“Mastering the Art of

Entrepreneurship”
16-17-18 April, 2009

At P.H.M.A. House

Organized by:
Highly Keen (An HR Firm)
In Collaboration with Pakistan Hosiery Manufacturers Association
Phone: 042-5867338
Email: info@highlykeen.com
132-Attaturk Block New Garden Town Lahore.
Our Mission

Work Exceptionally for the Success of our

Clients and Young Individuals of Pakistan
About Highly Keen (An HR Firm)
 An Entrepreneurial Firm established in 2008.
 Business Domain is Human Resource
Management
 Services Include;
 Human Resource Outsourcing (HRO) for SMEs
 Recruitment Process Outsourcing (RPO)
 Personal & Professional Development Trainings
 About Trainer
 Chief Executive Officer of Highly Keen (An HR Firm)
 Business Graduate with Specialization in HRM (Rector’s Medalist)
 Certified of NPO’s “Train the Trainer Program”
 Attended International Training on “Corporate Leadership”, by Master Del Pe
 Trained by NPO in “Knowledge Management for Business Excellence”
 Trained by NPO in “Achieving Business Success through Quality
Entrepreneurship”
 Certified by Pakistan Institute of Management in “Small Business Management”
 Professional HR Experience of working in DESCON, LinkdotNet (Previously
known as WOL Telecom) & ANZ International.
 Providing HR Consultancy to SMEs of Pakistan by developing and Executing their
HR Policies, Procedures and Documents.
 Management Researcher with special focus on “HRM for SMEs” and “Change
Management”
 Lead Trainer for Personal & Professional Development Trainings at Highly Keen.
Participant Introduction
 Your Name & Organization
 Your Current Designation & Future Plan
 Your Expected Learning graph for this
training workshop
Workshop Ground Rules
 Start on Time
 100 % Attendance required for learning
 Listen for understanding
 Be open to new ideas
 Only one conversation at a time;
 Ask “why”?
 Don’t repeat points already made
 Everyone participates
 Switch off your Mobile phones
 Workshop Objectives

 To teach the skills and knowledge that are needed by today’s

entrepreneurs before embarking on a new business venture.

 To make the participants able to avoid many of the pitfalls

awaiting new business startup.

 To make the participants aware of the Tactics for managing the

business by implementing the proper management concepts.
 Workshop Topics
 Module 1: Introduction to Entrepreneurship
 Module 2: Business Idea, Feasibility and Business Plan Outline
 Module 3: The Marketing Plan
 Module 4: The Production/Operation Plan
 Module 5: The Management & HRM Plan
 Module 6: Financial and Legal Plan
 Workshop Day - 1

Module - 1
Introduction to Entrepreneurship
Who is an Entrepreneur?
Individual who takes risks and start something new.

One who creates a new business in the face of risk and

uncertainty for the purpose of achieving profit and growth by
identifying opportunities and assembling the necessary
resources to capitalize on them.

Entrepreneurs are normally considered as agent of change in

the socio-economic development of a country.
Who is an Entrepreneur?

 The word entrepreneur originates from the French word,

entreprendre, which means "to undertake."
 In a business context, it means to start a business.

 The Merriam-Webster Dictionary presents the definition

of an entrepreneur as one who organizes, manages, and
assumes the risks of a business or enterprise.
Characteristics of Entrepreneurs
 Visionary
 Decision Makers
 Desire for responsibility
 Preference for moderate risk
 Confidence in their ability to succeed
 Desire for immediate feedback
 High level of energy
 Future orientation
 Skilled at organizing
Entrepreneur as Innovator
An Individual developing something Unique.

The concept of Innovation is an integral part of

Entrepreneurship.

The act of thinking something unique is not only important but it

is also important that individual should have ability to convert
the unique idea into reality.

The uniqueness consist of anything from a new product/service

to a new distribution system to a method for developing a new
organizational structure.
Definition of Entrepreneurship

Entrepreneurship is the
process of creating something
new with value by devoting the
necessary time and effort,
assuming the accompanying
financial, psychic, and social
risks, and receiving the
resulting rewards of monetary
and personal satisfaction and
independence.
Definition of Entrepreneurship
 Entrepreneurship is a Human Creative act.
 Human - Requires Personal Energy
 Creative Act - Initiate and Build an Organization
rather than just Watching Analyzing or Describing
one.
Entrepreneurial Decision Process
Entrepreneurial Decision Process is;
 A Decision to become an entrepreneur by leaving
present activity or present life style.
 The decision to leave a career or lifestyle is not an easy one.
It takes a great deal of energy and courage to change and do
something new and different.
 The decision to start a new company occurs when an
individual perceives that by starting his/her business, s/he can
earn more money and s/he will have the platform to convert
his ideas into reality.
 Difference b/w Self Employment &
Entrepreneurship
 Self Employment
It has been treated as the best form of employment. It is
the employment created by an individual for himself.
 Entrepreneurship
It is the extended form of Self Employment. As a self-
employed person generates employment for himself, an
entrepreneur generates employment for himself as well
as for others.
Difference b/w Small Business Owners
& Entrepreneurs
Small Business Owners Entrepreneurs

 Merely the Small business  Entrepreneurs never remain

owners are satisfied with satisfied with the status quo,
business results and not and have the drive to go
interested in growing or beyond just surviving.
expanding the business.
 Their Businesses Grow big, in
 Their Businesses Remain comparatively shorter periods
small even after a long period of time.
of time.
 Entrepreneurs come up with
 Small business owners are not new ideas, innovations, and
the type to "think out the box“. products, as well as construct
creative, strategic marketing
plans.
Difference b/w Small Business Owners
& Entrepreneurs
Small Business Owner Entrepreneurs
 Small Business Owners  Entrepreneurs tend to
work in their businesses in a strategically work on their
repetitive mode. business and Evolve it for
success.

 A small business owner  An Entrepreneur is fuelled

needs a spark of motivation. by ambition, drive and
inspiration.

