECIFIC check and balance in ability, control, direct, adjust the outcome or result on each major INFLUENCE contributing factors in success and failure. Its also known as Internal Locus of Control (ILC). The normal major ILC are; 1. 2. 3. 4. 5. 6. Key persons (principle and achievement) Psychological characteristic (the value of key person) Classical (key persons vision and opportunities provisions) Management (key persons plan, capabilities, and credentials) Leadership (key persons quality in managing sub-ordinates) Intrapreneurship* (key persons adaptation and change methods)

How does approach process going through in both views?

There are integrative, assessment, and multidimensional approaches. DIGITAL BHOOMIS Classnote FORUM INDEX, AS AN EXAMPLE Integrative approach focus on inputs and outputs in both areas; success and failure. To easily understand this approach, let me take Digital Bhoomis new forum index for Education > Classnote. Digital Bhoomi Teams now observing the inputs from members and feedback from members and netizens out there responses/viewers as outputs. This is the meaning of INTEGRATIVE APPROACH. Assessment approach focus on qualitative, quantitative, strategic, and ethical done by members in posting new thread in the classnote forum and responses/viewers. Multidimensional approach is a more detailed process where Digital Bhoomi Teams delve into these factors of members participation including viewers, as well; the individual, the environment, and organization. It justly like Google Analytics system which in details providing weblog sites visitors details. Chapter 2.2 : Intrapreneurship Intrapreneurship is a very famous word amongst the business community life. But, there are many common people still cannot get the definition and the meaning for who is the entrepreneur. I will explain about it in term of its definition and the meaning of it with lucid description in my explanation. Who is an Intrapreneur? By definition an intrapreneur is a dreamer. By its meaning an intrapreneur is a person who got a dream and at the same time working to make the specific dream turns into profitable reality. An intrapreneur is not just a theory person but also a practical person responsible in creating innovation. Entrepreneurship is a process of innovation, intrapreneur included, and the process through four major dimensions, which are; 1. 2. 3. 4. individual, organization, environmental, and process.

Entreprenuer and entreprenurship are very important to one country to generate economy ventures and values because an entrepreneur is a catalyst for economy change and entreneurship is the process. An entrepreneur works by using key success of searching, pragmatic planning, sound judgment during carrying out the process. All of the above explained the entrepreneurial management which is imperatively needed in the entrepreneurship and its process.

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Chapter 2.3 : Successful Entrepreneur and beliefs This is my personal beliefs about the criteria of an entrepreneur as successful remarks in entrepreneurship world. You as a reader to my writing article whether agree or disagree, may it be your source of knowledge your MBAs project or examination paper. If you agree take it and if disagree replace or substitute it with your genuine ideas. This is the best part learning in Masters Degree where a student is not rigid to any third partys ideas and freely to express the ideas in their own genuine way (a must) completely with concrete data of facts and figures. My idea about successful entrepreneur, the criteria; 1. Most of them came from little formal schooling. They are freely to invent anything as they focus on uplifting their personal achievements while debouching themselves from hardship life. 2. Most of them are from school drop out and found themselves in great pleasure and energy to give out proves that they also can excel in their life. They take it as a challenge. 3. Very unique and individualistic where they are in business world and they find very hard for them to fit in into common community life. They focus merely on their success and taking failure points is a great thing to solve and something which is not to ignore. 4. They are in competent in managerial and always perform proper planning, and they enhance it on going basis. 5. They derive luck into two parts; calculative and fortunate; they work hard on calculative luck and take it as a prime factor to produce more systematic process. Any idea be their fortunate luck and thing to turn it into reality. 6. Most of them successful in their first venture, although a little but they take it as inspiring value for them to make continuation in invention. No matter for them while negotiating with low financial resources and no recognition. 7. They learned through their study and experience. They never stop and enjoying their learning process. 8. They got winning personality and highly achievement drive. Never bother encountering problems and always look into a problem is an opportunity to be participated with risks management. 9. They are an individual performing methodical and analytic in whatever they do. Their success be their goal although time consuming. 10. They brag and tout in achieving their dream to turns into reality. In common language speaking, they are also a non-stop thinker and doer. Chapter 3 : Intrapreneurship Developing Corporate Entrepreneurship

Chapter 3.0 : Definition of Intrapreneurship For the definition and meaning of Intrapreneurship, kindly refer to Chapter 2.2 : Intrapreneurship or > click here < for quick reference. Chapter 3.1 : Corporate entrepreneur needs In-house entrepreneurship is much needed in corporate entrepreneur in term of recognition and financial provision. As the number of entrepreneur is escalating in one country, the government relevant agency must support and prioritizes the utmost group which proven contributed more in countrys GDP (Gross Domestic Product) value. In return, from the tax return must cushion the minor entrepreneur groups in enhancing their innovation under one scheme. In fact, from one innovation does creates number of employees. This kind of chaining down will improve much on economy growth. This is the way to foster entrepreneurial growth as in-house entrepreneurship as a new corporate revolution. The needs of new atmosphere in making entrepreneurs be more innovative in future. The more new innovations will leverage employment rate with high value of entrepreneuring. Chapter 3.2 : Obstacles in innovation to penetrate corporations The major obstacle is ineffectiveness of traditional management techniques still applied in new ventures. An entrepreneur must fully utilize the new venture in implementing new effective system of management, operation, financial, and control. To minimize obstacle an entrepreneur must recognize the obstacle and adapt it for new change, as changing is concerned it must be done in new atmosphere with new productive managers and cannot make use the same manager from the previous venture. In this case, if we refer to management chart or organization chart, the chart must not in tower type and it must be in more on small flat horizontal type. Then, its a fact shown the corporation level and value. Another aspect is orientation to the market which visions must have a clear-cut vision with strong tie up with market place regardless of its new venture status, where, leading factor is a must. To summarize all-in-one in minimizing obstacles, these following actions must be implemented; 1. Make ground rules specific to each situation. 2. Focus effort on critical issues. 3. Change plan to reflect new learning. 4. Envision a goal, then set interim milestones, and reassess after each. 5. Support entrepreneur with managerial and multidiscipline skills.

6. Take small steps, build out from strengths 7. Make venturing mainstream by means of taking affordable risks. 8. Test assumptions by using learning strategies e.g. like Digital Bhoomi is doing now by testing new forum index for Education > Classnote 9. Balance risk and reward, like what Mr Administrator doing now is a very good thing while promoting Classnote thread and at the same time think about reward to participants. 10. Accommodate boat rockers and doers. This is the reason why I keep posting this MBA Module Entrepreneur be the example to other members. Chapter 3.3 : Reingineering corporate thinking Reengineering means rework on the top rank administrative key person in corporate level to accept entrepreneurial ideas can be implemented in their working environment. Which normally in majority the top managers group hardly believe the unstructured ideas from entrepreneurs is fully potential on the ground and authoritatively the managers are working with policies, terms, and regulations. To match between both parties, here is the step to reengineer their corporate thinking; 1. Set explicit goal Both parties must in one team working hand-to-hand and an example between worker and manager mutually agreed in setting one goal by working together in one team work with systematic team building. 2. Positive reinforcement and feedback A manager must create this environment in the working area so that the said potential inventors or creators or intrapreneurs realize that they are accepted and rewarded by their superior (manager). Making them comfortable enough to follow the policies, terms, and regulations that has been agreed earlier. 3. Emphasize individual responsibility This is the powerful momentum in generating new phase in accountability, self-confident, bond of trust, key points of success to be introduced in any innovative program. 4. Rewards base on result This type of rewarding system will encourage inventors to manage the risks taken efficiently by minimizing it to the lowest level and in well brought up many opportunities by means of achieving the goal. A manager only doing job on the control side in the operation management system. 5. Friendly informal meeting

A manager must encourage more informal meeting in getting more effective and productive decision making on the spot. Chapter 3.4 : Intrapreneurial strategy Strategy needed in both intrapreneurial areas; current and new ventures. Its needed to discover new motivational methodology in enhancing operation management system. There are four critical steps which are developing the vision, encouraging innovation, structuring the environmental climate, and developing venture teams. 1. Developing the vision Vision is any imaginative plan or suggestion or feedback to turns into reality. Vision must be followed by feasible missions. Mission is a field of practical tasks which supports the vision to be through and true. Objective is the positive outcomes to be achieved and the purpose of it after the listed missions accomplished and vision a reality. It will much better for me to describe it into flow chart in explaining how to develop vision, the following;

Vision Missions Objectives Competency Managerial Ability Technical Proficiency Sources of fund
(Vision also can be created later by a wealth inventor or creator or designer and it just works vice-versa)

2. Encouraging innovation To encourage innovation several effective programs must be scheduled and to work out. Such as reduce unnecessary bureaucracy, and encourage communication completely with functions across sub-ordinates and networks.

Outsource the related tasks to subordinates and networks which quality takes first. Sufficient intracapital (internal venture capital) to support financial need in the specific intrapreneurial project for either radical or incremental type of innovation. 3. Structuring the environmental climate In structuring the environmental climate the following prime factors needed to be promoted; promote training program, proper control of human resources policies, solution support system, promptly respond to any type of error once surfaced. 4. Developing venture teams This area of development involve three import parts to be focused on; teamwork, resources, and plan (opportunity). It justly looks like a triangle shape and I term it as PRT triangle to easily understand the connectivity to each part. Between team work and plan it works unification. Between team work and resources it works expansion. Between resources and plan it works in bridging the fits and gaps. Implementing the effective OMS (Operation Management System into team work much helps the whole set in the PRT triangle. What is the so called effective OMS? To easily understand about OMS it would be much better to remember its acronym for PODC; Planning, Organizing, Departmenting, and Control. In PODC, planning must follow the missions where all tasks have been listed. Organizing means identifying what post should be established related to the tasks listed in the missions, having said, an organization chart and it must be in flat horizontal type of chart (avoid tower type of chart). Departmenting means select and appoint the key person to in every post in the organization chart. Control means using the relevant control program e.g. Gantt Chart or Microsoft Project or others. In small organization, just apply similarly maybe by using simple tools to monitor and control the progress. Chapter 3.5 : Intrapreneurship interactive process As we had learned, intrapreneur can be anybody who does turns idea, or prototypes or into profitable realities. They begin with their idea and carry on with their own intraprise and their work form started from vision, missions, objectives, competency, managerial ability, technical proficiency, and sources of fund. Kindly refer to flowchart in Chapter 3.4 : Intrapreneurial strategy - Developing the vision. Intrapreneurship interactive process involves; 1. 2. 3. 4. 5. 6. 7. 8. Primary motives Time Orientation Tendency to action Skills Attitude toward courage and density Focus of attention Altitude toward risks Use of market research

Brief explanations to the itemized list above, respectively; 1. Primary motives Always working base on goal orientated and all the time highly self-motivated. Seek chance to access corporate resources while asking for freedom in giving proves of success to be recognized and rewards. 2. Time Orientation Able manage themselves with the given corporate timetable and guidelines. Ready to surface in urgency and attend it with quality self management and quality time management. 3. Tendency to action Understanding what must be done and skillfully prioritizing all the things which need to be done. Outsource all the routine works to the relevant efficient sub-ordinates and they focus on the complex problems toward solution finding. 4. Skills Promptly react to any unexpected or unprecedented problem and able to create greater prosper value in working condition and organization. Never fret and taking there is a solution to any problem. 5. Attitude toward courage and density Be optimistic in ability to outwit as self courage really making an intrapreneur in greater self-confident although during encountering many cynical statements from others. 6. Focus of attention Positively sensitive taking comments made by internal and external parties for self development in getting profitable outcomes. Weakness points to be changed to strength and minimizing threats a new thing in the learning process toward solution finding. 7. Altitude toward risks Risks to be minimized by determining all the risks factor involved in the working area. At the same time looking risks as new opportunities to niche in the situation with new practical ideas. As an opportunity is high return over minimum risks. 8. Use of market research Taking others market research to study in making new marketing plan which involve marketing philosophy, demography and customer behavior from the supplied data.

Chapter 4.0 : Understanding the Entrepreneriual Perspective

From Part 1 of 6, we knew that every person possess a potential to be an entrepreneur where the process for being entrepreneur is called entrepreneurship. In this part, the perspective means a mental view in creating prospective entrepreneur. There seventeen basic or core mental values as follow; 1. Commitment, determination, and perseverance (consistency) 2. Drive to achieve 3. Opportunity orientation 4. Initiative and responsibility 5. Persistent problem saving 6. Seeking feedback 7. Internal Locus of Control (Chapter 2.1 : Micro View) 8. Tolerance for ambiguity 9. Calculated risk taking 10. Integrity and reliability 11. Tolerance for failure 12. Vision, mission, and objective 13. Self-confidence and optimism 14. Independence 15. Team building 16. High energy level 17. Creativity and innovativeness

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Chapter 4.1 : The Dark Side of Entrepreneurship An entrepreneur has to face the risks involve in their entrepreneurial building and this is called as The Dark Side of Entrepreneurship. The common risks formed are; 1. Financial Risk 2. Career risk 3. Family and social risk

4. Physic risk 1. Financial Risk To start a new venture indeed need financial source which normally involve liquidation of saving money, profit taking from profitable investment, relinquish in ownership property, money lending, or from other sources to put up stake. In other words risky in term of be lost if venture fail and also expose to bankruptcy. 2. Career risk Once venture failed an entrepreneur normally think about go back to their old job or clueless in finding new job. This type of thinking surface, previously they came from a secured organizational job. 3. Family and social risk This type of risk appear at the beginning time of venture when thing not yet well organized. Need more energy and time in building up the basic things in their venture. There is special term for it Self-centered, where entrepreneur use more time for personal development and venture fulfillment. 4. Physic risk In this area of risk, it focus on personal stress which the sources are possibly from loneliness, immersion in business, people problems, need to achieve factor. But not all stress is bad and it can be dealt to avoid decline in physical abilities. Whatever, physic risk is a major killing factor if entrepreneur not physically and mentally fits and must get rid of entrepreneurial ego where its able to create great pressure in mental development.

