kuratko_12
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Transcript of kuratko_12
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Chapter 12The Future
Growing Ventures
12-1© 2009 by Prentice Hall
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Growth is seemingly what every entrepreneur desires◦ However, the challenges that come with growth
can be overwhelming if the entrepreneur is not prepared
◦ Thus, the “desire for growth” can be far different than the actual ability to “manage growth”
12-2© 2009 by Prentice Hall
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The distinction of smaller size◦ The distinction of smallness gives newer ventures
and smaller firms certain disadvantages Lack of financing Lack of market knowledge Lack of management expertise Technology constraints
12-3© 2009 by Prentice Hall
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The one-person-band syndrome◦ In effect, the business is the entrepreneur and the
entrepreneur is the business◦ The natural tendency to do everything
Time management◦ Four critical steps
1. Assessment2. Prioritization3. Creation of procedures4. Delegation
12-4© 2009 by Prentice Hall
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Community obligations◦ The community presents unique challenges to
smaller ventures in three ways 1. Participation2. Leadership3. Donations
Continuing management education◦ The ancient Greek philosopher Epictetus once
said, “It is impossible for a man to learn what he thinks he already knows.”
Other issues in the formative years
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Control Responsibility Effective delegation
◦ The process entails three steps1. Assigning specific duties2. Granting authority to carry out these duties3. Creating the obligation of responsibility for
necessary action
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Tolerance of failure◦ Moral failure◦ Personal failure◦ Uncontrollable failure
Change Flexibility
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1. Finding new customers2. Obtaining financing3. Recruiting and hiring new employees4. Recruiting and hiring new managers5. Dealing with current employee problems
12-8© 2009 by Prentice Hall
The Most Critical Problems Firms Encounter in Their Formative Years
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Balancing the focus (entrepreneur and manager)
Administrative point of view◦ What sources do I control?◦ What structure determines our organization’s
relationship to its market?◦ How can I minimize the impact of others on my
ability to perform?◦ What opportunity is appropriate?
12-9© 2009 by Prentice Hall
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Balancing the focus (entrepreneur and manager)
Entrepreneurial point of view◦ Where is the opportunity?◦ How do I capitalize on it?◦ What resources do I need?◦ How do I gain control over them?◦ What structure is best?
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Outside managerial assistance◦ “Quasi-boards” are composed of volunteers who
serve in an advisory capacity to the owner
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Ethical code General public perception stereotypes
business ethics as a contradiction in terms Unethical behavior does take place. Why?
◦ Greed◦ An inability to distinguish between activities at
work and activities at home◦ A lack of foundation in the study of ethics◦ Survivalist (bottom-line) thinking◦ A reliance on other social institutions to convey
and reinforce ethics
12-12© 2009 by Prentice Hall
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A code of conduct within a business is a statement of ethical practices or guidelines to which an enterprise adheres
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In smaller ventures, the ethical influence of the owner is more powerful than in larger corporations because his or her leadership is not diffused through layers of management
Owners are identified easily and are observed constantly by employees in a smaller venture
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1. Have you defined the problem accurately?2. How would you define the problem if you stood
on the other side of the fence?3. How did this situation occur in the first place?4. To whom and to what do you give your loyalty
as a person and as a member of the corporation?
5. What is your intention in making this decision?6. How does this intention compare with the
probable results?
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7. Who could your decision or action injure?8. Can you discuss the problem with the affected
parties before you make your decision?9. Are you confident that your position will be as
valid over a long period of time as it seems now?
10. Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, and society as a whole?
11. What is the symbolic potential of your action if understood? If misunderstood?
12. Under what conditions would you allow exceptions to your stand?
© 2009 by Prentice Hall 12-16
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The quality movement refers to an all-encompassing, quality-focused approach to managing a firm’s operations
A smaller venture that adopts a philosophy of total quality management must be dedicated to the pursuit of excellence in all aspects of its activities
The Malcolm Baldrige National Quality Award
12-17© 2009 by Prentice Hall
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Involve top management◦ Focus on customer needs◦ Train employees◦ Empower employees—generate new ideas◦ Recognize employees◦ Conquer fear◦ The continuous-improvement challenge◦ Teamwork
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Prime targets included Japan, China, India, and other parts of Asia, Latin America, and eastern Europe
Why globalize for growth◦ Resource-rich countries◦ Market-rich countries
12-19© 2009 by Prentice Hall
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Proactive Reasons Reactive Reasons
Increased profitUnique goods or
servicesTechnological
advantageExclusive market
information
Competitive pressuresDeclining domestic
demandOvercapacityProximity to customers
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I. Government regulationsII. Political climateIII. InfrastructureIV. Distribution channelsV. CompetitionVI. Market sizeVII. Local customs and culture
12-21© 2009 by Prentice Hall
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The good must be adapted for different local markets
12-22© 2009 by Prentice Hall
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Ignorance and uncertainty Lack of experience Lack of information Restrictions Political risks Economic risks Financial risks
12-23© 2009 by Prentice Hall