 Entrepreneurs have a
 Small Business Owners
higher purpose than just
usually do business to earn
making money.
Livelihood.
The Entrepreneurial Process
 The process through which a new venture is created
by an entrepreneur.
 The process has four distinct phases:
 Identification and evaluation of the Opportunity
 Development of the Business Plan
 Determine the required resources
 Management of the resulting enterprise
Potential Drawbacks of Entrepreneurship
 Uncertainty of Income
 Risk of losing your entire invested capital
 Long hours and Hard Work
 Lower Quality of Life until the business gets established
 Complete Responsibility
 The Reasons of Small Business Failures
 Lack of Planning
 Poor Management
 Location, Location, Location
 No Website
 Overexpansion
 Only playing “business business”
 Insufficient Capital
 Difference between Entrepreneur
and Manager
Manager Entrepreneur

 Manager is an Employee  Entrepreneur is the owner of

business

 A manager follows  An entrepreneur keeps finding

new ways to improve

 A Manager has expertise of

 An Entrepreneur has an All-
only single functional area round personality

 Managers do not bear risks

 Entrepreneurs bear calculated
risks
 Difference between Entrepreneur
and Manager
Manager Entrepreneur

 Managers are usually  Entrepreneurs are the

not the final authority final authority for
for decisions. decisions.

 A manager tends to be  An Entrepreneur tends

more task oriented and to be a great starter,
enjoys problem solving. thinker, strategizer, and
is financially savvy.
 Difference between Entrepreneur
and Inventor
Entrepreneur Inventor

 Entrepreneur falls in love  Inventor falls in love with the

with organization (new invention and will only
venture) and will do almost reluctantly modify the
anything to ensure its invention to make it more
survival and growth. commercially feasible.
 Types of Skills required for being
an Entrepreneur
The sills required by entrepreneurs can be classified
into three main areas;
 Technical Skills
 Business Management Skills
 Personal Entrepreneurial Skills
 Types of Skills required for being
an Entrepreneur
 Technical Skills
 Technical Know-how
 Writing & Oral Presentation
 Computer Skills
 Types of Skills required for being
an Entrepreneur
 Business Management Skills
 Planning & Goal Setting
 Decision Making
 Human Relations
 Marketing
 Accounts & Finance
 Managing Growth
 General management & Administration Skills
 Types of Skills required for being
an Entrepreneur
 Personal Entrepreneurial Skills
 Inner Control/disciplined
 Risk Taker
 Innovative
 Persistent
 Visionary Leader
 Change Oriented and has Ability to Manage Change
Personality Type of Entrepreneurs

What is Personality?
 The sum total of ways in which an individual

reacts and interacts with others.

 The person’s typical pattern of thinking

feeling and acting.
Personality type of Entrepreneurs

 MBTI Personality Type Test

 Characteristics Personality Types
E - Extrovert I - Introvert
S - Sensor N - Intuitive
T - Thinker F - Feeler
P - Perceiver J - Judger
 ISTJ, ESTJ, ISFJ, ESFJ, ISTP, ESTP,
ESFP, ISFP, ENTJ, INTJ, ENTP, INTP,
ENFJ, INFJ, ENFP, INFP
What is Your Personality type
(Exercise)
Personality type of Entrepreneurs
 ENTP or ENTJ are the best suitable personality types for
Entrepreneurs
 ENTP and ENTJ are normally The Visionaries & Conceptualizers.
 Why ENTP or ENTJ for Entrepreneurs?

- Extroversion is required for an Entrepreneur, to meet with people

in & outside of his organization
- Intuition is necessary to see the big picture and focus on future
possibilities.
- Thinking is essential to make decisions on logic & on objective
analysis of cause and effect.
- Perception is needed to keep the options open.
- Judgment is intended to make a planned and organized approach
at the time of selection of various options.
Entrepreneurial Assessment
(Exercise)
 Workshop Day - 1

Module - 2
Business Idea, Feasibility and
Business Plan
What Sort of Business to Start With?

 Primary
 Secondary
 Tertiary
What Sort of Business to Start With?
 Primary Small Businesses
 Fish Farming
 Organic Food
 Livestock
 Dairy
What Sort of Business to Start With?
 Secondary Small Businesses
 Small Scale manufacturing
 Auto Industry
 Construction Industry
 Textile
 Fast Moving Consumer goods
 Gems and Jewelry
What Sort of Business to Start With?
 Tertiary Small Businesses
 Retail
 Wholesale / Dealership
 Accountancy
 Advocacy
 Construction
 Trading
 Training
 Repairing and Maintenance
 Other Professional Services
 Video
Every Thing is Possible
Sources of Ideas for New Business
 Most frequently used sources of business ideas for
entrepreneurs include;
 Research & Development
 Consumers Opinions
 Existing Products & Services of Different companies
 The Things you Love (Hobbies etc.)
 The Profession to which you currently belong
The Valid Idea (Key Questions)
 What exactly is the idea?
 Does it work?
 Does it work in operating conditions?
 Is it meeting clearly identified needs?
 Is it as good as (better than) competition at price/cost?
 Is it legal?
 Is it possible to enter the market?
 Is it possible to finance it?
 Is it possible to produce it?
What is a Feasibility Study?
 A feasibility study is designed to provide an overview of the
primary issues related to a business idea. The purpose is to
identify any “make or break” issues that would prevent your
business from being successful in the marketplace. In other
words, a feasibility study determines whether the business
idea makes sense.
 A feasibility study looks at three major areas:
 Market issues
 Organizational/technical issues
 Financial issues
Conducting a Feasibility Study
1. Market Analysis Research
 Macro Analysis
 PEST
 Porter 5 Forces

 Micro Analysis
 SWOT
Conducting a Feasibility Study
1. Market Analysis Research
 Macro Analysis (PEST)
 Political situation
 Economic conditions
 Social/societal variables
 Technological conditions
Conducting a Feasibility Study
1. Market Analysis Research
 Macro Analysis (Porter 5 Forces)
 Internal Rivalry
 Buyer’s Bargaining Power
 Supplier’s Bargaining Power
 Threat of New Entrants
 Threat of Substitutes
 Porter 5 Forces
Substitute Products
(of firms in
other industries)

