Understanding the Entrepreneurial Process
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The document summarizes findings from the Panel Study of Entrepreneurial Dynamics (PSED), which tracks individuals in the process of starting new businesses in the United States. The PSED identifies nascent entrepreneurs through large-scale surveys and follows their progress with repeated interviews. It finds that while individual attributes have limited impact on outcomes, level and duration of startup activities are important, with those creating an actual business presence more likely to form new firms. The PSED provides longitudinal data on financing, finding that informal investment is common early on but formal financing is needed to avoid disengagement.
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![[object Object],[object Object],[object Object],21 October 2009 Research Seminar Mercatus Center George Mason University Arlington, VA Understanding the Entrepreneurial Process: Tracking New Firm Creation with the PSED [Panel Study of Entrepreneurial Dynamics] Paul D. Reynolds George Mason University [pauldavidsonreynolds@gmail.com]](https://image.slidesharecdn.com/psediimercatusseminar21oct09-091216122745-phpapp01/85/Understanding-the-Entrepreneurial-Process-1-320.jpg)
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business situation and conduct an analysis.
Instructions:
Consider the following hypothetical: Ed contracted with Becky to build a house.
Immediately prior to that meeting, Becky was so nervous that she drank an entire bottle
of champagne and she does not remember all of the details of the meeting. Shortly
before the closing, Ed met with Becky, accused her of fraud and threated to prevent the
contract from going to closing. Ed’s associate, a former stunt double for Dwayne “the
Rock” Johnson, stood outside the door for two hours to prevent Becky from leaving. Ed
gave Becky the choice of signing a new contract promising him more money for the
build or going to court. Becky signed the agreement but now has sought legal advice.
• Imagine that you are Becky’s attorney. What would you tell her about whether
she can rescind the contract? (Big Hint: Capacity to Contract, Duress and Undue
Influence)
Requirements:
• Include one resource, in addition to the textbook.
o Use APA format for non-legal sources such as the textbook. Use
Bluebook citation format for any legal citations.
• Submit a Word document.
• Maximum two pages in length, excluding the Reference page.
Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.
LAW204 – Business Law I
Grounds to Rescind a Contract
Evaluation Rubric for Grounds to Rescind a Contract Assignment
CRITERIA Deficient Needs
Improvement
Proficient Exemplary
0 – 44 Points 45 – 59 Points 60 – 74
Points
75 Points
Analysis Does not
concisely and
clearly
analyzes the
scenario.
Somewhat
concisely and
clearly analyzes
the scenario.
Mostly
concisely,
succinctly,
and clearly
analyzes the
scenario.
Concisely,
succinctly, and
clearly
analyzes the
scenario.
0 – 5 points 6 – 7 points 8 – 9 points 10 points
Paper Length More than 2
pages
n/a n/a 2 pages or less
0 – 8 points 9 – 11 points 12 – 14
points
15 points
Clear and
Professional
Writing and
APA/Bluebook
Format
Errors impede
professional
presentation;
guidelines not
followed.
Significant errors
that do not
impede
professional
presentation.
Few errors
that do not
impede
professional
presentation.
Writing and
format are
clear,
professional,
APA/Bluebook
compliant, and
error free.
Overview:Instructions:Requirements:Evaluation Rubric for Grounds to Rescind a Contract Assignment
1
SWOT Analysis- Simon Property Group
Angel Bloodworth
MGT 450
University of Arizona
28 March 2022
2
A SWOT analysis is a framework for analyzing a company's competitive position in its
industry. It provides critical information on both internal and ...
BDC Report MGP five-dos-and-five-donts
The document discusses factors that contribute to business success based on a survey of over 1,100 Canadian businesses. It finds that the most successful businesses (top 20% by revenue growth and other measures) engage in more innovation than other businesses in several ways: they offer new products/services more often, adopt new technologies quicker, and place greater importance on process, marketing, business model, and product innovations. A case study highlights how Cinespace Film Studios continuously innovates its offerings and pricing models to better serve clients and form long-term relationships. The summary recommends that businesses champion innovation, engage employees/partners in idea generation, and set aside funds to test new ideas.
FSA Boost Enforcement
The document provides a summary of the following:
1) Compliance Reporter will not publish next Monday and the next issue will appear on January 7th. It also wishes readers happy holidays.