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Chapter 4.2 : Entrepreneurial Motivation

(Quick learning through model explanation)

ENTREPRENEURIAL MOTIVATION MODEL

Expectation .Intrinsic/Extrinsic Rewards Outcome.................................................. ........................... Comparison.................................................. .....................--

...................................................... ................... Decision.......................................... .............................. ..... to Behave............. Ent. Strategy Ent. Management Firm Outcomes Entrepreneurially.................................................. ...... ...................................................... ............... ...... Implementation.................................................. ........ Outcome................ ..
Perception

Split Model For "Decision to Behave Entrepreneurially"

..................................[ Decision to Behave Entrepreneurially ]

.................................................. .
Personal Characteristic - Personal Environment - Personal Goals - Business Environment Chapter 5.0 : Developing Creativity and Understanding Innovation There are two (2) parts for me to explain; developing creativity and understanding innovation. Developing creativity is a study about creative process which includes knowledge

accumulation, incubation process, idea experience, evaluation, and implementation. (Chapter 5.1) Understanding innovation is a learning process about what is innovation, to define and illustrate the sources of innovation, eliminate some myths, to define the 10 principles of innovation, and illustrate the financial support for innovation. (Chapter 5.2) Chapter 5.1 : Developing Creativity 1. Knowledge accumulation Knowledge about the role of creativity is very important for knowledge accumulation. There are two (2) important aspects of creativity exist; process and people. Process means solution finding to problem which also includes the factor of goals orientated. The people are the resources that determine the solution through two (2) channels; adaptor and innovator. Adaptor person will use methodical approach and innovator person search for new method of solution from unusual angels which also futuristic. 2. Incubation process Incubation process is much needed when entrepreneur engaged in problem which is unprecedented and totally new which not yet a journal to be referred. During this time, entrepreneur needs to shift themselves into free time zone and enjoy their indulge as refreshment e.g. playing outdoor/indoor game, motor biking, cycling, golfing, sea surfing, etc.; while thinking new ideas or solution finding to the specific problem. 3. Idea experience Idea experience is a process when individual found the solution needed or discovered which also means look solution in the form of idea but not yet in practical. Sometimes it popped out in persons mind as bolt out of the blue. Although its in the form of idea but it grow gradually and surely. This is the component of creativity also known as eureka factor as it happened normally during incubation process. 4. Evaluation Now is the time to test the said idea which was formed form eureka factor feasibility. During this time it needs self-discipline and perseverance, much highly needed. On performing this type of evaluation, sometimes it bubbles many new workable ideas and also sources from various/numerous angles. Result speaks itself. 5. Implementation The important part in implementation is working in network environment such as seeking expert advice, determine quality sub-ordinates as participant (organize), prepare costs pro forma (financial projection), prepare projection plan or plans related to goals orientated.

MODEL OF THE CREATIVE THINKING PROCESS Incubation

Knowledge

Creative Process

Ideas

Evaluation and Implementation

Chapter 5.2 : Understanding Innovation 1. What is innovation? Innovation is sub-divided into four (4) which are create new, create an extension to the existing, duplication, and synthesis. Explanations complete with examples have been explained in Chapter 1 : The Entrepreneurial Revolution - Who is an entrepreneur? (Kindly refer). 2. To define and illustrate the sources of innovation Entrepreneur more on exploiting change rather than create change. The sources of innovation are; unexpected occurrences, incongruities, process needs, industry and market changes, demographic changes, perceptual changes, and knowledge base concepts. Unexpected occurrences happened in both areas; success and failure; from this point many new ideas which are workable can be implemented. Incongruities normally happened during negotiating fits and gaps which exists between expectations or projections and reality. Process needs occurred when both segments of demand and supply changed. This situation needs new process in introducing more effective new profitable plans in the check and balance tasks. Industry and market changes are continuum type of occurrences and this type of changes to encourage new development to be built in specific time frame.

Demographic changes normally happened during the economy instability in population, the ups and downs. It colors the marketing pattern and formation including advertising tasks complete with specific promotion. Perceptual change is a kind of intangible change happening in peoples interpretation sourced from concept and facts in their daily life. This change is very meaningful as its a type of drastic changes. Knowledge base concepts sourced from availability various and numerous products introduced in open market among rivals which produced pronounced and promoted their respective advantages. 3. Eliminate some myths Major innovation myths commonly promoted by failure parties when they faced deadlock situation and no longer interested in making continuation. The following is the promoted major myths; a. Innovation is planned and predictable b. Technical specifications should be thoroughly prepared c. Creativity relies on dreams and blue sky ideas d. Big project will develop better innovation than smaller one e. Technology is the driving force of innovation and success They put problems ahead and they go stern with their failure. This is the needs of incubation process (Chapter 5.1 : Developing Creativity Item 2) 4. To define the 10 principles of innovation - Be action orientated. All time searching for new ideas as source of innovation. - People acceptance. Make the introduced or promoted product simple and understandable with free intricacy method. It also apply to system or process or service, a simplification of it. - Small beginning. This is important to the eyes of the world to detect and notice that our innovation keep on develop and growing larger. His is the needs of 10 years future projection and planning. - Align high. This method is to make innovation popular although vulnerable to be commented by many. The important is their feedback is our free source for knowledge accumulation to perform new invention. Also commonly known free nature resources. - Milestone schedule friendly. In this case following milestones schedule helps much in creating new and energetic working environment.

- Failure an innovation. Accept failure as innovation accomplishment. Reworking is a must task while enjoying new practical ideas which workable and profitable to be implemented.

- Make the product, process, or service customer-based type of product. What end users want most profitable products? (demographic) - Must continuously try or test or revise in detecting any weakness. - Aim high in reaching any point of niche value in open market and while deviate from saturated market place. - Must perform R & D to the specific weak point by means of creating new product as a replacement, something such as re-branding.
5. Illustrate the financial support for innovation. There is numerous and various financial support available as prospective in open market itself and the following; Venture capital environment sourced from personal, friend and families, angel investor, property liquidation, stake relinquishment, banking, and institution/organization. The main thing is the innovation plan (project and business) is understandable, system compliance, feasible, profitable plan. This is the face value of one coin. Chapter 6.0 : Ethical and Social Responsibility Challenges for Entrepreneurs In this chapter we all can learn the importance of ethics for entrepreneurs from the beginning point by defining the word of ethic. It is a conceptual framework to study ethics to leverage and enhance a dynamic environment by reviewing the meaning of constant dilemma of law versus ethics. Examining the role of ethics to discern entrepreneur and understand in the free enterprise system. Present the strategies for establishing ethical responsibility while emphasizing the importance of entrepreneurs in taking a position of ethical leadership. Defining Ethics Basically, ethics is the rules of conduct recognized in respect to a particular class of human actions or a particular group, organization, culture, custom, etc. In the world of entrepreneurial world, ethics is the principles describing sets of discipline which is highly feasible and quality pragmatic laying out the guidelines and determining the Dos and Donts in reaching profitable outcomes. Ethics and Laws

Ethics promote advancement and laws establishing boundaries. This is the important part for entrepreneurs to negotiate with. Moving forward extravagantly but having leaps and bounds with the laws is a hectic practice. In this case, entrepreneur needs to apply managerial rationalizations while maneuvering the overlapping or duplicate of interest between moral standard and legal requirements. Establishing a Strategy for Ethical Responsibility The prominent strategy is promoting both for Ethical Practices and Codes of Conduct, and Approaches to Managerial Ethics. Ethical Practices and Codes of Conduct is not a burden thing for entrepreneur to practice because everything has been stipulated in the specific book. The only thing is to enjoy some extra niche from the written clauses. Approaches to Managerial Ethics quite analytics in forming profitable goals as it relies on ambiguous management factors in immoral management, amoral management, and moral management. In this type of approach it needs holistic approach focus on providing standard principles system more than rules system. Ethical Responsibility is not an easy task to perform an ideal one. In this area of ethics, the process to structure institutional objectives is needed. So in building up a strategy for ethical responsibility, must create points of exciting and rewarding in organization. Ethics and Business Decision Before making any decision, determining the ethical dilemmas factors is a prime task. Ethical dilemmas factors are personality traits, conflict of interests, social responsibility to venture partners/stakeholders (if any), and level of openness. Once the four dilemmas factors in the right solution, then its a right time to make a final decision. The Social Responsibility Challenge The nature of social responsibility includes these particulars; 1. Environment pollution control, restoration or protection of environment, conservation of natural resources, and recycling efforts. 2. Energy conservation, efforts to increase energy efficiency, and provide energy saving programs. 3. Fair business practices employment and advancement of women, handicap, and all minorities group classified. 4. Human resources - promotion of employee health and safety, employee and training program, and introduce stress management system to employees. 5. Community involvement donations, sponsorship, and related community program in the area once needed.

6. Products enhancement of product safety, product safety education programs, and providing anti-pollution program and equipments. The opportunity for Ethical Leadership by Entrepreneurs Although ethical responsibility is a complex one, but there are key points for entrepreneur to realize. In complexity there is simplicity, and the key points are; 1. Personal integrity this is very powerful in ethical leadership. 2. Ethical example very effective be the key to employees to follow for their ethical performance.

Chapter 7.0 : Environmental Assessment - Preparation of New Ventures To establish new venture an Environmental Assessment must be used before making any final decision for yes or no. Environmental Assessment is a method of evaluation in determining the proposed venture really practical to be established. It uses Environmental Scanning as an indicator. What is Environmental Scanning? Environmental Scanning refers to the efforts by which an ownerentrepreneur examines the external and internal environments before making a decision. It also includes SWOT Analysis; Strengths, Weakness, Opportunities, and Threats. The external environment consists of variables; opportunities and threats; and has two (2) parts, task environment and societal environment. What is Task Environment? Task Environment includes elements or groups that directly affect and effected by an organizations major operation. What is Societal Environment? Societal Environment includes more general forces, do not directly touch the short run activities but able to influence its long run decision. What is Internal Environment? The internal environment consists of variables; strengths and weakness;

within the organization itself includes ventures structure, culture, and resources.

[ Quick learning through flowchart ]

Environmental Assessment

Environmental Scanning

External Environments....................Internal Environments

opportunities and threats..... SWOT Analysis.....strengths and weakness

task environment and societal environment....................ventures structure, culture, and resources

(elements or groups) and (general forces)....................ventures structure, culture, and resources ___________ Details ___________ SOCIETAL ENVIRONMENT (General Forces) Quote: Sociocultural - Economic - Political/Legal - Technological TASK ENVIRONMENT (Elements or Groups)) Quote: Stockholder -Supplies - Government - Employees/Labor Unions - Special Interest Group - Customers - competitors - Creditors - Trade Associations Communities

INTERNAL ENVIRONMENT Quote: ventures structure, culture, and resources __________________

Chapter 7.1 : Macro View The Economic and Industry Environments There are two (2) major areas warrant consideration in macro view; General economic environment, and Specific industry environment. 1. General economic environment Any venture relies on general economic environment and plays important roles in the success and failure. This is the reason economists in one country refer to GDP (Gross Domestic Products) value in talking focus on external environment in environmental assessment under environment assessment (Chapter 7.0). Similarly, in the world of entrepreneurs venture. Every person refers to these points in debouching their venture from the gloomy general economy and do revamp to the utmost level, if applicable and reasonable; a. Regulatory environment b. Regulatory agencies on the typical business c. Trends in policy formation d. Other significant public policy developments e. Examining the industry environment f. Minimize the possible constraints to industry development g. Back to competitive analysis and the components h. Taking the right steps (Item 2, below) 2. Specific industry environment a. clearly define the industry for the new venture b. analyze the competitive c. determine the strength and characteristic of supplier/inputs d. establish the value added measure of the new venture e. project the market size for the particular industry

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Chapter 7.2 : Micro View The Community Perspective Micro view or microenvironment assessment takes turn after macroenvironment assessment done or it might run simultaneously. It examining these areas of factors; Researching the Location, Determining reliance and deservedness, Examining the use of business incubators, and Evaluating environment trends Analyzing these areas of facets is a vital to success in establishing new venture as assessing the industry and the regulatory economy. 1. Researching the Location

Community demographics indicate the strength of purchasing power in the community. Analyzing these types of data; a. size of population complete with age range b. gender ratio and type for marketing c. income group as disposable type of income in the community; low, middle, high, esteem, and corporate levels d. economic base in the local area e. population trends f. popular hot spots and landmarks g. future infra-structure and development planned by local authority in the area h. overall business climate 2. Determining reliance and deservedness This facet is to determine what product should be prioritized as a key product which able to change buyers mind perception from desire to necessity. This part is very important to create the pilot product introduced be the bolt out of the blue. Next is to look for key local contacts in this area especially business affluent persons in getting tremendous impact for success. Also know as key players that able to attend promptly to customers once product introduced or during start-up period. Long term run and futuristic network building can be done determined through physical local development plan in future (refer Item 1g and 1h) including future local supports. 3. Examining the use of business incubators There are many definitions on business incubators. Through my profound learning, business incubators much better to be done by implementing outsource and or network agents system. This is imperative to reduce fixed costs in the venture and helps much in reducing BEP (Break Even Point) value. The main thing that venture location highly support services in term of financial, managerial, technical, and administrative are available and shared with network agents through outsource system. 4. Evaluating environment trends At the earlier or start-up stage its uneasy to determine the true environment trend unless for the specific tradition challenge for years or centuries. The best way to evaluate is by using the following sources; a. Gauge the local source b. Investigate the facts

c. Locale people (customer) behavior d. Several local related organization or authority body e. Web info g. Third party independence and non-profit category of report

Chapter 8.0 : Marketing Research for New Ventures

What are the objectives in market research for new ventures? The importance of having market research enabling management team to study and learn about changes happening in the market much quicker than competition. The objectives are; 1. To determine the available size of rivals (if any) and their weakness 2. To ensure the pioneering and leading factors 3. To review the importance of marketing research for new venture 4. To present useful contributing factors for near future rapid development 5. To measure the effectiveness of marketing concept; philosophy, segmentation, and customer behavior or orientation 6. To establish precise marketing plan 7. To supply precise details for SWOT Analysis in marketing 8. To determine the quality of gradual growth in venture 9. To introduce effective marketing tool 10. To decide which suitable marketing, advertisement, and sales strategies during start-up period Chapter 8.1 : Element of Marketing Success 1. Leadership 2. Listening 3. Teamwork 4. Coordination 5. Focus 6. Accountability 7. Flexibility 8. Continuity 9. Insight 10. Compensation plan

Leadership: an owner to one business established clear vision defined to all sub-ordinates, employees, related parties for them to initiate which also includes exciting and rewarding. Listening: businesss owner provides special channel for customers to forward their constructive comments complete with comment categories. Promptly attend to their comments with polite and quality in responding, customers are very proud for being listening their need through their comments. Teamwork: Solicit team members ideas with high sharing value in team building management making team member creatively produce new marketing force in generating high sales figure. Coordination: Common problematic shadow reasons does not exist; such as out-of-stock, delay in product delivery, pricing inconsistencies, and low quality customer service. Focus: Unified market target and audience making sales team very comfortable to pin point their target group. Accountability: Very clear in setting quantifiable goals for each program introduced or very initiative. Action measured and tracked for determining right approach to reproduce what works best. Flexibility: Respond quickly to changes in marketplace as consumers are fickle. __________________
Chapter 8.2 : Developing the Marketing Concept Marketing Concept is very useful in preparing Marketing Plan where it based on three (3) key elements; Marketing Philosophy, Marketing Segmentation, and Customer Behavior. Marketing Philosophy Marketing philosophy is very important in new venture and there three (3) types distinct type of marketing philosophies; production driven, sales driven, and consumer driven. Production driven philosophy is a method where entrepreneur produce genuine and quality product efficiently and think about sales later. Normally, this method used by high-tech product in new invention category. Sales driven philosophy focuses on personal selling and advertising in getting customers. An example is new auto-dealers relies much on sales driven philosophy. This type of philosophy

also surface during products overabundance in the saturated marketplace. Consumer driven philosophy very independent which it relies on research data on consumer preferences, necessity, desires BEFORE product actually begin. This type of philosophy much effective but not many entrepreneurs can adopt it. Three (3) Major Influence Factors Deciding Selection 1. Competitive pressure 2. Entrepreneurs background 3. Short-term focus Over the long run consumer driven philosophy is the most useful and giving most successful results. Although it takes time and use costs in doing marketing research at pre-production stage to one specific product or products selected in the venture. To cut down marketing researchs costs, the competitive information can be obtained through networking, related product available in open market, value chain, companies with related competencies, and internet. Marketing Segmentation Market segmentation primarily based on demographic research to identify the target sales group. Levels of income group in the population taken into account; low, middle, high, esteem, and corporate; determine where the product should be introduced at the start-up stage. Age factor accounted as next focal point support in the research. In demographic research, it also includes size of population, population education level, cultures, customs, geography, hot spot landmark, tourist hot spot, and community life calendar events. An example; To produce ice cream product, entrepreneur has to do research before produce varieties of ice cream in term of shape, taste, wrapping, etc. to be introduced as there are levels of ages and the selling price must relate to the community level of income group. Customer Behavior Customer behavior relies on human characteristic and the two (2) are personal characteristics and psychological characteristics. Personal characteristics 1. Social class 2. Income 3. Occupation

4. 5. 6. 7.

