商學通論三次課教學

Entrepreneurship,NewVentures,andBusinessOwnershipPowerPointPresentationpreparedbyCarolVollmerPopeAlvernoCollegeCopyright?2011PearsonEducation,Inc.publishingasPrenticeHallChengguisun

Afterreadingthischapter,youshouldbeableto:Definesmallbusiness,discussitsimportancetotheU.S.economy,andexplainpopularareasofsmallbusiness.Explainentrepreneurshipanddescribesomekeycharacteristicsofentrepreneurialpersonalitiesandactivities.Describethebusinessplanandthestart-updecisionsmadebysmallbusinessesandidentifysourcesoffinancialaidavailabletosuchenterprises.

LEARNINGOBJECTIVESWhatIsa“Small”Business?SmallBusinessDefinedAbusinessthatisindependentandthathasrelativelylittleinfluenceinitsmarket.TheImportanceofSmallBusinessinourEconomyJobcreationInnovationContributionstobigbusinessCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-3

FIGURE3.2:SmallBusinessbyIndustryCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-4EntrepreneurshipEntrepreneurshipTheprocessofseekingbusinessopportunitiesunderconditionsofriskEntrepreneurOnewhoacceptstherisksandopportunitiesofcreating,operating,andgrowinganewbusinessSmallBusinessOwnerApersonwhoindependentlyownsabusinessthathasrelativelylittleimpactinitsmarketCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-5EntrepreneurialCharacteristicsSuccessfulEntrepreneurs:Areresourcefulandopen-mindedAreconcernedaboutgoodcustomerrelationsDesiretobetheirownbossCandealwithuncertaintyandriskRelyonnetworks,businessplans,andconsensusCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-6EntrepreneurialCharacteristicsSuccessfulEntrepreneurs:Promise（承諾）Honest（誠實）Insist（堅持）Risk(冒險)Cooperation(合作)Sharing(分享)Notafraidofdifficulties（不怕困難）Healthy（健康）Decisionmaking（決策力）learning(學習力)Familyunity(家和)CompanyLogo

對家人和企業(yè)的承諾CompanyLogo誠實的做人觀念堅持不懈的精神CompanyLogo

強列的冒險精神

強烈團隊合作精神

善于分享理念CompanyLogo要能迎難而上健康的體魄CompanyLogo果斷而科學的決策力CompanyLogo果斷而科學的決策力CompanyLogo不斷掌握本行業(yè)所需技能和管理知識的學習力CompanyLogo學會調(diào)頭，也要學會堅守CompanyLogo家和才能人和21StartingandOperatingaNewBusinessCraftingaBusinessPlanStatebusinessplanandimplementationPreparingaBusinessPlanSettinggoalsandobjectivesSalesforecastingFinancialplanningCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-22StartingtheSmallBusinessBuyinganExistingBusinessLessriskFranchising（特許經(jīng)營）AdvantagesforfranchiseeProvenbusinessopportunityAccesstomanagementexpertiseDisadvantagesforfranchiseeStart-upcostsOngoingpaymentsManagementrulesandrestrictionsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-23StartingtheSmallBusiness(cont.)StartingfromScratch（自創(chuàng)）Disadvantage:HigherriskofbusinessfailureAdvantage:AvoidsproblemsofanexistingbusinessQuestionstoBeAnswered:Whoandwherearemycustomers?Howmuchwilltheypayformyproduct?HowmuchproductcanIexpecttosell?Whoaremycompetitors?Whywillcustomersbuymyproductratherthanthecompetitors?BusinessmodelCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-24VALUEPROPOSITIONCOSTSTRUCTURECUSTOMERRELATIONSHIPTARGETCUSTOMERDISTRIBUTIONCHANNELVALUECONFIGURATIONCORECAPABILITIESPARTNERNETWORKREVENUESTREAMSINFRASTRUCTURECUSTOMEROFFERFINANCEabusinessmodeldescribesthevalueanorganizationofferstovariouscustomersandportraysthecapabilitiesandpartnersrequiredforcreating,marketing,anddeliveringthisvalueandrelationshipcapitalwiththegoalofgeneratingprofitableandsustainablerevenuestreamsBusinessModelVALUEPROPOSITIONCOSTSTRUCTURECUSTOMERRELATIONSHIPTARGETCUSTOMERDISTRIBUTIONCHANNELVALUECONFIGURATIONCORECAPABILITIESPARTNERNETWORKREVENUESTREAMSgivesanoverallviewofacompany'sbundleofproductsandservicesportraysthenetworkofcooperativeagreementswithothercompaniesdescribesthechannelstocommunicateandgetintouchwithcustomersdescribesthearrangementofactivitiesandresourcesexplainstherelationshipsacompanyestablisheswithitscustomerssumsupthemonetaryconsequencestorunabusinessmodeldescribestherevenuestreamsthroughwhichmoneyisearneddescribesthecustomersacompanywantstooffervaluetooutlinesthecapabilitiesrequiredtorunacompany'sbusinessmodelINFRASTRUCTURECUSTOMEROFFERFINANCEdescribingacompany’sbusinessmodelWHAT?WHO?HOW?$?€?CLIENTSEGMENTSCLIENTSEGMENTS價值主張CLIENTSEGMENTSCLIENTSEGMENTS成本結(jié)構(gòu)CLIENTSEGMENTSCLIENTSEGMENTS客戶關系CLIENTSEGMENTSCLIENTSEGMENTS客戶細分CLIENTSEGMENTSCLIENTSEGMENTS核心資源CLIENTSEGMENTSCLIENTSEGMENTS關鍵業(yè)務CLIENTSEGMENTSCLIENTSEGMENTS收入來源CLIENTSEGMENTSCLIENTSEGMENTS渠道通路CLIENTSEGMENTSCLIENTSEGMENTS重要伙伴

