This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Concept of Entrepreneurship Development and promotionGabriel Konayuma
This presentation looks at the concept of Entrepreneurship Development and the
Role of Entrepreneurship Development. It concludes with identifying various approaches to Entrepreneurship Development
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
Intrapreneurship refers to entrepreneurial behavior within an existing organization or company. It involves employees or contractors with entrepreneurial tendencies who drive innovation from within. Some key aspects of intrapreneurship include challenging groupthink, thinking creatively about problems, and empowering work teams to be innovative. Organizations can become more intrapreneurial by cultivating a culture that encourages risk-taking and new ideas from within. Individuals can also unleash their intrapreneurial spirit through volunteering, taking calculated risks, and committing to ambitious goals.
Slides from a presentation I gave at ASAE's Great Ideas conference. I discuss what innovation is, how it should be incorporated into operations, and what role technology and risk play in the innovation process.
The document discusses strategic human resource management. It defines SHRM and provides examples of HR functions like recruitment, training, and rewards. It discusses integrating HR strategies with business strategies and different models of strategic management. The levels of HRM integration in strategy formulation are also examined. Different frameworks for linking HR systems to organizational maturity are presented, including models focusing on high-performance, high-commitment, and high-involvement management. Finally, various HR strategy models are summarized, such as control-based, resource-based, and integrative models.
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Concept of Entrepreneurship Development and promotionGabriel Konayuma
This presentation looks at the concept of Entrepreneurship Development and the
Role of Entrepreneurship Development. It concludes with identifying various approaches to Entrepreneurship Development
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
Intrapreneurship refers to entrepreneurial behavior within an existing organization or company. It involves employees or contractors with entrepreneurial tendencies who drive innovation from within. Some key aspects of intrapreneurship include challenging groupthink, thinking creatively about problems, and empowering work teams to be innovative. Organizations can become more intrapreneurial by cultivating a culture that encourages risk-taking and new ideas from within. Individuals can also unleash their intrapreneurial spirit through volunteering, taking calculated risks, and committing to ambitious goals.
Slides from a presentation I gave at ASAE's Great Ideas conference. I discuss what innovation is, how it should be incorporated into operations, and what role technology and risk play in the innovation process.
The document discusses strategic human resource management. It defines SHRM and provides examples of HR functions like recruitment, training, and rewards. It discusses integrating HR strategies with business strategies and different models of strategic management. The levels of HRM integration in strategy formulation are also examined. Different frameworks for linking HR systems to organizational maturity are presented, including models focusing on high-performance, high-commitment, and high-involvement management. Finally, various HR strategy models are summarized, such as control-based, resource-based, and integrative models.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
Entrepreneurship development programs aim to:
1) Develop entrepreneurial qualities and analyze the business environment.
2) Select products and formulate business projects to understand the pros and cons of entrepreneurship.
3) Provide a broad vision of business.
These programs provide training in management skills, support systems, feasibility studies, and plant visits. They work to develop a "need for achievement" and role play as entrepreneurs. Follow-up support is also provided.
Effective entrepreneurship development requires identifying entrepreneurs, providing skills training tailored to their needs, and assisting with project reports and startups while providing ongoing consultancy and guidance.
Theories of entrepreneurship: Innovation theory by Schumpter, Theory of Achievement by McClelland, X-efficiency theory by Leibenstein, Theory of profit by Knight
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
The document discusses entrepreneurship and defines key related terms. It provides definitions of an entrepreneur from various scholars as someone who takes risks, innovates, and organizes resources to start a business. Entrepreneurship involves organizing, risk-bearing, having a vision, and innovating. An enterprise is the business or organization created by an entrepreneur. Intrapreneurs work within large companies to drive innovation. Barriers to entrepreneurship include lack of capital, skills, and business knowledge. Entrepreneurs differ from managers in their willingness to take risks and drive innovation.
The document discusses various methods for generating new ideas, including focus groups, brainstorming, and brainwriting. It describes focus groups as a method where a moderator leads discussions with 8-14 participants to generate and screen ideas. Brainstorming allows people to be more creative by having no criticism, encouraging freewheeling ideas and combinations. Brainwriting is a written form of brainstorming where participants write ideas on forms. The document also covers various creative problem solving techniques such as reverse brainstorming, the Gordon method, and forced relationships.
