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ENTREPRENEURIAL STRATEGIES AND BUSINESS ETHICS

Click to by : Master subtitle style Made edit • Patricia Leoni • Erva Sugiharto •Aloysia Jessica • Fahrudini Kamilia

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A great company begins with a vision
 Vision : a bold view of what the company can

become

3M’s scotch tape, Post-it Notes, Motorola’s

cellular phones

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Important characteristics to be a great entrepreneurial leaders :
They inspire trust They inspire passion They inspire innovation They inspire optimism

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Core Values
Fundamental beliefs that the business holds

about what is important in business and in life in 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 it

derives from the cultural, social, political, and ethnic norms by which we were raised as children the limits of ethical business in the name of survival

Small business owners are tempted to push

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Ethical dilemmas can be found in 4 major areas:
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 doing

much more than simply earning profits in an ethical manner

Social entrepreneur are distinct from other types of

entrepreneurs because they start their businesses with a social mission and they face different challenges than their for profit counterparts

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5 abilities socially responsible business have :
Value based Public Relation Stakeholder involvement Ethics Communication with stakeholders Accountability

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A framework for understanding small business environment
1.

Carrying capacity

2. Dynamism 3. Complexity

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INDUSTRY STRUCTURE & COMPETITIVE STRATEGY
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 buyer’s 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 capabilities

necessary to take advantage of opportunities in the environment and neutralize threats? valuable rsources and competencies? disadvantage in obtaining it? resources and capabilities?

How many competing firms already own the same Do firms without a resource or capability face a cost Is the firm organized to take full advantage of its

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Strategy & structure in a growing business

Time Frame
  Focus   Short term objective Long term objective develop care competency build strategic alliances

Interna exploit existing l assets Extern al develop image

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Strategic alliances
A strategy alliances or partnership with another

company is distinguished from the nependent contractor relationship in that it is a more formal and typically closer relationship Diversification

3 type of relationship : 1.

2. Experience in bearing this form of risk 3. Excess capacity

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3 theoritical related to strategic alliances :

 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

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