Strategic Issues in Entrepreneurial Ventures and Small Businesses
Transcript of Strategic Issues in Entrepreneurial Ventures and Small Businesses
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Strategic IssuesStrategic Issues inin
Entrepreneurial Ventures andEntrepreneurial Ventures andSmall BusinessesSmall Businesses
Prof. Rushen ChahalProf. Rushen Chahal
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Entrepreneurial Ventures & Small Businesses
99% of all businesses
23 million small businesses 60% -80% new jobs annually
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Entrepreneurial Ventures & Small Businesses
Small business firm
Independently owned & operated
Not dominant in field
Not engaged in innovative practices
Employs fewer than 500people and sales ofless than $20million annually
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Entrepreneurial Ventures & Small Businesses
Entrepreneurial venture
Primary goals profitability and growth
Characterized by innovative strategic
practices
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Differences
Not in types of goods and services but in
Fundamental views on growth and innovation
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Entrepreneur
Ultimate strategist
All 3 levels Corporate
Business Functional
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Lack of strategicplanning in small
business
Not enough time
Unfamiliar with strategic planning
Lack of skills Lack of trust and openness
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However, a survey of the high growth Inc.500firms revealed that 86% performed strategic
planning and 94% of those reportedimproved profits.
Degree of formality
Process far more informal in small companiesthan in large corporations
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Informal questions to begin strategic
management process
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Entrepreneurial Ventures & Small Businesses
Strategic decision-makingprocess forentrepreneurial ventures
Develop basis business idea Product/service with target market/customers
Scan external environment Locate factors of opportunity/threat
Scan internal factors Relevant to the new business
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Strategic decision-making process for
entrepreneurial ventures
Analyze strategic factors Current situation using SWOT
Decide go or no go Opportunity to go
Generate business plan Transform idea into reality
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Advisory Boards
External business people voluntary
Discuss strategic and other issues
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Sources ofInnovation (PeterDrucker)
The unexpected
The incongruity
Innovation based on process need
Changes in industry or market structure
Demographics
Changes in perception, mood, meaning
New knowledge
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Factors affecting new venture success
Structure of industry (rapidly changingindustries vs. stable industries).
Business strategy of new venture (focus
differentiation). Behavioral characteristics of entrepreneur
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Entrepreneurial Characteristics
Identify opportunities better
Sense of urgencyaction oriented
Detailed knowledge-physical stamina
Access to outside help
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Sub-stages of small businessdevelopment
Existence
Survival
Success (disengagement vs. growth)
Take-off
Resource maturity
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Evaluation and Control
Line between debt and equity is blurred
Lifestyle is a part of financial statements
Standard financial formulas dont apply
Personal preference determines financialpolicies
Banks combine personal and business wealth