Intrapreneurship involves taking on an entrepreneurial role within a large company by developing new ideas and innovations. An intrapreneur is defined as an individual within an organization who takes responsibility for turning ideas into profitable products through risk-taking and innovation. Companies benefit from intrapreneurship through competitive advantages from new innovations that intrapreneurs bring to market. Intrapreneurs benefit through flexibility, recognition, increased value to the organization, and increased compensation. For intrapreneurship to succeed, companies must encourage creativity, grant ownership to intrapreneurs, and treat intrapreneurial teams as profit centers.
The document provides an introduction to entrepreneurship, discussing that it is a discipline that can be learned, not magic. It defines different types of companies and the characteristics of entrepreneurs versus managers. Entrepreneurship involves recognizing opportunities where others see chaos. Entrepreneurial culture prefers new ideas and innovation. While entrepreneurship offers benefits like independence and potential financial rewards, it also carries risks like a lack of experience and improper planning.
10 Characteristics of Successful EntrepreneursShannon Demuth
Successful entrepreneurs share 10 key characteristics: they have a passion that drives them to continuously improve, they are willing to take risks but also plan carefully to mitigate risks, and they work hard with self-belief. Additionally, they adapt flexibly to changing markets, deeply understand customer needs, manage finances responsibly, plan systematically while also being adaptable, and network widely. Finally, they know when to exit failing ventures and have a healthy amount of self-doubt.
The document discusses several theories of entrepreneurship including:
1) Economic theories like those proposed by Cantillon and Schumpeter that see entrepreneurs as risk-takers and innovators.
2) Sociological theories that view entrepreneurship as influenced by cultural values and social support.
3) Psychological theories like McClelland's need for achievement theory that identify personality traits like motivation and drive as important for entrepreneurs.
4) Anthropological theories proposed by Barth that see entrepreneurs connecting different social spheres.
The document also discusses innovation theories of Schumpeter, Knight's risk-bearing theory, and Hagen's theory of social change and status withdrawal in relation to entrepreneurial development.
The document discusses the key qualities of a successful entrepreneur. It identifies inner drive to succeed, seeing the bigger picture and ambition, setting massive goals and commitment, openness to change, strong self-belief, searching for new ideas and innovation, being competitive by nature, high motivation and energy, and accepting constructive criticism as important qualities. It also notes that successful entrepreneurs have skills like risk taking, perception, curiosity, imagination, goal-setting, hard work, flexibility, self-confidence, and ensuring their business is marketable and profitable. True entrepreneurs are described as resourceful, passionate people driven to succeed and improve.
Entrepreneurship involves recognizing business opportunities, managing risk, and mobilizing resources to create value and bring a project to fruition. An entrepreneur undertakes the formation of an organization by identifying potential demand and transforming it into supply. Successful entrepreneurs search for and exploit changes as opportunities, believing in increasing value and customer satisfaction. Entrepreneurship provides employment, increases purchasing power, and promotes regional development. However, entrepreneurs face issues in selecting and financing their business, choosing an appropriate legal structure, locating it, and finding suitable manpower.
This document summarizes a presentation about teams and team dynamics. It begins by introducing the concept of teams and various definitions of teams. It then discusses several models of team development, including Tuckman's forming, storming, norming, performing model and the White-Fairhurst TPR model of transforming, performing, and reforming. It also discusses models of situational leadership and the coping cycle. The presentation emphasizes keeping teams small to reduce the transforming phase and forming teams quickly by building relationships and establishing working agreements. It stresses the importance of maintaining stable teams and providing feedback to help teams perform.
External control in corporate governance refers to rules and regulations outside a company that influence its actions. This includes tax laws, leases that restrict office space usage, and anti-discrimination hiring laws. External auditors also play a role in monitoring companies. There are three main external control mechanisms: the market for corporate control, legal/regulatory systems, and product/factor markets. External influences come from statutes, audits, competition, and shareholder/financing agreements. External control aims to ensure company behavior aligns with organizational interests through administrative policies, cultural norms, and market/regulatory forces.
Firms grow both organically and through acquisitions for several strategic and financial reasons. Strategically, firms seek to achieve economies of scale, improve market power, and diversify risks. Financially, growth can improve profits and shareholder returns. Firms may integrate horizontally within their industry, vertically along the supply chain, or diversify into unrelated businesses. Both large and small companies pursue organic expansion by developing new products and entering new markets.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document discusses entrepreneurship and what it takes to be a successful entrepreneur. It notes that entrepreneurship is a discipline that can be learned, and outlines characteristics of successful entrepreneurs such as passionately seeking new opportunities and pursuing them with discipline. It also discusses the entrepreneurial process, aspects of entrepreneurship like identifying opportunities and committing resources, and both advantages and disadvantages of being an entrepreneur.
