#CPAF15 WS6: Business Risk Mitigation(Basil Springer GCM, PhD,Change-Engine Consultant,Trinidad and Tobago)
•Download as PPTX, PDF•
1 like•497 views
Workshop 6: Access to Finance at The Caribbean-Pacific Agri-Food Forum 2015 (CPAF2015) taking place 2-6 November in Barbados with support from the Intra-ACP Agricultural Policy programme, organized in partnership with the Barbados Agricultural Society (BAS) and the Inter-American Institute for Cooperation on Agriculture (IICA). http://www.cta.int/en/news/caribbean-pacific-agri-food-forum.html
Recommended
Recommended
More Related Content
What's hot
What's hot (15)
Viewers also liked
Viewers also liked (13)
Similar to #CPAF15 WS6: Business Risk Mitigation(Basil Springer GCM, PhD,Change-Engine Consultant,Trinidad and Tobago)
Similar to #CPAF15 WS6: Business Risk Mitigation(Basil Springer GCM, PhD,Change-Engine Consultant,Trinidad and Tobago) (20)
More from Technical Centre for Agricultural and Rural Cooperation ACP-EU (CTA)
More from Technical Centre for Agricultural and Rural Cooperation ACP-EU (CTA) (20)
Recently uploaded
Recently uploaded (20)
#CPAF15 WS6: Business Risk Mitigation(Basil Springer GCM, PhD,Change-Engine Consultant,Trinidad and Tobago)
- 1. Basil Springer GCM, PhD Change-Engine Consultant CBET “Business Risk Mitigation" UWICH Tue Nov 3 2015
- 2. Caribbean Business Enterprise Trust Inc. (CBET) Indentified the Challenges to Enterprise Development
- 3. Major Challenges to Enterprise Development #1 Poor selection of enterprises and promoters of enterprises #2 High failure rate of start-ups #3 Lack of timely access to appropriate sources of finance Money is not the challenge – access to it is!
- 4. The CBET Shepherding Model™ A Caribbean Catalyst Turning Concepts into Commercial Realities Provides the Solutions
- 5. “First Step” Assign Shepherd to a Potential Entrepreneur
- 6. How to select enterprises to grow the economy? Choose “DNA of an Elephant” enterprises and conduct due diligence on the enterprise and the promoter Challenge #1 The CBET Shepherding ModelTM Solution #1
- 7. How to address high failure rate and the attendant risk? Give special care to the mindset of the entrepreneur and the management of business systems (Shepherding) The CBET Shepherding ModelTM Solution #2 Challenge #2
- 8. “Shepherding as Collateral” Shepherding Mitigates the Risk of Business Failure and hence secures the Seed/Equity/Loan Capital Investment
- 9. How to get access to finance? Introduce Innovative Seed/Equity/Loan Capital Funds with Shepherding as collateral The CBET Shepherding ModelTM Solution #3 Challenge #3
- 10. Government Capitalized Revolving and Growth Seed Fund – Advance from fund to pay Shepherd and Fund Operation Expenses – Recover advance from Equity Fund at a profit The CBET Shepherding ModelTM Initial Funding
- 11. Private Sector Managed Equity/Loan Fund Private Sector Investment with Government Incentives and with Shepherding as Collateral The CBET Shepherding ModelTM Initial Funding
- 12. The 5M Start-up Business Construct 1. Model 2. Management 3. Mindset 4. Mentoring 5. Money
- 13. The 5M Start-up Business Construct 1. Model Inventor - Presents Idea Innovator - Converts idea to a product or service
- 14. The 5M Start-up Business Construct 2. Management Entrepreneur - Starts small; Does it right; Makes profit; Then expands
- 15. The 5M Start-up Business Construct 3. Mindset Shepherd Life coaches the entrepreneur 4. Mentoring Shepherd Management of business systems Shepherding
- 16. The 5M Start-up Business Construct 5. Money Investor - Funds the business
- 17. The 5M Start-up Business Construct 1. Model 2. Management 3. Mindset 4. Mentoring 5. Money
