The document discusses the importance of financial planning for businesses. It outlines key financial statements like the balance sheet, income statement, and statement of cash flows that are essential for financial planning. The document also discusses creating projected financial statements to help set goals and transforming goals into reality. It then covers ratio analysis which expresses relationships between financial statement elements and are important indicators of a company's health. Twelve key ratios are defined across liquidity, leverage, operating, and profitability categories. Interpretations of sample ratios for Sam's Appliance Shop are provided.
This document discusses building an entrepreneurial team and succession planning. It covers topics such as leadership, hiring effective employees, developing company culture, job design, compensation, and succession planning for family businesses. The key points are that entrepreneurs must take a leadership role, hire the right employees through strategic recruiting and interviews, create a positive company culture, and develop a succession plan to pass the business to future generations of leadership. Effective leadership, team building, and succession planning are vital for business success and longevity.
The document discusses key considerations and steps for buying an existing business. It identifies important questions to ask such as the business's potential, necessary changes, and financing. The advantages include an established business, but disadvantages can include outdated equipment or inventory. A thorough analysis of the business's financials, products, customers, and legal aspects is vital. The acquisition process typically involves initial contact, due diligence, negotiations, and finalizing a purchase agreement.
The document discusses pricing strategies for small businesses. It explains that pricing is a complex process that involves both objective factors like costs as well as subjective psychology. It discusses how price conveys an image about quality and value to customers. While costs are a consideration, the key is to focus on differentiating your business and perceiving value to customers. The chapter covers techniques like markup pricing, odd pricing, discounts, and dynamic pricing strategies for different business and product types.
1) Cash flow management is critical for businesses as insufficient cash flow is a common cause of business failure. 2) The document discusses strategies for improving cash flow such as forecasting sales and cash receipts/disbursements to create a cash budget. 3) Effective cash management focuses on accounts receivable, accounts payable, and inventory levels to accelerate cash collection and extend payment times.
This document provides an introduction to an entrepreneurship and small business management course. It outlines the course objectives which include developing an understanding of entrepreneurial principles and business issues relating to new ventures. It also describes the course components, such as case assignments, an entrepreneur interview, and a group project to develop a feasibility study and business plan. The grading breakdown is provided which includes assignments, exams, and a group project. An introduction to entrepreneurship is also given, defining entrepreneurs and describing common myths about them.
The document discusses factors to consider when choosing a business location and layout. It outlines various location criteria for retailers and manufacturers, including region, state, city, trade area size, infrastructure, incentives and more. For layout, it emphasizes the importance of an efficient and productive design that considers external appearance, compliance with ADA, lighting, ergonomics and avoiding waste. The conclusion restates that location and layout are important decisions that present both challenges and opportunities for entrepreneurs.
This document discusses conducting a feasibility analysis and creating a business plan. It covers the key elements of a feasibility analysis, including industry and market feasibility, product or service feasibility, and financial feasibility. It also discusses the five forces model for industry analysis and outlines the key components of an effective business plan, including the executive summary, company history, marketing strategy, management team, and financial projections. The overall purpose is to provide guidance on evaluating the viability of a business idea through a feasibility study before developing a full business plan.
The document outlines the strategic management process for developing a competitive business model and strategic plan. It discusses 9 key steps: 1) developing a vision and mission statement, 2) assessing strengths and weaknesses, 3) scanning for opportunities and threats, 4) identifying success factors, 5) analyzing competitors, 6) creating goals and objectives, 7) formulating strategies, 8) translating strategies into action plans, and 9) establishing controls. The overall process provides a framework to guide a company in accomplishing its mission and goals through developing a sustainable competitive advantage.
The document discusses the foundations of entrepreneurship. It notes that over 550,000 new businesses are launched in the US each year and that 18.7% of the adult US population is actively trying to start a new business. Entrepreneurs are most commonly between the ages of 25-44 and tend to turn to family and friends for startup capital. Small businesses make up over 99% of all US businesses and are a major driver of job growth and innovation. While entrepreneurship presents opportunities, it also carries risks such as income uncertainty, long work hours, and the potential for business failure.
Chapter 1 the foundation of entrepreneurship (lecture 1 & 2)Afzaal Ali
油
The document defines an entrepreneur as a person who starts and operates a business by taking on financial risk. It discusses the key skills needed by an engineer entrepreneur, including both engineering/technical skills as well as business management and entrepreneurial skills. Finally, it outlines some of the key characteristics, expectations, rewards and challenges of being an entrepreneur.
The document discusses entrepreneurship and introduces key concepts:
1) Entrepreneurship is creating something new of value by devoting time and effort while accepting risks and potential rewards.
2) An entrepreneur actively starts and leads their own business to grow and prosper by recognizing opportunities and managing resources.
3) Entrepreneurship can lead to innovation, job creation, and economic growth through organizing resources and creating new products/services.
際際滷 presentation which discusses some of the causes of high prices in the construction industry, especially for the public market, with a suggested course of action to correct the problem.