10 questions winning successful entrepeneurs must answer in 2014www.SimonWilby.com
Simon Wilby provides the top 10 questions #winning entrepreneurs must answer in 2014. A brief overview of the formatting for success when branding your overview or business plan.
The teaching of entrepreneurial skills is to offer opportunities to students. This would create avenues for them to generate feasible and sustainable income for themselves while make a meaningful contribution to the country. This course aims to motivate these young people to stay in school; to recognize business opportunities and to plan for a successful future.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
Entrepreneurship development programs aim to:
1) Develop entrepreneurial qualities and analyze the business environment.
2) Select products and formulate business projects to understand the pros and cons of entrepreneurship.
3) Provide a broad vision of business.
These programs provide training in management skills, support systems, feasibility studies, and plant visits. They work to develop a "need for achievement" and role play as entrepreneurs. Follow-up support is also provided.
Effective entrepreneurship development requires identifying entrepreneurs, providing skills training tailored to their needs, and assisting with project reports and startups while providing ongoing consultancy and guidance.
Theories of entrepreneurship: Innovation theory by Schumpter, Theory of Achievement by McClelland, X-efficiency theory by Leibenstein, Theory of profit by Knight
This slideshow is for the business entrepreneur considering how to create a business model. It is an overview of business strategy, industry analysis and creating value in your business model.
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
The document discusses entrepreneurship and defines key related terms. It provides definitions of an entrepreneur from various scholars as someone who takes risks, innovates, and organizes resources to start a business. Entrepreneurship involves organizing, risk-bearing, having a vision, and innovating. An enterprise is the business or organization created by an entrepreneur. Intrapreneurs work within large companies to drive innovation. Barriers to entrepreneurship include lack of capital, skills, and business knowledge. Entrepreneurs differ from managers in their willingness to take risks and drive innovation.
The document discusses various methods for generating new ideas, including focus groups, brainstorming, and brainwriting. It describes focus groups as a method where a moderator leads discussions with 8-14 participants to generate and screen ideas. Brainstorming allows people to be more creative by having no criticism, encouraging freewheeling ideas and combinations. Brainwriting is a written form of brainstorming where participants write ideas on forms. The document also covers various creative problem solving techniques such as reverse brainstorming, the Gordon method, and forced relationships.
Intrapreneurship involves taking on an entrepreneurial role within a large company by developing new ideas and innovations. An intrapreneur is defined as an individual within an organization who takes responsibility for turning ideas into profitable products through risk-taking and innovation. Companies benefit from intrapreneurship through competitive advantages from new innovations that intrapreneurs bring to market. Intrapreneurs benefit through flexibility, recognition, increased value to the organization, and increased compensation. For intrapreneurship to succeed, companies must encourage creativity, grant ownership to intrapreneurs, and treat intrapreneurial teams as profit centers.
The document provides an introduction to entrepreneurship, discussing that it is a discipline that can be learned, not magic. It defines different types of companies and the characteristics of entrepreneurs versus managers. Entrepreneurship involves recognizing opportunities where others see chaos. Entrepreneurial culture prefers new ideas and innovation. While entrepreneurship offers benefits like independence and potential financial rewards, it also carries risks like a lack of experience and improper planning.
10 Characteristics of Successful EntrepreneursShannon Demuth
Successful entrepreneurs share 10 key characteristics: they have a passion that drives them to continuously improve, they are willing to take risks but also plan carefully to mitigate risks, and they work hard with self-belief. Additionally, they adapt flexibly to changing markets, deeply understand customer needs, manage finances responsibly, plan systematically while also being adaptable, and network widely. Finally, they know when to exit failing ventures and have a healthy amount of self-doubt.
The document discusses several theories of entrepreneurship including:
1) Economic theories like those proposed by Cantillon and Schumpeter that see entrepreneurs as risk-takers and innovators.
2) Sociological theories that view entrepreneurship as influenced by cultural values and social support.
3) Psychological theories like McClelland's need for achievement theory that identify personality traits like motivation and drive as important for entrepreneurs.
4) Anthropological theories proposed by Barth that see entrepreneurs connecting different social spheres.
The document also discusses innovation theories of Schumpeter, Knight's risk-bearing theory, and Hagen's theory of social change and status withdrawal in relation to entrepreneurial development.
