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entrepreneurship
Entrepreneurship And Small Business Management 2nd Edition Steve Mariotti , Caroline Glackin - Solutions
=+3 Find and read the case ‘The Empty Bowls Project: Creating, leading and sustaining a social enterprise’ by S. E. Anderson,
=+2 Find and read the article ‘Riding the practice waves: Social resourcing practices during new venture development’ by A.Keating, S. Geiger and D. McLoughlin (2014) in Entrepreneurship Theory and Practice (September), pp. 1207–35. Drawing upon insights from the article, draw up your own
=+Provide an example of each method.
=+difference between bootstrap financing methods that improve cash flow and those methods that slow disbursements.
=+technology-based versus nontechnology-based firms’, Journal of Small Business Management, 43(1), 93–103. Explain the
=+1 Find and read the article by Howard Van Auken (2005), ‘Differences in the usage of bootstrap financing among
=+3 What would you recommend Arlene do now? Be complete in your answer.
=+2 What should Arlene expect to be provided by the franchisor? Assemble a check list that could guide her enquiries.
=+1 What is your appraisal of the situation? Where should Arlene go to seek further information about her rights as a franchisee?
=+3 When this is done, what else should Thanaphol do? Outline a general course of action for him.
=+2 What is the first thing Thanaphol should do to follow up on his idea? Explain.
=+1 Is anything unique about Thanaphol’s idea? Explain.
=+22 Optimism can fuel the drive to press for success in uncharted waters. If you’re an optimist, add two. Pessimist, subtract two.
=+21 Entrepreneurial personalities seems to be easily bored. If you are easily bored, add two. If not, subtract two.
=+20 Handling cash flow can be critical to entrepreneurial success. Do you believe you have the ability to deal with cash flow in a professional manner? If so, add two. If not, subtract two.
=+19 Many entrepreneurs put their long-term and short-term goals in writing. If you do, add one. If you don’t, subtract one.
=+18 Do you believe being an entrepreneur is risky? If yes, subtract two. If no, add two.
=+17 Or, if you would immediately start looking for a job with a regular pay cheque, subtract one more.
=+v16 If your business should fail, would you immediately start working on another? If yes, add four. If no, subtract four.
=+15 Would you be willing to borrow from others? Then add two more. If not, subtract two.
=+14 Successful entrepreneurs are willing to use their savings to finance a project. If you are willing to commit your savings to start a business, add two. If not, subtract two.
=+13 Entrepreneurs generally enjoy their type of work so much they move from one project to another – non-stop. When you complete a project successfully, do you immediately start another? If yes, add two. If no, subtract two.
=+12 If you are willing to work as long as it takes with little or no sleep to finish a job, add four more.
=+11 Yes, you really enjoy work. But are you willing to work overnight? If yes, add two. If no, subtract two.
=+routine would be an important motivation for starting your own enterprise, add two. If not, subtract two.
=+10 Being tired of a daily routine often precipitates an entrepreneur’s decision to start an enterprise. If changing your daily
=+matter a lot to you, subtract one. If not, add one.
=+9 Entrepreneurs often have the faith to pursue different paths despite the opinions of others. If the opinions of others
=+8 If you were daring or adventuresome, add four more.
=+7 Caution may involve an unwillingness to take risks, a handicap for those embarking on previously uncharted territory.Were you a cautious youngster? If yes, deduct four. If no, add four.
=+6 Stubbornness as a child seems to translate into determination to do things one’s own way – a hallmark of proven entrepreneurs. If you were stubborn as a child, add one. If not, subtract one.
=+5 Those who started enterprises during childhood – lemonade stands, family newspapers, greeting card sales – or ran for elected office at school can add two, because enterprise usually can be traced to an early age. If you didn’t initiate enterprises, subtract two.
=+4 Studies of entrepreneurs show that, as youngsters, they often preferred to be alone. Did you prefer to be alone as a youngster? If so, add one. If not, subtract one.