Rivalry
Suppliers
Among
of Key Buyers
Competing
Inputs
Sellers

Potential
New
Entrants
Conducting a Feasibility Study
1. Market Analysis Research
 Micro Analysis (SWOT)
 S W O T represents the first letter in
 Strengths
S W
 Weaknesses
 Opportunities
 Threats O T
Conducting a Feasibility Study
1. Market Analysis Research
If the following questions cannot be answered adequately, the project is not
feasible.
 What is the current or projected demand for your proposed products or
services? In other words, how many units can you reasonably expect to sell
each month?
 What are the target markets for this product or service? What demographic
characteristics do these potential customers have in common? How many
of them are there?
 What is the projected supply in your area of the products or services needed
for your project?
 What competition exists in this market? Can you establish a market niche
which will enable you to compete effectively with others providing this
product or service?
 Is the location of your proposed business or project likely to affect its
success? If so, is the identified site the most appropriate one available?
Conducting a Feasibility Study
2. Key Organizational and Technological Issues
Organizational Issues - Key questions to answer include:
 What organizational structure is the right one for your project?
 Who will serve on the board of directors? What are their
qualifications?
 What qualifications are needed to manage this business?
 Who will manage the business (if possible)?
 What other staffing needs does the co-op have? How do you
expect staffing needs to change over the next 2-3 years?
Conducting a Feasibility Study
Technological Issues - Key questions to answer include:
 What are the technology needs for the proposed business?
 What other equipment does your proposed business need?
 Where will you obtain this technology and equipment?
 When can you get the necessary equipment?
 How does your ability to obtain this technology and equipment
affect your start-up timeline?
 How much will the equipment and technology cost?
Conducting a Feasibility Study
3. Financial Issues
 Start-Up Costs: These are the costs incurred in starting up a new business,
including “capital goods” such as land, buildings, equipment, etc.
 Operating Costs: These are the ongoing costs, such as rent, utilities, and
wages that are incurred in the everyday operation of a business. The total
should include interest and principle payments on any debt for start-up
costs.
 Revenue Projections: How will you price your goods or services?
 Sources of Financing: If your proposed business will need to borrow money
from a bank or other lending institution, you may need to research potential
lending sources.
 Profitability Analysis: This is the “bottom line” for the proposed business.
Given the costs and revenue analyses above, will your business bring in
enough revenue to cover operating expenses? Will it break even, lose
money or make a profit? Is there anything you can do to improve the
bottom line?
 Video
The Plan Matrix
What is Business Plan
 The business plan is a written document prepared by the
entrepreneur; that describes all the relevant external and
internal elements involved in starting a new venture. It is often
an integration of functional plans such as marketing, finance,
manufacturing / operations, and Human resources.
 A document of thought processes as one analyzes
competition, the market, the operating expenses,
management and staffing needs, manufacturing process, etc.
It forces to clarify goals and objectives.
The significance of business plan
The business plan:
 Provides a considered and logical framework within which a
business can develop and pursue business strategies not just
for the near future but throughout business
 Serves as a basis for discussion with third parties such as
shareholders, banks, investors etc.
 Offers a benchmark against which actual performance can be
measured and reviewed.
Elements of a business plan
 Introductory Pages
 Name of business
 Address of Business
 Nature of business
 Name and address of Principals
 Table of Contents

 Executive Summary
 3-4 page; summarizing the complete business plan
Elements of a business plan
 Description of Venture
 Legal Form of Business
 Product/Service
 Introduction and Background of Entrepreneurs

 Industry Analysis
 Analysis of Competitors
 PEST Analysis (Get from Feasibility Studies)
 Porter 5 Forces (Get from Feasibility Studies)
Elements of a business plan
 The Marketing Plan
 Define Target Market
 SWOT Analysis (from Feasibility Study)
 Marketing Strategies
 Positioning
 The 7 P’s
 Product/Service

 Price

 Place

 Promotion

 Physical Evidence

 Process

 People
Elements of a business plan
 The Production / Operations Plan
 Selection of the Production Technique
 Selection, Utilization and Maintenance of Machinery
 Workplace Layout
 Working Conditions
 Production, Planning and Scheduling
 Easy Flow of Materials
 Inventory / Stock Control
 Cutting and Controlling the Material Cost
 Skilled Workers
 Material Handling
 Quality Control
 Quality of Service
 Rapport and Pacing with Customers
 Standard Operating Procedures
Elements of a business plan
 The Management & HRM Plan
 Organizational Vision, Mission & Values
 Organizational Structure
 Job Descriptions
 Recruitment & Selection Policies, Procedures & Documents
 Compensation & Benefits Policies, Procedures & Documents
 Performance Management Policies, Procedures & Documents
 Training & Development Policies, Procedures & Documents
 Leave and Attendance Policies, Procedures & Documents
 General Disciplinary Policies, Procedures & Documents
Elements of a business plan
 The Financial Plan
 Operating and Capital Budgets
 Pro-forma Income Statement
 Pro-forma Cash Flow
 Pro-forma Balance Sheet
 Pro-forma Break Even analysis
 Capital Sources
 Workshop Day - 2

Module - 3
The Marketing Plan
What is Marketing Plan
 A marketing plan is a written document that details the
necessary actions to achieve one or more marketing
objectives.
 The marketing plan is an important part of business plan since
it describes the target Market, current situation in shape of
Strengths and weaknesses, and the marketing mix (that how
the product/s or Service/s will be distributed, priced, and
promoted).
 The marketing plan is not intended to be written and then put
aside. It is intended to be a valuable document, referred too
often and a guideline for the entrepreneur during the next time
period.
Defining Market Segment
 A segmentation of people or organizations sharing
one or more characteristics that cause them to have
similar product and/or service needs.
 A true market segment meets all of the following
criteria:
 It is distinct from other segments (different segments have
different needs),
 It is homogeneous within the segment (exhibits common
needs);
 It responds similarly to a market stimulus, and it can be
reached by a market intervention.
Variables Used for Segmentation
 Geographic variables (region, climate)
 Demographic variables (age, gender, family size, family life
cycle, education, income, occupation, socioeconomic status,
religion, nationality/race, language)
 Psychographic variables (personality, life style, value, attitude)
 Behavioral variables (benefit sought, brand loyalty, product
usage rate, readiness-to-buy stage, decision making unit,
profitability)
 Techno graphic variables (motivations, usage patterns, attitudes
about technology, fundamental values, lifestyle perspective)
Successful Segmentation
Successful segmentation requires the following
 Homogeneity within the segment
 Heterogeneity between segments
 Segments are measurable and identifiable
 Segments are stable over time
 Segments are accessible and actionable

 Target segment is large enough to be profitable

Defining Target Market
 Target markets are a set of buyers sharing common needs or
characteristics that the company decides to serve within a
segment.

 The term target market is used because that market is the

target at which you aim all your marketing efforts.

