This document outlines the agenda and content for a class on business modeling for social enterprises. The class will cover the basics of business modeling including customer segments, value propositions, revenue streams, key resources, activities and partnerships. It emphasizes that the business model should come before the business plan and focuses on assessing profitability and sustainability. Examples are provided for each business model component and the instructor notes that the business model process may need to be done multiple times to find the best fit model.
APS1015H Class 5 - Business Modelling and Assessing Business Potential for S...Social Entrepreneurship
This lecture focuses on providing an overview of the business modeling process. Students will apply this concept to building a business model around their entrepreneurial idea.
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
http://www.socialentrepreneurship.ca/aps1015h/
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/indev308/
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308
APS1015H - Class 1 - Introduction and Motivations for Social EntrepreneursSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, the motivations for wanting to be a social entrepreneur, and some of the key tensions that social entrepreneurs encounter.
http://www.socialentrepreneurship.ca/asp1015h
INDEV308 Class 10 - The Enabling Environment for Social EntrepreneurshipSocial Entrepreneurship
Theory: What are the various constituent parts of an “ecosystem” required for social entrepreneurship to flourish?
Practice: What is the range and nature of activity related to social entrepreneurship across Canada and the world?
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
INDEV308 Class 1 - Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, and some of the key tensions that social entrepreneurs encounter.
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/indev308
APS1015H Class 5 - Business Modelling and Assessing Business Potential for S...Social Entrepreneurship
This lecture focuses on providing an overview of the business modeling process. Students will apply this concept to building a business model around their entrepreneurial idea.
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
http://www.socialentrepreneurship.ca/aps1015h/
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/indev308/
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308
APS1015H - Class 1 - Introduction and Motivations for Social EntrepreneursSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, the motivations for wanting to be a social entrepreneur, and some of the key tensions that social entrepreneurs encounter.
http://www.socialentrepreneurship.ca/asp1015h
INDEV308 Class 10 - The Enabling Environment for Social EntrepreneurshipSocial Entrepreneurship
Theory: What are the various constituent parts of an “ecosystem” required for social entrepreneurship to flourish?
Practice: What is the range and nature of activity related to social entrepreneurship across Canada and the world?
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
INDEV308 Class 1 - Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, and some of the key tensions that social entrepreneurs encounter.
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/indev308
Ahmad Takatkah (@SinbadTheVC) and myself (@MRArrabi) gave this workshop at the IEEE event in Hashemite University on Oct 7, 2012. It covers tips & advice on how to launch your startup in Jordan.
When it comes to business strategy and planning, most small business owners are overwhelmed. Learn to start with five key decisions: Exit Strategy, Entity Structure, Value Model, Marketing Strategy and Implementation Approach.
One United ADGI ini merupakan satu dari tiga usulan program yang muncul pada saat Kongres Nasional Adgi 2012 yang diselenggarakan di Dia.Lo.Gue Art Space tanggal 9 Desember 2012, di mana usulan ini merupakan gagasan dari Sakti Makki.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Business Modelling for Social Enterprise
Guest speaker – Assaf Weisz, Executive Director, Young Social Entrepreneurs of Canada (YSEC)
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/entr4800/
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
Class 4: Identifying Business Potential
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/entr4800/
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/indev308
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations.
ENTR4800 Class 4 - Assessing Business Potential for Social EnterpriseSocial Entrepreneurship
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/entr4800
APS1015H Class 1 - Definitions and Motivations for Social EntrepreneurshipSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, the motivations for wanting to be a social entrepreneur, and some of the key tensions that social entrepreneurs encounter.
http://www.socialentrepreneurship.ca/asp1015h
Theory: What are the unique marketing challenges that social enterprises face? Why is legal form such an important issue for social enterprise?
Practice: How have social enterprises applied marketing principles in the real world to market their social venture? What legal forms can social enterprises assume, and what are the pros and cons for each form?
Ahmad Takatkah (@SinbadTheVC) and myself (@MRArrabi) gave this workshop at the IEEE event in Hashemite University on Oct 7, 2012. It covers tips & advice on how to launch your startup in Jordan.
When it comes to business strategy and planning, most small business owners are overwhelmed. Learn to start with five key decisions: Exit Strategy, Entity Structure, Value Model, Marketing Strategy and Implementation Approach.
One United ADGI ini merupakan satu dari tiga usulan program yang muncul pada saat Kongres Nasional Adgi 2012 yang diselenggarakan di Dia.Lo.Gue Art Space tanggal 9 Desember 2012, di mana usulan ini merupakan gagasan dari Sakti Makki.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Business Modelling for Social Enterprise
Guest speaker – Assaf Weisz, Executive Director, Young Social Entrepreneurs of Canada (YSEC)
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
http://www.socialentrepreneurship.ca/entr4800/
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
Class 4: Identifying Business Potential
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/entr4800/
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/indev308
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations.
ENTR4800 Class 4 - Assessing Business Potential for Social EnterpriseSocial Entrepreneurship
Theory: How do social entrepreneurs assess the business potential of their ideas?