Education Housing Family influence Time Orientation

Psychological characteristics 1. 2. 3. 4. 5. Nature of needs (desire or necessity or stockpile) Perceptions (cosmopolitan or prestige or local) Self-concept (elite or activist or community) Aspiration group (idolism) Reference groups (sports, social, etc.)

Chapter 8.3 : Marketing Stages For Growing Ventures The four (4) stages are; Entrepreneurial marketing, Opportunistic marketing, Responsive marketing, and Diversified marketing. To remember the sequence of it, better memorize as EORD. The breakdown of Marketing Stages For Growing Ventures related to Marketing strategy, Marketing organization, Marketing goals, and Critical success factors Stage 1: Entrepreneurial Marketing Marketing Strategy [ Market niche ] Marketing Organization [ Informal, flexible] Marketing Goals [ Credibility in the marketplace ] Critical Success Factors [ A little help from your friends ] Stage 2 : Opportunistic Marketing Marketing Strategy [ Market penetration ] Marketing Organization [ Sales management ] Marketing Goals [ Sales Volume ] Critical Success [ Factors Production economies ] Stage 3 : Responsive Marketing Marketing Strategy [ Product-market development ] Marketing Organization [ Product-market development ] Marketing Goals [ Customer satisfaction ] Critical Success Factors [ Functional coordination] Stage 4 : Diversified Marketing

Marketing Strategy [ New-business development ] Marketing Organization [ Corporate and divisional levels ] Marketing Goals [ Product life cycle and portfolio management] Critical Success Factors [ Entrepreneurship and innovation ] __________________
What is market planning? Market planning is the process of determining a clear, comprehensive approach to the creation of customers. (remember in your project paper or in exam, you must write the word 'process', in the sentence of answer; lax in writing the word will gets no mark)

For developing this plan, the following six (6) elements are critical: 1. Marketing research Determining who the customers are, what they want, and how they buy. 2. Sales research Promoting and distributing products according to marketing research findings. 3. Marketing information system Collecting, screening, analyzing, storing, retrieving, and disseminating marketing information on which to base plans, decisions, and actions. 4. Sales forecasting Coordinating personal judgment with reliable market information. 5. Marketing plan Formulating plans for achieving long-term marketing and sales goals. 6. Evaluation Identifying and assessing deviations from marketing plan.

Chapter 8.5 : Marketing Research What is so important to comprehensively perform marketing research? Identify customers, target market, and to fulfill their desires.

The warrant consideration: 1. The companys major strengths and weakness (look for new opportunities) 2. Market profile (identify current market and service needs) 3. Current and best customers (take their feedback and look for market niche) 4. Potential customers (target this group to be current customers) 5. Competition (identify rivals to lead e.g. create contest, etc.) 6. Outside factors (determine threats) __________________ Why needs to have Sales Research Matching customer profile with sales priorities is a major goal in sales research. The list of potential questions in this research to be answered; 1. Do salespeople learned and practiced quality time management? 2. Do salespeople learned and practiced quality communication skills? 3. Do salespeople learned, practiced, and implementing the basic calculation for ROI and BEP Analysis?

4. What type of control tools used by management team to monitor and control sales made by salespeople? 5. Does administration team provides sales training program to salespeople? 6. Does the sales force contact decision maker? 7. Are territories aligned according to sales potential and salespeoples abilities? 8. Do salespeople getting the right sales product knowledge? 9. Do salespeople using the right tools in sales account updating? 10. Do the salespeople understand the potential customer needs? 11. Do salespeople given the right technique in identifying their potential target group? 12. Do salespeople efficiently reachable to their potential customer? 13. Does management team promptly contact salespeople if there is change in sales policy? __________________
Chapter 8.7 : Marketing Plans Marketing plans are part of a ventures overall strategic effort. How to prepare marketing plans? Follow this basic five (5) steps; Step 1: Apply Marketing Concept Refer Chapter 8.2 : Developing the Marketing Concept, which includes marketing philosophy, marketing segmentation, and customer behavior. Step 2: Account Projections Prepare projection cashflow, profit and loss, and balance sheet. All costs must refer to all related details in Step 3, Step 4, and Step 5. This is very important to relate Step 1 and Step 2 matching and as part of financial target achievement and control in reality. From this point, it develop specific sales plan for the current fiscal period. Step 3: Develop Marketing Strategies

Its needed to determine short-mid-long term goals. It includes advertising, sales promotion campaign, internet marketing (web site which provides direct interaction with customers, bulk e-mailing, etc.), telemarketing (support sales and after-salesservice, bulk or grouping SMS sending, etc.), pamphlets or leaflets dissemination, newspaper and multi-media advertisement, online and offline networking to increase sales force, and complete with contingency plan. Step 4: Develop product/service strategies Identifying the end-users, wholesalers, and retailers matched their needs and specifications. Step 4 must inter-related with Step 3. Step 5: Develop sales strategies Determine a pricing structure as specific selling price attracted customers. Select type and product quality to match the sales target group e.g. the same product but in various sizes of container (pack) with the respective reasonable price. Small container (pack) for low income group but they can still enjoy the same quality. Chapter 9.0 : Financial Preparation for Entrepreneurial Ventures In the financial segment, the key component financial condition of a business and or company venture at a certain date is Balance Sheet. Balance sheet must follow the basic traditional accounting equation which is assets equals to the sum of liabilities and owners equity; Assets = Liabilities + Owners Equity (Owners Equity in plain explanation it is Owners Capital) BASIC FLOW OF THE STATEMENT OF ACCOUNTS General ledger > Cash Flow > Profit and Loss > Balance Sheet In my explanation I will use the simple (common) word as possible to readers easily understand the real flow of the explanation except for the specific academic term. The Importance of Financial Information for Entrepreneurs General ledger account is a primary book keeping data account which collect

financial inflow and outflow notes (receipts, payment vouchers, payment invoices, etc.), array accordingly to the date sequence, and the flow total amount base on daily close date which finally ended with monthly general total amount for each month. Its also known as primary account reference database. The importance of general ledger is alerting entrepreneur to seriously take concern pieces of information on every income received and outcome spent. Cash Flow account consists of financial data details carried forward from general ledger and format the monthly flow statement of this data in sequence to the respective parts; Part Part Part Part Part 1 2 3 4 5 - income or revenue - outcome or expense the differences between Part 1 and Part 2 net cash flow ending cash balance

Important Note: The net cash flow for the first month (at beginning only) is the value represents how much money does an entrepreneur invested their own cash pocket money (Owners Equity) The ending cash balance of the first month automatically carried or brought forward be the net cash flow for the second month. This type of flow is continuous in the system, which means, the previous months ending cash balance be the net cash flow for next month. Profit and Loss account information measures the success of business. Its a compilation data related and supplied by Cash Flow account data details. It contains the carried forward data form the previous month to the current month, continuously for each month, and the differences in total amount form the results of the operation either for profit or loss value. Balance sheet account details the items the company owns (assets) and the amount company owes including interests bearing (liabilities). Assets divided into two (2) parts; current assets and fixed assets. Current assets termed as any item considered easy type of liquidation into cash money. Current assets details are the values of; (example)

1. 2. 3. 4. 5.

Profit and Loss account (business operation) Saving/Cash money-in-hand Cash deposit of any type e.g. fixed deposit, trust account, etc. Interest earnings etc, (easy type of liquidation)

Fixed assets details are the values of the current or present market value to the listed properties such as land, building, vehicles, machinery, office properties (automation and equipments), machinery, etc. Assets = Liabilities + Capitals (Current Assets + Fixed Assets) = (Current Liabilities + Interest Bearings) + (Initial Capital + Additional Capital)

Chapter 9.1 : Preparing Financial Statements (Introduction) We heard every year one country has to present the countrys Annual Budget in the parliament. From this nation event, we should already understood about how important is a budget as its one of the most powerful tools the entrepreneur can use in planning financial operations. There are three (3) common types of budget; operating budget, cash budget, and capital budget. What is the Operating Budget? The operating budget is a statement of estimated income and expenses over a specific period of time. What is the Cash Budget? The cash budget is a statement of cash receipts and expenditures over a specific period of time. Its also known as Cash Flow Budget. What is the Capital Budget? The capital budget is used to plan expenditures on assets whose returns are expected (projected) to last beyond one year. From those three (3) common budgets calculated, then the preparation of pro forma financial statements can be processed or started.

Before I explain it in details on the respective common budget, you need to have knowledge about financial glossary to academically understand the all financial terms involved in the explanations in the next sub-chapter 9.2 (financial glossary). Chapter 9.2 : Preparing Financial Statements - Financial Glossary Accrual system of accounting : A method of recording and allocating income and costs for the period in which each is involved, regardless of the date of payment or collection. A figure of amount and details of payee accounted as paid but in actual it will be paid later. Asset : Anything of value that is owned by business owner (personally) or owners business. Balance sheet : An itemized statement listing the total assets and liabilities of owners business at a given moment and also known as a statement of condition. (Chapter 9.0) Capital : The amount invested in a business by the proprietor(s) or stakeholders or stockholders. The money available for investment or money invested. (Chapter 9.0) Cash flow: The schedule of your cash receipts and disbursements. (Chapter 9.0) Cash system of accounting : A method of accounting whereby revenue and expenses are recorded when received and paid, respectively without regard for the period to which they apply. Collateral : Property you own that you pledge to the lender/financier as security of loan until the loan is repaid. Cost of goods sold : This is determined by subtracting the value of ending inventory from the sum of the beginning inventory and purchases made during the period. Gross sales less cost of goods sold gives you gross profit. Current assets : Cash and assets that can be easily converted to cash, such as accounts receivable and inventory. Current assets should exceed current

liabilities. (Chapter 9.0) Current liabilities : Debts you must pay within a year. (Chapter 9.0) Depreciation : Lost usefulness; expired utility; the minimum of service yield from a fixed asset or fixed asset group that cannot or not be restored by repairs or replacement of parts. Equity or Net Worth : An interest in property or in a business, subject to prior creditors. An owners equity in the business is the difference between the value of the companys assets and the debt owed by the company. For an example, I purchase assets by borrowing money $100,000 for which I pay $150,00 as full payment, my equity is $50,000. (Chapter 9.0) Expense : An expired cost; any item or class or type of cost (or loss form) carrying on an activity. That is why I apply in my daily life, spend is loss, for me to easily understand for what is the academic meaning of spending or expense. Financial statement : A report summarizing the financial condition of a business. It normally includes a balance sheet and an income statement. Gross profit : Sales less the goods sold or revenue minus expenses or selling price minus capital. All are in gross. Interest : The cost of borrowing money. Whereby, the full payment value higher than borrowing. Income statement : its also known as Profit and Loss Statement. A statement summarizing the income of a business during a specific period. (Chapter 9.0) Liability : Money you owe to your creditors which represent a claim against our assets. (Chapter 9.0) Loss : the expenses greater than the income or revenue. Also selling prices lower than capital. Nett profit : total income for the period less total expenses for the period.

Personal financial statement : A report summarizing your personal financial condition. Normally it includes a listing of your assets, liabilities, large monthly expenses, and sources of income. Profit : (See Net Profit and Gross Profit) as Profit usually refers to net profit. In common explanation, revenue is greater than expenses or selling price higher than capital. Profit and loss statement : Same as income statement. Variable cost: Cost that vary with the level of production on sales, such as direct labor, materials, and sales commissions. In our daily life, the variable costs are electric bill, water bill, etc. whereby in monthly it varies in each month which based on consumption. Working Capital : The excess of current assets over current liabilities. (Current Assets - Current Liabilities)
Chapter 9.2 : Preparing Financial Statements - The Operating Budget The first step in creating an Operating Budget is the preparation of the Sales Forecast. Sales forecast can be prepared in many several ways. One way is to implement a statistical forecasting technique such as simple linear regression. Simple linear regression is a technique in which a linear equation states the relationship among three (3) variables;

Y = a + bc
Y is a dependent variable which depends on the values of a, b, and c. a is a constant (in regression analysis, Y is dependent on variable c, all other things held constant) b is a slope of the line (the change in Y divided by the change in c) c is an independent variable (its not dependent on any of other variables) How to estimate sales?

Y is a variable used to represent the expected sales. c is the variable used to represent the factor on which sales are dependent. In reality, some business may believe their sales are dependent on their advertising expenditures, whereas others may believe theirs on other variables; such as walkin from product driven factor, mouth-to-mouth promotion from customer behavior driven factor, and sales force from sales driven factor, etc. When using regression analysis, the entrepreneur will draw conclusions about relationship between, for example, products sales and advertising expenditures. Another example; 1. If no money is spent on advertising, total sales will be $10,000 2. For every dollar spent on advertising, sales will be increased by two times that amount. Relating these two observations yields the following simple linear regression formula; Y = a + bc Y = projected sales a = $10,000 b = 2 (which is two times) c = advertising expenditures Therefore; Y = $10,000 + 2c By graph illustration;
Y = Projected sales

x = Advertising expenditures

The last step in preparing the operation budget is to estimate the operating expenses for
the period and the three (3) key key concept in developing an expense budget are fixed cost, variable cost, and mixed cost; A fixed cost is one that does not change in response to changes in activity for a period of time. Rent, depreciation, and certain salaries are examples. A variable cost is the one that changes in the same direction as and in direct proportion to changes in activity. Direct labor, direct materials, and sales commissions are examples. Mixed costs are a blend of fixed and variable costs. An example is utilities, since part of this expense would be responsive would be responsive to change in activity, and the rest would be a fixed expense, remaining relatively stable over the budget period. Mixed costs can present a problem for management in that it is sometimes difficult to determine how much of the expense is variable and how much is fixed.