=+3 Entrepreneurs are not especially enthusiastic about participating in group activities in school. If you enjoyed group activities – clubs, team sports, double dates – subtract one. If not, add one.
=+2 Successful entrepreneurs are not, as a rule, top achievers in school. If you were a top student, subtract four. If not, add four.
=+1 Significantly high numbers of entrepreneurs are children of first-generation immigrants. If your parents immigrated to your country, score one. If not, score minus one.
=+19 What are the three social enterprise models?
=+18 Is the social enterprise development cycle different from that of a regular business?
=+17 What are the distinguishing features of a social venture from a conventional business and what would motivate an entrepreneur to take this pathway?
=+franchisor, the franchise, the market and the potential investor (himself or herself)?
=+16 In evaluating whether or not to buy a franchise operation what questions should the potential investor ask about the
=+v15 How can a prospective franchisee evaluate a franchise opportunity? Explain.
=+14 Explain the merits and pitfalls of purchasing a franchise brand.
=+13 Explain why a would-be entrepreneur would explore the option of buying into a franchise. Cite and explain at least three advantages.
=+11 What is meant by the term ‘franchise’?
=+10 What are the types of assets of a company you should examine when considering purchasing a business and what should you look for?
=+9 What probing questions should you ask of a business owner when deciding whether to buy a business?
=+at least four other forms of investigation one should make.
=+7 Explain why just the financial history is not sufficient in making a purchase decision for an operational business. Explain
=+methodology of Table 5.3 to prepare your answer.
=+6 How can an individual who is thinking of going into business evaluate the financial picture of the enterprise? Use the
=+5 How does a new-old approach differ from the new-new pathway to starting a new venture and what are the advantages of the new-old approach?
=+4 How does the new-new approach to starting a new venture differ from bootstrapping? Provide examples for your answer.
=+3 What has given rise to minipreneurs and what kinds of businesses are they engaged in?
=+2 What are some examples of bootstrapping that you could use in your business idea?
=+1 Not all entrepreneurs start just with an idea and little else. Name three other pathways into entrepreneurship and describe the advantages of each.
=+7 To look at the route social entrepreneurs take to creating new ventures
=+6 To examine the benefits and drawbacks of franchising
=+5 To define a franchise and outline its structure
=+4 To outline key questions to ask when buying an ongoing venture that is already generating value
=+venture that already has some entrepreneurial momentum
=+3 To identify and discuss what is involved in acquiring an established
=+2 To examine bootstrapping and minipreneurship as fast lanes to gaining entrepreneurial experience
=+1 To describe the major pathways that may lead to entrepreneurial ventures
Recognize the special considerations for home-based businesses.
Explore the design of facilities and their layouts.
Determine business location preferences via multiple methods.
Learn how location needs differ by business type.
Know the key factors to consider in the location decision.
Understand the importance of the physical location of a business.
Use technology to benefit your business.
Ensure product quality.
Explore the idea-to-product process.
Manage suppliers and inventory.
Develop a production-distribution chain for your business.
Understand the significance of operations in business.
Protect your tangible assets and manage risk.
Protect your intellectual property.
Recognize key components of commercial law.
Understand the importance of contracts.
Choose a legal structure for your business.
Understand stocks and bonds as investment alternatives.
Identify sources of capital for your business.
Compare the pros and cons of debt and equity financing.
Identify the types of business financing.
Explore your financing preferences.
File appropriate tax returns for your business.
Read a cash flow statement.
Know the difference between cash and profits.
Understand the importance of cash flow management.
Use quick, current, and debt ratios to analyze a balance sheet.
Perform same-size analysis of an income statement.
Calculate return on investment (ROI).
Perform a financial ratio analysis on an income statement.
Use the balance sheet equation for analysis.
Examine a balance sheet to determine a business’s financing strategy.
Understand an income statement.
Set up financial record keeping for your business.
Analyze your fixed operating costs and calculate gross profit.
Describe the variable costs of starting a business.
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