The document discusses the key qualities of a successful entrepreneur. It identifies inner drive to succeed, seeing the bigger picture and ambition, setting massive goals and commitment, openness to change, strong self-belief, searching for new ideas and innovation, being competitive by nature, high motivation and energy, and accepting constructive criticism as important qualities. It also notes that successful entrepreneurs have skills like risk taking, perception, curiosity, imagination, goal-setting, hard work, flexibility, self-confidence, and ensuring their business is marketable and profitable. True entrepreneurs are described as resourceful, passionate people driven to succeed and improve.
Entrepreneurship involves recognizing business opportunities, managing risk, and mobilizing resources to create value and bring a project to fruition. An entrepreneur undertakes the formation of an organization by identifying potential demand and transforming it into supply. Successful entrepreneurs search for and exploit changes as opportunities, believing in increasing value and customer satisfaction. Entrepreneurship provides employment, increases purchasing power, and promotes regional development. However, entrepreneurs face issues in selecting and financing their business, choosing an appropriate legal structure, locating it, and finding suitable manpower.
This document summarizes a presentation about teams and team dynamics. It begins by introducing the concept of teams and various definitions of teams. It then discusses several models of team development, including Tuckman's forming, storming, norming, performing model and the White-Fairhurst TPR model of transforming, performing, and reforming. It also discusses models of situational leadership and the coping cycle. The presentation emphasizes keeping teams small to reduce the transforming phase and forming teams quickly by building relationships and establishing working agreements. It stresses the importance of maintaining stable teams and providing feedback to help teams perform.
External control in corporate governance refers to rules and regulations outside a company that influence its actions. This includes tax laws, leases that restrict office space usage, and anti-discrimination hiring laws. External auditors also play a role in monitoring companies. There are three main external control mechanisms: the market for corporate control, legal/regulatory systems, and product/factor markets. External influences come from statutes, audits, competition, and shareholder/financing agreements. External control aims to ensure company behavior aligns with organizational interests through administrative policies, cultural norms, and market/regulatory forces.
Firms grow both organically and through acquisitions for several strategic and financial reasons. Strategically, firms seek to achieve economies of scale, improve market power, and diversify risks. Financially, growth can improve profits and shareholder returns. Firms may integrate horizontally within their industry, vertically along the supply chain, or diversify into unrelated businesses. Both large and small companies pursue organic expansion by developing new products and entering new markets.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document discusses entrepreneurship and what it takes to be a successful entrepreneur. It notes that entrepreneurship is a discipline that can be learned, and outlines characteristics of successful entrepreneurs such as passionately seeking new opportunities and pursuing them with discipline. It also discusses the entrepreneurial process, aspects of entrepreneurship like identifying opportunities and committing resources, and both advantages and disadvantages of being an entrepreneur.
10 questions winning successful entrepeneurs must answer in 2014www.SimonWilby.com
Simon Wilby provides the top 10 questions #winning entrepreneurs must answer in 2014. A brief overview of the formatting for success when branding your overview or business plan.
The teaching of entrepreneurial skills is to offer opportunities to students. This would create avenues for them to generate feasible and sustainable income for themselves while make a meaningful contribution to the country. This course aims to motivate these young people to stay in school; to recognize business opportunities and to plan for a successful future.
The ETF good practice series shares 12 case studies of innovative human capital development approaches in ETF partner countries. This document summarizes a "Successful Start" startup business support program in Armenia that provides training, business plan development support, access to financing, and follow-up coaching to startup entrepreneurs, with a focus on women and youth. The training is based on an internationally accredited methodology and includes modules on self-awareness, goal-setting, strategy, and experience. Since 2005, the program has trained over 100 participants and helped launch over 50 startups, with a survival rate of 67.7%, exceeding the national average.
The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
The document provides an overview of an entrepreneurship training program taking place from December 13-16. The training will cover topics such as what is an entrepreneur, selecting a viable business, market research, financing strategies, costs of starting a business, marketing strategies, financial records, and writing a business plan. Session outlines provide more details on the content that will be covered each day, including opportunity recognition, SWOT analysis, calculating return on investment, and types of financing. The training aims to give participants the knowledge and skills needed to start their own successful business.
