Small business owner interview
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The Perry Agency is a sole proprietorship real estate agency owned and operated by Tim O'Loughlin for the past 10 years. It focuses on residential and commercial real estate sales. Tim started the business after leaving corporate employment to have more time for his family. While the business provides Tim with a better quality of life, the challenges of keeping up with larger competitors while controlling costs. Tim plans to merge the business with a national corporation in the near future.
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This document outlines a business plan for a proposed sole trader drone photography business. The business, called JA Drone Photography, will be run by an individual as a sole trader to take advantage of flexibility. Services will include commercial drone photography, inspections, videos, and editing. Target sectors are real estate, industrial, and government, leveraging the owner's experience in photography, drones, and networks. The sole trader structure is suitable due to the owner's desire for independence and flexibility to integrate the business alongside full-time work.
F&w pest control business and society
The interviewee met with James Gibbons, co-owner along with his brothers Mark and Tom, of F&W Pest Control. F&W Pest Control has been in business since 1943 and was founded by Edward Honan, later being transferred to Tom Gibbons Sr. and merging with another company in 1984. James, Mark, and Tom Gibbons purchased the company in 1998. The company provides general pest control services and has expanded over the years, now employing additional workers and operating from bigger offices.
Family business
This document discusses family businesses, including their definition, characteristics, strengths and weaknesses. It provides examples of large, global family businesses such as Hyundai, BMW, Fiat, Ford, Mars, Samsung, Reliance Industries and Tata Motors. The document also covers issues that family businesses often face, such as complexity, informality, lack of discipline, managing family vs non-family employees, succession planning, and setting salaries.
Family Business, Non Family Business, Urban Myths
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
Family Business Survey - Presentation.pptx
The document summarizes key findings from a survey of family businesses in Malta. It finds that 50% of businesses with a board of directors lack a written strategic plan. 95% of businesses without a board also lack such a plan. Businesses without strategic or succession plans prioritize retaining staff and finances over adaptation. Those with plans emphasize training, technology, and succession. The insights suggest governance structures influence business priorities and succession planning.
Interview q15
This document provides tips and examples for answering interview questions about achievements and accomplishments. It suggests keeping answers relevant, recent, and professional. Examples are given for freshers, such as being a university topper or establishing a student club. For experienced professionals, examples include expanding a company and increasing sales, building strong customer relationships, and adapting to work in challenging international environments.
Family Business Legacy Workshop - 25th Sept
The Family Business: moving from mine, to ours, to theirs.
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Presentation business and society mataiah
V and his wife own Salon West, a small hair salon business located near local schools in Worcester. They have been in business for two years and have built a loyal customer base through quality haircuts and discounts for students. The business is structured as a partnership between V and his wife, who both invested money and have separate roles in running the business. While challenges included advertising and balancing work with marriage, locating near schools and a supportive community have helped Salon West succeed.
Presentation business and society mataiah
V and his wife own Salon West, a small hair salon business located near local schools in Worcester. They have been in business for two years and have built a loyal customer base through quality haircuts and discounts for students. The business is structured as a partnership between V and his wife, who helped invest in the business. While advertising was initially a challenge, the business has found success due to its convenient location and experienced stylists. V's goal is to continue growing the family business and pass it down to future generations.
PB&A_ShouldIStayOrShouldIGo_UMich
- The document discusses evaluating whether to stay in your current job or move on, providing advice on analyzing your situation, building a transition strategy, and evaluating job offers.
- Key factors to consider include compatibility with your boss and company culture, opportunities for growth, work-life balance needs, and whether your current employer is stable.
- When considering a new job offer, diligence is important to understand the role, commute, growth potential, and stability of the new company and boss. Burning bridges should be avoided when leaving a current job.
Challenges faced by first generation entrepreneur mamcet robert placement...
Finance is like a FURNACE if you can handle it good you can make wonderful dishes.
If not it will be a hot seat for you to sit.
Attracting and Retaining Millennials
The document discusses strategies for attracting and retaining millennial employees. It defines millennials as those born between 1985-2005 and notes that they will make up 75% of the workforce in 10 years. Some key facts about millennials are that they prefer collaboration, want coaching/mentoring opportunities, and value work-life balance. The document provides tips for employers, such as offering flexible work hours, team-based projects, clear career paths, and social events to build community. It also suggests asking millennial employees questions to better understand their goals and how the company can support them. Overall, the document outlines the importance of catering to millennial preferences in order to attract and retain this growing segment of the workforce.
