罗宾斯管理学第一单元.ppt

1、Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A1,Managing Entrepreneurial Ventures,AppendixA,Management Stephen P. Robbins Mary Coulter,tenth edition,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A2,Learning OutcomesFollow this Learning Outline as you read a

2、nd study this chapter.,A1. The Context of Entrepreneurship Differentiate between entrepreneurial ventures and small businesses. Explain why entrepreneurship is important in the United States and globally. Describe the four key steps in the entrepreneurial process. Explain what entrepreneurs do. Disc

3、uss why social responsibility and ethics are important considerations for entrepreneurs.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A3,Learning Outcomes,A2. Start-Up and Planning Issues Discuss how opportunities are important to entrepreneurial ventures. Describe each of the

4、seven sources of potential opportunity. Explain why its important for entrepreneurs to understand competitive advantage. List possible financing options for entrepreneurs. Describe the six major sections of a business plan.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A4,Learni

5、ng Outcomes,A3. Organizing Issues Contrast the six different forms of legal organization. Describe the organizational design issues that entrepreneurs face. Discuss the unique human resource management issues entrepreneurs face. Describe what an innovation-supportive culture looks like.,Copyright 20

6、10 Pearson Education, Inc. Publishing as Prentice Hall,A5,Learning Outcomes,A4. Leading Issues Explain what personality research shows about entrepreneurs. Discuss how entrepreneurs can empower employees. Explain how entrepreneurs can be effective at leading employee work teams. A5. Controlling Issu

7、es Describe how entrepreneurs should plan, organize, and control growth. Describe the boiled frog phenomenon and why its useful for entrepreneurs. Discuss the issues an entrepreneur needs to consider when deciding whether to exit the entrepreneurial venture.,Copyright 2010 Pearson Education, Inc. Pu

8、blishing as Prentice Hall,A6,The Context of Entrepreneurship,What Is Entrepreneurship? Entrepreneurship is the process of starting new businesses, generally in response to opportunities. Entrepreneurial Ventures Organizations that pursue opportunities, are characterized by innovative practices, and

9、have growth and profitability as their main goals. Small Business A firm that is independently owned, operated, and financed; has fewer than 100 employees; doesnt necessarily engage in new or innovative practices, and has relatively little impact on its industry.,Copyright 2010 Pearson Education, In

10、c. Publishing as Prentice Hall,A7,Why Is Entrepreneurship Important?,Innovation Engage in the creative destruction process Act as agents of change Number of New Startups Increasing numbers of new firms Job Creation New ventures create 60-80% of net new jobs,Copyright 2010 Pearson Education, Inc. Pub

11、lishing as Prentice Hall,A8,The Entrepreneurial Process,Exploring the Entrepreneurial Context,Identifying Opportunities and Possible Competitive Advantages,Starting the Venture,Managing the Venture,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A9,Potential Sources of Opportunity

12、,Environmental Context,The Incongruous,The Process Need,Industry and Market Structures,Demographics,Changes in Perception,New Knowledge,The Unexpected,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A10,Exhibit A1 Evaluating Potential Ideas,Copyright 2010 Pearson Education, Inc. P

13、ublishing as Prentice Hall,A11,Exhibit A2Feasibility Study,A. Introduction, historical background, description of product or service: Brief description of proposed entrepreneurial venture Brief history of the industry Information about the economy and important trends Current status of the product o

14、r service How you intend to produce the product or service Complete list of goods or services to be provided Strengths and weaknesses of the business Ease of entry into the industry, including competitor analysis B. Accounting considerations: 1. Proforma balance sheet 2. Proforma profit and loss sta

15、tement 3. Projected cash flow analysis,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A12,Exhibit A3Feasibility Study (contd),C. Management considerations: Personal expertisestrengths and weaknesses Proposed organizational design Potential staffing requirements Inventory manageme

16、nt methods Production and operations management issues Equipment needs. D. Marketing considerations: Detailed product description Identify target market (who, where, how many) Describe place product will be distributed (location, traffic, size, channels, etc.) Price determination (competition, price

17、 lists, etc.) Promotion plans (personal selling, advertising, sales promotion, etc.),Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A13,Exhibit A3Feasibility Study (contd),E. Financial considerations: Start-up costs Working capital requirements Equity requirements Loansamounts, t

18、ype, conditions Breakeven analysis Collateral Credit references Equipment and building financingcosts and methods F. Legal considerations: Proposed business structure (type; conditions, terms, liability, responsibility; insurance needs; buyout and succession issues) Contracts, licenses, and other le

19、gal documents G. Tax considerations: (sales/property/employee; federal, state, and local) H. Appendix: charts/graphs, diagrams, layouts, resumes, etc.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A14,Researching Competitors,Competitor Intelligence: What types of products or ser