Practice: What are the challenges associated with collecting and synthesizing market research data, and applying this data to making business decisions?
http://www.socialentrepreneurship.ca/entr4800
APS1015H Class 1 - Definitions and Motivations for Social EntrepreneurshipSocial Entrepreneurship
This introductory class provides an overview of social enterprise and social entrepreneurship, the motivations for wanting to be a social entrepreneur, and some of the key tensions that social entrepreneurs encounter.
http://www.socialentrepreneurship.ca/asp1015h
Theory: What are the unique marketing challenges that social enterprises face? Why is legal form such an important issue for social enterprise?
Practice: How have social enterprises applied marketing principles in the real world to market their social venture? What legal forms can social enterprises assume, and what are the pros and cons for each form?
ENTR4800 Class 1: Definitions and Examples of Social EntrepreneurshipSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team.
Theory: What models exist for social enterprises? How do these models inform the structure and operations of the social venture? What are the key issues, tensions and considerations that make these models applicable to specific contexts?
Practice: How can business model development be applied to the development of a social enterprise?
ENTR4800 Class 6 (Part 1): Operations and HR Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/entr4800
INDEV308 Class 9 - Social Entrepreneurship in the International Development C...Social Entrepreneurship
Theory: What are the key trends and issues being addressed in the development of social enterprise and entrepreneurship in the developing world?
Practice: What range of organizations are actively engaged in social enterprise and entrepreneurship in the developing world? What are the unique considerations for these ventures?
http://www.socialentrepreneurship.ca/indev308/
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions
ENTR4800 Class 10: The Enabling Environment for Social EntrepreneurshipSocial Entrepreneurship
Theory: What are the various constituent parts of an “ecosystem” required for social entrepreneurship to flourish?
Practice: What is the range and nature of activity related to social entrepreneurship across Canada?
http://www.socialentrepreneurship.ca/entr4800/
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on marketing social enterprises where students will be provided an overview of theories around cause marketing and sustainable marketing. Operational, human and legal considerations are also reviewed which include understanding various legal forms applicable to social businesses. Students will also engage in basic financial analysis for their enterprise to determine the financial feasibility of their proposed solution.
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its “business potential”. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
This class will focus on the remaining 2 elements of the system intervention process: financial modeling and target setting. Students will be led through the process of understanding how to determine a viable business margin for their venture, and how to set reasonable yet motivating business targets that guide business model execution.
This class will focus on understanding how to design solutions to a gap in a social system and looks at the first two steps in the system intervention process. Students will be led through an interactive Empathy Mapping exercise followed by an introduction to Business Modeling and the components of a business model canvas.
This lecture will be structured workshop-style, in collaboration with Clean Care and Public Inc. Students will be introduced to these two real-life social enterprises and have the opportunity to better understand the social problems these organizations are trying to solve and the challenges they are facing in doing so. This workshop is the first step in analyzing the two beneficiary organizations as part of developing proposed solutions, which make up the final assignment.
This lecture focuses the dynamics within systems, how to identify and analyze gaps as well as evaluate how change takes place within more complex systems. Students will be introduced to the process of systems mapping and will participate in a class exercise to create and analyze a systems map for a specific social system. Students may apply the lessons from this lecture to the preparation of their major assignment, which will be introduced in this class (due Class 9).
This introductory class provides an overview and brief history of social entrepreneurship, and the motivations for wanting to be a social entrepreneur. Students will also be exposed to the basics of social systems in preparation for the class 2 systems mapping exercise.
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team. This class will also feature a “live case” with a guest social entrepreneur.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them. This lecture will feature a guest speaker.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a “live case” with a guest social entrepreneur.
This class will focus on understanding how to design solutions to a gap in a social system. Students will understand the differences between market-based and non-market based solutions and the limitations of each, and will learn how best to design an intervention for each type of solution using Human-Centered Design tools.
This lectures focuses on analyzing the gaps that exist within larger systems (e.g. society-wide) and the role each sector in our society (public, private and nonprofit) plays to either reinforce or remove those gaps.
This lecture will be structured workshop-style. Students will work with Engineers without Border to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
APS1015H Class 2 - Business Modeling for Social Enterprise
1. APS 1015: Social Entrepreneurship
Class 2: Business Modeling for Social
Enterprise
Saturday, September 22, 2012
Instructors:
Norm Tasevski (norm@socialentrepreneurship.ca)
Karim Harji (karim@socialentrepreneurship.ca)
1
13. Business Plans
Business Models
Are big and complex
Are small and visual
(often 50-100+ pages)
(1 page with about 10 supporting
pages)
Cover many topics
Focus on a few topics
(business description, financials,
marketing strategy, HR strategy,
(Will you make $$? How do the
Operations Strategy management team, pieces fit together?)
etc, etc, etc)
Take weeks/months to Take a few days (possibly
create
hours) to create
Are necessary for Feed the business plan!!
investors, funders,
business partners, etc
13