EFFECTIVE BUSINESS COUNSELING

FOR MICRO ENTERPRISES
(EBC)
August 14 – 18, 2006
Marco Hotel, Cagayan de Oro
Ms. Crispina B. Almonte
Resource Speaker
DTI - CARP

SCOPE
Þ
Introduction to EBC
Þ
Competences needed
Þ
Definitions
Þ
Framework of the course
Þ
Self-Assessment Exercise
Þ
Counseling a change process
Þ
Principles of counseling

MODULE 1
Þ
INTRODUCTION
Þ
DEFINITIONS
Þ
IMPORTANCE/SIGNIFICANCE OF
OUR WORK
Þ
SELF ASSESSMENT
Þ
GENERAL COMPETENCIES
NEEDED

Competences Needed for EBC
and Why We Need to Master
Changing
STEEP
Global
competition
Changing
EBC TOOLS
National
Eco.
Goals
Survival Issue
Module 1

Competencies and Skills
Self Mastery
Enterprise
Mastery
Situation
Mastery
Exercise Personal
Competence
Communication
Competence
Understanding Role
- Scope SBC
Conduct Business
Analysis /Planning
Assess Client’s
Competencies
Facilitate Clients
Devl’mt -Capabilities
Capacity

What is EBC
What is EBC
?
?
4
Help in planning or implementing a task or a
series of task,
4
consultant is not actually responsible for the task itself
4
assisting those who are.
4
Change process.
4
dynamic, interactive, and progressive
4
3Es and 3Rs, 3As
4
Work begins with:
4
condition that is unsatisfactory and
4
condition in which a change for the better has taken place.

What is
What is
EBC
EBC
4
Partnership process
4
entrepreneur (with a problem) and the
counselor (with access to solutions)
4
agree to come together.
4
Limitations
4
(time, competence, cost, scope of work)

1. Knowledge of principles and conditions for counseling.
no knowledge 1 2 3 4 5 6 7 thorough
knowledge
2. Skill in assessing Client’s needs.
no skill 1 2 3 4 5 6 7 competent
3. Skill in setting objectives of the engagement.
no skill 1 2 3 4 5 6 7 competent
4. Skill in planning and designing an assistance plan.
no skill 1 2 3 4 5 6 7 competent
5. Skill in selecting appropriate methods and techniques.
no skill 1 2 3 4 5 6 7 competent
How Prepared Are You? How Prepared Are You?

6. Skill in oral communication.
no skill 1 2 3 4 5 6 7 competent
7. Skill in written communication.
no skill 1 2 3 4 5 6 7 competent
8. Skill in planning and designing a strategic or improvement
plan.
no skill 1 2 3 4 5 6 7 competent
9. Skill in preparing and using prescriptive techniques in
business operations.
no skill 1 2 3 4 5 6 7 competent
10. Skill in preparing a report.
no skill 1 2 3 4 5 6 7 competent
Continuation

Assessment Score
7 statements with
ratings 7
You have the mastery needed
for EBC. Pack your things and go
back to work
7 statement with rating
below 7 but not 4
This is a reinforcement training
for you
7 statements below 7 not
4
This is a review and confirmation
training for you
All statement above 4
This a course is for you
7 statements below 4
This is the training for you and
you must apply learnings right
away
5 statements or more
with 4 rating
You do not know yourself

WHY ARE COUNSELORS
ENGAGED?
+
Impartial third party viewpoint
+
Provision of specific knowledge and
expertise/skills
+
Source of intensive professional attention on a
short term or temporary basis
+
Provision of arguments to justify course of action
+
Render professional advice through the use of new
technology and/or approaches
WHY ARE COUNSELORS
ENGAGED?

SITUATIONS
Counselor is put in a
SITUATION NATURE OF
ACTION
Q
Assess a company’s condition
perceptive
Q
Rectify a deteriorating condition
corrective
Q
Improve an existing condition
progressive
Q
Improve / introduce new concepts
innovative
Q
Create a totally new situation creative


CONSULTING AS CHANGE PROCESS
Planned Changes Agreed Upon by You and
Client
Personal/ Behavioral

Enhanced values &
attitudes

Improved human
relations skills
between
entrepreneurs &
employees

Organizational
Change
Technical
Competencies
4
Operations
4
Acquisition of new
technologies
4
Expansion and/or
diversification
4
Productivity tools
4
Quality tools