After the expenses have been budget, the sales, cost of goods, and expense budget are combined to form the operating budget cost. After the operating budget cost has been prepared, the entrepreneur can proceed to the next phase of the budget process, the Cash-Flow Budget. Chapter 9.3 : Preparing Financial Statements - The Cash-Flow Budget The first step in the preparation of the cash-flow budget is the identification and timing of cash inflows. The cash inflows will come from three sources; 1. cash sales 2. cash payment received on account 3. loan proceeds Not all firms sales revenues are cash. In an effort to increase sales , most business will allow some customers to purchase goods on account. Consequently, part of the funds will arrive later periods and will be identified as cash payment received on account (accrual). Loan proceed represent another form of cash inflow that is not directly tied to the sales revenue. A firm may receive loan proceeds for several reasons, for example, the planned expansion of the firm (new building and equipment) or meeting cash-

flow problems stemming from an inability to pay current bills. Next will be the FINAL STEP in the budget process which is the preparation of PRO FORMA STATEMENT. Chapter 9.4 : Preparing Financial Statements Pro Forma Statements This is the final step in the budget process, Pro Forma Statements (PFS) which are projections of a firms financial position over a future period (pro forma income statement) or on a future date (pro forma balance sheet). In the normal accounting cycle, the income statement is prepared first and then the balance sheet. Similarly, in the preparation of PFS , the pro forma income statement is followed by the pro forma balance sheet. THE KEY STEPS 1. Prepare pro forma income statements for each month in the budget period, 2. Each month presents the anticipated income and expense for that particular period, 3. The Item 2 must followed the monthly pro forma income statement do, 4. Combines all months of the year. (see Chapter 9.0) The process for preparing a pro forma balance sheet (see Chapter 9.0) is more complex. The last balance sheet prepared BEFORE the budget period began, the operating budget, and the cash-flow budget are needed in preparing balance sheet. Starting with the beginning balance sheets balances the PROJECTED CHANGES as depicted from the budget are ADDED to create the projected sheet totals. After preparing the pro forma balance sheet, the entrepreneur should verify the accuracy by using the application of the traditional accounting equation; Assets = Liabilities + Owners Equity (see Chapter 9.0) SUMMARY OF ACCOUNT CHANGES FOR PRO FORMA BALANCE SHEET

Cash: Begin with the original cash balance, and add (or subtract) the change in cash as depicted on the cash-flow budget. Account receivable: Examine the last couple of months on the cash-flow budget to determine what charges will be included in he account receivable. Also, be sure all of the original receivables have been accounted for. Inventory: This figure can be picked up from the cost-of-goods budget Fixed assets: This number will probably remain the same; however, any changes can be picked up on the cash-flow budget from an analysis of the loan proceeds. Account payable: Again, examine the last couple of months on the cash-flow budget, and this time analyzing the purchases to determine what purchases will not have been paid for. Loans/notes payable: Analyze the loan proceeds. In addition, interest will have to be accrued in a separate interest-payable account. Capital: The major item to be included here is the projected net income for the budget period. Its also know as owners equity.

Chapter 9.5 : Preparing Financial Statements Capital Budgeting What is capital budgeting? A technique the entrepreneur can use to help plan for capital expenditures. I will provide an example for you to easily understand what type of venture that needs capital budgeting as nowadays many talking on real estate or property investment. Buy and sell a house for capital budgeting, which means, if you want to buy a house at the selling price $100,000 and you want to sell it at $130,000 in certain period. From the above example, your projection gross profit is $30,000. You paid for its upfront or down payment money for $5,000. Once its sold your capital is expanded to $25,000 from $5,000 (which you can keep as it came from your pocket money) and $25,000 will be the solid initial capital for your next property investment. From your $25,000 you want to buy another house with intention to sell it

for your capital gaining. This is called capital expenditure in capital budgeting, whereby it involved time value. There are three (3) common techniques used by entrepreneurs in preparing capital budgeting; Payback method, Net present value (NPV), and Internal Rate return (IRR). Payback method sometimes called as payback period. In this method the length of time required to payback the original investment is determining criterion. Any venture that requires a longer period will be rejected, and falls within the time frame will be rejected. Expected Returns = X(1 T) + Depreciation From the above formula in Payback method; X = Anticipated change in net income T = Applicable tax rate Depreciation is computed on a straight-line basis which is equals to; = Cost/Life Life means period of time. One of the problems with the payback method is that it ignores cash flows beyond the payback period. Thus, its possible for the wrong decision to be made. Many firms like to use this payback method with three (3) great reasons; 1. Its very simple to use in comparison to other methods, 2. Venture with a faster payback period normally have more favorable shortterm effect on earnings, and 3. If a firm is short on cash, it may prefer to use payback method because it provides a faster return of funds. Net present value (NPV) is a technique that helps minimize some of the shortcomings of the payback method by recognizing the future cash flows beyond the payback period. The concept works on the premise that a dollar today is worth a dollar in future. This procedure is referred to as discounting the future cash flows, and the discounted cash value is determined by the present value of the cash flow, the steps of using this approach; 1. Find the present value of the expected net cash flows of the investment 2. Discounted at the appropriate cost of capital

3. The value from Step 2 subtract the initial cost outlay of the project 4. The value from Step 3 is the net present value of the proposed project. Form the many projects calculated by using NPV technique the entrepreneur can select the project with the highest NPV. Excel program provides this method of calculation under financial tool. Internal Rate of Return (IRR) is similar to NPV and Excel program provides this method of calculation where the future cash flows are discounted. However, they are discounted at a rate that makes the NPV of the project equals to zero. The rate is referred to as the internal rate of the project. The project with the highest rate of return is the selected. Thus a project that would be selected under the NPV method also would be selected under IRR method. IRR is the best method among the three (3) methods. Use 'Excel' program much more easy to calculate IRR including to calculate house monthly rental earnings to compensate with bank's loan interest bearing and to know when is the suitable time to sell the purchased house or houses.

Chapter 9.6 : Preparing Financial Statements Break-Even Analysis

BREAK-EVEN POINT ANALYSIS In todays competitive market place, entrepreneurs need relevant, timely, and accurate in formation that will enable them to price their products and services competitively and yet be able to earn a fair profit. Break-even analysis supplies this information. What is Break-Even Point (BEP)? Break-even analysis is a technique commonly used to assess expected product profitability. It helps determine how many units must be sold in order to break even at a particular selling price. In fact, it also can calculate a single item, for example, the value of BEP to a cup of tea or a plate of noodle sell at the stall or night market or even at our own house.

Break-Even Point (BEP), the formula;

= Fc / [1 - (Vc/Re)]
Fc is Fixed cost Vc is Variable cost Re is Revenue; also as Sp is Selling price. Chapter 9.7 : Preparing Financial Statements Ratio Analysis

What is financial ratio analysis? Financial ratio analysis is financial statement anticipate conditions as a starting point for planning action that influence the course of events. Financial ratio analysis is very important to owners, managers, and creditors. More important than the simple calculation of formulas are the categories that explain what each ratio measures and what each ratio tells an entrepreneur. Financial ratio analysis can be applied from two directions, vertical analysis and horizontal analysis. Vertical analysis is the application of ratio analysis to one set of financial statement. Here, an analysis up and down the statements is done to find signs of strengths and weakness. Horizontal analysis looks at financial statements and ratios over time. In horizontal analysis, the trends are critical: Are the numbers increasing or decreasing? Are particular components of the companys financial position getting better or worse? FINANCIAL RATIOS: Ratio, Formula, Measure, and Tell Ratios: Owners, Managers, Short-Term Creditors, and Long-Term Creditors Ratio: Owner Component: Return on Investment (ROI) Formula: Net income/Average Owners Equity What it measures: Return on owners capital, when compared with return on asset, it measures the extent of financial leverage is being used for or against the owner What it tells: How well is this company doing as an investment Ratio: Owner Component: Return on Assets (ROA) Formula: Net Income/Average Total Assets What it measures: How well assets have been employed by management What it tells: How well has management employed company assets? Does it pay to borrow? Ratio: Managers

Component: Net Profit Margin Formula: Net Income/Sales What it measures: Operating efficiency; the ability to create sufficient profits from operating activities What it tells: Are profit high enough, given level of sales/ Ratio: Managers Component: Asset Turnover Formula: Sales/Average Total Assets What it measures: Relative efficiency in using total resources to produce output What it tells: How well are assets being used to generate sales revenue? Ratio: Managers Component: Return on Assets (ROA) Formula: (Net Income/Sales) x (Sales/Total Assets) What it measures: Earning power on all assets; ROA broken into its logical parts; turnover and margin What it tells: How well has management employed company assets? Ratio: Managers Component: Average Collection Period Formula: (Average Account Receivable/Annual Credit Sales) x 365 What it measures: Liquidity of receivables in terms of average number of days receivables are outstanding What it tells: Are receivables are coming too slow? Ratio: Managers Component: Inventory Turnover Formula: Cost of Goods Sold Expense/Average Inventory What it measures: Liquidity of inventory; the number of times it turns over per year What it tells: Is too much cash tied up in inventories? Ratio: Managers Component: Average Age of Payables Formula: (Average Accounts Payable/Net Purchasers) x 365 What it measures: Approximate length of time a firm takes to pay it bills for trade purchasers What it tells: How quickly does a prospective customer pay its bills? Ratio: Short-Term Creditors Component: Working Capital Formula: Current Assets Current Liabilities What it measures: Short-term debt-paying ability What it tells: Does this customer have sufficient cash or other liquid assets to cover its short term obligations? Ratio: Short-Term Creditors Component: Current Ratio

Formula: Current Assets/Current Liabilities What it measures: Short-term debt-paying ability without regard to the liquidity of current assets What it tells: Does this customer have sufficient cash or other liquid assets to cover its short-term obligations? Ratio: Short-Term Creditors Component: Quick Ratio Formula: (Cash + Marketable Securities + Account Receivable)/Current Liabilities What it measures: Short-term debt-paying ability without having to rely on inventory sales What it tells: Does this customer have sufficient cash or other liquid assets to cover its short-term obligations? Ratio: Long-Term Creditors Component: Debt-to-Equity Ratio Formula: Total Debt/Total Equity What it measures: Amount of assets creditors provide for each dollar of assets the owners provide What it tells: Is the companys debt load excessive? Ratio: Long-Term Creditors Component: Times Interest Earned Formula: [Net Income + (Interest + Taxes)] / Interest Expense What it measures: ability to pay fixed charges for interest from operating profits What it tells: Are earnings and cash flows sufficient to cover interest payments and some principal repayments? Ratio: Long-Term Creditors Component: Cash Flow to Liabilities Formula: Operating Cash Flow/Total Liabilities What it measures: Total debt coverage; general debt-paying ability What it tells: Are earnings and cash flows sufficient to cover interest payments and some principal repayments? Chapter 9.8 : Preparing Financial Statements Decision Support System (DSS) What is Decision Support System (DSS)? A technique to manage financial resources, facilitate the financial process through the use of integrated pro forma financial statements and the generation of alternatives that can be quickly explored. It uses specific ratio formula, calculates, measures and tells the meaning in dollars and cents; for balance sheet ratio, income statement ratio, overall efficiency ratio, and specific efficiency ratio. Ratio Name: Balance Sheet Ratio - Current

How to calculate: Current Assets/Current Liabilities What It Means In Dollar and Cents? : Measures solvency; the number of dollar in current assets for every $1 in current liabilities. Ratio Name: Balance Sheet Ratio - Quick How to calculate: (Cash + Accounts Receivable)/Current Liabilities What It Means In Dollar and Cents? : Measures liquidity; the number of dollars in cash and account receivable for each $1 in current liabilities. Ratio Name: Balance Sheet Ratio - Cash How to calculate: Cash/Current Liabilities What It Means In Dollar and Cents? : Measures liquidity more strictly; the number of dollars in cash for every $1 in current liabilities. Ratio Name: Balance Sheet Ratio Debt To Worth How to calculate: Total Liabilities/Net Worth What It Means In Dollar and Cents? : Measures financial risk; the number of dollars of debt owed for every $1 in net worth. Ratio Name: Income Statement Ratio Gross Margin How to calculate: Gross Margin/Sales What It Means In Dollar and Cents? : Measures profitability at the gross profit level; the number of dollars of gross margin produced for every $1 of sales. Ratio Name: Income Statement Ratio Net Margin How to calculate: Net Profit before Tax/Sales What It Means In Dollar and Cents? : Measures profitability at the net profit level; the number of dollars of net profit produced for every $1 of sales. Ratio Name: Overall Efficiency Ratio Sales to Assets How to calculate: Sales/Total Assets What It Means In Dollar and Cents? : Measures the efficiency of total assets in generating sales; the number of dollars in sales produced for every $1 invested in total assets. Ratio Name: Overall Efficiency Ratio Return on Assets (ROA) How to calculate: Net Profit before Tax/Total Assets What It Means In Dollar and Cents? : Measures the efficiency of total assets in generating net profit; the number of dollars in net profit produced for every $1 invested in total assets. Ratio Name: Overall Efficiency Ratio Return on Investment (ROI) How to calculate: Net Profit before Tax/Net Worth What It Means In Dollar and Cents? : Measures the efficiency of net worth in generating net profit; the number of dollars in net profit produced for every $1 invested in net worth. Ratio Name: Specific Efficiency Ratio Inventory Turnover

How to calculate: Cost of Goods Sold/Inventory What It Means In Dollar and Cents? : Measures the rate at which inventory is being used on an annual basis. Ratio Name: Specific Efficiency Ratio Inventory Turn-Days How to calculate: 360/Inventory Turnover What It Means In Dollar and Cents? : Converts the inventory turnover ratio into an average days inventory on hand figure. Ratio Name: Specific Efficiency Ratio Account Receivable Turnover How to calculate: Sales/Accounts Receivable What It Means In Dollar and Cents? : Measures the rate at which accounts receivable are being collected on an annual basis. Ratio Name: Specific Efficiency Ratio Average Collection Period How to calculate: 360/Account Receivable Turnover What It Means In Dollar and Cents? : Converts the account receivable turnover ratio into the average number of days the firm must wait for its account receivable to be paid. Ratio Name: Specific Efficiency Ratio Accounts Payable Turnover How to calculate: Cost of Goods Sold/Accounts Payable What It Means In Dollar and Cents? : Measures the rate at which accounts payable are being used on an annual basis. Ratio Name: Specific Efficiency Ratio Average Payment Period How to calculate: 360/Accounts Payable Turnover What It Means In Dollar and Cents? : Converts the account accounts payable ratio into the average number of days a firm must takes to pay its account payable. Chapter 9.9 : Preparing Financial Statements Summary
Entrepreneurs must learn the three basic or principle financial statements to enhance their knowledge and management skills; the income statement (profit and loss), the balance sheet, and cash-flow statement. While preparing on those basic statements, entrepreneurs also engage in learning the key budget preparations; the operating budget, the cash-flow budget, the capital budget. It works not only before a business/investment started, but it also a key tools to monitor the running business/investment. In real business world and the related business activities, accounts pro forma statements are also known as projection account statements. Its needed in one business plan or business proposal in searching investors and or seeking business loan from money lender or financier or financial institution. From effective account pro forma statements, the investors or financiers can obviously see the business strengths and weaknesses in one business plan the levels of opportunities and threats for their decision making whether worth investment

or otherwise. For a student as academic achievement is concerned, mastering this type of knowledge will be helpful in their future job application. Where, they professed the techniques how to prepare, manage, and monitor account statements; which also really needed in company or business financial management. Able to detect the future financial development in business activities and restructure its financial components once needed. Much important, entrepreneurs get the right steps what does an opportunity means in term of financial growth and financial disaster in investment; short-term, mid-term, and long term.

