Session 04
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The purpose of Session 4 is to clarify the design elements needed to build a business for accelerated growth that is sustainable. The session aims to help entrepreneurs articulate a vision, mission, and define their "turf" or market niche by developing a unique selling proposition. Building a business for growth is likened to building a major commercial building, requiring strong foundations and architecture.
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Chapter 11
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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11-*
EventsSelf-produced events
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*
11-*
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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EventsSelf-produced events
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
Periodic gathering at which manufacturers,
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BoothThe exhibit or other area occupied by a firm on the floor of a trade show
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Press RoomA room at a trade show where exhibiting firms can leave press materials for the use of members of the media attending the show
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
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2. It outlines the six steps of the strategic management process: identifying mission/goals, external analysis, internal analysis, formulating strategies, implementing strategies, and evaluating results.
3. It describes three types of corporate strategies: growth, stability, and renewal.
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The chapter discusses the importance of a well-written business plan. It covers key topics such as the concept of a business plan, why it is needed, how to write an effective plan, and considerations from the perspective of financiers. An important point made is that a good plan contains all the necessary information for financiers to decide on funding without needing to speak to the entrepreneur. The chapter also examines feasibility studies, financial plans, and the role of consultants in preparing strong plans and studies.
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2. Key components of a feasibility report for a new project including analyses of technology, economic, legal, operational, and schedule feasibility.
3. Dividing responsibilities in a business such as management of funds, food, sanitation, developing new menus, and serving as waiters.
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Internal Factor Evaluation (IFE) Matrix.
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
The Resource-Based View (RBV)Proponents of the RBV contend that organizational performance will primarily be determined by internal resources that can be grouped into three all-encompassing categories: physical resources, human resources, and organizational resources
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Physical resources include all plant and equipment, location, technology, raw materials, machines; human resources include all employees, training,
experience, intelligence, knowledge, skills, abilities; and organizational resources include firm structure, planning processes, information systems, patents, trademarks, copyrights, databases, and so on.
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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of Questions
Does the firm use strategic-management concepts?
Are company objectives and goals measurable and well communicated?
Do managers at all hierarchical levels plan effectively?
Do managers delegate authority well?
Is the organization’s structure appropriate?
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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of Questions (cont.)
Are job descriptions and job specifications clear?
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Are employee turnover and absenteeism low?
Are organizational reward and control mechanisms effective?
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Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
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The document outlines the key sections of a business plan, including:
1) Executive summary - A short overview of the entire plan.
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3) Company description - Description of the company, products/services, history, and legal structure.
4) Market analysis - Analysis of the target market segments, buyer behavior, and competitors.
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The business plan provides information about the company, industry, market, and finances to both internal employees and external investors and stakeholders. The executive summary and management team sections are particularly
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The document introduces The Raffoni Group's Strategic Leaders program which develops leadership teams through strategic planning and executive skills training. It discusses the need for strategic leadership given changing business needs. The program involves customized strategic planning sessions, leadership development case studies, and ongoing strategy meeting preparation to align organizations and achieve goals. Client testimonials praise the program's results in growing revenue, facilitating transformations, and engaging in strategic discussions.
Leveraging your Learning Management System (LMS) for long term success
The debate on whether you need a Learning Management System is largely over. The question is now how to best leverage it across the organisation, through a continuous cycle of change. The issues are complex, but there is in fact a typical maturity model most organisations move through.
Understanding and planning for that evolution is central to making good decisions when tomorrow will be no doubt be different to what we expect it to be. So too is understanding that the LMS is not an end in itself, it’s simply a tool to achieve your objectives.
Phil Garing, Director at Synapsys, gave this presentation to the 2014 4th Annual Blended Learning Conference in Wellington, New Zealand. It covers:
• An overview the LMS maturity model that Synapsys sees repeatedly played out
• What you can learn from the model in terms of really leveraging your system
• How to apply the model to everyday LMS challenges and opportunities.
Running Lean - Dallas
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National Staff Training | CICOM BRAINS Inc.
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Ams Career Development Co Final
This document discusses career development opportunities at HP. It notes that HP offers career opportunities across business models, customer segments, geographies, and functions. It encourages employees to take ownership of their careers while HP provides support through enabling experiences like job rotations, assignments in other areas, and development programs. The document emphasizes that on-the-job experiences through roles, projects, and relationships contribute most to career growth and learning.