 The more you know about a target market, the more precisely
you can develop your competitive strategy.
 The Four Generic
Competitive Strategies

Type of Advantage Sought

Lower Cost Differentiation

Overall Low-Cost Broad

Broad Range
of Buyers
Provider Differentiation
Market Target

Strategy Strategy

Narrow Buyer Focused Focused

Segment Low-Cost Differentiation
or Niche Strategy Strategy
4 Ps of Marketing

Video
4Ps of Marketing (Marketing Mix)

For Production Sector Business

 Product
 Price
 Place (distribution)
 Promotion
7Ps of Marketing (Marketing Mix)
For Service Sector Business
 Product/Service
 Price
 Place (Location)
 Promotion
 Physical Evidence
 People
 Processes
Detail of 4Ps
 Product
The term "product" refers to tangible, physical
products.
 Brand name
 Functionality
 Styling
 Quality
 Safety
 Packaging
 Repairs and Support
 Warranty
 Accessories and services
Detail of 4Ps
 Price
Some examples of pricing decisions to be made
include:
 Pricing strategy (skim, penetration, etc.)
 Suggested retail price
 Volume discounts and wholesale pricing
 Cash and early payment discounts
 Seasonal pricing
 Bundling
 Price flexibility
 Price discrimination
Detail of 4Ps
 Place
Distribution is about getting the products to the
customer. Some examples of distribution decisions
include:
 Distribution channels
 Market coverage (inclusive, selective, or exclusive distribution)
 Specific channel members
 Inventory management
 Warehousing
 Distribution centers
 Order processing
 Transportation
 Reverse logistics
Detail of 4Ps
 Promotion
Promotion represents the various aspects of marketing
communication, that is, the communication of
information about the product with the goal of
generating a positive customer response. Marketing
communication decisions include:
 Promotional strategy (push, pull, etc.)
 Advertising
 Personal selling & sales force
 Sales promotions
 Public relations & publicity
Detail of 7Ps
 Product=Service
Here the term "product" refers to intangible, services.
 Brand name
 Functionality/Features
 Quality
 Safety
Detail of 7Ps
 Price
Some examples of pricing decisions to be made
include:
 Pricing strategy (skim, penetration, etc.)
 Cash and early payment discounts
 Seasonal pricing
 Bundling
 Price flexibility
Detail of 7Ps
 Place
Here the Place refers to Business Location
 Reachability
 Visibility
Detail of 7Ps
 Promotion
The usage of different modes of marketing
communication in order to disseminate information
about the service with a goal of generating positive
customer response. These include:
 Advertising
 Personal selling & business development team
 Referrals & Cross Promotion
 Professional Networking
 E-Marketing
Think how an Entrepreneurial firm can
Promote Itself Cost Effectively?

Exercise
Detail of 7Ps
 Physical Evidence
Physical evidence is an essential ingredient of the
service mix, consumers will make perceptions
based on their sight of the service provision which
will have an impact on the organization’s services.
 Facility design
 Equipment
 Signage
 Employee dress
 Other tangibles
Detail of 7Ps
 People
An essential ingredient to any service provision is the
use of appropriate staff and people
 Employees
 Customers
 Communicating culture and values
Detail of 7Ps
 Process
Refers to the systems used to assist the
organization in delivering the service.
 Flow of activities
 Number of steps
 Level of customer involvement
Perceptual / Positioning Map

High Professionalism

Low Brand Respect High Brand Respect

Low Professionalism
Perceptual / Positioning Map
High Quality

Low Price High Price

Low Quality
Pay Proper Attention to Your Customer

 A Survey on “why customers quit?” found that of the

people that stopped doing business with you;
 3% Move away
 5% Develop other friendships
 9% Leave for competitive reasons
 14% are dissatisfied with the product or service
 68% quit because of an attitude of indifference towards the
customer by the owner, manager, or some employee. They
become the negative referrers.

So, Give proper attention to your customer every time!

 Workshop Day - 2

Module - 4
The Production / Operations Plan
What is Production/Operations Plan?
 A Production plan is a written document that
describes what is needed to be produced and
how it will be produced. This plan is for
Production related businesses.
 An Operations plan is a written document that
describes what is needed to perform the
services and how services will be delivered to
final customers. This plan is for Service Sector
businesses.
Scope of Production Plan
 Technique of Production
 Selection Utilization and Maintenance of Machinery
 Workplace layout
 Working Condition
 Production, planning and Scheduling
 Purchasing of Material
 Inventory
 Material Handling
 Quality Control
Scope of Production Plan
 Technique of Production
 Labor Intensive Technique
 Capital Intensive Technique

 Selection, Utilization and Maintenance of Machinery

 Buy Old or New Machines and Equipments
 Machine Utilization Guidance for workers
 Plan a policy of “plant shutdown” for periodical
maintenance
Scope of Production Plan
 Workplace Layout
 Internal arrangements of the machines, equipments,
storage of Raw Materials, moving space, restroom/toilet for
the staff, workspace, storage of finished products, safety
requirements etc.

 Working Conditions
 Workplace Lighting, Cleanliness Rules, Good Ventilation,
fire fighting equipments, medical facilities.
Scope of Production Plan
 Production Planning and Scheduling
 Every entrepreneur must carefully study and plan
the following:
- Production Process
- Workload
- Division of Work
- Clear Instructions to carry out work
- Schedule of activities and time period
- Method or procedure to monitor the production
Scope of Production Plan
 Purchases of Material
 While planning the purchasing of materials, an
entrepreneur should consider the following
aspects:
 Quality of the Material
 Information about alternative suppliers
 Prices charged by the employers
 After sales facilities given by supplier
 Credit facility
 Promptness in delivery schedules
 Transport cost
Scope of Production Plan
Other aspects which are needed to be discussed
during production planning are:

 Inventory Control

 Materials Handling

 Quality Control
Scope of Operations Plan
 Selection Utilization and Maintenance of Machines
and equipments
 Workplace layout
 Working Condition
 Planning and Scheduling the work
 Inventory Control
 Quality of the service
 Rapport and pacing with customers
Scope of Operations Plan
 Selection, Utilization and Maintenance of Machinery
 Buy Old or New Machines and office Equipments
 Machine and office equipment Utilization Guidance for
employees
 Prepare machine maintenance schedules

 Workplace Layout
 Prepare a proper layout of the premises
 Plan layout according to service process
 Utilize maximum available area.
Scope of Operations Plan
 Working Conditions
 Planning should emphasize on Cleanliness, safety,
pollution control, ventilation, proper lighting, proper
electrical fitting, toilet , medical facility, proper display and
decoration.
 Planning and scheduling the work
 Plan and prepare processes of work activities
 Prepare Standard Operating Procedures (SOPs) of
activities
 Plan to provide on-time services through proper time-
scheduling.
Scope of Operations Plan
 Inventory Control
 Prepare checklist of the items and products which are
crucial while rendering a service.

