Brian Scudamore started 1-800-GOT-JUNK? in 1989 with $700 and an old pickup truck. He developed a vision for the company and through innovative thinking helped grow it into a national franchise with over $107 million in revenue. Scudamore faced few obstacles and viewed challenges as opportunities. He incorporated the company in 1993 and began franchising in 1999. Scudamore attributes his entrepreneurial success to being born with a competitive spirit and hunger to be his own boss that drove him to drop out of college and focus fully on growing his business.
The presentation is all about Mr. Alpesh Ajmera who is Chief Strategic Officer of Ajmera Group of Companies find out his role and responsibility for Ajmera Group.
The presentation is all about Mr. Alpesh Ajmera who is Chief Strategic Officer of Ajmera Group of Companies find out his role and responsibility for Ajmera Group.
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Senior Helpers of Ocean County NJ Launches: "Bringing Families Together" camp...Peter Mangiola
Senior Helpers of Ocean County New Jersey announced the launch of its first ever “Bringing Families Together” campaign for the 2013 holiday season, starting with Thanksgiving.
MP Jewellery displays the silver Jewellery having the combination of both beauty and durability. We have the best and most unique Jewellery for every occasion designed prestigiously. http://shop.mpjewellery.com.au
Senior Helpers of Ocean County NJ Launches: "Bringing Families Together" camp...Peter Mangiola
Senior Helpers of Ocean County New Jersey announced the launch of its first ever “Bringing Families Together” campaign for the 2013 holiday season, starting with Thanksgiving.
You Have a Transformation Strategy, but is Your Organization Part of it?
I’m sure you’ve heard of gorilla glass. It’s probably on the front of your smartphone, and its strength has saved you from a broken phone more than once.
But it’s not just you and your smartphone that gorilla glass has saved. It also saved Corning Inc.The breakthrough product is the result of a cultural transformation at the specialty glass and ceramics maker.
For Peter Volanakis, Corning’s former COO, saving Corning was all about having the right culture in place. It was a culture that allowed a product like gorilla glass to lose money for 14 years before it found its way onto more than 100 million mobile devices. Inside this issue of Insigniam Quarterly, he shares the value of a company’s culture in transformative environments and offers his three keys to transforming culture.
While the Corning story is definitely instructional and inspirational, it’s far from unique. In our decades as international consultants, we’ve seen it time and time again. A company wants a breakthrough transformation. It wants to grow, but it can’t. Its culture is holding it back.
Throughout this issue, we talk about transformations, both big and small. From Delta Airlines buying its own oil refinery to control fuel costs to the keys to a successful merger. And at the center of each of these transformations is culture. Culture is the very core of how the people in an organization think, perceive opportunities, and behave, and it either supports a transformation initiative or culture stifles it.
As the saying goes, “Culture eats strategy for lunch.” It doesn’t matter how well thought out your plans are, if all the elements of your people are not on the same page with your strategic needs, then your initiative will be for naught.
Consider the company featured on our cover, Danone. For the French food products multinational, the culture change included a whole new leadership approach, adapting its culture to emerging markets and listening to its customers. Listening not in the cliché way that we all say we listen to customers. Danone is actually bringing them into the R and D process.
That was a bold step, but it was necessary if Danone wanted to be a global player. It’s time for a hard look at where you want to be and to ask yourself if it’s your corporate culture that’s preventing your breakthrough transformation from taking
flight.
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
116 PART 2 Planning6 chapter Entrepreneurship .docxaulasnilda
116 PART 2 | Planning
6
chapter
Entrepreneurship
After studying Chapter 6, you will be
able to
LO1 Describe why people become
entrepreneurs and what it takes,
personally.
LO2 Summarize how to assess
opportunities to start new
businesses.
LO3 Identify common causes of
success and failure.
LO4 Discuss common management
challenges.
LO5 Explain how to increase your
chances of success, including
good business planning.
LO6 Describe how managers of
large companies can foster
entrepreneurship.
Learning Objectives
bat62597_ch06_116-139.indd 116bat62597_ch06_116-139.indd 116 30/09/14 3:43 pm30/09/14 3:43 pm
Final PDF to printer
117
S ome extraordinary individuals have founded companies that have become famously
successful: 1
• Bill Gates and Paul Allen started Microsoft.
• Oprah Winfrey founded Harpo Productions.
• Steve Jobs and Steve Wozniak created Apple Computer.
• Mary Kay Ash established Mary Kay.
• N. R. Narayana Murthy founded Infosys.
• Martha Stewart started Martha Stewart Living Omnimedia.
• Larry Page and Sergey Brin founded Google.
• Estée Lauder created her namesake company.
• Elon Musk founded Tesla Motors and Space X.
• Mark Zuckerberg started Facebook.
• Vera Wang founded her namesake firm.
services, publishing, and retail-
ing. Today the Virgin empire
has nearly 50,000 employees in
50 countries, and Branson has a
mind-boggling net worth of more
than $5 billion. In 1999 he was
knighted by Queen Elizabeth.
5
Entrepreneurs differ from
managers generally. An entre-
preneur is a manager but engages
in additional activities that not
all managers do.
6
Traditionally,
managers operate in a formal
management hierarchy with
well-defined authority and responsibility. In contrast, entrepre-
neurs use networks of contacts more than formal authority. And
although managers usually prefer to own assets, entrepreneurs
often rent or use assets on a temporary basis. Some say that man-
agers often are slower to act and tend to avoid risk, whereas entre-
preneurs are quicker to act and actively manage risk.