The document discusses the importance of financial planning for businesses. It outlines key financial statements like the balance sheet, income statement, and statement of cash flows that are essential for financial planning. The document also discusses creating projected financial statements to help set goals and transforming goals into reality. It then covers ratio analysis which expresses relationships between financial statement elements and are important indicators of a company's health. Twelve key ratios are defined across liquidity, leverage, operating, and profitability categories. Interpretations of sample ratios for Sam's Appliance Shop are provided.
This document discusses building an entrepreneurial team and succession planning. It covers topics such as leadership, hiring effective employees, developing company culture, job design, compensation, and succession planning for family businesses. The key points are that entrepreneurs must take a leadership role, hire the right employees through strategic recruiting and interviews, create a positive company culture, and develop a succession plan to pass the business to future generations of leadership. Effective leadership, team building, and succession planning are vital for business success and longevity.
The document discusses key considerations and steps for buying an existing business. It identifies important questions to ask such as the business's potential, necessary changes, and financing. The advantages include an established business, but disadvantages can include outdated equipment or inventory. A thorough analysis of the business's financials, products, customers, and legal aspects is vital. The acquisition process typically involves initial contact, due diligence, negotiations, and finalizing a purchase agreement.
The document discusses pricing strategies for small businesses. It explains that pricing is a complex process that involves both objective factors like costs as well as subjective psychology. It discusses how price conveys an image about quality and value to customers. While costs are a consideration, the key is to focus on differentiating your business and perceiving value to customers. The chapter covers techniques like markup pricing, odd pricing, discounts, and dynamic pricing strategies for different business and product types.
1) Cash flow management is critical for businesses as insufficient cash flow is a common cause of business failure. 2) The document discusses strategies for improving cash flow such as forecasting sales and cash receipts/disbursements to create a cash budget. 3) Effective cash management focuses on accounts receivable, accounts payable, and inventory levels to accelerate cash collection and extend payment times.
This document provides an introduction to an entrepreneurship and small business management course. It outlines the course objectives which include developing an understanding of entrepreneurial principles and business issues relating to new ventures. It also describes the course components, such as case assignments, an entrepreneur interview, and a group project to develop a feasibility study and business plan. The grading breakdown is provided which includes assignments, exams, and a group project. An introduction to entrepreneurship is also given, defining entrepreneurs and describing common myths about them.
The document discusses factors to consider when choosing a business location and layout. It outlines various location criteria for retailers and manufacturers, including region, state, city, trade area size, infrastructure, incentives and more. For layout, it emphasizes the importance of an efficient and productive design that considers external appearance, compliance with ADA, lighting, ergonomics and avoiding waste. The conclusion restates that location and layout are important decisions that present both challenges and opportunities for entrepreneurs.
This document discusses conducting a feasibility analysis and creating a business plan. It covers the key elements of a feasibility analysis, including industry and market feasibility, product or service feasibility, and financial feasibility. It also discusses the five forces model for industry analysis and outlines the key components of an effective business plan, including the executive summary, company history, marketing strategy, management team, and financial projections. The overall purpose is to provide guidance on evaluating the viability of a business idea through a feasibility study before developing a full business plan.
The document outlines the strategic management process for developing a competitive business model and strategic plan. It discusses 9 key steps: 1) developing a vision and mission statement, 2) assessing strengths and weaknesses, 3) scanning for opportunities and threats, 4) identifying success factors, 5) analyzing competitors, 6) creating goals and objectives, 7) formulating strategies, 8) translating strategies into action plans, and 9) establishing controls. The overall process provides a framework to guide a company in accomplishing its mission and goals through developing a sustainable competitive advantage.
The document discusses the foundations of entrepreneurship. It notes that over 550,000 new businesses are launched in the US each year and that 18.7% of the adult US population is actively trying to start a new business. Entrepreneurs are most commonly between the ages of 25-44 and tend to turn to family and friends for startup capital. Small businesses make up over 99% of all US businesses and are a major driver of job growth and innovation. While entrepreneurship presents opportunities, it also carries risks such as income uncertainty, long work hours, and the potential for business failure.
Chapter 1 the foundation of entrepreneurship (lecture 1 & 2)Afzaal Ali
油
The document defines an entrepreneur as a person who starts and operates a business by taking on financial risk. It discusses the key skills needed by an engineer entrepreneur, including both engineering/technical skills as well as business management and entrepreneurial skills. Finally, it outlines some of the key characteristics, expectations, rewards and challenges of being an entrepreneur.
The document discusses entrepreneurship and introduces key concepts:
1) Entrepreneurship is creating something new of value by devoting time and effort while accepting risks and potential rewards.
2) An entrepreneur actively starts and leads their own business to grow and prosper by recognizing opportunities and managing resources.
3) Entrepreneurship can lead to innovation, job creation, and economic growth through organizing resources and creating new products/services.
際際滷 presentation which discusses some of the causes of high prices in the construction industry, especially for the public market, with a suggested course of action to correct the problem.
this use full for CLASS X STUDENTS for their studies this can be used as a study or help materials to students. this also gave a EXTRA KNOWLEDGE about this particular chapter.