 Quality of the service

 Plan the “Quality of treatment” with customers.
 Quality of treatment is the psychological need of buyers.
 Entrepreneur can give quality service, only if processes
and procedures are already planned for service delivery.
Scope of Operations Plan
 Rapport and pacing with customers
 Prepare plan that how to establish rapport with the
customer, as it is a central theme of service industry.
 Pacing is a tool for establishing a rapport.
 Pacing and Rapport can be established with;
 Feedback from customers ( SERVQUAL )
 Body language
 Respect
 Facial expressions and gestures
 Tolerance
Case Study
Exercise
 Workshop Day - 3

Module - 5
The Management and HRM Plan
Why HRM is Important for a Small or Medium
Organization ?
General Discussion on HRM
 What is Human Resource Management?
The policies and practices involved in
carrying out the “people” or “Human
Resource” aspects of an organization;
which includes recruiting, screening,
training, rewarding and appraising.
HRM Functions
 HR Planning
 Recruitment & Selection
 Orientation
 Training & Development
 Performance Management
 Compensation & Benefits
 HR Policies Development
The HRM Process
What is Management and HRM Plan
 The written document which explains company’s
Vision, Mission, Values, Organizational Structures,
and policies and procedures to manage the
employees of the company.
Components of Management & HRM Plan
 Organizational Vision, Mission & Values
 Organizational Structure
 Job Descriptions
 Recruitment & Selection Policies, Procedures & Documents
 Compensation & Benefits Policies, Procedures & Documents
 Performance Management Policies, Procedures & Documents
 Training & Development Policies, Procedures & Documents
 Leave and Attendance Policies, Procedures & Documents
 General Disciplinary Policies, Procedures & Documents
Organizational Vision, Mission & Values
 Organizational Vision:
The Vision of an Organization is the “Future stage where the
organization foresees itself in next 5-10 years”
 Organizational Mission:
An organizational mission should be 1-2 lines which show the
purpose of the existence of organization and the benefits of
organization’s existence to internal and external customers.
 Corporate Values:
Values define how people want to behave with each other in the
organization. They are statements about how the organization
will value customers, suppliers, and the internal community and
describe actions which are the living enactment of the
fundamental values held by the top management and most
individuals within the organization.
Organizational Structure/Reporting

An organizational structure is a mostly hierarchical concept of

subordination of entities that collaborate and contribute to
serve one common aim. The structure of an organization is
usually set up in one of a variety of styles, dependent on their
objectives and ambience. The structure of an organization will
determine the modes in which it shall operate and will
perform.
 Structure of Small & Medium
Organizations
If no HR Manager
CEO

OPS/PROD MKT ACC/ADMIN HR

HEAD OF DEPT MANAGER MANAGER HR MANAGER

MANAGER MKT EXECUIVE ACC./ADMIN OFFICER HR EXECUIVE

ASST. MGR.

EXECUIVES
What is Job Description & Specification?

 Job Description:
- A written summary of task requirements.

 Job specification:
- A written summary of work requirements
(knowledge, skills, attitudes)
 What is a Job Description?
(Hay Group View)

 Job description is not only a written list of

duties but includes purpose of a job,
accountabilities, Key Performance Areas,
Operating Environment, working
relationships, decision making authority
and KSAs required for a job.
Job Description – Key Headings
 Job Details
 Job Purpose
 Job Dimensions
 Key Accountabilities
 Job Context
 Communication & Working Relationships
 Decision Making Authority
 Qualification, Experience, & Skills
 Approvals
 Job Description Format
1. JOB DETAILS:
Position Title: Customer Service Representative
Job Level 1
Reports to: Supervisor
Department: Customer Support (Call Center)
Prepared/ Revised on: 18 April, 2008

2. JOB PURPOSE:

Responsible for customer support.

3. JOB DIMENSIONS:
Direct Reports: Nil
Number of staff Supervised
Total:
4. KEY ACCOUNTABILITIES:
Description Key Performance Area
To provide customer support via phone, online chat, Customer Support According to
web ticket and emails to the customers on the account, SOPs
he/she has been dedicated and assigned in accordance
with SOPs
To maintain daily reports as per the requirements of Daily Reports
client and send it to the immediate supervisor.

5. JOB CONTEXT:
Product – Internet Services
Nature of a business- Internet Service Provider
Equipments – Hard Ware: Computer System, Head Phones
Software: Internet, CRM Software
Shift & Timings -- Day Shift (From 9:00 am to 5:00pm)
This job is to be performed in office (Call Center Floor)

6. COMMINICATION & WORKING RELATIONSHIPS

Internal Relations: With co-workers, supervisor

External Relations: Customers of DSL
7. DECISION MAKING AUTHORITY:

Internal: Can suggest some improvements for the floor management.

External: Have authority to take decision to refund or solve the problems of customer at
his/her own end in daily routine issues.

8. QUALIFICATION, EXPERIENCE, & SKILLS:

oGraduate with 0-1 years of relevant experience.

oStrong communication skills, fluent and persuasive.
oProficient in Product Knowledge.

9. APPROVALS:
Head
Head of Department Chief Executive Officer
HR Department

I hereby, ______________________________ fully Employee

understand and responsible for my Job Description as Signature & Date
mentioned above and will put my best efforts & knowledge to
achieve entire satisfaction of my Seniors in this regard.
Importance of Job Descriptions
What is Recruitment & Selection?

Recruitment:
 The process of locating, identifying, and attracting

capable applicants to an organization.

Selection:
 The process of screening job applicants to ensure

that the most appropriate candidates are hired.

