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3 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Entrepreneurship, New Ventures, and Business Ownership Instructor.

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Presentation on theme: "3 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Entrepreneurship, New Ventures, and Business Ownership Instructor."— Presentation transcript:

1 3 chapter Business Essentials, 7 th Edition Ebert/Griffin © 2009 Pearson Education, Inc. Entrepreneurship, New Ventures, and Business Ownership Instructor Lecture PowerPoints PowerPoint Presentation prepared by Carol Vollmer Pope Alverno College

2 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. © 2009 Pearson Education, Inc.2

3 After reading this chapter, you should be able to: 1.Define small business, discuss its importance to the U.S. economy, and explain popular areas of small business. 2.Explain entrepreneurship and describe some key characteristics of entrepreneurial personalities and activities. 3.Describe the business plan and the start-up decisions made by small businesses and identify sources of financial aid available to such enterprises. 4.Discuss the trends in small business start-ups and identify the main reasons for success and failure among small businesses Pearson Education, Inc.

4 After reading this chapter, you should be able to: 5.Explain sole proprietorships, partnerships, and cooperatives and discuss the advantages and disadvantages of each. 6.Describe corporations, discuss their advantages and disadvantages, and identify different kinds of corporations. 7.Explain the basic issues involved in managing a corporation and discuss special issues related to corporate ownership. L E A R N I N G O B J E C T I V E S (contd) © 2009 Pearson Education, Inc.

5 Whats in It for Me? By understanding the material discussed in this chapter, youll be better prepared to: 1.Understand the keys to entrepreneurial success, including business planning 2.Discuss the reasons for success or failure 3.Evaluate the advantages and disadvantages of different kinds of ownership © 2009 Pearson Education, Inc.

6 What Is a Small Business? Small Business Defined – A business that is independent (not part of a larger business) and that has relatively little influence in its market. The Importance of Small Business in the U.S. Economy – Job creation – Innovation – Contributions to big business Suppliers of specialized services and raw materials Sellers of larger firms products © 2009 Pearson Education, Inc.

7 FIGURE 3.2: Small Business by Industry © 2009 Pearson Education, Inc.

8 Entrepreneurship – The process of seeking business opportunities under conditions of risk Entrepreneur – One who accepts the risks and opportunities of creating, operating and growing a new business Small Business Owner – A person who independently owns a business that has relatively little impact in its market © 2009 Pearson Education, Inc.

9 Entrepreneurial Characteristics Successful Entrepreneurs: – Are resourceful. – Are concerned about good customer relations. – Desire to be their own boss. – Can deal with uncertainty and risk. – Are open-minded. – Rely on networks, business plans, and consensus. – Have different views on how to succeed, to automate a business, and when to rely on experience or business acumen. © 2009 Pearson Education, Inc.

10 Starting and Operating a New Business Crafting a Business Plan – Conveys a description of the business strategy for the new venture and how it will be implemented – A business plan should address: The entrepreneurs goals and objectives The strategies that will be used to obtain them The implementation of the chosen strategies Preparing a Business Plan – Setting goals and objectives – Sales forecasting – Financial planning © 2009 Pearson Education, Inc.

11 Starting the Small Business Buying an Existing Business – Less risk in purchasing ongoing, viable business Franchising – Advantages Proven business opportunity for franchisee Access to management expertise of franchisor – Disadvantages Start-up costs for franchise purchase Ongoing payments to the franchisor Management rules and restrictions on the franchisee © 2009 Pearson Education, Inc.

12 Starting the Small Business (contd) Starting from Scratch – Disadvantage: Higher risk of business failure – Advantage: Avoids problems of an existing business Questions to Be Answered: – Who and where are my customers? – How much will those customers pay for my product? – How much of my product can I expect to sell? – Who are my competitors? – Why will customers buy my product rather than the product of my competitors? © 2009 Pearson Education, Inc.

13 Financing the Small Business Personal Resources Loans from Family and Friends Bank Loans Venture Capital Companies Small-Business Investment Companies (SBICs) Minority Enterprise Small-Business Investment Companies (MESBICs) SBA Financial Programs – Guaranteed loans and immediate loan programs – Management advice (SCORE and SBDCs) © 2009 Pearson Education, Inc.

14 Trends in Small-Business Startups Emergence of E-commerce Crossovers from Big Business Opportunities for Minorities & Women GlobalOpportunities Better Survival Rates © 2009 Pearson Education, Inc.

15 Reasons for Failure and Success Failure – Poor management – Neglect – Weak control systems – Insufficient capital Success – Hard work, drive, and dedication – Market demand – Managerial competence – Luck!!! © 2009 Pearson Education, Inc.

