The document discusses key aspects of small businesses and entrepreneurship. It defines small businesses and their importance to the US economy through job creation and innovation. It also outlines different types of business structures like sole proprietorships, partnerships, S corporations and LLCs. The document notes trends in small business startups and reasons for both success and failure, concluding with a brief overview of financing and franchising options.
Capital Equipment Finance: The Lifeblood of GrowthCIT Group
Eric Miller, Group Head and Managing Director, CIT Capital Equipment Finance, offers his perspective on the importance of dealing with a lender that understands your business and its cycles.
Shareholder Activism in the United States: Managing Shareholder InterventionsStephen Bainbridge
This is a presentation I gave at the University of Auckland Faculty of Law on May 19, 2014. It is based on my paper Preserving Director Primacy by Managing Shareholder Interventions (August 27, 2013), which is available at SSRN: http://ssrn.com/abstract=2298415.
Even though the primacy of the board of director primacy is deeply embedded in state corporate law, shareholder activism nevertheless has become an increasingly important feature of corporate governance in the United States. The financial crisis of 2008 and the ascendancy of the Democratic Party in Washington created an environment in which activists were able to considerably advance their agenda via the political process. At the same time, changes in managerial compensation, shareholder concentration, and board composition, outlook, and ideology, have also empowered activist shareholders.
There are strong normative arguments for disempowering shareholders and, accordingly, for rolling back the gains shareholder activists have made. Whether that will prove possible in the long run or not, however, in the near term attention must be paid to the problem of managing shareholder interventions.
This problem arises because not all shareholder interventions are created equally. Some are legitimately designed to improve corporate efficiency and performance, especially by holding poorly performing boards of directors and top management teams to account. But others are motivated by an activist’s belief that he or she has better ideas about how to run the company than the incumbents, which may be true sometimes but often seems dubious. Worse yet, some interventions are intended to advance an activist’s agenda that is not shared by other investors.
This paper proposes managing shareholder interventions through changes to the federal proxy rules designed to make it more difficult for activists to effect operational changes, while encouraging shareholder efforts to hold directors and managers accountable.
The Melding of Cultures during and after a MergerCBIZ, Inc.
Regardless of industry, all mergers are complex initiatives. Understandably, all parties are laser-focused on financial and operational matters. While these are all critical issues, the opportunities presented by acquisition can be squandered if leaders lose sight of the human part of the equation. For both sides of the transaction, it is wise to initiate both a human capital and a cultural audit before proceeding too far down the acquisition trail. Learn more about these best practices in this article.
Capital Equipment Finance: The Lifeblood of GrowthCIT Group
Eric Miller, Group Head and Managing Director, CIT Capital Equipment Finance, offers his perspective on the importance of dealing with a lender that understands your business and its cycles.
Shareholder Activism in the United States: Managing Shareholder InterventionsStephen Bainbridge
This is a presentation I gave at the University of Auckland Faculty of Law on May 19, 2014. It is based on my paper Preserving Director Primacy by Managing Shareholder Interventions (August 27, 2013), which is available at SSRN: http://ssrn.com/abstract=2298415.
Even though the primacy of the board of director primacy is deeply embedded in state corporate law, shareholder activism nevertheless has become an increasingly important feature of corporate governance in the United States. The financial crisis of 2008 and the ascendancy of the Democratic Party in Washington created an environment in which activists were able to considerably advance their agenda via the political process. At the same time, changes in managerial compensation, shareholder concentration, and board composition, outlook, and ideology, have also empowered activist shareholders.
There are strong normative arguments for disempowering shareholders and, accordingly, for rolling back the gains shareholder activists have made. Whether that will prove possible in the long run or not, however, in the near term attention must be paid to the problem of managing shareholder interventions.
This problem arises because not all shareholder interventions are created equally. Some are legitimately designed to improve corporate efficiency and performance, especially by holding poorly performing boards of directors and top management teams to account. But others are motivated by an activist’s belief that he or she has better ideas about how to run the company than the incumbents, which may be true sometimes but often seems dubious. Worse yet, some interventions are intended to advance an activist’s agenda that is not shared by other investors.