 Methods of Recruitment
 External Recruitment Methods
- Newspaper Job Ads
- Job Sites
- Recruitment Firms
- Corporate Web Site (Career Link)
- Job Fairs
- Banner Ads
- Campus Recruitment (Job Placement Offices)
- Social Network Sites
- Professional Networking
- SMS Job Messages
- CVs Data Bank
- Many other creative Ideas (Think out of the Box)

 Internal Recruitment Methods

- Employee Referrals
- Internal Job Posting through e-mails & Notice Boards
Types of Selection Devices

 Initial screening of Job Applications

 Selection Interviews
 Written Tests
 Group Discussion
 Performance Simulations
 Background Investigations
 Physical examinations
Documents (Letters & Forms) used in R&S Process
 Manpower Recruitment Form
 Employment Application form
 Interview evaluation form
 Tests (if any)
 Offer Letter
 Reference form
 Reference Check Form
 Appointment Letter
 Joining Report
 Statement of Ethics
 Health Questionnaire Form
What is New Employee Orientation?
 Orientation is; “Transitioning a new employee into the
organization.”
 Major Steps in Orientation
 Organization orientation
 Informs new employee about the organization’s
objectives, history, philosophy, procedures, and rules.
 Includes a tour of the entire facility
 Department orientation
 Familiarizes new employee with department goals
 Clarifies how his or her job contributes to unit goals
 Introduces him/her to his or her coworkers
Areas to be Covered in Orientation
 Company Introduction
 Mission & Vision
 Corporate Values
 Organizational Structure
 Issuance of Job Description
 “Communicate” Policies regarding probation, confirmation,
attendance, leave, salary & benefits, Org. Discipline,
performance appraisal and code of conduct.
 Issuance of employee handbook
Documents used in Orientation Program

 Orientation checklist
 Employee handbook
 Confidentiality agreement
What is Training & Development?

 Training
 Effort initiated by an organization to foster learning among
its members.
 Focus on acquisition of KSAs needed to perform more
effectively on one’s current job.

 Development
 Effort that is oriented more toward broadening an
individual’s skills for the future responsibilities.
What is TNA?
Training Need Analysis
TNA is a systematic method for determining the causes of low
performance; than the expected or Required one.
 Organization Analysis
 Involves looking at the internal environment of organization’s
influences that could effect employee performance
 Task Analysis
 The process of determining what the content of a training
program should be on the basis of a study of the tasks and duties
involved in the job.
 Person Analysis
 A determination of the specific individuals who need

training.
 Difference b/w Technical Skill &
Soft Skill Trainings
 Technical Skill Training directly related to job
 Customer Service Training for CSRs
 Interviewing Skills for HR Professionals
 Machine Handling Skills for Machine Operators
 DotNet Training for Software Engineers
 Soft Skill trainings are not directly related to job; but affect the
job performance
 Time Management
 Anger Management
 5S House Keeping Training
Documents to be used in T&D

 Training Need Analysis form

 Training Requisition form
 Training Recommendation letter
 Training Feed Back Form
 Training effectiveness evaluation form
What is Performance Appraisal
 It includes an analysis of a person’s current performance,
overall capabilities and future potential, and facilitates
informed decisions concerning the setting of future
performance goals, compensation, promotion and
development, all for the purposes of improving motivation and
performance.
Documents used in Performance Appraisals

 Probationary Period Evaluation Form

 Performance Appraisal Form
 Promotion and Increment Letters
What is Compensation?
 All forms of pay and rewards going to employees
that are arising from their employment.
OR
 The financial payments to employees for their time
and services.
 Compensation modes are; salary, leave
encashment, leave fair assistance, Double salary of
gazetted holidays, commissions, Provident Fund
and overtime (only for labor).
Compensation Package

Salary Package
Basic Salary
Accommodation allowance
Conveyance allowance
Utilities
 All the above elements add up to make the

Gross Salary
What are Benefits?
 Indirect financial and non financial facilities that employees receive for
continuing their employment with the company.
 Benefits can be;
 Medical Facility
 Insurance
 Cars
 Transportation / Fuel
 Leaves
 Sabbaticals
 Loans
 Hajj Draws
 Employee Old Age Benefit
 Social Security
 Documents used in Comp. & Ben.

 NTN Certificate
 Tax Deposit Slip of CBR
 Salary Slip
 EOBI Cards
 Social Security Cards
 Other documents used in Provident fund and
insurance issues.
Leave and Attendance

What is Leave?
 Leave is a benefit that is offered be organizations to
their employees so that they can meet emergency
situations or illness.
 Usually in Pakistan; 24 annual leaves are granted to
employees.
 14 are sick leaves

 10 are casual leaves

 There are Standard 8-9 Working Hours in Pakistan.

 Documents used in Leave &
Attendance
 Leave Application Form
 Attendance Sheet
 General Disciplinary Issues
It Caters the Following;
 Discipline Guidelines
 Code of Conduct
 Rules and Regulations
 Penalties on violation of Above mentioned.
 The Role of Formal HRM in Small
Enterprises (A New Approach)
 Basic confusion in managing a small business is their inability to
have a proper structure, separate departments & clear reporting
structures
(Singh, Pathak, Kazmi, Sharma & Terzioviski: 2007)

 Employees, if managed well, are Important Success Factors of a

Small Business
(Hornsby, Kuratko: 2003)
 Employee effectiveness and disciplinary behavior is vital for a
small business, because each employee is crucial link and a
non-disciplinary behavior of one employee can effect the whole
firm’s performance
 The Role of Formal HRM in Small
Enterprises (A New Approach)
 Managerial Incompetence in handling the employee issues is a
major underlying cause of small business failure
(Peterson, Kozmetsky and Ridgway: 1983)

 Ineffective recruitment, poor or nonexistent training, lack of

benefits & incentives, inequitable compensation and weak or
nonexistent performance appraisal are common managerial
incompetencies
(Hornsby & Kuratko:
2003)

 A small firm must create structures and task systems, to properly

manage the new recruits
(Marlow & Patton:
1993)
 The Role of Formal HRM in Small
Enterprises (A New Approach)
 Recruiting and retaining good employees, interacting with them and
creating a performance environment for them through HRM can make a
firm survive
(Kilmann:
1990)
 HRM practices like training and job descriptions can make a small firm
survive. Such formal practices prepare the employees for internal
promotions
(Schuler:
1987)
 Formal HR Policies and procedure regarding recruitment of talented
staff is vital for the small firm’s survival
(Kotey & Slade:
2005)
 Formal policies and procedures have a significant role in reducing the
employee job stress and enhancing employee commitment
 The Role of Formal HRM in Small
Enterprises (A New Approach)
 A small firm must develop internal systems, delegate authority, and
formalize its management practices, for its growth
(Baumback: 1988)

 Formal HR Practices like development of HR policies, recruitment and

selection, training, performance appraisal, and maintenance of HR
records are the areas of HRM that are prone to Small Firm’s Growth
(Kotey & Slade: 2005)
 Human capital (skills, knowledge & experience) is important for
business growth and success
(Bruederl, Preisendoerfer & Ziegler: 1992)