Chapter 10.0 : Developing an Effective Business Plan

Introduction One of the best business plan for your study reference is GENERICO, INC. business plan prepared by Price Water House Coopers in 1997. Whatever, the business plan which you create will require information specific to your industry and your company and should be based on real market information and your best-estimate projections. What is a business plan? A business plan is the written document details the proposed venture. It must describe current status, expected needs, and projected results of the new business. The aspect that needs to be covered: the project, marketing, research, essential critical factors to the business success of planned undertaking. It formulates realistic goals, commitment, milestones, and flexibility. It shows where the business to go with the entrepreneurs roadmap for a successful enterprise. Realistic goals explained the specific, measurable, and set within time parameters to reach business goals. Commitment from the supportive networks which including employees and team members. Milestones well structured the subgoals achievement and the continuity. Flexibility by means of obstacles must be anticipated, and alternative strategies are well formulated. What are the objectives of business plan?

A business plan promotes two (2) major objectives; rewards investors in business venture and future practical success development. Chapter 10.1 : Benefits of a Business Plan The entire business planning process forces the entrepreneur to analyze all aspects of the venture and to prepare the effective strategy to deal with uncertainties that arise. BENEFITS OF A BUSINESS PLAN 1. The time, effort, research, and discipline needed to put together a formal business plan force the entrepreneur to view the venture critically and objectively. 2. The competitive, economic, and financial analysis included in the business plan subject the entrepreneur to close scrutiny of the assumptions made about ventures success. 3. Since all aspects of the business venture must be addressed in the plan the entrepreneur develops and examines operating strategies and expected results for outside evaluators. 4. Drives an entrepreneur using the right communication tools for outside financial resources which needs standard preparation of business plan. 5. An effective business plan provides true information in getting more investors. Investors will delve into the pro forma statement details provided for their decision making in pursuing their investment into the proposed business e.g. bank, financier, institution, individual, etc. 6. Pro forma statements written reflected the actual adequate return on equity and the service-to-debt as well. 7. Critical risks factor comprehensively handle through risks management written in business plan also as great tools for investors to determine an entrepreneur is ready to face contingencies and the unprecedented financial risks. 8. A comprehensive and concise overview on the entire business operation gives true and through business financial evaluation. 9. Well explained the continuous plenty opportunities building in business

operation: planning, organizing, departmental, and control. Obviously gives proves the quality management and production. BUSINESS PLAN DOS AND DONTS

Executive Summary Do: Get right to the point Dont: Write more than a page and a half Management Do: Play up your previous successes Dont: Paper over the gaps in your team Marketing Do: Send a product sample, if you can or applicable Dont: Underprice your services because you failed to get good market data Financial Do: Run cash-flow models at different growth rates. Dont: Inflate or understate your margins Overall Do: Have a qualified party proofread your plan. Dont: Forget to use feedback WHY BUSINESS PLAN FAIL The plan is constructed around strategies that are defined inaccurately. The plan, while substantial, cannot be described clearly by management. The plan lacks detailed information about job responsibilities and operating schedules. The plan does not state goals and objectives lucidly and in professional terms. The plan is incomplete. mary This section should be written only after other nine sections have been completed

and not more with two pages. It is a brief overview directing reader what is to follow and highlighted your strategic points by referring the number of page, respectively. Section 2: Business Description A. General description of the business B. Industry background C. Potential, goals, and milestones of the business D. Uniqueness of product or service Section 3: Marketing A. Research and analysis - 1. Target market (customers) identified - 2. Market size and trend - 3. Competition and the list of competitors identified - 4. Estimated market share B. Marketing Plan - 1. Market strategy sales and distribution - 2. Pricing - 3. Advertising and promotions Section 4: Operations A. Identify location - 1. Advantages - 2. Zoning - 3. Taxes B. Proximity to supplies C. Access to transportation Section 5: Management A. Management team key personnel B. Legal structure stock agreements, employment agreements, ownership C. Board of Directors, advisors, consultants, and other legal panels Section 6: Financial

A. Financial forecast/projection - 1. Profit and loss - 2. Cash flow - 3. Break-even analysis - 4. Cost controls - 5. Budgeting plan Section 7: Critical Risks A. Potential problems B. Obstacles and risks C. Alternative courses of action Section 8: Harvest Strategy A. Transfer of asset B. Continuity of business strategy C. Identify successor Section 9: Milestone Schedule A. Timing and objectives B. Deadlines and milestones C. Relationship of events and future scheduled events Section 10: Appendix and Bibliography hapter 11.0 : Assessment and Evaluation of Entrepreneurial Opportunities - Pitfalls in selecting new ventures The first key area of pitfalls in selecting new ventures; 1. Lack of objective evaluation No matter who is an entrepreneur, they lack of regular, vigorous, and continuous; study and investigation; while rivals keep moving forward. 2. No real insight into the market Managerial shortsightedness caused an entrepreneur behind in developing marketing approach.

3. Inadequate understanding of technical requirement An entrepreneur cannot be too thorough and time consuming on doing research. They must outsource to the right selected and qualified third parties. 4. Poor financial understanding Ignorant of costs is a victim of inadequate research and planning. This poor factor contributed low current assets to run their business cash flow account effectively. 5. Lack of venture uniqueness An entrepreneur does not sensitive to be out of box in producing product or service and the pricing strategy, as well. Leading factor is not their priority. 6. Ignorance of legal issues Ignorance in providing employees legal requirement is one of the main sources shortage skillful and productive employers. Ignoring legal requirements devalued the product/service reliability in customers perception. No concern on the necessity of patents, trademarks, and copyrights to protect the invention. Chapter 11.1 : Critical factors for new-venture development

The critical factors have to be determined by an entrepreneur after ensuring what type of the product/service fall into marketing philosophys element driven factor?. Does it into product driven factor? Or sales driven factor Or customer driven factor. A NEW VENTURE IDEA CHECKLIST 1. Basic feasibility of the venture: Can it work? Is it legit? 2. Competitive advantages of the venture: what to offer? Leading rivals product/service or not? How to maintain the competitive edge? 3. Buyer decisions in the volume: do the identified customers really exist? How many are there in estimate? Where are customers located? 4. Marketing of goods and/or services: what are the costs for advertising and selling? What is the share market? Who will perform the selling function? What is the pricing strategy? Where are the networks?

5. Production of goods and/or services: are sources of supplies available at reasonable price? What are the alternatives during supply shortage? Does delivery on time? Does quality manpower adequate? Which system used for quality control? Does it meet the environment quality control? Do all equipment and machineries well supplied and efficient? 6. Staffing decisions in the venture: are they well recruited? Are they competent? Who will make the decision if the key people leave? What are the benefit plans for them? How to control their infidelity? 7. Control of the venture: what record and filing systems needed? Who will responsible for them? Are there special key controls spared? 8. Financing the venture: how strong is the working capital? do the current assets helping the running cash flow? Who are the backup financiers once urgently needed? Does fixed asset highly liquidate? Backup investors, who are they? Chapter 11.2 : An employee self-assessment

The basic self-assessment is by using SWOT analysis: Strengths, Weaknesses, Opportunities, Threats. This type of assessment is to identify elements that should be enhanced and changed. Strengths are to be fully utilized and weaknesses must take change to strengths zone. In both there are opportunities while negotiating with threats that exist in between. 1. 2. 3. 3. Have each employee do a personal SWOT analysis? Have employees go over their SWOT analysis together? Acknowledge the good in each-plan toward goals Revisit the plan monthly and every quarterly.

Source: Scott Miller, Have You Done Your SWOT Analysis Lately? Entrepreneur.com Your Business (January 14, 2002) http://www.entreprenuer.com How to assess your strengths? _ _ _ _ where do you excel? what points of usefulness in your organization? what unusual skill(s) do you bring to your job? what experience provides you depth of understanding for the work you do

_ what particular needs of your organization do you meet _ what standards do you adhere to that benefit your company How to assess your weaknesses? _ where do you fall short? _ what types of tasks do you fail to get done on time? _ in what ways do you not work well with fellow staff? _ what skills do you lack that would help you do your job more effectively? _ in what areas have you failed to provide what your organization needs to serve its customers more efficiently and make more profit? How to assess your opportunities? _ how does your job contribute to the bottom line of the organization? _ how might technology provide you a leg up in helping your organization? _ how can you help your organization capitalize on the economic downturn? _ how can you and your job benefit from the many rivals? _ what is going on in your market, your city, your country, and your state that can benefit you and the job you do? How to assess your threats? _ how does the current economy affect your position? _ how is your organization changing, and will any of those changes make what you do less important? _ do you need to change your function in the organization, take on new responsibilities to remain as useful as before? _ do you perform a particular task that no one has realized is obsolete, but will?

MAKE A PLAN
An effective plan should use strengths and confront weaknesses while taking advantage of the opportunities and neutralizing the threats.

Chapter 11.3 : Why new venture fail 1. Lack of preparation for Initial Capital and Working Capital. Please refer to Chapter 9.7 2. Lack of research in Return On Investment effects the running cash flow.

3. Lack of research on Break-even analysis, influenced sales to perform price skimming sales method (slash down selling price in hoping getting big volume). Products promotion method poorly performed. 4. Poor marketing strategy; less number of identified potential customers and overreliance on one customer. 5. Poor timing in making entry to marketplace and with no leading factor. 6. Overburden with too large amount of debt taking at early stage and there are too many leakage factors in expenditures (spending). 7. Product design and competitive edge problems in the open market or specific marketplaces. 8. Poor management or service for product delivery and customer service slow responding. TYPES AND CLASSES OF FIRST-YEAR PROBLEMS 1. Obtaining external financing 2. Internal financial management 3. Sales/Marketing 4. Product Development 5. Production/operation management 6. General management 7. Human resources management 8. Economic environment 9. Regulatory environment and insurance Chapter 11.4 : Evaluation Process EVALUATION QUESTIONS

1. Is it your product or service can be copyrighted or patented? 2. How reliable is your product or service? Is it verified by regulatory body? 3. Have you participated in any trade show or any recognition point of product display? 4. Is your product or service easily understood by potential customers? 5. Is your product or service having many competitors? 6. Is your product or service able to exploit niche market, any new niche? 7. Have you reworked on customers feedback on your product or service? The community feedback also should be relied and counted. 8. Is your product or service enjoying rapid growth with low working capital? 9. Are the initial production costs realistic? 10. Are the initial marketing costs realistic? 11. Does the product have potential for very high margins? 12. is the time required to get to market and to reach the break-even point realistic? 13. Is the potential market large? 14. Which group of your product/service initial customers? Do they able to be part of your sales network? 15. What change have you determined to be made on your product or service in getting more customers? (inter-related with Item 7). Chapter 11.5 : Emerging themes from surviving founders of entrepreneurial firms

1. Look the mirror a lot Get knowing oneself skills and deficiency is very important to an entrepreneur. Skillful in certain area of bailiwick, thing which is to be fully utilized up to mark, deficiency should be outsourced or delegated to the

relevant productive parties while do learning from them on on-going basis. The key point in natural self-development and the network, as well. 2. Love your product The great value to be promoted to customers is to love your product. To reach this value is to use comprehensive feasibility approach method which includes service orientation; technical feasibility and marketability. Technical feasibility is to attract and satisfy potential customers. The design of the product or service offer is very attractive in appearance. Durability (product) and reliability (product or service) be the customers first acceptance for their continuation in purchasing. Marketability means having great potential in generating sales networks with less marketing expenditure and high ROI. The powerful sales force done by networks due to the effective marketing plan on the products or services advertised and promoted. From that element, the product or service able to survive in general economic trends which are consumer spending, consumer product searching, and consumer product liking. 3. Honor your customer Taking personal responsibility to satisfy customers in the market served. 4. Treat your people well Two categories of people to be treated very well, partners and employees, in obtaining an astute judge of people. In this case, study people is the key point of study. 5. Keep your integrity It is a bedrock principle where its able to create leading factor in your business partners and also rivals circle. __________________ Chapter 12.0 : Legal Structures for New Business Ventures Inhere, explanation based on academic learning and the basic principles. In reality legal structure of formation; business and company; different country legalized different Business and Company Acts monitored by respective Registration of Business and Registration of Company under control Company Commission. Below are the samples of one country Company Formation;

1.1 Classification Of Companies ( Quick Viewing Click Here ) 1.2 Issue Of Shares And Debentures ( Quick Viewing Click Here ) 1.3 Company Formation ( Quick Viewing Click Here ) 1.4 Statutory Records And Annual Returns ( Quick Viewing Click Here ) 1.5 Capital Structure ( Quick Viewing Click Here ) 1.6 Classes Of Shares ( Quick Viewing Click Here ) 1.7 Loan Capital (Debentures) ( Quick Viewing Click Here ) Basically there are three legal forms of organization; the sole proprietorship, the partnership, and the corporation. __________________ Chapter 12.1 : Sole Proprietorship A sole proprietorship is a registered business wholly owned and operated by one person under Business Act in one country. The owner has the right to all of the profits, bears all liabilities, and obligations. It is an easiest way to legalized one business operation and widely used.