FinancingtheSmallBusinessPersonalResourcesLoansfromFamilyandFriendsBankLoansVentureCapitalCompaniesSmall-BusinessInvestmentCompanies(SBICs)MinorityEnterpriseSmall-BusinessInvestmentCompanies(MESBICs)SBAFinancialProgramsCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-28TrendsinSmall-BusinessStartupsEmergenceofmerceCrossoversfromBigBusinessOpportunitiesforMinorities&WomenGlobalOpportunitiesBetterSurvivalRatesCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-29ReasonsforFailureandSuccessFailurePoormanagementNeglectWeakcontrolsystemsInsufficientcapitalSuccessHardwork,drive,anddedicationMarketdemandManagerialcompetenceLuck!!!Copyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-30BusinessOwnershipFormsofLegalOwnershipSoleproprietorship（獨資企業(yè)）:OwnedandoperatedbyonepersonPartnership（合作制）:Soleproprietorshipmultipliedbythenumberofpartner-ownersCorporation（公司制）ChoiceofOwnershipFormBasedontheentrepreneur’sneeds/desiresforcontrol,ownershipparticipation,financingsources,andappropriatenessofthechosenformfortheindustryinwhichthefirmwillcompeteCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-31SoleProprietorshipsAdvantages:FreedomSimpletoformLowstart-upcostsTaxbenefitsFormationofcooperativesDisadvantages:Unlimitedliability:OwnersareresponsibleforalldebtsLimitedresourcesLimitedfundraisingcapabilityLackofcontinuityCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-32PartnershipsAdvantages:MoretalentandmoneyMorefundraisingcapabilityRelativelyeasytoformLimitedliabilityforlimitedpartnersTaxbenefitsDisadvantages:Unlimitedliabilityforgeneralpartner(s)DisagreementsamongpartnersLackofcontinuityCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-33AlternativestoGeneralPartnershipsLimitedPartnershipAllowsforlimitedpartnerswhoinvestmoneybutareliablefordebtsonlytotheextentoftheirinvestmentsGeneral(oractive)partner(s),runsthebusinessMasterLimitedPartnershipOrganizationsellsshares(partnershipinterests)toinvestorsonpublicexchange;investorspaidbackfromprofitsMasterpartnerhasmajorityownershipandrunsthebusiness;minoritypartnershavenomanagementvoiceCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-34CooperativesCombinethefreedomofsoleproprietorshipswiththefinancialpowerofcorporationsGroupsofsoleproprietorshipsorpartnershipsagreetoworktogetherfortheircommonbenefitCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-35CorporationsCorporationLegalstatusasseparateentitiesCorporationsmay:BesmallorlargeSueandbesuedBuy,hold,andsellpropertyMakeandsellproductsCommitcrimesandbetriedandpunishedforthemHavelimitedliabilityforindividualswhoformthemCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-36Corporations(cont.)Advantages:Limitedliability:owners’financialresponsibilityislimitedtotheirinvestmentContinuityStrongerfundraisingcapabilityDisadvantages:DoubletaxationofdividendsFluidcontrolComplicatedandexpensivetoformCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-37TypesofCorporationsCloselyHeld(Private)CorporationPubliclyHeld(Public)CorporationSubchapterS

CorporationLimitedLiabilityCorporation(LLC)ProfessionalCorporationMultinational(Transnational)CorporationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-38ManagingaCorporationCorporateGovernanceWhomakescorporatedecisionsandwhoisaccountableEstablishedbythefirm’sbylawsandinvolvesthreebodies:Stockholders(shareholders):InvestorswhobuyownershipsharesintheformofstockBoardofDirectors:electedbystockholderstooverseecorporatemanagementCorporate

officers:TopmanagershiredbytheboardtorunthecorporationCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-39Stockholders:OwnersofCorporationsStock:AshareofownershipinacorporationDividends:ProfitsdistributedamongstockholdersCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-40SpecialIssuesinCorporateOwnershipJointVenturesandStrategicAlliances:Strategicalliance:TwoormoreorganizationscollaborateonaprojectformutualgainJointventure:PartnersshareownershipofanewenterpriseEmployeeStockOwnershipPlansAllowsemployeestoownashareofthecorporationthroughtrustsestablishedontheirbehalfInstitutionalInvestorsControlenormousresourcesandcanbuyhugeblocksofstockCopyright?2011PearsonEducation,Inc.publishingasPrenticeHall3-41SpecialIssuesinCorporateOwnership(cont.)Mergers,Acquisitions,Divestitures,andSpin-Offs:Merger:TwofirmscombinetocreateanewcompanyAcquisition:OnefirmbuysanotherDivestiture:AfirmsellsoneormoreofitsbusinessunitsSpin-off:AfirmsellspartofitselftoraisecapitalCopyright?2011PearsonEd