 Effective HRM practices are an integral part of the success of small

enterprises
(Hornsby & Kuratko: 1990)
 The Role of Formal HRM in Small
Enterprises (A New Approach)

HRM practices, if implemented in early

stages of the organizational life cycle of
small enterprises, are likely to curtail
down the unhealthy resistance to
change by the old incumbents of
organization.
The Human Resource Outsourcing for Small
Enterprises (A New Concept)
 What is HRO?
 HRO stands for Human Resource Outsourcing.
 HRO is a process in which a company uses the services of a third
party to take care of its HR functions as an external HR Department.
 The main purpose for HR outsourcing is to allow the company
owners to invest more time, money and resources into the business
development activities and other strategies.
 HRO companies provide more professional, flexible, faster and
cheaper services. Further; the HRO services can be fully (all HRO
Services) or partially (a combination of some selected services)
availed by the clients as per their specific business needs.
Benefits of HRO
 Reduced cost
 Increased efficiency
 Improved HR systems and management information
 Access to HR expertise not available internally
 Increased flexibility and speed of response
 Reduced risk and administrative burden
 To free company owners to operate more
strategically
What is Policy?
 A Policy is a predetermined course of action
established as a guide toward accepted
objectives and strategies of the organization.
What are HR Policies?
 Human Resource Policies are Systems of Codified
Decisions, established by an organization, to Manage
all HR Functions and related activities.
 Each Company has a different set of circumstance,
and so develops an individual set of HR Policies.
 Difference b/w HR Policy, Procedures
& Documents
 HR Policy Lays out “What Management Wants the
employees to do”

 A Procedure Describes “How it Should be Done”.

 It means Procedure exactly describes the way that

“How to carry out the Policy”, and contains much
more detail.

 HR Documents (Forms & Letters) are “the

documents to carry out a procedure”.
Purposes of HR Plan/Policy
 HR Policies allow an organization to be clear
with employees on;
 What the company expects from them
 How Policies and Procedures work in Organization
 What is Acceptable and Unacceptable Behavior
 The consequences of unacceptable behavior
 How employees will be recruited, trained,
compensated and evaluated on their performance.
Components of HR Plan
Chapter 1 Introduction
 The Company ABC as an Organization
 Corporate Vision
 Corporate Mission
 Corporate Values
 Strategic Objectives
 Human Resource Strategy
 Role of Human Resource Department
 The Company ABC– Organization Structure
Components of HR Plan

Chapter 2 Employment
 Recruitment and Selection
 Department Transfer
 Terms of Employment/Appointment Letter
 Orientation & Induction
 Probation & Confirmation
 Notice Period/Termination/Exit Interview
 Re-appointment
Components of HR Plan
Chapter 3 Compensation and Benefits
 Job Evaluation and Grade Levels
 Job Descriptions
 Salary Structure
 Benefits
 Medical Benefits
 Advance Salary
 Annual Bonus
 Employee Old Age Benefit
 Provident Fund
 Personal Loan
 Retirement
 Parking Facility
 Overtime on National Gazetted Holiday
Components of HR Plan
Chapter 4 Salary Administration
 Monthly Payroll Processing
 Salary Review
 End of Service Payments
 Provident Fund
 Settlement of Accounts
 Overtime for Public Holidays

Chapter 5 Leave and Attendance

 Work Schedule
 Flexible Hours
 Attendance and Punctuality
 Public Holidays
 Leave
 Casual Leave
 Sick Leave
 Short Leave
 Maternity Leave
 Hajj Leave
 Umra Leave
Components of HR Plan
Chapter 6 Employee Relations

 Disciplinary Policy
 Grievance Policy
 Internal Communication
 Employee Records
 Code of Conduct
Chapter 7 Career Development

 ABC Company Performance Management System

 Promotion
 Career Development
 Training and Evaluation
 Workshop Day - 3

Module - 6
The Financial Plan
&
Legal Requirements
What is Financial Plan?
 Financial plan is a projection of key financial data
that determine economic feasibility and necessary
financial investment commitment.
 Generally, three financial areas are discussed in this
plan.
 Forecasted sales and the appropriate expenses for at least
three years, with the first year’s projections provided
monthly.
 The second major area of financial information needed is
cash flow for three years, with the first year’s projections
provided monthly.
 The last financial item needed in this plan is the projected
balance sheet.
Parts of Financial Plan
 Sales forecasting and Cost of these Sales
 Operating Budget
 Pro forma Income Statements
 Pro forma Cash Flow
 Pro forma Balance Sheet
 Break-Even Analysis
 Capital Sources
Parts of Financial Plan
 Sales Forecasting
 The process of estimating future sales for your business.
 Cost of Sales
 Cost of goods sold (COGS) or cost of sales includes the
direct costs attributable to the production of the goods sold
by a company. This amount includes the materials cost
used in creating the goods along with the direct labor costs
used to produce the good. It excludes indirect expenses
such as distribution costs and sales force costs. COGS
appears on the income statement and can be deducted
from revenue to calculate a company's gross margin.
Parts of Financial Plan
 Operating Budget
 All non-capital budget items, including regular personnel salaries,
utilities, rent, advertising, administrative expenses, etc
 Pro Forma Income Statement
 Income statement, also called profit and loss statement (P&L), is a
company's financial statement that indicates how the revenue (money
received from the sale of products and services before expenses are
taken out, also known as the "top line") is transformed into the net
income (the result after all revenues and expenses have been
accounted for, also known as the "bottom line"). The purpose of the
income statement is to show managers and investors whether the
company made or lost money during the period being reported
 Projected net profit calculated from projected revenues minus projected
costs and expenses.
 In preparing the pro forma income statement, sales by month must
be calculated first.
Pro Forma Income Statement
Parts of Financial Plan
 Pro Forma Cash Flow
 Cash flow refers to the movement of cash into or out of a
business, or project, or financial product. It is usually
measured during a specified, finite period of time.
 Pro Forma Cash Flow projected cash available calculated
from projected cash accumulations minus projected cash
disbursements.
Pro Forma Cash Flow
Parts of Financial Plan
 Pro forma Balance Sheet
 A balance sheet or statement of financial position is a
summary of a person's or organization's balances. Assets,
liabilities and ownership equity are listed as of a specific
date, such as the end of its financial year. A balance sheet
is often described as a snapshot of a company's financial
condition.
 Performa balance sheet summarizes the projected assets,
liabilities, and net worth of new venture.
Pro Forma Balance Sheet
Break-Even Analysis