Fundamental Questions to Ask in EBC
Fundamental Questions to Ask in EBC
The 6-WH Principle / 3Es and 3Rs
The 6-WH Principle / 3Es and 3Rs
WHY
is it important or necessary/ implication?
WHAT
are critical assessment areas to do?
WHERE
the work will take place?
WHEN
will counseling happen?
WHOM – to whom is engagement for?
HOW - approaches/methods/tools/ techniques used

Knowledge of oneself
will lead to self
improvement
Goal of EBC
Not JAH = But PAWOL
4
knowledg
e
4
Attitude
s
4
Skills
GROWTH AND SUSTAINABLITY

k
k = necessary for the solution of
practical economic, social,
political and personal problems
A = behavioural change AIVS, positive
direction, sustainability
S = Intellectual and technical competence
Oral and written communication skills.
Analytical mind to formulate good alternatives.
Provide good judgment, objectivity of advice to
clients
J U S T B E S M A R T

ROLES & RESPONSIBILITIES
ROLES & RESPONSIBILITIES
OF SME COUNSELORS ?
OF SME COUNSELORS ?
TO BE AN EBC?
TO BE AN EBC?
MODULE 2

Competence
Framework
SELF
MASTERY
(In KASH)
SITUATION MASTERY
(Client)
ENTERPRISE
MASTERY
(In MPOF)


The SBC as Change Agent
KASH = KAIO
You
K
A
S
H
K
A
I
O
Client
D
I
F
F
I
C
U
L
T
Y
I
N
V
O
L
V
E
D
T I M E I N V O L V E D

4
As a development worker
4
As a professional counselors,
4
As extension officer provides
THE ROLE AND SCOPE OF WORK
OF A COUNSELOR

ROLES:
º
Field/ Extension Officers
º
Small Business
Consultants
º
Small Business Field
Officer
º
Small Enterprise
Consultant
º
Diagnosticians/ Fact
Finder
º
Industrial Counselors
º
Teacher/ Educator/
Facilitator /Confidante
º
Coach / Advocate
º
Change Agent
TASKS:
º
Promotion
º
Continuing Education
º
Mgn’rl /Tech Assistance
º
Catalysts/ Initiates
º
Linkage / Network
º
Process analyst
/specialist
º
Information
disseminator
º
Negotiator / Go
between
º
Administrative work
º
Monitoring and
Evaluation
Business Counselors Take On
Business Counselors Take On
Diverse Roles And Tasks
Diverse Roles And Tasks

Business counselor takes
Business counselor takes
on diverse roles and tasks
on diverse roles and tasks
ROLES

Change Agent

Counsel /Coach

Educator

Facilitator

TASKS


Behavioral
change

Improve
administration

Provide
knowledge

Negotiate for
change

=
First visit will not end with a contract.
=
Establish rapport with the client.
=
Determine if potential client is motivated to change.
Trust
Capability
CLIENT
4
Right traits, good character, and Professional
skills.

+
Motivated towards service
+
Wants to share knowledge and skills
+
Honest or truthful
+
Give positive criticism
+
Good physical and mental health
+
Projecting self-confidence and skills
+
Possessing Etiquette and courtesy
+
Independence of mind
+
Psychological maturity
TRAITS TRAITS
Required Required
1.2n
d
Personal and Professional Traits

SMALL BUSINESS COUNSELORS
COMPETENCIES
General Areas and
Core Competencies and Skills
MODULE 3

S
I
T
U
A
T
I
O
N
M
A
S
T
E
R
Y
Conduct
Business
Analysis and
Planning
(A)
S
E
L
F
M
A
S
T
E
R
Y
EXERCISE
PERSONAL
COMPETENCE
(B)
EXERCISE
COMMUNICATION
COMPETENCE
(C)
E
N
T
E
R
P
R
I
S
E
M
A
S
T
E
R
Y
ASSESS
CLIENT’S
COMPETENCIES
(D)
FACILITATE
CLIENT DEV. &
COMPETENCIES
(E)
E
N
T
E
R
P
R
I
S
E
S
I
T
U
A
T
I
O
N
ASSIST IN THE
IDENTIFICATION OF
CLIENT & PROJECT
NEEDS /SOLUTIONS
(F)
(G)
ASSIST CLIENT IN
FACILITATING &
INTERPRETING THE
BUSINESS PLAN
M
A
S
T
E
R
Y

