Professional Documents
Culture Documents
EXISTING NEW
PRODUCT
ECONOMIC IMPLICATION OF
GROWTH
IMPLICATION OF GROWTH FOR
THE FIRM
Pressures on Existing Financial
Resources
Pressure on Human Resource
Pressure on the management of the
employee
Pressures on the Entrepreneur’s
Time
OVERCOMING PRESSURES ON
EXISTING FINANCIAL
RESOURCES
FINANCIAL CONTROL
Managing cash flow
Managing inventory
Managing fixed assets
Managing costs and profits
Taxes
Record keeping
OVERCOMING PRESSURES ON
EXISTING HUMAN RESOURCES
OVERCOMING PRESSURES ON
THE MANAGEMENT OF
EMPLOYEES
Establisha Team spirit
Communicate with employeesProvide
feedback
Delegate some responsibility to
others
Provide continuous training for
employees
OVERCOMING PRESSURES ON
ENTREPRENEURS TIME
Increased Productivity
Increased Job Satisfaction
Improved interpersonal Relationships
Reduce time anxiety and Tension
Better health
Basic Principles of time
Management
Principle of Desire
Principle of effectiveness
Principle of Analysis
Principle of Teamwork
Principle of prioritized Planning
Principle of Reanalysis
IMPLICATIONS OF FIRM GROWTH
TO THE ENTREPRENEUR
A categorization of entrepreneurs
and their firms growth
Annual growth of the firm
Unused potential for the growth
Constrained growth
little potential for firms growth
GOING PUBLIC
ADVANTAGES OF GOING
PUBLIC
Abilityto obtain equity capital
Enhanced ability to borrow
Enhanced ability to raise equity
Liquidity and valuation
Prestige
Personal wealth
DISADVANTAGE
Increased Risk Of Liability
Expense
Regulation of corporate governance
policies and procedures
Disclosure of information
Pressures to maintain growth pattern
Loss of control
THE ALTERNATIVES TO GOING
PUBLIC
Private placement: institutional investor,
investment companies, insurance
companies and pension firm
1. Restrictive covenant: statement indicating the
things that cannot be done without approval
2. Liquidation covenant: the right of an investor to
sell the interest in the company
Bank loans:
Collaterals like some tangible assets
TIMING OF GOING PUBLIC AND
UNDRWRITER SELECTION
Timing
1. Is the company large enough
2. What is amount of the company’s earnings and
how strong is its financial performance
3. Are the market conditions favorable for IPO
4. How urgently the money needed
5. What are the needs and desires of the presents
owners
UNDERWRITER SELECTION
Managing underwriter : lead financial
firm in selling stocks to the public
Reporting requirements
ENDING THE VENTURE
BANKRUPTCY- AN OVERVIEW
Business face a weak economy
Increased competition
Prepackaged bankruptcy
CHAPTER 13-EXTENDED TIEM
PAYMENT PLANS
CHAPTER 7-LIQUIDATION
Voluntary bankruptcy
Involuntary bankruptcy
KEEPING THE VENTURE
GOING
Avoid excess optimism when
business appears to be successful
Always prepare good marketing
plans with clear objectives
Make good cash projections and
avoid capitalization
Keep abreast of the marketplace
Identify stress points that can put the
business in jeopardy
WARNING SIGNS OF
BANKRUPTCY
Management of finances becomes
lax, so that no can explain, how
money is being spent
Directors cannot document or explain
major transaction
Customer are given large discounts
to enhance payments because of
poor cash flow
Contracts are accepted below
standard amount s to generate net
Bank requests subordination of its
loans
Key personnel leave the company
Materials to meet orders are lacking
Payroll taxes are not paid
Suppliers demand payment in cash
Customers complaints regarding
service and product quality increase
THE REALITY OF FAILURE
The entrepreneur should consult with
his or her family
The entrepreneur should seek outside
assistance from professionals, friends
and business associates
It is important to not try to hang on to
a venture that will continually drain
resouces if the end is inevitable
EXIT STRATEGY
SUCCESS OF BUSINESS
Transfer to family members