This paper proposes managing shareholder interventions through changes to the federal proxy rules designed to make it more difficult for activists to effect operational changes, while encouraging shareholder efforts to hold directors and managers accountable.
The Melding of Cultures during and after a MergerCBIZ, Inc.
Regardless of industry, all mergers are complex initiatives. Understandably, all parties are laser-focused on financial and operational matters. While these are all critical issues, the opportunities presented by acquisition can be squandered if leaders lose sight of the human part of the equation. For both sides of the transaction, it is wise to initiate both a human capital and a cultural audit before proceeding too far down the acquisition trail. Learn more about these best practices in this article.
Business presentation on the incredible opportunity available to all Real Estate professionals with the ground breaking business model of Nextage Realty International, LLC.
Buy-Sell Agreements for Investment Management Firms: An Ounce of Prevention i...Mercer Capital
If you are an owner of an investment management firm and have not reviewed your buy-sell agreement recently, you’re not alone. Buy-sell agreements are frequently the most forgotten corporate document in the file. No one thinks about buy-sell agreements until a triggering event, and then it becomes the only thing they think about. Partners are often surprised by the language in the contract they signed many years before, and too often a serious dispute breaks out between partners over what the words in the agreement mean, or were intended to mean. The purpose of this whitepaper is to equip ownership to understand the consequences of their buy-sell agreements before a controversy arises, and to make informed decisions about the drafting or re-drafting of the agreement that promote the financial health and sustainability of their firm.
Business presentation on the incredible opportunity available to all Real Estate professionals with the ground breaking business model of Nextage Realty International, LLC.
Buy-Sell Agreements for Investment Management Firms: An Ounce of Prevention i...Mercer Capital
If you are an owner of an investment management firm and have not reviewed your buy-sell agreement recently, you’re not alone. Buy-sell agreements are frequently the most forgotten corporate document in the file. No one thinks about buy-sell agreements until a triggering event, and then it becomes the only thing they think about. Partners are often surprised by the language in the contract they signed many years before, and too often a serious dispute breaks out between partners over what the words in the agreement mean, or were intended to mean. The purpose of this whitepaper is to equip ownership to understand the consequences of their buy-sell agreements before a controversy arises, and to make informed decisions about the drafting or re-drafting of the agreement that promote the financial health and sustainability of their firm.
The Complete Roadmap Workbook Final Usepaulageorge
"The Complete Roadmap to Your Business Success”
Interactive workbook for Business Owners who want to transform their Busiiness and make more Profit
Work Book
This presentation is about various Forms of Business Organisations and their features, merits and demerits. It also guides an entrepreuner on how to make a choice among various forms of Business Organisations.
Mel feller examines financial help for minority business owners by mel fellerMel Feller
Mel Feller Examines Financial Help For Minority Business Owners by Mel Feller
Opening a new small business is a complex and time-consuming undertaking and you need every big of help you can get.
Luckily, there is a huge range of support out there and it is important to check out what is available for your demographic. The government offers a range of support to small business owners who qualify as socially or economically disadvantaged due to their background.
7. Increased Survival Rates Reasons for Success and Failure<br /> Reasons for Failure<br />Poor management<br />Neglect<br />Weak control systems<br />Insufficient capital<br />Reasons for Success<br />Hard work, drive, dedication<br />Market demand<br />Strong management<br />Luck!!!<br />Financing the Small Business<br />Personal resources<br />Loans<br />Venture capital companies<br />Small-business investment companies<br />Small Business Association (SBA)<br />Financial aid and management advice<br />FRANCHISING<br />An Ownership Opportunity<br />AdvantagesDisadvantages<br />Proven business opportunityStart-up costs<br />Access to management expertiseOn-going payments<br />Management rules and restrictions<br />
![Entrepreneurs are simply those who understand that there is little difference between obstacle and opportunity and are able to turn both to their advantage.”<br />What Is “Small Business”?<br />Independently owned and managed business that does not dominate its market<br />Small business plays a critical role in the U.S. economy.<br />,[object Object]](https://image.slidesharecdn.com/smallbusinessandenterprenure-110415055837-phpapp01/85/Small-business-and-enterprenure-1-320.jpg)