100 Smart cities project of Sh Narendra Modi,Prime Minister,Govt of India which has been allocated Rs56,000 crores in 12 months in the Union Budget by Finance Minister.This project is set to revolutionize the development and growth of India's GDP and many Fortune 500 companies stand to benefit and create employment opportunities in the country!
19. FIGURE 13.1 Angel Financing Source: Center for Venture Financing, Whittemore School of Business,
University of New Hampshire, www.unh.edu/cvr.
Copyright 息 2011 Pearson Education, Inc. Publishing Ch. 13: Sources of Financing: Debt & Equity as Prentice Hall
13 - 19
20. SSoouurrcceess ooff EEqquuiittyy FFiinnaanncciinngg
PPeerrssoonnaall ssaavviinnggss
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AAnnggeellss
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Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 20
Ch. 13: Sources of Financing: Debt & Equity
(continued)
22. SSoouurrcceess ooff EEqquuiittyy FFiinnaanncciinngg
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AAnnggeellss
PPaarrttnneerrss
VVeennttuurree ccaappiittaall ccoommppaanniieess
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 22
Ch. 13: Sources of Financing: Debt & Equity
(continued)
23. FIGURE 13.2 Venture Capital Funding
Source: Based on PriceWaterhouseCoopers http:/www.pwcmoneytree.com.
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 23
Ch. 13: Sources of Financing: Debt & Equity
27. FIGURE 13.4 Angel Investing and Venture Capital Investing
Source: Robert Wiltbank and Warren Bocker, Returns to Angel Investors in Groups, Angel Capital Education
Foundation, http://www.kauffman.org/Details.aspx?id=1032, and PWC Moneytree Report, Pricewaterhouse
Coopers, https://www.pwcmonnneytree.com/MTPublic/nc/indes.jsp.
Copyright 息 2011 Pearson Education, Inc. Publishing Ch. 13: Sources of Financing: Debt & Equity as Prentice Hall
13 - 27
28. WWhhaatt DDoo VVeennttuurree CCaappiittaall
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IInnttaannggiibblleess ffaaccttoorrss
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 28
Ch. 13: Sources of Financing: Debt & Equity
29. FIGURE 13.5 Which Factors Are Most Important to Venture Capitalists?
Source: Dee Powers and Brian E. Hill, Venture Capital Survey, The Capital Connection,
http//www.capital-connection.com/survey-value.html.
Copyright 息 2011 Pearson Education, Inc. Publishing as Ch. 13: Sources of Financing: Debt & Equity Prentice Hall 13 - 29
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LLiissttiinngg oonn aa ssttoocckk eexxcchhaannggee
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 36
Ch. 13: Sources of Financing: Debt & Equity
In addition to the text
37. DDiissaaddvvaannttaaggeess ooff
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Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 37
Ch. 13: Sources of Financing: Debt & Equity
In addition to the text
38. TTiimmeettaabbllee ffoorr aann IIPPOO
TTiimmee AAccttiioonn
WWeeeekk 11 Conduct organizational meeting with IPO team, including underwriter, attorneys,
accountants, and others. Begin drafting registration statement.
WWeeeekk 55 Distribute first draft of registration statement to IPO team and make revisions.
WWeeeekk 66 Distribute second draft of registration statement and make revisions.
WWeeeekk 77 Distribute third draft of registration statement and make revisions.
WWeeeekk 88 File registration statement with the SEC. Begin preparing presentations for road
show to attract other investment bankers to the syndicate. Comply with Blue Sky
laws in states where offering will be sold.
WWeeeekk 1122 Receive comment letter on registration statement from SEC. Amend registration
statement to satisfy SEC comments.
WWeeeekk 1133 File amended registration statement with SEC. Prepare and distribute preliminary
offering prospectus (called a red herring) to members of underwriting syndicate.
Begin road show meetings.
WWeeeekk 1155 Receive approval for offering from SEC (unless further amendments are required).
Issuing company and lead underwriter agree on final offering price. Prepare, file,
and distribute final offering prospectus.
WWeeeekk 1166 Company and underwriter sign the final agreement. Underwriter issues stock,
collects the proceeds from the sale, and delivers proceeds to company.
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 38
Ch. 13: Sources of Financing: Debt & Equity
58. IInntteerrnnaall MMeetthhooddss ooff FFiinnaanncciinngg
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CCrreeddiitt ccaarrddss
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 58
Ch. 13: Sources of Financing: Debt Equity
59. FIGURE 13.8 Where Do Small Businesses Get Their Financing?
Source: Based on 2008 Survey of Small and Mid-Sized Businesses,
National Small Business Association, Washington, DC, 2009.
Copyright 息 2011 Pearson Education, Inc. Publishing Ch. 13: Sources of Financing: Debt Equity as Prentice Hall
13 - 59
61. 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.
Copyright 息 2011 Pearson Education, Inc. Publishing as Prentice Hall 13 - 61
Ch. 13: Sources of Financing: Debt Equity