- 18. “Second Step” Start your Business with a Board Meeting
- 19. A Shepherding Tool ManOBiz Matrix ™ The Management of Business Systems Matrix
- 20. The Five Classical Functions of Management are: • Planning • Organizing • Staffing • Leading • Monitoring/Controlling ManOBiz Matrix ™
- 21. The Management of Business Matrix™ The five Classical Systems of Business are: 1. Corporate Governance 2. Investment Finance 1. Marketing 4. People Development 5. Operations (Technical) + Admin, ICT, Accounting Hotels & Tourist Attractions Sub-Sector
- 22. If we take all combinations of the five functions of management and the five systems of business, these define the 25 cells of the ManOBiz Matrix™. ManOBiz Matrix ™
- 23. Systems of Business CG Inv Finance Mktg People Dev Ops Planning Objectives Organizing Instruments Staffing Teams Executing to achieve Objectives Actual Dashboards Functionsof Management ManOBiz Matrix ™ SHEPHERDING TOOL
- 24. Economic Gearing SystemHotels & Tourist Attractions Sub-Sector Taxis, Restaurants, Agriculture & Dive Sub-sectors Tourism Sector Hotels & Tourist Attractions Sub- Sector
- 25. “Third Step” Systematically Introduce The MANOBIZ™ Matrix
- 26. Planning
- 27. Corporate Governance Planning Structure Trust Performance ROLE Structure GOAL Trust OBJECTIVE Performance
- 28. Finance Planning Structure Trust Performance ROLE Protection GOAL Credit Rating OBJECTIVE Capital
- 29. Marketing Planning Structure Trust Performance ROLE Life GOAL Credit Rating OBJECTIVE Sales
- 30. People Development Planning Structure Trust Performance ROLE Growth GOAL Employee Improvement OBJECTIVE Productivity
- 31. Operations Planning Structure Trust Performance ROLE Stamina GOAL Sustainability OBJECTIVE Profit
- 32. Systems of Business CG Inv Finance Mktg People Dev Ops Planning Objectives √ √ √ √ √ Organizing Instruments Staffing Teams Executing to achieve Objectives Actual Dashboards Functionsof Management ManOBiz Matrix ™ SHEPHERDING TOOL
- 34. Corporate Governance Instruments Vision and Mission Agenda and Minutes
- 35. Investment Finance Instruments Savings Family and Friends Grants Retained Earnings Profits Crowdfunding Private Equity Bank/Credit Union Loans Angels
- 36. Marketing Instruments Marketing Matrix Sales Conversion Flow Sales Calls Sales Forecasts Social Media
- 37. People Development Instruments Affirmations of Abundance Time Management Performance Appraisal Internet Training Succession Planning
- 38. Operations Instruments Process Flow Management Accounts Cash Flow Projections Cost Profiling Profit Projections Cash Flow Projections Valuation Admin and ICT Audited Accounts
- 39. Systems of Business CG Inv Finance Mktg People Dev Ops Planning Objectives √ √ √ √ √ Organizing Instruments √ √ √ √ √ Staffing Teams Executing to achieve Objectives Actual Dashboards Functionsof Management ManOBiz Matrix ™ SHEPHERDING TOOL
- 40. Staffing Teams Functional Chart Select and Assign Staff Organizational Chart
- 41. Systems of Business CG Inv Finance Mktg People Dev Ops Planning Objectives √ √ √ √ √ Organizing Instruments √ √ √ √ √ Staffing Teams √ √ √ √ √ Executing to achieve Objectives Actual Dashboards Functionsof Management ManOBiz Matrix ™ SHEPHERDING TOOL
- 42. Executing to Achieve Objectives Set at the Planning Stage
- 43. Monitoring/Controlling Based on Actual Dashboard Readings matched against Set Objectives
- 44. Systems of Business CG Inv Finance Mktg People Dev Ops Planning Objectives √ √ √ √ √ Organizing Instruments √ √ √ √ √ Staffing Teams √ √ √ √ √ Executing to achieve Objectives √ √ √ √ √ Actual Dashboards √ √ √ √ √ Functionsof Management ManOBiz Matrix ™ SHEPHERDING TOOL
- 46. Thanks You