Portfolio
Here are some potential interview questions and responses for a position at SEMCO Energy:
1. Why do you want to work for SEMCO Energy?
I'm interested in SEMCO Energy because of its reputation as a leader in the natural gas industry. I value the company's focus on safety, customer service, and community involvement. I believe my background is a good fit for helping SEMCO achieve its goals.
2. What relevant skills and experiences do you have?
Through my education and previous roles, I've developed strong communication, problem-solving, and technical skills. As a field technician, I gained experience inspecting infrastructure and ensuring compliance. I also have a background in customer service and operations management from my time at
Should I Stay or Should I Go?
Evaluating the pros and cons of moving on from your current job. What questions should you ask yourself before committing to leave? What is the strategy that will optimize your transition? I also teach you how to evaluate a job offer and leave gracefully from your current job when you have decided to move on. This presentation was given at a University of Michigan Club of NY meeting as part of their Career Programming series.
Small business interview
Bob Healy has owned a carpentry business for 32 years. It started as a small, family-owned sole proprietorship focused on home remodeling. Key successes include enhancing customers' living spaces and high customer satisfaction due to quality work at fair prices. Challenges include economic downturns, which can reduce available work. To compete, the business focuses on customer service and quality. If starting over, Bob would consider specializing in a specific field rather than general remodeling.
Small business interview
Bob Healy has owned a carpentry business for 32 years. It started as a small, family-owned sole proprietorship focused on home remodeling. Key successes include enhancing customers' living spaces and high customer satisfaction due to quality work at fair prices. Challenges include economic downturns, which can reduce available work. To compete, the business focuses on customer service and quality. If starting over, Bob would consider specializing in a specific field rather than general remodeling.
Small business owner tyler endriga
The document summarizes an interview with James Nam, the owner of Victorville Tae Kwon Do studio. Some key details: James opened the studio in 1998 and it has grown to over 1,200 students. He has faced challenges from competitors but has achieved success and plans to expand his facility to continue growing the business in the future.
Small Business Owner Tyler Endriga
The document summarizes an interview with James Nam, the owner of Victorville Tae Kwon Do studio. Some key details: James opened the studio in 1998 and it has grown to over 1,200 students. He has faced challenges from competitors but has achieved success and plans to expand his facility to continue growing the business in the future.
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Small business owner interview
- 1. The Perry Agency Tim O’Loughlin Caitlyn O’Loughlin Nichols College Business and Society MGMT-100-01
- 2. The Perry Agency- Real Estate • The Perry Agency is a Sole Proprietorship. It is a Sole Proprietorship because it was the most economical. The cost prohibited it to become a S-Corporation and he was able to match liabilities that an LLC would have provided at a better cost. • The Perry Agency is a service. It does residential and commercial real estate sales. • My dad Tim, has been in the business for 10 years.
- 3. Background of Business • My dad got started in the business because of my family. • He started the business because corporate employment left him no time for family so he went into business with my grandfather and had more family time. • My dads training was working with my grandfather who had 65 years’ experience in the business and then my dad took over business in 2004 running all operations of the business. • It compares to the company today because it is the same as it was in 2004.
- 4. Successes/Challenges • Successes- quality of life is much better; more time for family. • Challenges- trying to keep up with the larger companies and still be able to afford the costs to stay in business. • To overcome the challenges he had to make negations on the cost structure and work harder to keep up with the bigger businesses. • The critical success factors for this type of business is marketing, local exposure such as advertising consistently and networking sphere of influence (contacts). • The fatal flaws in this type of business is the economy.
- 5. The Future • No, my dad does not plan to stay in business for the extended future and has a pending merger with a national corporation.
- 6. Questions • Was the change from working in corporate world to a small business hard to get used to? • - Yes, you are now your own boss and it was hard adjusting to running your own business and being in charge of every little detail. • What do you think it takes to run a small business? • - The ability to accept failure and the drive to succeed.
- 7. Summary • What advice do you have for the members of the class? • - Prioritize what is important (family first then career) and business wise work hard and utilize all resources between internet and other medias.