ºÝºÝߣshows by User: adityaishan / http://www.slideshare.net/images/logo.gif ºÝºÝߣshows by User: adityaishan / Tue, 24 Mar 2015 10:27:21 GMT ºÝºÝߣShare feed for ºÝºÝߣshows by User: adityaishan Entrepreneurship /slideshow/entrepreneurship-46225234/46225234 entrepreneurship-150324102721-conversion-gate01
The growth of a company is a complex process. The researchers discuss the reasons and engines for the growth widely. It can be defined by the increasing size of a company, in terms of employees, of turnover, or network but none of these definitions really explain the essence of growth. According to us, the growth of the company is a mix between matters of size and another ingredient: the maturity of the company. The maturity of a company is not measurable easily by looking at the company. There is here a need for models describing the process of maturation, of growth, of a company. The aim of this paper is to explore one key stage of the maturation process, used by many researchers: the professionalization of a company. The professionalization is the passage from inadequate managerial skills, often coupled with a paternalistic atmosphere, to a functional structure, delegation of authority and formal communication systems and analysis. This is the transformation we chose to lay the emphasis on. In the theory part, a lot of concepts have to be explored. The professionalization is firstly about an entrepreneur gaining some aspects of the manager. He has to obtain some of the qualities of the manager, without giving up the characteristics that make him a successful entrepreneur. Thus, we have to study closely the difference between the entrepreneur and the manager, and find out what qualities make them what they are. Then, we will look closely the learning process of the entrepreneur. Can he acquire the manager’s qualities by his own? How can he do it? The next part will outline the theoretical framework of the professionalization: what are the different steps of the growth, and what are the criteria of the maturation of the company? Finally, we have to describe the possibilities of reaction of the company itself, for instance if the entrepreneur fail to acquire the managerial competences. All these questions will be confronted with empirical data from the cases Polaris, Liko and Index.]]>
The growth of a company is a complex process. The researchers discuss the reasons and engines for the growth widely. It can be defined by the increasing size of a company, in terms of employees, of turnover, or network but none of these definitions really explain the essence of growth. According to us, the growth of the company is a mix between matters of size and another ingredient: the maturity of the company. The maturity of a company is not measurable easily by looking at the company. There is here a need for models describing the process of maturation, of growth, of a company. The aim of this paper is to explore one key stage of the maturation process, used by many researchers: the professionalization of a company. The professionalization is the passage from inadequate managerial skills, often coupled with a paternalistic atmosphere, to a functional structure, delegation of authority and formal communication systems and analysis. This is the transformation we chose to lay the emphasis on. In the theory part, a lot of concepts have to be explored. The professionalization is firstly about an entrepreneur gaining some aspects of the manager. He has to obtain some of the qualities of the manager, without giving up the characteristics that make him a successful entrepreneur. Thus, we have to study closely the difference between the entrepreneur and the manager, and find out what qualities make them what they are. Then, we will look closely the learning process of the entrepreneur. Can he acquire the manager’s qualities by his own? How can he do it? The next part will outline the theoretical framework of the professionalization: what are the different steps of the growth, and what are the criteria of the maturation of the company? Finally, we have to describe the possibilities of reaction of the company itself, for instance if the entrepreneur fail to acquire the managerial competences. All these questions will be confronted with empirical data from the cases Polaris, Liko and Index.]]> Tue, 24 Mar 2015 10:27:21 GMT /slideshow/entrepreneurship-46225234/46225234 adityaishan@slideshare.net(adityaishan) Entrepreneurship adityaishan The growth of a company is a complex process. The researchers discuss the reasons and engines for the growth widely. It can be defined by the increasing size of a company, in terms of employees, of turnover, or network but none of these definitions really explain the essence of growth. According to us, the growth of the company is a mix between matters of size and another ingredient: the maturity of the company. The maturity of a company is not measurable easily by looking at the company. There is here a need for models describing the process of maturation, of growth, of a company. The aim of this paper is to explore one key stage of the maturation process, used by many researchers: the professionalization of a company. The professionalization is the passage from inadequate managerial skills, often coupled with a paternalistic