 Breakeven
 Volume of sales where the venture neither makes
a profit nor incurs a loss.
 Use of Breakeven Analysis
 A breakeven analysis is used to determine how much sales
volume your business needs to start making a profit.
 The breakeven analysis is especially useful when you're
developing a pricing strategy, either as part of a marketing
plan or a business plan
Break Even Formula
 To conduct a breakeven analysis, use this
formula:

Break Even = Total Fixed Cost

Sales Price per Unit – Variable Cost per Unit

 Fixed costs are costs that must be paid whether or not any units are
produced. These costs are "fixed" over a specified period of time or range of
production.
 Variable costs are costs that vary directly with the number of products
produced. For instance, the cost of the materials needed and the labor used
to produce units isn't always the same.
Example
 Suppose that your fixed costs for producing 100,000
pieces were Rs.30,000 a year/month.
 Your variable costs are Rs.2.20 materials, Rs.4.00
labor, and Rs.0.80 overhead, for a total of Rs.7.00
per piece.
 If you choose a selling price of Rs.12.00 for each
piece, then:
 Rs.30,000 divided by (Rs.12.00 - 7.00) equals 6000
units.
 This is the number of pieces that have to be sold at
a selling price of Rs.12.00 before your business will
start to make a profit.
Accounting Software Packages used in
Small Businesses
 Peachtree
 QuickBooks
 Vision Point
 Small Business Manager
 Business works
 Office Accounting Express
Accounting Software Video
Sources of Capital
 Personal Funds
 Family and Friends
 Potential Investors
 Commercial Banks
 Aids and Grants
 Important 5 C’s for Getting Loan from
Financial Institution
 When evaluating a loan request, financial
institutions look at the so-called Five C’s:
 Character
 Cash flow
 Collateral
 Capital
 Conditions
 Important 5 C’s for Getting Loan from
Financial Institution
 Character
Borrowers should present themselves as upstanding,
responsible members of the community, and be able to back up
this claim with references. Their background and track record
must demonstrate a high level of honesty and integrity. In
addition, if the management and board can show that they have
the experience to operate the business, they are more likely to
get the loan.
 Cash Flow
The most important issue that lenders look at here is whether or
not the business will generate enough cash flow to make the
loan payments. They will also examine the financial projections
to ensure that they are realistic.
 Important 5 C’s for Getting Loan from
Financial Institution
 Collateral
The lender wants protection in case the borrower defaults on the
loan, so often takes a lien on the property being purchased with
the loan. Personal guarantees by the business principles as well
as additional collateral may be required.
 Capital
Lenders require that the business owners invest their personal
assets in the business. In cooperatives, this is known as
member equity. Most lending institutions require the owners to
invest 30% - 50% of the total capital needed.
 Conditions
The final criteria is the general economic conditions at the time of
the loan request (and the projected state of the economy for the
coming several years). The state of the industry in which the
borrower will operate is also of interest to lenders.
Legal Requirements
Legal Forms / Types of Businesses
There are three most common Legal forms of
businesses in Pakistan
 Sole Proprietorship

 Partnership Firm (Partnership Act 1932)

 Incorporated Company (The Companies Ordinance

1984)
 Pvt. Ltd. Company (1 – 7)

 Public Ltd. Company (3 - 49)

 Listed Company
 Non-Listed Company
Basic Tax Obligations
 Sole Proprietorship and Partnership Firm –
Withholding Tax as per Govt. rules.

 Small Companies – Income Tax and Withholding tax

as per Govt. rules.
Licensing Requirements

 Import License

 Export License

 Excise License

 Sales Tax Registration

Industrial and Labor Laws
 Industrial Relations Ordinance 1969
 The Payment of Wages Act 1936
 The Minimum Wages Ordinance 1961
 The Workman’s Compensation Act 1923
 The Factories Act 1934
 The Social Security Ordinance 1965
 Employees Old Age Benefits Act 1976
Industrial property and copyrights

 Copyrights Act 1962

 Trademarks Ordinance 2001
 Patents Ordinance 2000
Industrial Property and Copyrights
1. Patents
It is an exclusive right granted for an invention that
may be a product or a process which provides a
new way of doing something, or offers a new
technical solution to a problem. A patent owner has
the right to prevent others from professionally
making, using, offering for sale, selling or importing
without his authorization the patented product and,
where the subject matter of the patent is a process,
the owner also has the said right in respect of the
product directly obtained by that process, e.g, new
improved process for making a cloth or a new
medicine or a machinery, etc.
Industrial Property and Copyrights
2. Trademarks
(Logos, Business Name, Geographical Indication, Textile Marks,
Service Marks, Collective Marks, Certificate Marks)

It is a distinctive sign which identifies certain goods or services

as those produced or provided by a specific person or enterprise.
Trademarks may be words, letters, numerals, drawings, symbols,
three-dimensional signs, or a combination of any of these. A
trademark owner has the right to prevent others from using
without his authorization in the course of trade identical or similar
signs where such use would result in the likelihood of confusion.
Also under the trademark law, Geographical Indications,
Collective Marks, Certificate Marks and Service Marks are
protected, e.g. Dawn bread.
Industrial Property and Copyrights
3. Copyrights
It describes rights given to creators for their literary and artistic
works. Related rights are rights granted to writers, poets,
performing artists, producers of sound recordings and
broadcasting Organizations etc. Computer programmes and
compilation of data are also protected under the same. Copyright
protection generally lasts for at least 50 years after the creator's
death. Related rights typically last for 50 years after the
performance took place or the recording was made or published
and the broadcast took place. The original creators of a work
protected by copyright, and their heirs, can prevent others
without their authorization from its reproduction in various forms,
such as printed publication, sound recording or computer storage
etc. For example a novel, a software, or a music composition by
singer are copyrightable.
List of Books
1 Passion for Success Kazuo Inamori

2 Leadership Stephen R. Covey

3 Seven Habits of Highly Effective People Stephen R. Covey

4 The Eighth Habit Stephen R. Covey

5 How to Win Friends and Influence People Dale Carnegie

6 Path of Success Dale Carnegie

7 101 Ways to Advertise Your Business Andrew Griffeths

The 100 Absolutely Unbreakable Laws of

8 Business Success Brian Tracy

9 Business Ethics Joseph W. Weiss

Trevor Waldock & Shenaz
10 The 18 Challenges of Leadership Kelly-Rawat

11 The Art of Public Speaking Stephen E. Lucas

12 Sha’oor-e-Zindagi R. Amin
Q&A