This document discusses entrepreneurship and what defines entrepreneurs. It notes that entrepreneurship is about survival and creative thinking. Entrepreneurs come in different types, such as social entrepreneurs who aim to make a difference in areas like education. The document highlights some famous entrepreneurs like Steve Jobs and Mark Zuckerberg who revolutionized industries. It states that most failures are due to making excuses. To join the ranks of successful entrepreneurs requires having a sense of purpose, being ready to work hard, innovating, building a team, creating barriers to competition, and taking action with a plan.
Social Media Marketingf or EFE | E-commerce Entrepreneurship E- Training Scho...Karim Soliman
Why Many People Fail in Social Media?
You Vs. Them
Why Other People Win in Social Media?
They understand the Zero Moment of Truth
What we should do?
Understand it
Listening
Human Touch
Set the Expectations
Monitor & Measure
Facebook
Facebook EdgeRank algorithm
Facebook New Newsfeed algorithm
Facebook for Business - FYI
Linkedin
How Linkedin work?
First impression
Professional Photo.
How can you help them “Title”
Keywords “Current & Past job”
Establish Credibility
“Education+ Experience”
Recommendations - Endorsement
Connection
Visual Content
Customize URL
Showcase pages by Linkedin
Recommendation
Answer Questions People Always ask?
Focus on New approach
Marketing Mix new approach
Products VS Solutions
Price VS Value
Place VS Access
Promotion VS Education
Turn Data into insights
it’s a long Journey, Enjoy it :)
Thanks
@KareemSamara
Me@KareemSamara.com
Social Media Trainer
Founder & Community Manager at Social Business Kits
Facebook.com/SBKits
Covid-19 has had a significant impact on the global economy, to say the least. This impact means that we, as business owners and marketers, need to action the right kind of measures to ensure we are able to survive and come out at the other end with a strong brand.
This webinar talks through 6 post lock down tactics that can help us achieve this.
Business Planning in Real Life, Part 1John Doxaras
In the context of "Innovation and Entrepreneurship" course of Health and Exercise MSc of University of Thessaly we gave the following lecture on business planning (http://www.pe-uth.gr/msc/). We adopted a case study approach elaborating on a project that resonates with the background of the majority of the students in the class, originating from medical, coaching and nutritionist backgrounds.
In particular we describe a fitness and biorhythms monitoring portal where end users upload their trainings and life-casting behaviors, socializing and getting advices from experts on fitness straining, diets, supplements and apparel!
The document discusses frameworks for early stage company growth, covering topics such as crossing the chasm model, hype curve, and the 8 fundamental parts of company building: idea, team, customer development, market development, business plan, operations, product, and fundraising. It provides guidance on validating ideas, building a strong team, gathering customer feedback, developing markets, creating business plans, running operations, and targeting the right investors at different stages. The overall message is that all parts are important for startup success, and companies should learn and iterate constantly.
Stretch your marketing resources with the P.L.O.W. methodBLOCKbETA Marketing
Entrepreneurs, solopreneurs and small business owners have a tough time getting everything done when it comes to marketing. Use this method to be more efficient while effectively marketing your business to gain more impact, win clients and grow.
How does today's small business owner build a company of distinction that insures that company will flourish. Only way is to built it right and this presentation will show you how. Creating "Wow!" moments is the start. using the Internet effectively is a plus as well.
Fundraising Series (Part One) - "Building Your Story"Pemo Theodore
Learn what investors really want to know about your company. During the Fundraising Series, you will have the opportunity to:
Review an operating plan; Analyze and build your target market size; Study market strategy; Understand your competitive landscape; Build your financial model; Construct an investor value proposition
Speakers:David Ehrenberg, Founder, Early Growth Financials; Sean Jacobsohn, Partner, Emergence Capital; Arif Janmohamed, Partner, Lightspeed Venture Partners; Steph Palmeri, Principal, SoftTech VC See archived livestream video https://new.livestream.com/orrick/yourstory
Entrepreneurship Education Experience - Bob Caspe (Aula 2)Cultura e Mercado
The document discusses how randomness and external factors greatly influence the success or failure of startups. It argues that business plans are often invalidated by unforeseen events and that survival in the early stages is more important than planning. The document presents examples showing how outcomes in areas like business, aviation and sports are highly influenced by randomness. It concludes that for startups, managing cash flow to survive long enough for good luck to help is important, and that external events are more dominant than any internal planning in determining a startup's future.
This document provides guidance on developing and implementing an effective strategic marketing plan. It emphasizes the importance of having a clear strategic direction and measurable goals. Key aspects discussed include involving stakeholders, understanding the market environment, aligning the plan with organizational objectives, developing strategies and tactics, monitoring progress through metrics and reporting, and continually updating the plan based on results. The overall message is that an effective strategic marketing plan requires focus, accountability, and continuous optimization based on performance.