At the beginning of the engagement:
  active listening. Analytical Thinking
interpersonal skills

Communicate well / Manage time well
During the engagement
4
professionalism in delivering your commitments.
4
interpersonal relations with client and employees, as well as
with investors/funders.
4
analytical & problem solving ability.    
4
ability to synthesize, that is, the ability to look ahead, relaying
to your client, and developing your client’s skill to plan.
4
confidentiality forms the core of professional traits.
4
 Learn the skill of limiting engagements.
Special Skills Needed At Different Stages Of
The Engagement

Towards the end of the engagement
×
conveying the message to the client and employees in
such manner that they see clearly the cause(s) of the
problem(s) and the concomitant factors that will affect
operations.
×
increased capacity to handle pressing issues of a
similar nature.
×
feedback without making the client feel inferior
×
client’s behavior not his business.

Expectations from
SBCounsellors
/ Code of Ethics
Q
Objectivity in their dealings
Q
Technical know-how
Q
Honesty and Sincerity
Q
Constructiveness in criticism
Q
Demand for quality and efficiency
Q
Respect commitment
Q
Avoidance/ Minimization of failure
Q
Maintenance of confidentiality
Q
Plan for contingency/safety nets
Q
Plan for length of engagement
PROFESSIONALISM

4
Public interest .
4
Integrity
4
Objectivity
APEC TRACE : Principles of
Professional Conduct
4
Independence
4
Confidentiality
4
Competence and due care
4
Ethical behavior
4
Credibility
4
Professionalism
4
Quality of service
4
Confidence

MODULE 4
Understanding the
Client-Entrepreneur

T
h
e

C
l
i
e
n
t
T
h
e

E
n
v
i
r
o
n
m
e
n
t
PRESENTATION

The more clients encountered, the better you will
gain insights in assessing clients, his personality,
and aspirations.

Major concern is that at the end of the contract,
the client
+
is in a better position and can do better.
+
leave him exhibiting attributes of a successful
entrepreneur
+
have exhibited good business sense
+
has the drive for growth
Before you accept/enter into an
engagement, have an accurate
reading of your potential client
Review of his environment

IMPORTANCE OF DEVELOPING SMEs
SMEs are seedbeds of entrepreneurship and means
of discovering latent talent
Play a vital role in regional development,
decentralization and rural growth
Provide such resources as capital in entrepre-
neurship and skills in managerial know-how
Small factories / plants play a vital role in regional
dispersion of economic activities

Provide means of creating employment
opportunities at relatively low capital cost
Facilitate the mobilization of capital resources for
productive ventures
Resource-based industries particularly those
utilizing indigenous materials can be expected to
generate foreign exchange thru export activities
Help build an industrial climate and a private sector
in the society

EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Strengths
Weaknesse
s
Threats
Opportunit
ies
the National Plan was crafted to promote SME

Increase of SME from
8.7% to 12 % of total
MSME
32,000 new S&M
GVA increase from
32% to 40%
SME Development Plan : Three-year objective

L
o
c
a
l

g
o
v
e
r
n
m
e
n
t
B
a
n
k
s
A
n
c
h
o
r

F
i
r
m
s
Investors
Civic
Sector
The Players in Local Economic
Development

BASIC
STRATEGIES
Integrate
SME Devt
Programs
NGA directed
Projects /
Activities
Localize
the plan
Strengthen /operationalize
SME Centers

FINANCING
MARKET
DEVELOPMENT
ENTREPRE-
NEURSHIP
TRAINING
TECHNOLOGY
INTERVENTIONS
ADVOCACY FOR
ENABLING
ENVIRONEMNT
NEEDS
NEEDS

BARRIERS TO SME
BARRIERS TO SME
GROWTH

ENTRY economies of scale, government
industrial policies and implementation,
infrastructure, access to opportunities

SURVIVAL general
environment,competition; foreign
exchange; macro policies

EXIT labor contracting, inability to
compete under a globalized market

REQUISITES FOR REQUISITES FOR
SUCCESSFUL ENTREPRENEURSHIP SUCCESSFUL ENTREPRENEURSHIP

ENTREPRENEUR with his motivated team

Technically sound and marketable ideas

Thorough venture analysis and good business
planning

Equity and reasonable financing

A good client is one who is highly motivated
and possesses some knowledge and/or
skills needed in the business, be it in
manufacturing, trade or service.
The entrepreneur is a doer
and is action-oriented.
Let us see what takes a successful entrepreneur


