Bangun n Kelola KWH
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Transcript of Bangun n Kelola KWH
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8/4/2019 Bangun n Kelola KWH
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Click to edit Master subtitle style
4/19/12
Made by : Patricia Leoni Erva SugihartoAloysia Jessica Fahrudini Kamilia
ENTREPRENEURIAL STRATEGIES
AND BUSINESS ETHICS
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A great company begins with a vision
Vision : a bold view of what the company canbecome
3Ms scotch tape, Post-it Notes, Motorolas
cellular phones
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Important characteristics to be a greatentrepreneurial leaders :
They inspire trust
They inspire passion
They inspire innovation
They inspire optimism
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Core Values
Fundamental beliefs that the business holdsabout what is important in business and in lifein general.
How to make :
1. Purpose
2. Mission
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THE STRATEGIC VALUE OF ETHICS &SOCIAL RESPONSIBILITY
Ethics : moral code by which we live and itderives from the cultural, social, political, andethnic norms by which we were raised aschildren
Small business owners are tempted to pushthe limits of ethical business in the name ofsurvival
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Ethical dilemmas can be found in 4 majorareas:
Conflicts of interests
Survival tactics
Stakeholder pressure small
Pushing the legal limit
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The socially responsible small business
Today an increasing number of companies are doingmuch more than simply earning profits in an ethicalmanner
Social entrepreneur are distinct from other types ofentrepreneurs because they start their businesses witha social mission and they face different challengesthan their for profit counterparts
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5 abilities socially responsible businesshave :
Value based Public Relation
Stakeholder involvement
EthicsCommunication with stakeholders
Accountability
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A framework for understanding smallbusiness environment
1. Carrying capacity
2. Dynamism
3. Complexity
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INDUSTRY STRUCTURE & COMPETITIVESTRATEGY
Barriers to entry the industry :
1. Economies of scale
2. Brand loyalty
3. Capital requirements
4. Switching costs
5. Access to distribution channels
6. Proprietary factor
7. Government regulations
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Threat from substitute products
Threat from buyers bargaining power
Threat from suplliers bargaining power
Rivalry among existing industry firms
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How do small business compete?
Does the business have the resources and capabilitiesnecessary to take advantage of opportunities in theenvironment and neutralize threats?
How many competing firms already own the samevaluable rsources and competencies?
Do firms without a resource or capability face a costdisadvantage in obtaining it?
Is the firm organized to take full advantage of itsresources and capabilities?
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Strategy & structure in a growing business
Time Frame
Short termobjective
Long termobjective
Focus
Internal
exploit existingassets
develop carecompetency
External develop image
build strategicalliances
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Strategic alliances
A strategy alliances or partnership with anothercompany is distinguished from the nependentcontractor relationship in that it is a more formal andtypically closer relationship
3 type of relationship :
1. Diversification
2. Experience in bearing this form of risk
3. Excess capacity
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3 theoritical related to strategicalliances :
Transaction cost economics
Agency theory
Team production theory
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Choosing an entry strategy
Niche
Differentiation
Cost superiority
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FINISH