Professional Documents
Culture Documents
Types of companies
By Ioniță Simona Elena
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CONTENTS INDEX
Introduction: pag 3
Section 1: Different Types of Companies depending of
their size and how they work: pag. 4- 5
Section 2: Different Types of Companies and how they
work depending of the ownership over the capital:
pag. 6 - 9
Section 3: Different business structures and how
external factors affect businesses: pag. 10 - 11
Conclusion: pag. 12
Reference List: pag. 13
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INTRODUCTION
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SECTION 1
Big companies
In general, they have at least 250 employees. They are characterized by
large capital management and financing; they also have their own facilities and fairly
advanced operations.
Micro
There are small businesses that have at least nine people. In general, most
micro-enterprises are family businesses that employ one or two people.
Many small business owners have a vested interest in earning enough
money to support their families.
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In developing countries, micro-enterprises represent the vast majority of the
small business sector. For this reason, micro-enterprises tend to be the most
common enterprises in these regions.
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SECTION 2:
Unique property
This type of organization is ideal for people who will be the only person who
actually leads the organization. For example, someone who is an independent
wedding photographer - where they do all the business themselves, pay their own
supplies and do not pay the salaries of other employees - can benefit from a sole
proprietor. However, a person who runs a wedding photography company that hires
more than one photographer may not find this type of organization or structure best
suited for their business goals.
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There are both potential financial benefits and disadvantages that can come
from a single property. For example, the wedding photographer without other
employees can keep the profits and gains from the business as income. However, if
that wedding photographer were to incur debts that could not be repaid, the owner
would be held personally liable.
Corporations
This type of organization is ideal for people who will be the only person who
actually leads the organization. For example, someone who is an independent
wedding photographer - where they do all the business themselves, pay their own
supplies and do not pay the salaries of other employees - can benefit from a sole
proprietor. However, a person who runs a wedding photography company that hires
more than one photographer may not find this type of organization or structure best
suited for their business goals.
Partnerships
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assume responsibility for the partnership’s debts and other obligations. A limited
partnership has both general and limited partners.” In a general partnership, the
wedding photographer and the camera equipment owner would both be liable if their
agency was to fail or not be able to pay its debts.
Partnerships also provide unique tax opportunities to the partners involved.
According to the IRS, partnerships must file annual information returns, but the
partners themselves include “his or her share of the partnership’s income or loss on
his or her tax return.”
Joint Venture
Joint ventures are arrangements where two parties agree to pool together
their resources and efforts to achieve a common task or goal, according to
Investopedia. A sole proprietorship, corporation, LLC, or partnership could all
participate in a joint venture.
The liabilities for joint ventures fall upon the organizations participating in the
venture. The joint venture itself does not have tax liability, according to Inc. Instead,
that depends on what is determined in the contractual obligation between the
organizations participating in the venture.
Nonprofit
Cooperative
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Section 3:
The company organizes and carries out its activity under the impact of the
conditions, concrete aspects of the environment or environment.
The environment represents a set of heterogeneous factors of economic,
social, political, scientific-technical, legal, geographical and demographic nature that
act nationally and internationally on the enterprise, influencing market relations. The
enterprise is an integral part of the environment, it is an economic component of it.
In the current conditions, the environment is characterized by an
accentuated dynamism, by a spectacular increase of the frequency of changes.
The environment is of three kinds:
- stable environment, where changes are rare, small and easily visible;
- changing environment, where changes are frequent, of varying magnitude,
but generally predictable;
- turbulent environment, where changes are very frequent, large-scale, with
profound incidents on the company's activity and difficult to anticipate;
The components of the company's environment are: microenvironment,
mesomedium, macroenvironment.
The microenvironment of the enterprise includes all the components with
which it enters into direct relations. These are::
- suppliers of goods that are economic agents that provide the necessary
resources of raw materials, materials, equipment and machinery;
- service providers represented by companies or individuals who offer a wide
range of services useful for achieving the company's objectives;
- the providers of the labor force are the educational units, the labor force
offices and the persons looking for a job;
- customers who are consumers, industrial users, commercial enterprises or
government agencies for which the goods produced by the enterprise are offered for
consumption;
- public bodies - professional associations, consumer associations, mass
media and the consumer public;
- the competitors are companies or private persons that dispute the same
category of clients, and in frequent situations the same suppliers or service providers.
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The mesomedium is an intermediate notion that is becoming increasingly
necessary in explaining the macroeconomic evolution of the enterprise.
The connection that is established between the enterprise and these factors
is usually industrial, the influence being exerted on the long term and forming the
macroenvironment of the enterprise, which includes a series of economic, technical
and technological, management, demographic, political, legal, socio-cultural factors. ,
of the natural environment.
The PEST analysis is a cornerstone of the external scanning environment,
as it looks outside the organization and focuses on the large-scale macroeconomic
area outside the industry surrounding a company. The applicability of factors may
vary by industry or market, but it is important to know what factors we need to study
to analyze the marketing environment.
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Conclusions
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REFERENCE LIST
Website Entrepreneur.com
Houston Chronicle
Online Masters.Ohio.Edu
The inovator’ s dilemma by Clayton M. Christensen
Global Entrepreneurship Monitor United States Report 2017
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