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The first study examines whether the investment of overconfident CEOs is more sensitive to the availability of internal cash flow compared to less overconfident CEOs. The authors predict this will be the case and that the effect will be more pronounced for equity-dependent firms. The study uses regression analysis of financial data from Compustat and CRSP databases to test this prediction.
The second study aims to address criticisms of endogeneity in the first study by examining how overconfident CEOs' investment responds to an exogenous shock that impacts debt financing availability. The prediction is
Larry Pino's Study on Social to Organizational Justice
This study was researched and prepared as part of a course in the doctoral program at the University of Florida.
Raising money through jobs act 506c
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The document describes a study that examined differences between customers who switched banks (switchers) and those who stayed with their primary bank (stayers). The study categorized switchers as either dissatisfied or satisfied. It hypothesized that dissatisfied switchers would be more satisfied with their new bank compared to satisfied switchers and stayers, due to positive disconfirmation from leaving an unsatisfactory bank. The study used surveys to collect data on customer satisfaction, involvement, and loyalty at their primary bank from 200 participants. It then analyzed the data using statistical methods to compare the three customer groups across the measures.
Cascades, Diffusion, and Turning Points in the Product Life Cycle
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A field experiment: Growing Two-Sided Networks By Advertising The User Base
At a time in which online platforms are being utilized in any number of different sectors, this particular study was based on a field experiment which most of us don't have the opportunity to conduct.
Data Privacy: Effects on Customer and Firm Performance
This document provides an overview of three studies examining the effects of customer data vulnerability and the role of transparency and control in mitigating negative outcomes. Study 1 used experiments to show that transparency and control suppress the negative impact of data access vulnerability on customer emotional violation and trust. Study 2 was an event study that found data breaches negatively impact firm performance and rivals, and this effect is suppressed by control and the interaction of transparency and control. Study 3 further tested these relationships and the mediating roles of emotional violation and cognitive trust.
Objective Quality, Perceived Quality and Reputational Risk
An extensive research study comparing objective quality to perceived quality on multiple products across multiple categories.
Bonuses vs Commissions: A Field Study
This study addresses the subject of particular interest to virtually any business which relies on sales. While this particular study was focused on the pharmaceutical industry, it did put in play the two primary methods of incentivizing sales conduct: providing for a lump sum bonus as opposed to linear commissions against a base performance requirement.
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Session 04
- 1. Business Accelerated Growth – Fall 2017 Confidential and Proprietary - © Laurence J. Pino, Esq.Page 1 Business Accelerated Growth Session 4 – Defining the Turf Purpose of this Session Building a business for accelerated growth is not unlike building a major commercial building. It requires strong bones and even stronger architecture. The purpose of Session 4 is to clarify what those design elements look like in order for the entrepreneur to build an enterprise which must first and foremost be sustainable. Hamilton Holt School Larry Pino Adjunct Professor
- 2. Business Accelerated Growth – Fall 2017 Confidential and Proprietary - © Laurence J. Pino, Esq.Page 2 Learning Objectives of this Session How To: Business Accelerated Growth Session 4 – Defining the Turf Hamilton Holt School Larry Pino Adjunct Professor Articulate a vision and mission for your opportunity Describe the “turf” your opportunity occupies Define your Unique Selling Proposition (USP)
- 3. Business Accelerated Growth – Fall 2017 Confidential and Proprietary - © Laurence J. Pino, Esq.Page 3 Business Accelerated Growth Session 4 – Defining the Turf Hamilton Holt School Larry Pino Adjunct Professor Conceptualization Vision – Mission – Values Enterprise Charter Schematics Design Development Documents Documents, including Blocking & Elevation Site Plan
- 4. Business Accelerated Growth – Fall 2017 Confidential and Proprietary - © Laurence J. Pino, Esq.Page 4 Business Accelerated Growth Session 4 – Defining the Turf Hamilton Holt School Larry Pino Adjunct Professor Constructability & Feasibility Review Engineering Construction Documents Regulatory Compliance Finalize Capital & Financial Structure Mobilization Horizontal with Footings
- 5. Business Accelerated Growth – Fall 2017 Confidential and Proprietary - © Laurence J. Pino, Esq.Page 5 Business Accelerated Growth Session 4 – Defining the Turf Hamilton Holt School Larry Pino Adjunct Professor Vertical with MEP’s Topping Off Finish Work and other Interior Design Completion Punch List Commencement Operationalization