atmosphere, to a functional structure, delegation of authority and formal communication systems and analysis. This is the transformation we chose to lay the emphasis on. In the theory part, a lot of concepts have to be explored. The professionalization is firstly about an entrepreneur gaining some aspects of the manager. He has to obtain some of the qualities of the manager, without giving up the characteristics that make him a successful entrepreneur. Thus, we have to study closely the difference between the entrepreneur and the manager, and find out what qualities make them what they are. Then, we will look closely the learning process of the entrepreneur. Can he acquire the manager’s qualities by his own? How can he do it? The next part will outline the theoretical framework of the professionalization: what are the different steps of the growth, and what are the criteria of the maturation of the company? Finally, we have to describe the possibilities of reaction of the company itself, for instance if the entrepreneur fail to acquire the managerial competences. All these questions will be confronted with empirical data from the cases Polaris, Liko and Index. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/entrepreneurship-150324102721-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The growth of a company is a complex process. The researchers discuss the reasons and engines for the growth widely. It can be defined by the increasing size of a company, in terms of employees, of turnover, or network but none of these definitions really explain the essence of growth. According to us, the growth of the company is a mix between matters of size and another ingredient: the maturity of the company. The maturity of a company is not measurable easily by looking at the company. There is here a need for models describing the process of maturation, of growth, of a company. The aim of this paper is to explore one key stage of the maturation process, used by many researchers: the professionalization of a company. The professionalization is the passage from inadequate managerial skills, often coupled with a paternalistic atmosphere, to a functional structure, delegation of authority and formal communication systems and analysis. This is the transformation we chose to lay the emphasis on. In the theory part, a lot of concepts have to be explored. The professionalization is firstly about an entrepreneur gaining some aspects of the manager. He has to obtain some of the qualities of the manager, without giving up the characteristics that make him a successful entrepreneur. Thus, we have to study closely the difference between the entrepreneur and the manager, and find out what qualities make them what they are. Then, we will look closely the learning process of the entrepreneur. Can he acquire the manager’s qualities by his own? How can he do it? The next part will outline the theoretical framework of the professionalization: what are the different steps of the growth, and what are the criteria of the maturation of the company? Finally, we have to describe the possibilities of reaction of the company itself, for instance if the entrepreneur fail to acquire the managerial competences. All these questions will be confronted with empirical data from the cases Polaris, Liko and Index.
Entrepreneurship from ADITYA ISHAN
]]> 531 4 https://cdn.slidesharecdn.com/ss_thumbnails/entrepreneurship-150324102721-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Case study 4 /adityaishan/case-study-4-41785369 casestudy4-141119223443-conversion-gate01
Coors Beer Industry: Europe and American Market Analysis]]>
Coors Beer Industry: Europe and American Market Analysis]]> Wed, 19 Nov 2014 22:34:43 GMT /adityaishan/case-study-4-41785369 adityaishan@slideshare.net(adityaishan) Case study 4 adityaishan Coors Beer Industry: Europe and American Market Analysis <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/casestudy4-141119223443-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Coors Beer Industry: Europe and American Market Analysis
Case study 4 from ADITYA ISHAN
]]> 14671 9 https://cdn.slidesharecdn.com/ss_thumbnails/casestudy4-141119223443-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-adityaishan-48x48.jpg?cb=1670337399 -Strategic Innovation Management, -Business Development -Business Model Evolution and Innovation -Business in Technological Innovation Management -Tools: SPSS, Google Analytics, STATA, Business Canvas -During the education, building upon business skills with theories and models in order: to plan, develop, implement and manage technical innovation. -Extensive learning in how to create and achieve both the strategic and operational objectives found in an organization. At the same time, developing understandings of the importance of strategic impact that research and technical development has on society. -Educating self in both how to run/manage as well as to operate technical innovation p... https://cdn.slidesharecdn.com/ss_thumbnails/entrepreneurship-150324102721-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/entrepreneurship-46225234/46225234 Entrepreneurship https://cdn.slidesharecdn.com/ss_thumbnails/casestudy4-141119223443-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds adityaishan/case-study-4-41785369 Case study 4