Advantages of Sole Proprietorship - 1. Ease of formation (less formality) - 2. Sole ownership of profit (no profit sharing as it is individual wholly owned) - 3. Flexibility management (individual/solo decision making) - Relative freedom from government control (less government interference) - 4. Freedom from corporate business taxes (owner taxed as individual taxpayer)

Disadvantages of Sole Proprietorship - 1. Unlimited liability (owner wholly bears the liabilities) - 2. Continuity uncertainty (if the owner ill or dies) - 3. Capital limited (normally, the owner operates business with less capital) - 4. Hardly obtaining long-term financing support/backup (lender such as bank and financial institution less interested by taking consideration on Item 1, 2, and 3, as high risk factors) - 5. The One-Man-Show limitation (individual ability to manage, handle, and control the entire business operation alone; limited in term of training, and expertise) - 6. Expose to bankruptcy easier compare to partnership and corporation. __________________

Chapter 12.2 : Partnership Ordinarily, business registry body needs a valid and legal business partnership agreement during registering partnership form of business. A partnership is an association of two or more individuals as business partners also know as co-owners. Each individual or person registered as partner owned specific portion of share as stipulated in the valid and legal business partnership agreement. The agreement associated as an endorsement, where the agreement number printed in the certificate of business registration. Every partner contributes skills, money, labor, property accordingly to their stated share portions and the value. For example; Smith and Wilson formed a partnership business with seventy percent and thirty percent of shares, respectively; the value of each contribution of money and/or property and/or skills and/or labor must reciprocates the share percentage. In the partnership business agreement the following details written; 1. Each partners name complete with; the same name printed on the NRIC (National Resident Identity Card) or Passport, NRIC or Passport number, and resident address (domicile). 2. Portion of shares. 3. Duration of agreement and the agreement is revisable and renewable. 4. Category of partners characteristic; active or silent, general or limited 5. Portion of profits and losses. 6. Partners at inception or later date contribution. 7. Statement of right(s) of continuing partner(s). 8. Salaries and method of disbursement. 9. Windup and dissolution of partners death. 10. Method of Release of debts. 11. Handling method on business expenses. 12. Statement of separate debts. 13. Business conduct authority by each partner. 14. Accounting keeping method; books, records, etc. 15. Future sale of partnership interest.

Some countries applied standard partnership agreement with share of co-ownership only the details should be determined by partners.

Chapter 12.2.1 : Partnership Advantages and Disadvantages ADVANTAGES of PARTNERSHIPS 1. Ease of formation with a business partnership agreement 2. Profit sharing with direct rewards 3. High possibility in initial capital gaining and skills from partners. 4. Prompt decision making once needed as every partner taking specific post position in the business operation. 5. Least government control and interference; same as sole proprietorship. 6. Partners pay their taxes on individual basis, respectively. 7. Business continuation flexibility if one partner dies. DISADVANTAGES of PARTNERSHIPS 1. One partner bears unlimited liabilities, the same liabilities bearing obliged to sole proprietorship. 2. Continuity limited when one of the partner dies, business can run as usual as the continuation based on the business partnership agreement; new partners creation or remaining partners available taking over by right. 3. Obtaining external financial resources e.g. bank, financial institution, etc. needs all partners satisfaction and agreement upon loan proceeding.
Chapter 14.0 : Sources of Capital for Entrepreneurs Start up capital is a very import to entrepreneur in their business venture. It varies depending on what type of business and its size. Basically, entrepreneur needs to know how to differentiate between debt and equity as methods of financing. Examine commercial loans and public stock offerings as source of capital. Learning about private placements gives an opportunity for equity capital. Study the market for venture capital and to review venture capitalists. The importance of studying and evaluate venture capitalists for a selection. Examining the existing angel capital as informal risk-capital market. There are six common sources of fund for entrepreneur to build up the list and they are; 1. Bank loans/Credit institutions - Commercial banks - Corporative banks

- Community banks - Invoices/Account receivable undertaking institutions - Third party loan guarantees - Credit cards 2. Family and friends - Using personal ties - Asset sales - Profit sharing base of offerings 3. Private Equity - Pawn outlets - Offer publishing through world wide web, internet base - Redeemable preferred stock 4. Public Equity - Venture capitalists investment by stake holding - Venture capitalists investment by profit sharing - Commercial-banking links 5. Corporate support - Strategic partnership 6. Entrepreneurship or government financial support programs.

Chapter 14.1 : Debt Versus Equity as method of financing Entrepreneur must learn what is debt financing, and what is equity financing. Knowledgeable in the differentiation between the both financing, will help much entrepreneur in discerning themselves how to manage their debts and equity. Using debt financing needs a payback of the funds complete with interests. Equity financing is selling part or portion of your ownership in the venture. DEBT FINANCING Short-term borrowing is necessary to support initial capital for new venture to initiates. Shortterm means the period of one year or less and the repayment method base on monthly with the incurred interest. For example, purchasing small machine or equipment which able to meet the return through efficient production. The machine produces product specifically for the identified potential customers. Common source for this kind of debt financing is commercial bank which provides industrial sector loan facility. Commercial Banks Entrepreneur must ensure they are steadfast in providing business plan measures the answers to the following questions, in general;

1. What do you plan to do with the money? 2. How much do you need? 3. When do you need it? 4. How long will you need it? 5. How will you repay the loan? Advantages; -ownership relinquishment not required -potential greater return on equity -cost of borrowing is low during period of low interest rate Disadvantages; -regular monthly repayment required -payback responsibility intensified due to continual cash-flow problem -able to inhibit growth and development if cash-flow fail Debt financing also necessary for long-term type of venture and there are many sources as an alternative for entrepreneur selection. 1. Finance companies 2. Factoring companies 3. Trade credit from suppliers 4. Account receivable financing EQUITY FINANCING Equity financing does not carry debt value because entrepreneur gives up part of the ownership in return for this funding. It is a form of money invested in the venture with no obligation of payback without interest bearing. By comparison it is much safer than debt financing. It can be done through IPO (Initial Public Offerings) and this is the main reason why many companies interested to apply for public listing at bourse or stock exchange house. Public Offerings - (related thread, click here) Many company interested in going public in raising capital. It is done through the sale of securities on public market and the term going public is commonly refers as going listing in bourse or stock exchange house. The first part to do is issuing IPO (Initial Public Offerings). To ease your understanding, have you seen IPO published on newspaper with the initial fixed buying price before it go for listing at bourse? They offer their securities to the general public to participate with cash payment. Some advantages of this approach in raising capital;

1. Size of capital amount: approved by Securities Commission (SC) and SC is under Ministry of Finance in one country. What amount of its size? (See 'Capital Structure' ) 2. Liquidity: once one company has been listed at stock exchange, owner(s) of the company can sell their stock. For the companys working capital, large amount already obtained through IPO. 3. Value: The marketplace (stock exchange) puts the value on the companys stock, which in turn allows value to be placed on the corporation. 4. Image: general public will put eyes as stronger company because its traded publicly in the open share market. Having some float levels of public traded company to the eyes of customer, financiers, and customers. Some disadvantages of this approach in raising capital; 1. Costs: lots of professional fees, advertising cost, printing cost, etc. involved in preparing IPO. The said costs are underwriting the stock, accounting fees, legal fees, prospectus printing and distribution. 2. Disclosure: all of the details about companys affair have to be made public. 3. Standard requirements: Taking or drains lot of time, energy, money from management in preparing paperwork as required by Security Commission regulations. 4. Shareholder pressure: Management at all time must think about high earnings achievement as the company is publicly known. Having stress in giving high dividend to the shareholder. __________________ Chapter 14.3 : The Venture Capital Market One of the powerful funding sources for new ventures is Venture Capitalist. Who are the venture capitalists? Venture capitalists are the groups of well experienced professionals provide a full range of financial services for new and growing ventures. What are the financial services provided by venture capitalists? - Capital for start-ups and expansion - Market research and strategy - Management evaluation - Management audit - Management consulting - Help establishing controls; management and accounting - Technical agreement negotiation assistance

- Open contact with prospective important business people, suppliers, customers, and networking Dispelling Venture Capital Myths 1. Venture capital firms want to own control 2. Venture capitalists are ROI satisfied 3. Venture capitalists are quick to invest 4. Venture capitalists are interested in backing new ideas 5. Venture capitalists are high technology inventions 6. Venture capitalists are taking management is a secondary consideration 7. Venture capitalists only need basic summary info before they make an investment Chapter 14.5 : Factors in Venture Capitalists' Evaluation Process Before I explain the evaluation process will be done by venture capitalists, it would be much better to know the process stages and I have had my own experienced many times; Venture Capitalists' Process Stages Stage 1: Documents submission (Day 1 by hand) Stage 2: Initial screening (waiting for 1 week) Stage 3: Evaluation of the business plan (waiting for 1 week) Stage 4: Oral presentation (1 day) Stage 5: Final evaluation (waiting for 1 week) Venture Capitalists' Evaluation Process 1. Industrial economic factor > Saturated/Niche 2. Product/Service leading factor > High/Low 3. Product/Service rivalry factor > High/Low 4. Key persons factor > Related/Non-Related 5. Management skills level > High/Low 6. Accounting: Current running cash-flow > High/Low 7. Market Segmentation > High/Low 8. Track record > High/Low 9. Knowledge or Technical-know-how > High/Low 10. Method of statements in operation/production/service management > High/Low VENTURE CAPITALISTS SCREENING CRITERIA 1. Venture capital firm requirement 2. Nature of proposed business 3. Economic environment of proposed business 4. Proposed business strategy 5. Financial on the proposed business

6. Proposal characteristics 7. Entrepreneur/Team characteristics

Chapter 14.6 : Types of Angel Investors Types of Angel Investors (AI) There are five (5) basic groups; Corporate, Entrepreneurial, Enthusiast, Mictomanagement, and Professional angels. Corporate angels they are senior managers with several backgrounds of experiences such as early retirement, laid off, etc. needed to occupy some important senior management positions in entrepreneur venture to beef up managerial skills level. Entrepreneurial angels these groups have another source of incomes and the most prevalent type of investors. They also possessed high wealth value and the best group to approach. Enthusiast angels a calculative group of angel investor and use deal method. This group usually comes from 65 or older, independently wealthy and a type of one man decision party. Their style of investment (normally) based on short-term investment. Micromanagement angels a serious group of investor and most of them are from silver spoon life group. These groups less approached by small entrepreneurs because micromanagement angels interested in portfolio ventures. They are also building up their gigantic portfolio companies. Professional angels this group of investor is a professional investor by profession; doctor, lawyer, accountant, etc. Professional investor normally will invest in their particular field of profession interests. For example, wealthy doctor like much to invest in health product/service type of venture.

ADVANTAGES OF ANGEL INVESTOR 1. Angel's Characteristics - Value adding, geographically dispersed, more permissive investor 2. Investment Characteristics - Seek small deals, prefer start up and early stage, invest in all industry sectors, like high-tech firms 3. Added Bonuses - Leveraging effect, give loans guarantees DISADVANTAGES OF ANGEL INVESTOR 1. Little follow on money 2. Want a say in firm 3. Could turn out to be "devils" 4. No national reputation to leverage

Chapter 15.0 : Strategic Planning for Emerging Ventures - CHAPTER OBJECTIVES 1. What are the important elements for an entrepreneurial venture? 2. Explore the nature of strategic planning 3. What are the key dimensions that influence a firms planning process 4. Pointing out the reasons why entrepreneurs do not carry out strategic planning 5. To know some relations between strategic planning and the benefits 6. What are the common approaches entrepreneurs use to implement a strategic plan 7. Reviewing the nature of operational planning for a venture THE NATURE OF PLANNING IN EMERGING FIRMS The main objective of business planning is to provide and implement the formal and systematic business plan. The objective of formal business plan is to be in the circle of contemporary business standard formality and the requirements in the region where business is operating. The objective of systematic is the effectiveness of business plan to excel in reality, exercised or practiced by entrepreneurs. Business plans formality and systematic does exhibits many strengths and opportunities in entrepreneur venture. Therefore, the venture growing with right inclination/development steps/stages from the Seed, Start up, Early growth, Established, and Corporate. STAGE OF DEVELOPMENT IN ENTREPRENEURIAL FIRM Seed-stage

Start up

Early growth

Established

Corporate
Formal and systematic business planning must includes these type of elements;

1. Strategic planning 2. Operational planning Chapter 15.1 : Strategic Planning What is Strategic Plan? Strategic plan formulate the effective management concentrates on opportunities and threats in long- range plans. It defined the ventures specific, measurable, achievable, reachable, time frame, exciting, and rewarding to the respective future business direction. Strategic plan draws the clear layout of the specific businesss venture; vision, missions, objectives, competencies, managerial abilities, technical proficiencies, and sources of fund. Strategic planning includes strategic management which implemented the following strategic processes; Environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environment scanning applies to both; external and internal; scanning processes. External environmental scanning accounts the social environment (general forces) and task environment (industry analysis). The internal environmental scanning includes structure (chain of command), culture (beliefs, expectations, values), and resources (assets, skills, competencies, knowledge). Strategy formulation is a detailing process in the mission (reason for existence), objectives (what results to accomplish by when), strategies (plan to achieve the mission and objectives), and policies (broad guidelines for decision making). Strategy implementation is the process of conducting programs (activities needed to accomplish a plan), budgets (cost of the programs), and procedures (sequence of steps needed to do the job) Evaluation and control is to determine the performance which is a process to monitor performance and take corrective action. It also revises the procedure in strategy implementation.

STRATEGIC MANAGEMENT MODEL

Quote: Environment Scanning (External and Internal)

Quote: Strategy formulation (Mission, Objectives, Strategies, Policies)

Quote: Strategy implementation (Programs, Budgets, Procedures Evaluation and Control)

Quote: Evaluation and control (Performance)

................................ ..............................
Quote: Environment Scanning - Strategy formulation - Strategy implementation Chapter 15.2 : Key Dimensions Influencing a Firms Strategic Planning Activities 1. Demand on strategic managers time 2. Decision making speed 3. Problems of internal politics

4. Environmental uncertainty 5. The entrepreneurs vision Demand on strategic managers time This is the time one business needs owners manager(s) perspective in building up the most effective evaluations and control. Every each details in the components; environmental scanning, strategy formulation, strategy implementation; must be scrutinized for prompt actions to be taken once discrepancies found below par. Decision making speed In the growing development, decision support system must works effectively for decision making process where procedures will determine the speed of decision making. The most effective procedure is by using delegation of decision making power in every critical point of demand. Problems of internal politics Internal politics in one firm mean the power-seeking activities done by managers. To resolve this type of problem or difficulty, one firm needs to provide a formal process by which to channel partisan organizational priorities. Environmental uncertainty In this part, strategic planning must includes the steps of contingencies or unprecedented plans to react promptly to any environmental incongruities. Drastic changes happened in general economy development and product rivalry are the main major contributing factors. The entrepreneurs vision Entrepreneurial vision needs to be transformed into action in reality. In this area of development, it needs effective measurable and prompt steps; Step 1 commitment to an open planning process (avoid having fear loss of control) Step 2 accountability to a corporate conscience (owners right direction) Step 3 establishment of a pattern of subordinate participation in the development of the strategic plan (create new energy in organizational process) Chapter 15.3 : The Lack of Strategic Planning There are five basic reasons for the lack of strategic planning in one firm or business administration and management;

1. Mentally perceived a strategic planning is costly The great fear factor in business owners is having strategic planning an expensive thing to have. The associated costs with the planning to be very high and for small business, this plan is to ignore or avoid. 2. Lack of expertise/skills Many small business operators are generalists and their business operation still negotiating with high number of rivalries. Make them concentrate on their main business products or services that can meet their break-even as far as they are able to continue their business operation. At this point, they feel they no need to have expansion and their unification making them lack of expertise or skills. 3. Lack of trust and openness Hesitant to let employees participate in their strategic planning, making business owners think that this plan reveals their business secrecy. Consequently, more benefits go to their employees that them and they have to avoid or ignore preparing strategic plan. 4. Lack of knowledge Minimal exposure of business planning make business owner unfamiliar with the strategic planning process and the components. They do not what are the benefits to their business development and for future business progress. 5. Time scarcity Business owner find hard to allocate their time in facing their business day-to-day operating schedules. Their business operation management not yet reached the efficient level.