These slides were used as part of a webinar run on 22snd June 2020.
Jag Panesar from Xpand talks about 6 post marketing tactics that can easily be implemented by business owners or marketing personnel.
This document provides tips for pitching and networking successfully. It discusses the key components of an effective pitch, including focusing on the customer's pain, market opportunity, solution, business model, and team. It warns against common networking mistakes like name dropping or talking too much about oneself. The document emphasizes the importance of genuinely listening to others during networking. It also outlines the typical structure of a pitch, with sections on problem, solution, traction, and timeline. Overall, the document offers guidance on crafting and delivering concise, impactful pitches and maximizing the benefits of networking interactions.
This document provides advice on scaling startups. It discusses the need to broaden vision as a startup scales, reevaluate growth stages and financial models, address cash flow problems, chart aggressive revenue goals, hire senior leadership, focus on product development through a repeatable process, scale key areas like users and revenues, and consider expanding geographic presence. The overall message is that scaling requires planning across business functions with a focus on product, people and processes.
Content marketing for growing enterprises 072611Daniel Schiller
The document discusses content marketing strategies for entrepreneurs. It recommends entrepreneurs focus on creating unique and engaging content that meets the needs of their target audience. Specifically, entrepreneurs should understand how their customers consume media, tailor messages to different social networks, and leverage both original and third-party content to build connections with customers and promote their business. Planning content strategies and sticking to the plan is also advised to achieve marketing success.
The document provides guidance on how to build an effective marketing plan and measure return on investment (ROI) for a law firm. It outlines an 8-step process for developing a marketing plan, including conducting an analysis of the firm's current marketing efforts and clients, defining the ideal client, identifying competitive advantages, determining appropriate marketing mediums, setting goals and budget, ensuring readiness for growth, and tracking results to measure ROI and make adjustments. The document emphasizes the importance of having a marketing plan, tracking costs and conversions, and using data to analyze ROI in order to focus efforts and chart success.
The document provides an overview of the key functions of a business. It discusses the nature of business activities and decision making as well as inputs such as goods, services, and customers, and outputs such as products. It then summarizes the main business functions of production, marketing, finance, and human resources which are responsible for converting materials into goods, identifying customer needs, managing finances, and overseeing personnel respectively.
E-NNOVATE empowers entrepreneurs with innovative tools to create and implement innovative ideas for business success. It considers a 3 stage idea development processes which cut across Conceptualization, Commercialization and Actualization.
The document provides an overview of modules for account leadership training, including understanding the client's business, agency, communication planning, and creative briefs. It covers topics like knowing the client, their market, competitors, and developing a communications plan through frameworks like SWOT analysis, Boston Consulting Group matrix, and ROI springboards. The document emphasizes rigor and imagination in developing creative briefs to provide direction while inspiring creativity.
Padilla Beyond Clips Clicks And Hits 040110tonyjmorse
A New Look at Measurement:
What's the Value of Your Marketing
and Communications Investments?
During a challenging economy, every dollar spent on marketing and business communications is open to scrutiny. So measuring the effectiveness and impact of these programs is more important than ever.
Yet even with today's advanced technology and tools, many organizations aren't sure how to determine the value, effects and relative return on their communications efforts.
This presentation includes insights on the best strategies, methods and tools to help you calculate the value of your communications investments – and make the most of your marketing spend.
You'll Learn:
• Common mistakes of measuring results.
• Shifting from measuring what can be measured to measuring what's important.
• The best new and traditional tools to benchmark and track performance.
• How to focus on activities that shorten the sales cycle.
The document provides guidance on developing an entrepreneurial mindset and testing business ideas. It discusses defining critical assumptions about market demand, available resources, and personal passion for an idea. It then recommends running tests to validate or invalidate those assumptions by speaking to customers and partners, learning from others' experiences, creating prototypes, and selling a minimum viable product to collect feedback. The goal is to avoid business failures by gaining real-world feedback early to determine if assumptions prove incorrect.
Similar to Entrepreneurship Training Session | Building Successuful Business (20)
This document discusses professionalism and the roles and responsibilities of business associations and their leadership. It defines professionalism as having near perfect understanding, knowledge and skills to perform tasks. Characteristics of professionally run business associations include having a clear vision and structure, policies, using resources effectively, continual improvement, and being transparent and ethical. The document outlines the generic roles of chambers in improving competitiveness, advocating for members' interests, providing information and advice, promoting exports and training. It discusses the importance of membership services and satisfaction surveys. The key roles and issues faced by various departments like membership, research and development, and public relations are also covered.