Achievement
drive

Adaptability

Independence

Decisiveness

Energy

Entrepreneurial

Growth Motivation

Intuition

Opportunity-
seeking

Perseverance

Risk tolerance

Social Skills




STRENGTHS
STRENGTHS

Ability to have good relationship with their
publics

Determination to maintain highest quality for
products

Marketing through known & successful
marketing organization

Use of subcontractor for specialized work
& additional capacities





WEAKNESES
WEAKNESES

No clear strategic direction

Diminishing number of skilled workers

Insufficiency of operating capital


Below average marketing skills


Enter new markets or
segments

Add product lines

Diversify into related
products

Add complementary
products

Vertical integration

Faster market growth
OPPORTUNITIES
OPPORTUNITIES


Resistance of workers to new systems

High cost of money

Adverse government policies and
procedures

Entry of new competitors

Changing buyers’ needs and
preferences

Advances in technology
THREATS

The client’s motivation for growth is usually accompanied
with the drive to make things happen.

The client’s alertness of potential product/service
innovations and markets and ability to seize opportunities,
convert them to sales, and ensure repeat orders.

“Gut feel” could be traced to his knowledge of the industry.

The entrepreneur knows that his products/services have
distinctive features/characteristics. He perseveres to
improve his products and services by exploiting every
opportunity to do so.


The client makes hard decisions to the point of self-
sacrifice

Delegates some authority to employees
×
firstly because he is not everywhere
×
secondly, decision-making should be at all levels
×
thirdly, he is not forever in the pink of health.

Can tolerate minor mistakes (committed once) and be
able to point these things to the decision-maker(s).

Must possess interpersonal skills to make things
happen without sacrificing innovation and adaptation.

Must be able to correct and/or introduce change in
spite of resistance.

EFFECTIVE BUSINESS CONSULTING
and THE CONSULTING PROCESS
Module 4

Coverage
Client development scale
Business consulting styles
Personality types
Communication Styles
Behavioral role of a counselor
The consulting process

 PHASE ONE: MAKING THE
FIRST CONTACT
4
When a prospective client approaches the
counselor, the client recognizes that he has
limitations
4
When a counselor makes the first move, it can
be misconstrued differently. The move may be
perceived as motivated by other considerations.

the first meeting is usually a
“getting to know you” session.
2nd

C
Conduct a preliminary fact-finding activity
especially when no prior relationship exists.
C
Both parties must agree on the scope of work.
C
Duration should not exceed three work days for
small enterprises
C
Client to must make available some base
documents and authorize the interview with key
persons in the company.
C
Counselor familiarize with the operations
Prepare counseling proposal
2nd

=
Technical proposal details the intended work and
general approach (Inception Report).
=
Counseling team is identifying the persons who will
form the team and their respective areas of
responsibility and the delineation of the role of each
one
=
Resume of the team wherein the team’s counseling
experiences in similar businesses are enumerated.
=
The financial proposal may be a separate document
where details on the cost of doing the work and the
timetable are presented.
Parts of a Proposal

Engagement agreement preparation in the
form of one of the following
C
Letter of agreement
C
“Conforme” or an “I accept” line in the letter
C
Formal contract
C
Memorandum of agreement (MOA)
C
Verbal agreement which is a result of a previous
relationship
Contract writing is sometimes considered an awkward
step for the client and government-employed
counselors but it should be done.
Formalizing the Relationship
2nd

C
The owner/investors of the business must
spend time for meetings and interviews.
C
Top/key persons participation
C
Employees are informed
C
Culture and biases of the firm
Organizing the Work
2nd

C
In an interview the counselor should prepare
his/her questions to ensure accurate responses
and optimize time.
C
After the interview, the notes are read to the
interviewee to confirm responses.
C
Observe meetings, operations and any interaction
considering interpersonal and intra group
relationships. In meetings, observe the following:
o Presence of agenda
o Mode of discussion
o Any dominant personality respected? Abrasive?
Etc.
Data-Gathering
2nd

=
Accountability
=
Limitations and potential constraints
=
Quality time of the client due to family affairs,
participation in organizations, etc.
=
Potential constraint like holidays, access to
confidential files/information
=
Client’s personal views
The WORK PLAN must answer the following:
WHAT is to be done? HOW will it be done?
WHERE will it be done? WHEN will it be
done?
WHO will do WHAT, WHEN, WHERE and HOW
Steps 2.6 Consider Other factors
2nd