All of the above points showing that venture having problems with long-range planning. Unfavorable economic conditions and inexperienced managers also be the main contributing factors to poor planning climate to some business owners. Their current business survival is a priority and strategic planning is their secondary at time.
Chapter 15.4 : The Value of Strategic Planning Does strategy planning pay off? Many studies shown that it was a strategically paid off. 1. Elaine Mosakwoski, A Resource Based Perspective on the Dynamic Strategy Performance Relationship: An Empirical Examination of the Focus and Differentiation Strategies in Entrepreneurial Firms, Journal of Management 19 (4) (1993):pp.819-839

2. Jeffrey S. Becker and John N. Pearson, Planning and Financial Performances in Small Mature Firms, Strategic Management Journal7 (1986):pp.503-522 3*. Christopher Orpen, The Effects of Long-Range Planning On Small Business Performance: A Further Examination, Journal of Small Business Management (January 1985):p.22 REPORTED BENEFITS OF LONG-RANGE PLANNING* High-Performance Firms Cost savings 52% More efficient resource allocation 66% Improved Competitive position 64% More timely information 42% More accurate forecasts 76% Better employee morale 31% Ability to explore 72% Reduced feelings of uncertainty 42% Faster decision making 49% Fewer cash-flow problems 36% Increased sales 65% Low-Performance Firms Cost savings 50% More efficient resource allocation 51% Improved Competitive position 49% More timely information 31% More accurate forecasts 70% Better employee morale 32% Ability to explore 47% Reduced feelings of uncertainty 30% Faster decision making 46% Fewer cash-flow problems 30% Increased sales 50% STRATEGIC PLANNING LEVELS 1. Structured Strategic Plans (SSP) 2. Structured Operation Plan (SOP) 3. Intuitive Plan (IP) 4. Unstructured Plans (UP) Structured Strategic Plans (SSP) Formalized, written long-range plans covering the process of; - determining the major outside interest focused on the organization - expectations of dominant inside interests

- information about past, current, and future performance - environmental analysis - determination of strengths and weaknesses of the firm and feedback Structured Operation Plan (SOP) Written short-range operational budgets and plans of action for current fiscal period. The typical plan of action would include basic output controls, such as production quotas, cost constraint, and personal requirements. Intuitive Plan (IP) These formal plans are developed and implemented based on the intuition and experience of the firms owner. They are not written and are stored in the memory of the owner. They are of a short-term duration, no longer than one year in nature. They depend on objectives of the owner and he firms present environment. Unstructured Plans (UP) No measurable structured planning in the firm.

Chapter 15.5 : Entrepreneurial and Strategic Actions For your study, I think better I share this piece of information and an easy way for you to understand; Source: R. Duane Ireland, Michael A. Hitt, S. Michael Camp, and Donald L. Sexton, Integrating Entrepreneurship and Strategic Management Actions to Create Firm Wealth, Academy of Management Executive 15(1) (February 2001):p.51

THE INTEGRATION OF ENTREPRENEURIAL AND STRATEGIC ACTIONS

Quote:

Entrepreneurial

Strategic action

Entrepreneurialact Innovations Strategic action Entrepreneurialact Networks Strategic action Entrepreneurialact Internationalization Strategic action Entrepreneurialact Organizational learning Strategic action Entrepreneurialact Top management teams and governance Strategic action Entrepreneurialact Growth Strategic action

Wealth Creation
Chapter 15.6 : Implementing A Strategic Plan There are many approaches for new venture to take. It depends on a function of the entrepreneurs personality, and also the environment in which the firm operates. Below is one of the strategic approaches which include the following factors of position, leverage, and opportunities; Strategic logic, Strategic steps, Strategic question, Source of advantage, Works best in, Duration of advantage, Risk, and Performance goal. Strategic logic Position: establish position Leverage: leverage resources Opportunities: pursue opportunities Strategic steps Position: identify an attractive market locate a defensible position fortify and defend Leverage: establish a vision build resources leverage across markets Opportunities: jump into the confusion keep moving seize opportunities finish strong Strategic question Position: where should we be? Leverage: where should we be? Opportunities: how should we proceed? Source of advantage

Position: unique, valuable position with lightly integrated activity system Leverage: unique, valuable, inimitable resources Opportunities: key processes and unique simple rules Works best in Position: slowly changing, well-structured markets Leverage: moderately changing, well-structured market Opportunities: rapidly changing, ambiguous markets Duration of advantage Position: sustained Leverage: sustained Opportunities: unpredictable Risk Position: it will be too difficult to alter position as conditions change Leverage: company will be too slow to build new resources as conditions change Opportunities: managers will be too tentative in executing on promising opportunities Performance goal Position: profitability Leverage:long-term dominance Opportunities: growth Next I will explain about other four formal approaches; Opportunity management, Milestone planning, An entrepreneurial strategy matrix model, and Multistage contingency __________________ Chapter 15.7 : Opportunity management, Milestone planning, An entrepreneurial strategy matrix model, and Multistage contingency Opportunity management The opportunity management approach is based mostly on environmental analysis and the process involves the following construction of these areas of profile; 1. An evaluation of internal resources 2. A forecast of external market conditions 3. An evaluation of company strengths and weaknesses 4. A formulation of business objectives Learning by the flowchart diagram; STRATEGIC PROFILE Internal profiles External profiles Key strengths and Weaknesses Business objectives

OPPORTUNITY PROFILE

Action programs Resource requirements Expected results

(sub-divides) Program classification Organization Budgets Financial statements Schedules/expectations

MONITOR AND CONTROL

Milestone planning The milestone planning approach is based on the use of incremental goal attainment that takes a new venture from start-up through strategy reformulation (See Zenas Block and Ian C. MacMillan,Milestones for successful Venture Planning. Harvard Business Review (September/October 1985):pp.184-196 From there what I can summarized that it used the completed each important step before moving on to the next one, and finally all of it linked together into an overall strategic plan. This method is very popular with new ventures that are technical in nature, have multiple phases, or involve large sum of money. The three major advantages of using milestone planning approach are; 1. The use of logical and practical milestone 2. The avoidance of costly mistakes caused by failure to consider key parts of the plan, and 3. A methodology for re-planning, based on continuous feedback from the environment An entrepreneurial strategy matrix model This method developed by researchers Sonfield and Lussier by performing their research on Boston Casualty Group (BCG) matrix. An entrepreneurial strategy matrix measures risk and innovation. Innovation is defined as the creation of something new and different. In term of measurement, the newer and more different the proposed product or service is, the higher it would be scored on a measurement scale. Risk is defined as the probability of major financial loss. The risks focus on these issues: What are the chances of the entrepreneurial venture fail?; and How serious would be the financial resulting loss? EXPLANATION BY USING GRAPH To ease your understanding on this matrix, use the common YX axis graph; for the vertical Yaxis it scales for Innovation and the horizontal X-axis scales for Risk. Draw two equally intercepted straight lines (vertical and horizontal, respectively) to make four portions in the

graph. From there, you can obviously see these portions; low innovation with low risk, low innovation with high risk, high innovation with low risk, and high innovation with high risk. Multistage contingency Multistage contingency approach processed and developed by reviewing the various approaches to entrepreneurship. It reviews three critical parts; the individual, the venture, and the environment; in four levels; Strategic entrepreneurial assessment, New-venture initiation, Entrepreneurial development continuation, and Emerging entrepreneurial issues. STAGE 1: Strategic Entrepreneurial assessment 1- Opportunity 2- SWOT Analysis* LEVEL 2: New-venture initiation * SWOT Analysis 1. New-Venture Initiation 2. The Business Plan Process New-Venture Initiation - Creativity - Assessment Evaluation - Feasibility The Business Plan Process - Definition - Benefits - Business Plan Development STAGE 3: Entrepreneurial development continuation All results from the parts in STAGE 2: New-venture initiation brought forward into this stage 3. Processing in another four parts in STAGE 3; Entrepreneurial growth and development, Managing paradox and contradiction, Acquisition of a venture, Valuation and succession of entrepreneurial ventures; 1. Entrepreneurial Growth and Development understanding the entrepreneurial company 2. Managing paradox and contradiction 3. Acquisition of a venture 4. Valuation and Succession of Entrepreneurial Ventures Methods of Valuation, and Succession Strategy

LEVEL 4: Emerging entrepreneurial issues

All results from STAGE 3 brought forward to this STAGE, the results will be breakdown to the following categories; 1. Corporate Entrepreneurship 2. International: The Global Expansion 3. Women Entrepreneurs 4. Family Business 5. Entrepreneurial Careers __________________
Operational planning is also known as short-range planning or functional planning. It is a specific practice or process established for strategic planning in the areas of finance, marketing, production, and management, functional process. Many firms commonly perform operational planning rather than strategic planning.

Operational Planning Process Operational planning process incorporates all of the factors involved in strategic planning. It carries out the objectives set forth in the strategic planning. For example; Each department or functional area needs to establish the budget and policies that will guide its operations on day-to-day basis. The daily needed operational planning process to establish sales policies, financial policies, credit policies, service policies, and manufacturing/production policies determine the daily course of business. Although procedures are similar to policies, they are usually policies that have been standardized as a continuing method. Established policies allow entrepreneurs the freedom to work more on strategy since each specific functional problem does not have to be analyzed. Policies and guidelines to the decision making and ensure the decision is consistent with objectives. Thus, operational planning becomes the on going phase that brings a ventures strategic plan to action. Lucid explanation, we just take Digital Bhoomi forum site as another practical example; the forum rules, terms of use, forum index, functional related internalinter-links; are the components of operational planning process.

Chapter 16.0: Managing Entrepreneurial Growth - INTRO What is managing entrepreneurial growth? Managing entrepreneurial growth is the most critical business tactic for the future success of business enterprises. It is a great challenge because an entrepreneur needs to develop and understand of management change. In previous chapters, we have learned/learnt about the business strategic planning and now to further our learning process on how to enhance business management skills and abilities.

A Ventures typical life Stages and Cycles New-Venture Development

Start-up Activities

Venture Growth

Business Stabilization

Innovation or Decline

This chapter examines the followings; 1. Five stages of a typical venture life cycle; development, start-up, growth, stabilization, and innovation or decline 2. What are the elements involved with an entrepreneurial firm? 3. What are the ways entrepreneurs build adaptive firms? 4. What is the transition that occurs in the movement from an entrepreneurial style to a managerial approach? 5. What is the importance of the self-management concept in managing the growth stage? 6. What are the key factors that play a major rule during the growth stage? 7. To determine the complex management of paradox and contradiction 8. To discern the very useful steps for breaking through the growth wall Chapter 16.1: Venture Development Stages In the true exam we have to describe every stage in words of explanation to prove that we really understood what it is all about. Look very simple because it is a common heard terms but when the time for us to compose the description, it is not an easy thing like what we looked. This is the different between study in Bachelors Degree and Masters Degree. In Bachelors Degree student go by the book but in Masters Degree student go out of the book with their own words in mastering their understanding the definition and the meaning to the specific description.

Venture Development Stages Alfred Chandler has presented a firms evolution in the following stages: 1. Initial expansion and accumulation of resources 2. Rationalization of the use of resources 3. Expansion into new markets to assure the continued use of resources 4. Development of new structures to ensure continuing mobilization of resources - Alfred Chandler, Strategy and Structure (Cambridge, MA: MIT Press, 1962) New Venture Development This is the first stage of business venture, new venture development, the initial phase of entrepreneurial as foundation where the activities associated with the beginning of business formulation. To determine what are the vision, missions, objectives, competency, managerial ability, technical proficiency, and sources of fund. Start-Up activities After the new venture development stage, this is the stage to go for start-up activities in building up and interconnect, efficiently; teamwork, opportunity (business plan), and resources. It is all about to launch the venture with the typified strategic and operational planning steps. An effective marketing plan is much needed on running the show as the key of success in start-up stage. Growth Growth stages can be divided into two divisions because of major changes during this stage; growing up and growing out. Growing up means the business growth able to cope with the growth venture and growing out having two variable results; less demand or less supply. At this stage, problem or solution whether in the forms of unification or expansion needs prompt action to be taken by entrepreneur. Normally, the rapid change is unable to cope up by creative entrepreneur. A total different move in change during growth stage compare to start-up stage, where sometimes incongruities far differences in results happened in reality compare to paperwork which is done during start-up. Growth stage is a transition point from entrepreneurial one-person leadership to managerial team-orientated leadership. Business Stabilization A number of developments commonly occur during business stabilization where it is a result of both market conditions and the entrepreneurs effort. The said development in which commonly

occur are increased competition, consumer reaction to entrepreneurs product(s) or service(s). it drives entrepreneur either enjoying profitability or prone to losses. Innovation factor much help entrepreneur during growth stage. Innovation or Decline An easy conclusion that can be made is any firm fail to innovate will die. This is the time where entrepreneur needs productive teamwork with highly potential networks to make their venture profitable because it is able to jump start both points; opportunity and resources; in identifying potential customers. Chapter 16.2 : Building The Adaptive Firm What is an adaptive firm? An adaptive firm increases opportunity for its employees, initiates change, and instills a desire to be innovative. Entrepreneurs can build an adaptive firm in several ways Donald F. Kuratko, Jeffrey
S. Hornsby, and Laura M. Corso, Building an Adaptive Firm, Small Business Forum (spring 1996):pp.41-48.