20、vices are competitors offering? What are the major characteristics of these products or services? What are their products strengths and weaknesses? How do they handle marketing, pricing, and distributing? What do they attempt to do differently from other competitors? Do they appear to be successful

21、at it? Why or why not? What are they good at? What competitive advantage(s) do they appear to have? What are they not so good at? What competitive disadvantage(s) do they appear to have? How large and profitable are these competitors?,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hal

22、l,A15,Exhibit A3Possible Financing Options,Entrepreneurs personal resources (personal savings, home equity, personal loans, credit cards, etc.) Financial institutions (banks, savings and loan institutions, government-guaranteed loan, credit unions, etc.) Venture capitalistsexternal equity financing

23、provided by professionally-managed pools of investor money Angel investorsa private investor (or group of private investors) who offers financial backing to an entrepreneurial venture in return for equity in the venture Initial public offering (IPO)the first public registration and sale of a company

24、s stock National, state, and local governmental business development programs Unusual sources (television shows, judged competitions, etc.),Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A16,Investing in Entrepreneurial Ventures,Venture Capitalists External equity financing provi

25、ded by professionally-managed pools of investor money. Angel Investors A private investor (or group of private investors) who offers financial backing to an entrepreneurial venture in return for equity in the venture. Initial public offering (IPO) The first public registration and sale of a companys

26、 stock.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A17,Developing a Business Plan,Business Plan A written document that summarizes a business opportunity and defines and articulates how the identified opportunity is to be seized and exploited. Elements of a Business Plan Exec

27、utive summary Analysis of opportunity Analysis of context Description of the business Financial data and projections Supporting documentation,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A18,Exhibit A4Legal Forms of Business Organization,Copyright 2010 Pearson Education, Inc. P

28、ublishing as Prentice Hall,A19,Exhibit A4Legal Forms of Business Organization (contd),Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A20,Exhibit A5Legal Forms of Business Organization (contd),Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A21,Human Resource Ma

29、nagement Issues In Entrepreneurial Ventures,Employee Recruitment Concerns Locating high potential employees who: can perform multiple roles are willing to “buy-in” (commitment) Filling critical skill gaps Employee Retention Issues Potential for damage to client/customer relationships due to loss of

30、employees Need to offer desirable benefits Compensation: base pay and incentives,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A22,Exhibit A5Suggestions for Achieving a Supportive Growth-Oriented Culture,Keep the lines of communication openinform employees about major issues. Es

31、tablish trust by being honest, open, and forthright about the challenges and rewards of being a growing organization. Be a good listenerfind out what employees are thinking and facing. Be willing to delegate duties. Be flexiblebe willing to change your plans if necessary. Provide consistent and regu

32、lar feedback by letting employees know the outcomesgood and bad. Reinforce the contributions of each person by recognizing employees efforts. Continually train employees to enhance their capabilities and skills. Maintain the focus on the ventures mission even as it grows. Establish and reinforce a “

33、we” spirit since a successful growing venture takes the coordinated efforts of all the employees.,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A23,Leading Issues,Personality Characteristics of Entrepreneurs High level of motivation, abundance of self-confidence, ability to be i

34、nvolved for the long term, high energy level, persistent problem solver, high degree of initiative, ability to set goals, and moderate risk-taker. Proactive personality Individuals who are more prone to take actions to influence their environmentthat is, theyre more proactive.,Copyright 2010 Pearson

35、 Education, Inc. Publishing as Prentice Hall,A24,Leading Issues (contd),Motivating Employees Through Empowerment Empowerment Giving employees the power to make decisions and take actions on their own to solve problems Benefits of Empowerment Improved flexibility and speed Stronger work motivation Hi

36、gher morale Better work quality Higher job satisfaction Lower turnover Higher productivity Improved quality,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A25,Leading Issues (contd),Empowering Employees Participative decision making Delegation Redesigning jobs,Copyright 2010 Pear

37、son Education, Inc. Publishing as Prentice Hall,A26,The Entrepreneur as Leader,Leading Employee Work Teams Empowered teams Have the authority to plan and implement process improvements Self-directed teams Are nearly autonomous and responsible for many managerial activities Cross-functional teams Are

38、 composed of individuals from various specialties who work together on various tasks,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A27,Controlling Issues,Managing Growth,Managing Downturns,Exiting the Venture,Managing personal life choices and challenges,Copyright 2010 Pearson E

39、ducation, Inc. Publishing as Prentice Hall,A28,Controlling Issues (contd),Managing Growth Planning for growth Organizing for growth Financing growth Finding people Creating a growth-oriented culture Controlling for growth,Managing Downturns Recognizing crisis situationsavoiding the boiled frog pheno

40、menon Dealing with downturns, declines, and crises,Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall,A29,Exiting the Venture,Why Leave? Desiring to harvest the value of the venture Facing serious organizational performance problems Desiring to pursue other interests/opportunities Business Valuation Methods Asset valuations Ear