At this stage the counselor is guided by the task
question
=
Where is the firm now?
=
What seem to be the problem (s)?
=
What are the causing the problems
=
Where does the firm want to go?
=

Analyze the Client & the Business
PHASE THREE:
PHASE THREE:
DIAGNOSING
DIAGNOSING
2nd

=
Results-oriented
=
Specific as to accountability and time
=
Measurable in terms of quality and quantity
=
Realistic and achievable
=
Challenging and stretching
=
Inclusive of constraints or conditions imposed
by manpower, money, material, time & other
forces
=
Within the control of the person who is
accountable for its achievement.
Develop the Goal
2nd

C
Formulating an action plan to solve a problem
C
Developing at least three alternative ways of
achieving a goal
C
Present to your client decision-making
techniques,
C
Reiterate the desired situation or goal, and
then allow her/him to make choices.
C
For clients with good computer skills
encourage the use of software to facilitate
decision-making.
Decision-making
2nd

PHASE FOUR: WORKING
THE PLAN
Implementing the Plan
2nd

Break the Activities into Smaller Tasks
Use WH Principle
WHAT is to be done?
HOW will it be done
WHER
E will
it be
done
WHEN will
it be done
2nd
Why is this to be
done
For Whom is
activity
Intended

C
When a deviation occurs, let the client
learn how to solve problems.
C
Observe how the client reacts and
corrects the deviation
C
When milestones or targets are met,
there is reason to celebrate.
C
As problems are solved make the client
feel like a winner.
Observe client and
implementation of plan
2nd

PARTS OF THE
PARTS OF THE
REPORT
REPORT
4
Executive summary
4
Body of the report must be planned both in
substance and style.
4
Contents of the main report should have a
logical sequence
4
Amplify the contents of the executive
summary in the main body of the report.
4
Tabulations, matrices and graphical
presentations are encouraged. 2nd


4
“Write to express not to impress.”
4
Writing style must be simple and in
short sentences.
4
Writing style can also mean the use of
bullets and numbers.

WRITING STYLE
WRITING STYLE
2nd

MODULE 5
Counseling /Consulting PROCESS
PHASES IN
CONSULTING
PROCESS
KEY PROCESES
INVOLVED
STEPS IN
THE PROCESS
ROLES /
STYLES

General Phases of the SBC Process
Pre-Work Entry Separation Work
Getting
Ready /
Mobiliza
-
tion
Consultant
explores &
develops a
working
relationshi
p w/ client
Consulta
nt –
Client
agree to
work
with the
problem
& its
solution
Consultan
t
decreases
level of
involveme
nt and
ceases
engage-
ment

Five-Phase Model of the
Small Business Counseling Process
1
2
3
4
5
Entry
Diagnosis
Action planning
Implementation
Termination

Five-Phase Model of the
SBC/ Consulting Process
Entry
Diagnosis
Action
planning
Implemen-
tation
Termination
Planning the work
Working the plan
Goal setting & decision
making
Diagnose client situation
Establish win-win situation
Making 1
st
contact with client
Evaluation and termination
1
2
3
4
5

ACTIVITIES INVOLVED
Entry Point Diagnosis Action Planning Implementation Termination
• 1
st
contact with
client
• Preliminary
problem diagnosis
• Assignment
planning
• Assign. Proposal
to client
• Consulting
contract
• In-dept Fact
Finding
• Fact
analysis
and
synthesis
• Detailed
problem
exam.
• Detailed
problem
examination
• Developing
solutions
• Evaluating
alternatives
• Proposals
to clients
•Planning for
implemen-
tation
•Assisting
with
implemen-
tation
• Adjusting
proposals
• Training
• Evaluation
• Final report
• Setting

commitment
s
• Plans for:
follow-up
•Contingenci
es
• Withdrawal

ECONOMIC WELL-BEING =
ENTREPRENEURSHIP + GOVERNANCE
Direct local
Investment
Foreign
Investment

Incentives

Perks

Policies

Practices

ENTREPRENEURSHI
ENTREPRENEURSHI
P
P
Planning
Organizing
Producing
Creativity/
Innovation
Resources
Passion
for
business
Products
or
Services
or
Trading
THE
ENTERPRISE
as a process