2) The SEC may tone down questions about the social networks of fund firm insiders in its compliance inspections.
3) The UK Financial Services Authority plans to add 30-50 new staff to its enforcement division with a focus on market misconduct cases.
Deloitte_2015 Americas Economic Engine
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Venture capital-backed IPOs have significantly outperformed the broader IPO market and non-venture backed companies over the past several years. On average, venture-backed companies saw stock price increases of 18.8% on the first day of trading and 10.5% after six months. Several factors contribute to their strong performance, including venture capitalists selecting companies based on long-term scalability rather than short-term profits. Venture firms also help professionalize the companies they invest in to prepare them for successful public listings. Recent regulatory changes and competitive stock exchanges could further increase IPO activity for venture-backed firms going forward.
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Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
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Conclusion and Implications
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US economy. This report provides a new lens on typical small business payroll outflows, their growth, and their volatility. We summarize
key conclusions and implications here:
1Running Head Case Analysis Assignment #2 ContiGroup Inc.PA.docx
1
Running Head: Case Analysis Assignment #2 ContiGroup Inc.
PAGE
4
Case Analysis Assignment Citigroup Inc.
Introduction
Citigroup Inc. was founded in 1812 by Samuel Osgood in New York City. To this day, the organization’s headquarters remain in its initial foundation however, the company has grown from its humble beginnings of a mere 2 million dollars in assets to a market capitalization of 162 billion dollars as of 2014. (David & David, 2017). Operating in more than 160 countries with over 900 million retail accounts and more than 250,000 employees in total, Citigroup is currently known as the “world’s largest credit card issuer and largest banking enterprise” (David & David, 2017). However, Citigroup has faced significant issues in terms of how it has been perceived by the US government, specifically regarding the bailouts and ethical issues surrounding the implications of Citigroup’s actions on the overall worldwide economy.
Mission Statement
Citigroup’s current mission statement has been defined as follows, “Citi works tirelessly to serve individual, communities, institutions and nations. With 200 years of experience meeting the world’s toughest challenges and seizing its greatest opportunities, we strive to create the best outcomes for our clients and customers with financial solutions that are simple, creative and responsible. An institution connecting over 1,000 cities, 160 countries and millions of people, we are your global bank, we are Citi” (David & David, 2017). Overall, this mission statement seems to be very detailed and effectively structured, as it outlines the reach of the organization as well as their accumulated experience and the sheer scale, number of employees and customers. However, perhaps what is missing from this statement is the concept of the causes that Citi cares about and what they are dedicated to/how they define themselves.
New Mission Statement
The new mission statement has been developed as per the textbook format (David & David, 2017). Citigroup serves a global (3) customer base, in over 160 countries (1). We provide “global banking, advisory services, derivative services, brokerage, mortgages and auto loans” (2) (David & David, 2017). Citigroup employs over 250,000 people and continuously invest in their career development and ensure that they provide the best services to our customers (9), representing values of professionalism and care (7)(6). At Citigroup, we are constantly innovating, leveraging technology (4) and striving (5)(6) to “create the best outcomes for our clients with financial solutions that are simple, creative and responsible” (David & David, 2017) (8).
Vision Statement
Currently, Citigroup does not have a defined vision statement (David & David, 2017).
New Vision Statement
Citigroup’s vision is to leverage our 200 years of experience to create and develop industry-leading, revolutionary and innovative financial solutions for our clients around the world.
SWOT Analysis
...
Enabling ECF for SMEs and Entrepreneurs 29 October 2016
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This document is a report from the U.S. Small Business Administration (SBA) Office of Advocacy summarizing the state of small businesses in the U.S. economy in 2007. It covers topics such as the economic conditions small businesses faced, their access to financing, role in federal contracting, involvement in international trade, use of training programs, upcoming tax issues, and rates of new business creation. The report utilizes research from the SBA Office of Advocacy and outside contributors to assess how small firms performed and highlight ongoing policy concerns for small businesses.
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Due Date 1159 p.m. EST, Sunday of Unit 6 Points 100
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Understanding the Entrepreneurial Process
Editor's Notes
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09
- (c) 2009 Paul D. Reynolds 12/16/09 PSEDII_Mercatus_Seminar_21Oct09