This document provides tips and guidelines for effectively introducing and concluding a speech. The introduction should get the audience's attention, reveal the topic, and establish the speaker's credibility. Suggested methods include relating to the audience, stating importance, starting questions, and telling a story. The conclusion should signal the end and reinforce the central idea through summarizing, quoting, or a dramatic statement. Body language and avoiding distracting postures are also addressed. Overall the document offers advice for crafting a well-structured speech with an engaging introduction and conclusion.
This document summarizes a workshop for second-tier business leaders on understanding chambers of commerce and best practices for association leadership. It discusses the roles of chambers in representing members' interests, providing services like training and advocacy, and ensuring good governance. The workshop addresses expectations members have of associations and how leaders can effectively communicate vision and mission, build trust, and develop committees, performance reviews, and financial management. It also covers challenges new secretaries general may face in improving skills, hiring quality staff, and building a professional organization with a clear direction and accountability.
Capacity building workshop for 2nd tier management uploadHammad Siddiqui
This document outlines an agenda and materials for a capacity building workshop for chamber of commerce secretaries general. It discusses the roles and responsibilities of secretaries general, including remaining ethical, improving skills, hiring quality staff, and building a professional organization. It also covers understanding chamber business, roles of chambers, expectations of modern chambers, and key issues facing business associations. The overall goal is to help secretaries general strengthen and energize their chambers.
A committee can be an effective working group for an organization if it has:
1) A clear written purpose that is aligned with the organization's goals and objectives.
2) A committee chair that is chosen based on their leadership skills and ability to effectively lead the group.
3) Members that are strategically chosen to match the needs of the committee with their skills and interests. Selecting members helps develop new leaders for the organization.
4) Efficiently run meetings that have a focused agenda and allow all members to contribute to moving the group's work forward.
The document discusses several topics related to chambers of commerce and business associations, including:
1) Generic roles of chambers including improving competitiveness, policy advocacy, providing information to members, promoting exports, and ensuring good governance.
2) Challenges faced by boards and CEOs such as remaining ethical, improving skills, hiring quality staff, and building a professional organization.
3) Key issues affecting business associations including inability to operate professionally and lack of strategic planning, financial management, networking, and staff capacity.
This document announces a new career development book by Hammad Siddiqui aimed at helping people excel in their careers and take advantage of growth opportunities. The book draws on the author's 25 years of experience learning from career experts and mentoring others, and contains practical career advice. It is targeted at both people looking to advance their careers as well as those suffering from career stagnation. The book will be published in August 2013.
The document summarizes key aspects of the Trade Organizations Act (TOA) and Trade Organizations Rules (TOR) of 2013 in Pakistan. It defines terms like "small traders", "small industry", and "trade organizations". It outlines membership requirements, election procedures, reporting requirements, and the organizational structure of trade federations established under the Act. It also describes powers of regulatory authorities to enter and search premises, and the establishment of a Trade Organizations Fund.
Financial Management for Business AssociationsHammad Siddiqui
The document discusses internal controls, frauds, and budgets, with the objectives of understanding internal controls, learning budgeting techniques to prepare effective budgets, and concluding by sharing experiences with internal controls. It includes a case study example of potential fraud at a business chamber and recommendations for internal controls to mitigate fraud risk, as well as explanations and best practices for financial budget preparation.
CEO Capacity Building Workshop 2013 for Business AssocaitionsHammad Siddiqui
This document discusses key topics for secretary generals and trade associations, including defining 21st century chambers and associations, key challenges faced by secretary generals, generic roles of chambers/associations, the importance of strategic thinking, financial and risk management, and legal compliance. It also shares results of an online survey on various policies and practices of trade associations. The document provides information on vision and mission, measuring performance, governance, and defining leadership. It discusses the roles of office bearers and staff, issues faced by business associations, and important policy documents. Finally, it covers membership topics like services offered, the membership life cycle, and focusing on members' needs.
1 alligning mission with membership and activitiesHammad Siddiqui
This document discusses best practices for aligning an organization's mission, membership, and activities. It addresses determining an organization's vision and mission statement, ensuring all programs fit within the mission, and identifying who the organization serves and what value it provides members. The document also covers recruiting and engaging members at different levels of needs, from basic physiological needs to self-actualization. Finally, it discusses managing the membership life cycle from recruitment to satisfaction.