What are the ways to build up an adaptive firm? The following are not flexible rules, but they do enhance a ventures chance of remaining adaptive and innovative both through and beyond the growth stage Steven and Jarillo-Mossi,
Preserving Entrepreneurship, pp.13-16

1. Share the Entrepreneurs Vision 2. Increase the Perception of Opportunity 3. Institutionalize Change as the Ventures Goal 4. Instill the Desire to Be Innovative Share the Entrepreneurs Vision Companys direction should be made clear throughout the organization in order employees to understand. These kind of sharing allow the entrepreneurs vision to be shared and permeated to all parties involved. It can be done directly through meetings, conversations, or seminars and also by symbolic events such as gatherings, family days, recognition events, and displays. Increase the Perception of Opportunity Increase the perception of opportunity to employees can be done through careful job design. It is able to define the objectives for which in enhancing employees level of responsibility. This allows employees in different functional areas to work collaboratively. Institutionalize Change as the Ventures Goal This entails a preference for innovation and at the same time the change rather than preservation of the status quo. If opportunity is to be perceived the environment of the enterprise must not only encourage it but also establish it as a goal. Within this context, a desire for opportunity can

exist if resources are made available and departmental barriers are reduced. Instill the Desire to Be Innovative The desire of personnel to pursue opportunity must be carefully nurtured. Words alone unable or will not create the innovative climate. The specific following steps should be taken; Step 1: Provide reward system Step 2: Minimize an environment that allow or prone or propensity for failure Step 3: Flexible operations Step 4: The development of venture teams and team performance goals need to be established Chapter 16.3 : The Transition From An Entrepreneurial Style to a Managerial Approach What is the key transition occurs during the growth stage of a venture? The key transition occurs is managerial style during the growth of a venture. It runs by the functionalities of organization, and management team. In order to bring necessary changes to cope with the growth of venture, entrepreneur will optimize every change whether it is a type of unification or expansion. Other steps to consider are; 1. Modification or bowdlerization to enhance management skills 2. Institutionalization the all established decision making points in the organization 3. Productive management person to be promoted or replacement needed 4. Rationalization between upper and bottom levels of management staffs by developing middlelevel management. 5. Enhance all control points at operation and management in the organization 6. May needs re-structuring in organization by adding professional staffs or reshuffling process take place 7. Balancing the culture level between entrepreneurs view and administrative view 8. New idea needed to level up integration between teamwork, resources, and plan 9. Does training needs to be introduced? If so, what category of training? 10. How to established high centralized decision making system?
Chapter 16.4 : Balancing the Focus (Entrepreneur and Manager) What is balancing focus between entrepreneur and manager(s)?

Balancing focus is a way of having profitable integration of innovation and creativity between business owner and manager(s) by translating the spirit of innovation and creativity. To make this explanation easier to be understood, better learning by examples; The entrepreneurs point of view 1, Where is opportunity? 2. How do I capitalize on it? 3. What resources do I need? 4. How do I gain control over them? 5. What structure is best? The managers (intrapreneur) point of view 1. What resources do I control? 2. What structure determines our organizations relationship to its market? 3. How can I minimize the impact of others on my ability to perform? 4. What opportunity is appropriate? SUMMARY From the above questions from both parties that roused, very obvious the words used are opportunity, capitalize, resources, control, structure, organizations relationship, market, minimize, impact, ability, perform, and appropriate. It is clear there those words are the elements of innovative and creative and to translate the spirits of each, entrepreneur needs to integrate it all in centralization system

Chapter 16.5 : The Self Management Concept What is the Self-Management Concept? To help entrepreneurs manage the growth stage better, a self-management concept has been proposed by group of researchers Charles A. Snyder, Charles C. Manz. And Raymond W. LaForge, SelfManagement: A Key to Entrepreneurial Survival, American Journal o f Small Business (July/September 1983):pp.20-26.

What are the key steps in this process? 1. Self-scrutiny: quality time needed and entrepreneur must analyze their time for how it is being used. 2. Self-established goals: prioritizing the scheduled appointments to reach the self-specific goals, measurable and achievable. 4. Cueing strategies: the firms environment must be arranged to have cues that remind personnel of the appropriate behaviors for effective performance. 5. Self-applied consequences: this is the what if step in the process. What if the proper

behavior is, or is not, accomplished? This step provides the rewards of punishment, self induced to encourage the proper actions. In this way, consequences are applied that reinforce the complete self-management approach. SUMMARY Entrepreneurs can apply the self-management concept to improve their management abilities. This process follows the idea of knowledge through analysis, of goal setting, and of reinforcement. It is a way for entrepreneurs to analyze their managerial styles, to realign behaviors and time allotments, and to reinforce effective management techniques. Selfmanagement can be especially useful for entrepreneurs whose enterprises are in growth state. Chapter 16.6 : Understanding the Growth Stage Understanding the growth stage means understanding coordination and flexibility. Any metamorphosis process there must be keys of change or transformation. What are the key factors during growth stage? CCTR Change, Control, Responsibility, and Tolerance of failure Change the continuum type of change in planning, operation, and implementation. It does results of effects in term of resources, people and structure. Control problems created by growth development are command and control. Many questions start kick-in; 1. Does control system imply trust? 2. Does the resource allocation system imply trust? 3. Is it easier to ask permission than to ask forgiveness? These questions reveal a great deal about the control of venture. If the answer is yes means the business is in good blend of control and participation. What conclusion should be taken if the answer is no? Each negative response should be closely examined. Responsibility It regards the distinction of authority and responsibility, as they become more apparent. Authority can always be delegated, but it is most important to create a sense of responsibility. This action establishes flexibility, innovation, and as supportive environment. People tend to look beyond the job alone if a sense of responsibility is developed, so the growth stage is better served by the innovative activity and shared responsibility of all of firms members. Tolerance of failure What are the main sources that need tolerance of failure?

1. Moral failure violation of internal trust 2. Personal failure brought about by a lack of skill or application 3. Uncontrollable failure caused by external factors in which difficult to prepare for or deal with. It effects the limitations in resource, strategic direction, and market changes are examples of forces outside the control of employees. Chapter 19.2.1 : Pressure and Interests Inside the Firm In learning these types of challenge; pressure and interests; INSIDE a family business or business family, there are two main elements as the contributing factors inside the family, and outside the family. INSIDE THE FAMILY BUSINESS - Inside the family - Outside the family

INSIDE THE FAMILY

Quote:

The Family Managers - Hanging onto or getting hold of company control - Selection of family members as Managers - Continuity of family investment and involvement - Building a dynasty - Rivalry

OUTSIDE THE FAMILY

Quote:

The Employees - Rewards for Loyalty - Sharing of equity, growth, and success - Professionalism - Bridging family transitions

- Stake in the company

Chapter 19.2.2 : Pressures and Interests Outside the Firm In learning these types of challenge; pressure and interests; OUTSIDE a family business or business family, there are two main elements as the contributing factors The Relatives, and The Outsiders. OUTSIDE THE FAMILY BUSINESS - The relatives - The outsiders

INSIDE THE FAMILY

Quote:

The Relatives - Income and inheritance - Family conflicts and alliances - Degree of involvement in the business

OUTSIDE THE FAMILY

Quote:

The Outsiders - Competition - Market, product, supply, and technology influence - Tax laws - Regulatory agencies
Chapter 19.2.3 : Forcing Events Forcing events are the natural environment and economic environment as sources in the cause of the owner/manager replacement, having said as have to. The typical examples; death, illness physical or mental, abrupt departure, legal problems, severe business decline, and financial difficulties. 1. Death: resulting a force in the heirs immediately having to find a successor to run the business operation

2. Illness physical: a form of a force in non-terminal physical incapacitation 3. Illness mental: a form of a force in psychological breakdown 4. Abrupt departure: leaving or leg off without prior notice or immediate retirement 5. Legal problems: breached the agreement or violation of law or inflicted by law 6. Severe business decline: a force to owner/manager decided to leave their helm 7. Financial difficulties: replacement of owner/manager needed for the purpose of borrowing from any lender, as required or directed That is why; the reason for the needs of a de facto agreement to be endorsed in family business. Chapter 19.2.4 : Sources of Succession In family-owned business there are two sources of succession, contributed by entrepreneurial successor, and managerial successor. What is an entrepreneurial successor? An entrepreneurial successor is an owner (also as manager) to the family-owned business who drives the business venture with creativity and ingenuity producing critical ideas new-product development and making progress for future venture. What is a managerial successor? A managerial successor is someone who held managerial level of post executes the obliged operation with the right operation management system, efficiently; planning, organizational, departmental, and control; leading the operation getting high ROI. KEY STRATEGIES FOR HEIR There are two key strategies for heir or new-comer to prepare once changes-hands occurred; to look into family-owned business as business concerns factor to be determined; business factor and family factor. Business Factors Keeping up with technology Attracting/keeping strong non-family members Lack of qualified employees Customer pricing demands Employee education Government regulations

Increasing costs of labor and materials Taxes Access to capital Greater competition from e-commerce/internet Foreign competition Need to globalize business Economic and political instability in other countries Family Factors Choosing and preparing successors Family employee compensation/ESOP Family conflicts Financial expectations of non-active family Lack of consensus on family values and mission Creation of family council Becoming ingrown __________________
Chapter 19.2.5 : Legal Restrictions Owner/manager/leader must schedule their time in learning the related laws, acts, enactments, codes that governing the family-owned business. Matter of fact, there are various laws/acts/enactments/codes governing bodies; federal government, local government, state, district, etc. This is very important as it is a legal restriction issue, negligence does reflects the low quality management to the eyes of outsiders and more worse to the internal employees. The quick learning method is by reading court case journals as reference. Another source is from panel lawyer(s) or known friendly attorney, as they can provide guidance and the right direction for which part to prioritize. From here, there are opportunities to bargain with the legal restrictions in gaining high ROI in business operation. From the journals of the past legal restriction history, the parts that should be taken seriously; 1. Why they failed in court case? 2. What points made they failed? 3. How much they have had paid for sentenced guilty? 4. Did they proceed with the appealing process? 5. What points they used to appeal? 6. Were there any tax payment journal case? 7. Who won the court case in tax payment journal case?

8. What were their winning clauses or points to refer? 9. Does giving money to the local donation home is termed as tax rebate? (gaining business reputation in return) 10. Does providing employee training program is termed as tax rebate? (gaining quality human capital in return) 11. Does providing local community development program is termed as tax rebate? (gaining local community supports in return) Many opportunities to look into in legal restriction.

Chapter 19.3 : Developing a Succession Strategy From Donald F. Kuratko and Richard M. Hodgetts, Succession Strategies for Family Businesses, Management Advisor (spring 1989):pp.22-30; see also Mark Fischetti, The Family Business Succession Handbook (Philadelphia: Family Business Publishing Co., 1997). My understanding from their articles on Developing a Succession Strategy. Developing a succession strategy involves several steps: Step 1: Understanding the contextual aspects Step 2: Identifying successor qualities Step 3: Understanding influencing forces Step 4: Carrying out the succession plan Understanding the Contextual Aspects The five key aspects that must be considered for an effective succession follow; Time Quality time management much needed as every action to be taken is categorized by both; drastic and scheduled; in making prospective decision making. As drastic action can occurs at and in all of the time fractions; free time, spare time, scheduled time, quality time, and prosper time. Type of venture Looking for intrapreneur type of employee is not an easy task as they are capricious group of people. They are the key personnel groups in quality managerial successor. The venture success is in great level measured by key personnel groups and their networks in every type of venture executed. Capabilities of Managers

Managers capability measured through their high management skills which is reflects the level of their efficiency. Where, efficiency measured by the ratio of high output over low input in their works. Its a very important factor in getting profitable results in operation management, marketing and sales. Entrepreneurs Vision As vision runs simultaneously with missions and objectives, an entrepreneur must has a clear vision and not mixed type of vision in getting the target point in business. A clear vision will flow out the effective development phases. An example is Apple Computer, where one of the founders, Steven Jobs, was replaced by John Sculley because the board of directors felt that a more managerial, day-to-day entrepreneur was needed to replace the highly conceptual, analytical jobs. Environmental Factors The business environment changes be the great reason a successor is in need at the top. The Sculley example is one case in point. Another is Edwin Land of Polaroid. Although his technological creativity had made the venture successful, Land eventually had to step aside for someone with more marketing skills. In some cases owners have had to allow financial types to assume control of the venture because internal efficiency was more CRITICAL to short-run survival than was market effectiveness. Identifying Successor Qualities The characteristic needed from one successor; - Good performance in financial - Good performance in marketing - An acceptable time; fundamental honesty and capability - Good health; energetic, alertness,and perception - Enthusiasm about the enterprise - Personality compatibility with the business - High degree of perseverance - Stability and maturity - Reasonable amount of aggressiveness - Thoroughness and a proper respect for detail - Problem solving ability - Resourcefulness - Ability to plan and organize - Talent to develop people - Personality of a starter and finisher - Appropriate agreement with the owners philosophy about the business Understanding Influencing Forces

There are three issues be the influence forces to be understood in looking and getting a successor in family-owned business; Family and business issues Business environment Stage of the firms development Businesss traditions and norms Family culture, strength, and influence Owners personal motivations and values Owners concerns -Relinquishing power and leadership -Keeping the family functioning as a unit -Defining family members future roles in the business -Assuring competent future leadership in the firm -Educating family and non-family members about key roles -Keeping non-family resources in the firm Family members concerns -Gaining and losing control of family assets -Having control over decisions made by business leadership -Protecting interest when ownership is dispersed among family members -How to get money out of the business, if necessary -Assurance that the business will continue -Does ESOP (Employee Stock Ownership Plan) is also known as ESOS (Employee Stock Ownership Scheme) Carrying Out the Succession Plan Carrying out the succession plan is to solves all the problems highlighted in the Understanding Influencing Forces. The important parts to remember are; 1. Identify a successor 2. Groom an heir 3. Agree on a plan 4. Consider outside help Chapter 19.3.1 : A Checklist for Succession - Some Important Steps

A Checklist for Succession - Some Important Steps FOR THE OWNERS OF FAMILY-RUN FIRMS
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> Learn to delegate authority and decentralize operations

> Develop an organizational chart > Plan for more than one successor by increase the possibilities > Establish a personal development program > Encourage the potential successor > Do not neglect daughters > Keep plans updated > Strategically plan for the future and do not always focus on putting out daily > Establish family business meetings to air issues FOR THE CHILDREN OF FAMILY-RUNS FIRMS
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> Announce your interest in taking over the family firm > take responsibility for your personal development > Get a mentor; someone outside that you respect > Gain experience outside the family business > Get some accountability training; hold positions that teach responsibility and offer opportunities for decision making > Learn to blend family traditions with future business goals > Avoid family feuds by work with family, not against it > Eliminate Dad Ghosts or Mom Ghosts by preparing a clear takeover plan that eventually phases out older family leaders and allows changes
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Chapter 19.4 : The Harvest Strategy - Selling Out - Steps for Selling a Business Ellen Goldschmidt had laid out the five common and normal reasons why entrepreneurs consider selling their venture; 1. Boredom and burnout 2. Lack of operating and growth capital 3. No heir to leave the business to

4. Desire for liquidity 5. Aging and health problems 6. Desire to pursue other interests I add another one; a specific technique in building up Capital Budgeting e.g. float it by going public and after it is listed relinquish the ownership with high ROI. Charles O Connor, a corporate financial consultant, recommends eight steps for the proper preparation, development, and realization of the sale. (From the Harvard Business Review, Packaging Your Business for Sale, by Charles O Connor, March/April 1985;pp.52-58.

STEPS FOR SELLING A BUSINESS

Step 1 Prepare a financial analysis Step 2 Segregate assets Step 3 Value the business Step 4 Identify the appropriate timing Step 5 Publicize the offer to sell Step 6 Finalize the prospective buyers Step 7 Remain involved through the closing Step 8 Communicate after the sale