16 Business Ownership Forms of Legal Ownership – Sole proprietorship: Owned and operated by one person – Partnership: Sole proprietorship multiplied by the number of partner-owners – Corporation Choice of Ownership Form – Based on the entrepreneurs needs/desires for control, ownership participation, financing sources, and appropriateness of the chosen form for the industry in which the firm will compete © 2009 Pearson Education, Inc.

17 Sole Proprietorships Advantages: – Freedom – Simple to form – Low start-up costs – Tax benefits – Formation of cooperatives Disadvantages: – Unlimited liability: Owners are responsible for all debts of a business – Limited resources – Limited fundraising capability – Lack of continuity © 2009 Pearson Education, Inc.

18 Partnerships Advantages: – More talent and money – More fundraising capability – Relatively easy to form – Limited liability for limited partners – Tax benefits Disadvantages: – Unlimited liability for general partner – Disagreements among partners – Lack of continuity © 2009 Pearson Education, Inc.

19 Alternatives to General Partnerships Limited Partnership – Allows for limited partners who invest money but are liable for debts only to the extent of their investments – Must have at least one general (or active) partner, who is usually the person who runs the business and is responsible for its survival and growth Master Limited Partnership – Organization sells shares (partnership interests) to investors on public exchange. Investors are paid back from profits – The master partner retains at least 50 percent ownership and runs the business, while minority partners have no management voice © 2009 Pearson Education, Inc.

20 Cooperatives Combine the freedom of sole proprietorships with the financial power of corporations Groups of sole proprietorships or partnerships agree to work together for their common benefit © 2009 Pearson Education, Inc.

21 Corporations Corporation – Firms that have filed papers of incorporation Corporations may: – Be small or large – Sue and be sued – Buy, hold, and sell property – Make and sell products – Commit crimes and be tried and punished for them – Have limited liability for individuals who form them © 2009 Pearson Education, Inc.

22 Corporations Advantages: – Limited liability: The owners responsibility for the debts of a business is limited to their investment in a business – Continuity – Stronger fundraising capability Disadvantages: – Double taxation of dividends – Fluid control – Complicated and expensive to form © 2009 Pearson Education, Inc.

23 Types of Corporations Closely Held (Private) Corporation Publicly Held (Public) Corporation Subchapter S Corporation Limited Liability Corporation (LLC) Professional Corporation Multinational (Transnational) Corporation © 2009 Pearson Education, Inc.

24 Managing a Corporation Corporate Governance – The roles of shareholders, directors, and other managers in corporate decision making and accountability – Corporate governance is established by the firms bylaws and involves three bodies: Stockholders (shareholders): Investors who buy ownership shares in the form of stock The board of directors: Group elected by stockholders to oversee corporate management Corporate officers: Top managers hired by the board to run the corporation © 2009 Pearson Education, Inc.

25 Stockholders: Owners of Corporations Stock: A share of ownership in a corporation Dividends: Profits distributed among stockholders © 2009 Pearson Education, Inc.

26 Special Issues in Corporate Ownership Joint Ventures and Strategic Alliances: – Strategic alliance: Two or more organizations collaborate on a project for mutual gain – Joint venture: Partners share ownership of a new enterprise Employee Stock Ownership Plans – Allows employees to own a share of the corporation through trusts established on their behalf Institutional Investors – Control enormous resources and can buy huge blocks of stock © 2009 Pearson Education, Inc.

27 Special Issues in Corporate Ownership (contd) Mergers, Acquisitions, Divestitures, and Spin- Offs: – Merger: Two firms combine to create a new company – Acquisition: One firm buys another outright – Divestiture: Strategy whereby a firm sells one or more of its business units – Spin-off: A firm sells part of itself to raise capital © 2009 Pearson Education, Inc.

28 Key Terms acquisition board of directors business plan chief executive officer (CEO) closely held (or private) corporation cooperative corporate governance corporation divestiture double taxation employee stock ownership plan (ESOP) entrepreneur entrepreneurship franchise general (or active) partner general partnership institutional investor joint venture limited liability limited liability corporation (LLC) limited partner limited partnership master limited partnership merger multinational (or transnational) corporation © 2009 Pearson Education, Inc.

29 Key Terms (cont.) officers professional corporation publicly held (or public) corporation S corporation small business Small Business Administration (SBA) Small Business Development Center (SBDC) small-business investment company (SBIC) sole proprietorship spin-off stockholder (or shareholder) strategic alliance tender offer unlimited liability venture capital company © 2009 Pearson Education, Inc.

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