The document discusses challenges faced by women entrepreneurs in Peshawar, Pakistan, and efforts of the Peshawar Women Chamber of Commerce and Industry (PWCCI) to address them. It outlines obstacles like lack of economic participation, access to financing and business skills. The formation of women's chambers has given women entrepreneurs a voice. Through advocacy projects, PWCCI engaged stakeholders to identify policy issues and held focus groups on providing financial support, entrepreneurship education, and increasing media attention on women's economic role. The goal is to develop an entrepreneurship policy for Khyber Pakhtunkhwa province that addresses the needs of women business owners.
The document discusses the vision, mission, and goals of the Lahore Chamber of Commerce & Industry and its Women Resource Center. The Lahore Chamber of Commerce & Industry aims to be the best chamber in SAARC countries through business growth, exports, and tax revenues. Its mission is to serve businesses professionally, advocate for businesses, build good reputation and ethics, and enhance shareholder value. The Women Resource Center was established in 2007 to promote women's entrepreneurship and skills training to help women join the formal economy through workshops and other programs.
The document summarizes a session that covered several topics:
1. Concepts of business associations and their role in society.
2. Challenges faced by women entrepreneurs in South Asia.
3. The importance of leadership, governance, and aligning vision and mission with member needs.
4. A buyer-seller activity was held between four women's chambers to discuss generating income, new services, and strategic planning.
This document provides career and entrepreneurship advice. It discusses choosing the right path and having a long term vision. Key points include setting goals, assessing your strengths and opportunities, networking, and developing skills in innovation, implementation, marketing, and understanding numbers. Creativity, persistence, and surrounding yourself with talented people are emphasized as important factors for success. The document encourages developing new ideas and experiences, as well as enlightening yourself through work, focus, and improvement.
This document provides 20 tricky interview questions and advice for answering them logically to increase chances of success. Some example questions include why you want to leave your current employer, why you are interested in the position and organization, and how you would sell a pencil. The document stresses the importance of preparing an elevator pitch to introduce yourself concisely in interviews.
This document discusses success and effective networking. It emphasizes persistence, passion for your work, and the ability to innovate, implement ideas, and outreach to others. It notes that there are more choices but less time today. Creativity is about giving new experiences, and lessons from Steve Jobs include that changing your mind is intelligent, experts can be clueless, value isn't equal to price, design counts, hiring A+ players, and jumping to the next curve. Overall success requires persistence, serving others, and effectively implementing and sharing your ideas.
This document discusses how chambers of commerce can effectively advocate for policy changes through establishing a policy advocacy committee, embedding advocacy in their vision statement, engaging members and boards to set advocacy agendas, discussing advocacy progress at board meetings, and educating themselves and members on policy issues. Doing so can help chambers become serious players in policymaking, raise their profile among policymakers and businesses, and increase membership by achieving successes.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
4. Businessman thinks for today – An
entrepreneur has a long term vision
For Businessman incremental growth is
good - An entrepreneur focuses on
exponential growth
Businessman is cheeky - An
entrepreneurs is customer focused
Businessman considers promotion as
liability – An entrepreneur thinks it as an
investment
18. Six Lessons from Steve
Jobs
Changing you mind is truly a sign
of intelligence
Experts are generally clueless
Value is not equal to Price
Design Counts
A-players hire A+ Players
Jump to the next curve
19.
20. You Need 4 Key Skills
Ability to Innovate (or create)
Ability to Implement your
Ideas
Ability to Market a product,
service or idea
Basic Financial Management
35. You have a retail business. There are two salesmen
working with you. Your store is in the main business
hub where there are other shops selling similar
items.
You are making good sales every month, but when
you do your calculations, you find that the business
has not been profitable. This is causing problem.
You have taken loan to purchase some inventory.
Another supplier has provided you inventory on a
monthly credit.
You are required to do the following:
1. What are the reasons for not making profits?
2. What needs to be done to improve financial position
of your business?
39. Social Media Facts – Pakistan
Internet Users 20 – 22 million
Facebook users 5.4 million
LinkedIn Users 850,000
Twitter Users 0.5 million
Bloggers 3.4 million
Youtube Users 6.8 million
Mobile internet users 1.5 million
151 billion text messages were sent in 2010
Phenomenal growth in Social Media in Pakistan