An entrepreneur’s organization may be small, but it differs
from a typical small business:
7
• A small business has fewer than 100 employees, is independently
owned and operated, is not dominant in its field, and is not charac-
terized by many innovative practices. Small business owners tend
not to manage particularly aggressively, and they expect normal,
moderate sales, profits, and growth.
entrepreneurship
the process by which
enterprising individuals
initiate, manage, and
assume the risks and
rewards associated with
a business venture
small business
a business having fewer
than 100 employees,
independently owned and
operated, not dominant
in its field, and not
characterized by many
innovative ...
Bob Pritchard is an outstanding businessman who has enjoyed exceptional success in the United States,
Europe and Australasia.
More Information: http://www.icmi.com.au/bob-pritchard
References
Hisrich, R.D., Peters, M.P., & Shepherd, D.A. (2013). Entrepreneurship (Laureate Custom
Education). New York: McGraw-Hill Irwin.
Custom Create Edition
LAUREATE
EDUCATION INC
196 -1 Entrepreneurship
THE BUSINESS PLAN: CREATING AND
STARTING THE VENTURE
1
To define what the business plan is, who prepares it, who reads it, and how it is
evaluated.
2
To understand the scope and value of the business plan to investors, lenders, employees,
suppliers, and customers.
3
To identify information needs and sources for each critical section of the business plan.
4
To enhance awareness of the value of the Internet as an information resource and
marketing tool.
5
To present examples and a step-by-step explanation of the business plan.
6
To present helpful questions for the entrepreneur at each stage of the plann ing process.
7
To understand how to monitor the business plan.
I
___________ Ent~:?...':~n-~~s_h~_'__~~~h_th_E~i-tio_o -~-7- __ _
OPENING PROFILE
BELINDA GUADARRAMA
The business plan, although it is often criticized as being "dreams of glory," is
probably the single most important document to the entrepreneur at the start-up
stage. Potential investors are not likely to consider investing in a new venture until
the business plan has been completed. In addition, the business plan helps the en-
trepreneur maintain perspective as to what needs to be
accomplished.
• • The development and preparation of a business plan
can entail many obstacles and takes a strong commitment
by an entrepreneur before it can actually be completed and then implemented. No
one knows this better than Belinda Guadarrama, the president and CEO of GC Micro
Corporation. Her company supplies computer hardware and software to Fortune 1000
companies as well as the defense and aerospace industry.
As the entrepreneur of this now multi-million-dollar company, Belinda has been
recognized by two Hispanic organizations-the U.S. Hispanic Chamber of Commerce
and the Latin Business Association-as Hispanic Businesswoman of the Year 2002.
Her firm has been consistently ranked among the 500 largest Hispanic-owned
companies, and in 2008 it received the Boeing Performance Excellence Award and
the U.S. Department of Agriculture Woman-Owned Business Contractor of the Year
award.
Although today she is a successful entrepreneur, the journey was a long and ardu-
ous process with a number of highs and lows. After graduating from Trinity University
and taking a number of graduate courses at the University of Texas at Austin, she be-
gan working for the Texas attorney general as the director of personnel and training.
She later moved to California during the 1980s technology boom to work for a mail-
order software company. Like many others, she arrived at work one day to find a note
on the door indicating that the business was closed.
At that point Belinda made the decision to start her own busi ...
Are great entrepreneurs made or born? Many individuals struggle with this question in the quest of starting and operating a business. It is not an easy task growing a business from the idea stage to a big business with huge profit margins.
The Enterprise Showcase is an opportunity to recognise the University of Portsmouth's up and coming enterprising startups including our students, graduates and staff.
We open three of our awards up to the general public to nominate and these are the 2016 nominations.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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3. Factors about the entrepreneur
Brian Scudamore started 1-800-GOT-JUNK? In 1989
straight out of high school with $700 and a beat-up old pick-
up truck. Today he has 95 franchise partners across North
America with a true national presence – they are in 47 of
North America’s top 50 cities.
To make this happen he realized he needed to develop a
vision for the company. His innovative thinking, along side
his co-workers, helped him achieve his vision.
What started as a $700 investment in an old truck in 1989
has become one of the fastest-growing franchises, with a
fleet of 1,000 trucks and revenue more than $107 million.
Trash is Scudamore’s treasure.
4. Obstacles? What’s that?
Scudamore's business was so successful that his
opportunity costs were weighing heavily on him. There were
mearly no obstacles in his way.
Scudamore says that he tries to always remain positive and
look at challenges as opportunities for growth.
5. Companies, products or services, and logos
In 1993, a year and a half short of graduation, Scudamore
quit university to concentrate on his business full time,
formally incorporating the company as The Rubbish Boys
Disposal Service Inc.[5]
"We'll Stash Your Trash In A Flash!" was the logan before
Scudamore changed the company name in 1998 to 1-800-
GOT-JUNK? and began franchising in 1999, opening
locations in Toronto and Portland, Oregon.
6. Factors that made him successful
Scudamore says he was born to be an entrepreneur. He
recalls being a competitive kid.
His entrepreneurial hunger grew even as he struggled to
finish high school.
After graduating high school he went to college. As his work
started taking up more of his time, he dropped out of
college.
7. What you can learn from this entrepreneur.
While entrepreneurial success stories are always inspiring, the best
ones always seem to be those that people can relate to. All due
respect to the entrepreneurial geniuses of past centuries, but not
many of us are aiming to become a unlikely or diverse person these
days.
He started from the bottom and now he’s on top. Choose a job that
you have a lot of passion and dedication for. Be the boss.
With the right mind set and focus to achieve your dream or goal,
you can be successful. Scudamore saw an opportunity and took it.
You can say his work also helps the environment as it is recycling
useless stuff to reusable products.
“Have a clear vision of what you want to do—of what you want to be
—and know what your values are. That’s what worked for me.” -
Scudamore