And the components are:
Entrepreneurship Entrepreneurship = Entrepreneur + Resources +
Conducive
Environme
nt
One who
×
starts
and
manages
an
economic
activity
for the
purposes
of profit.
×
is
innovativ
e and
employs
strategic
practices
×
is
motivated
to
achieve
+
Idea
+
Equity
+
Fixed
assets
+
Intang
ible
assets
Q
Economi
c
enabling
policies
Q
Investme
nt
climate
Q
Political
stability
Q
Business
-friendly
local
governm
ent
Q
Peace &
Order
Q
Infrastru
cture

SWOT Analysis of each identified project
Controllable
Uncontrollable

STRENGTHS
STRENGTHS
Positive factors that contribute to the
success of a business

Skills, expertise

Availability of resources

Easy access to resources

Strong market demand

Low capital requirement
CONTROLLABLE

WEAKNESSES
WEAKNESSES
Negative factors that contribute to or
cause the failure of a business

Lack of skills, expertise

Unstable supply of resources

Lack of raw material sources

Seasonal demand

Lack of capital
CONTROLLABLE

OPPORTUNITIES
OPPORTUNITIES
Conditions in the environment that will
allow you to earn more income

Growing demand

New technological innovations

Strong government support

Expansion
UNCONTROLLABLE

THREATS
THREATS
Conditions in the environment that can
negatively affect a business

Wage legislations

“Unfavorable” government regulations

Inflation

Stiff competition

Raw material shortages
UNCONTROLLABLE

A enterprise project goes through
several phases which will typically
include:
Idea : generation of a notion or new concept
Research : patient, systematic search and
inquiry and examination into a
field of knowledge
Design: conversion of ideas into a
plan for a product, service or
process

Development: taking a specification and
converting it into an actual
product, service or process
Market study: involves the determining the need
for the product or service and
deliver results to customer
Production: conversion of resources to
product or service that
provides value to the
customer

Enterprise Development requires a
Dreamer Dreamer
Doer Doer
Risktaker Risktaker
BUSINESS PROJECT BUSINESS PROJECT

Self -
realization
Personal
competencies
Project Id
Micro
screening
Business
Planning
Critical
functional
areas
Appraisal &
financing
Resources
acquisition
Implementation
Start up &
Operation
Evaluation
Profit
or lose
STEPS IN ENTERPRISE
STEPS IN ENTERPRISE
DEVELOPMENT
DEVELOPMENT
Management
Business
Functions

Project identification

Scan the internal and external environment

Assess strengths and weaknesses

Identify opportunities and threats

Identify market needs that the business can serve

Identify resources for the business.

The output of this activity is a list of alternative
business ideas that an individual can consider for
investment.
Project formulation/ development of a
business plan
Decision to proceed with the project

Development of a simple business plan

Identify critical points of the project from the point of
view of commercial viability and technical feasibility.

Project appraisal and financing
#
Raise the required capital for starting the project
#
Acquire resources for the project
Project implementation
C
Implement the business plan
C
Locate the business
C
Acquire and install the production equipment needed
C
Recruit and train workers
C
Conduct production trial runs
C
Sell them to customers

Project management
C
Planning production and sales
C
Organizing the resources
C
Directing the workers and coordinating their
activities, monitoring results and outputs
C
Controlling the business operation.
The entrepreneur-manager meets concerns such as:
a. Marketing problems: stiff competition, fluctuation
in market demand, customer buying and paying
habits, and rejection of products.

b. Production/ operation : desired volume, quality,
and price; increasing costs of production inputs
such as materials, labor and utilities; high degree
of defects and product rejects; breakdown of
equipment; productivity of workers and machine;
running out of materials; and frequent power
failures.
c. Personnel management workers are satisfied,
motivated, and productive; tardiness and
absenteeism; productivity; and morale.
d. Financial management : cash to finance daily
operations, safeguarding of cash from losses, and
high degree of inventories and receivables.

Project evaluation

assess the performance of the business

Examine results of the financial operations

analyze profit and loss statements and balance
sheets

determine if desired return on investment is
attained
The evaluation may indicate any of the following:
a. making good money and there are prospects for
expanding or diversifying into other areas.
b. losing money from the business.
c. the business is just breaking even.

decide to continue
set up another
leave entrepreneurship
to those who are more
capable and more
fortunate

Module 6 Integration
Þ
Workshop on the Counseling Process
Framework
Þ
Action Plan

Þ
That’s all folks
Þ
Have a good day

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