e s b 20-1 p p t BA 346 Working as an Entrepreneur Bob Zahrowski

e s b Achieving Success in the Small Business McGraw-Hill/Irwin ©2007 by the McGraw-Hill Companies, Inc. All rights reserved.

e s b 20-3 Objectives Know how to recognize the stages of the small business cycle Understand the four types of firm-level growth strategies Understand the options for harvesting or closing the small business Know the firm-level critical success factors for small businesses Understand what success means with the quadruple bottom line Chapter 20

e s b 20-4 Shopper’s Service StoreFocus on Small Business: Shopper’s Service Store Entrepreneurial company from –Mini-discount store, second store branch in suburbs, sporting goods and food wholesaling, tire store, and three pharmacies Partners decided to go separate ways expert assistance –Obtained expert assistance, working with attorneys, accountants, and industry consultants to minimize tax burdens Chapter 20

e s b 20-5 Business life cycle general ideasSeveral models, with same general ideas: –Multiple stages –Key issues, lessons, and actions at each stage –Level of risk business faces changes from stage to stage Chapter 20

e s b Emergence 1.Emergence: person thinks and takes action towards starting a firm –Only 7% actually took steps in 2002 Chapter 20

e s b Existence 2.Existence: having the business in operation, but not yet stable –Risk is high –Owners lack key information 3.Success 3.Success: develop information, skills, and routines to grow the business’ profits –This is a stage that lasts a long time Chapter 20

e s b Resource maturity 4.Resource maturity: stable level of sales and profits –Functional areas, the market, and the products or services are being dealt with consistently and efficiently –Challenge is to avoid complacency Chapter 20

e s b key components4 key components to staving off customer complacency: –Recency –Recency: be among the people your customers have seen in the last few days –Frequency –Frequency: stay in touch with customers on a frequent basis (visits, phone calls, s, etc.) –Potency –Potency: be remembered for the right reasons –Recommendation –Recommendation: making clear recommendations to show your customers you care about them Chapter 20

e s b Takeoff 5.Takeoff: a period of exceptional growth gigantic contractexpanding right place at the right time –Might come from landing an unexpectedly gigantic contract, expanding into multiple locations, or just being in the right place at the right time –Most small businesses never go through the take-off phase Chapter 20

e s b Growth Strategies High-growth venturesHigh-growth ventures: aim to achieve growth rates of 25% or more and sales of $1,000,000+ High-performing small businessesHigh-performing small businesses: level off after success stage, sales between $100,000- $1,000,000, grow at rates of 5-15% a year Chapter 20

e s b Growth Strategies (cont.) Traditional small businessTraditional small business: smallest full-time business, schedules defined by customer, sales between $25,000-$100,000 Lifestyle or part-time firmsLifestyle or part-time firms: sales of $25,000 a year or less, start and stay very small –53% of all small businesses Chapter 20

e s b Types of Firms Chapter 20

e s b Closing the Small Business Every year, nearly 4 million go through changes in ownership and existence HarvestHarvest: get maximum value they can for the business Initial public offering (IPO)Initial public offering (IPO): selling stock to public on major stock exchange Chapter 20

e s b Chapter 20 Become Rich from the Firm Get a Continuing Income from the Firm Leave the Firm with a Nest Egg Leave the Firm with No Debts Leave the Firm in Bankruptcy Leave the Firms with Debts I Can Quickly Pay Off Leave the Firms with Debts I Can Eventually Pay Off Leave the Firm A Little Better Than When I Started Leave the Firm and Myself in Bankruptcy Bankruptcy Workout Walkaway Pass Off Sell Off Business Sale or Family Business Succession Transfer Termination Typical Technique The Hierarchy of Business Outcomes

e s b TransfersTransfers: ownership is moved from one person or group to another 860,000 firms –2003: around 860,000 firms were transferred within the family 1 million –Nearly 1 million business sales took place –Occur only among the largest small businesses Chapter 20

e s b TransfersTransfers: cont. tax effects –One key goal is minimizing the tax effects of the transfer half –Business can lose as much as half of its value to the government –Pass off –Pass off: owner gives the firm to someone as a gift, without compensation; 38% use this –Sell off –Sell off: everything is sold to another business, with proceeds paying off remaining debts Chapter 20

e s b TerminationsTerminations: more likely for young firms –1.8 million per year –Three types of terminations: WalkawaysWalkaways WorkoutsWorkouts BankruptciesBankruptcies Chapter 20

e s b Not-So-Secret Secrets of Success Being incorporatedBeing incorporated: a lawyer is likely to give small business owners advice and help them avoid some of the major pitfalls of a new firm EmployeesEmployees: get more done, appeal to a larger market, source of expertise Chapter 20

e s b Not-So-Secret Secrets of Success (cont.) Extreme start-up capitalExtreme start-up capital: business starting with no start-up capital, and those starting with more than $50,000, are among those most likely to survive long term Protectable intellectual propertyProtectable intellectual property: patents or trademarks Chapter 20

e s b Not-So-Secret Secrets of Success (cont.) Brand name affiliations or partnersBrand name affiliations or partners: have been checked out and found to be acceptable Optimal strategiesOptimal strategies: picking and starting a business in a growing industry PresalesPresales: pilot test through contracts, orders, or letters of interest Chapter 20

e s b Measuring Success with Four Bottom Lines The FirmThe Firm: –Define the level of profit that they seek –Leadership of the industry –Employee satisfaction and well-being Chapter 20

e s b CommunityCommunity: how the business relates to the community –Community impact –Building trust –Promoting a positive culture –Enhancing flexibility –Fostering innovation Chapter 20

e s b FamilyFamily: spend the time with your family –Leave personal time to make the transition from work to family –Clear your work list and your mind YourselfYourself: personal returns –Variety of expectations, dreams, and goals –Keeping the dreams alive Chapter 20

e s b Chapter 20 The Four Bottom Lines Area Goal Metric Achievement Level TABLE 20.1 Yourself Family Firm Conclusion Feel in control of my life Have time for spouse and children Profits or take outs Satisfied employees Support local charities Personal opinion Their opinions Practical income of $75,000 in cash or services a year Her opinion 5% of sales minimum Achieved Spouse - not achieved Kid (Ann) – achieved Kid (Roger) – not achieved $71,000 “Generally yes” 4.88%