BUS 101 Lecture Chapter 3, Fall 2014

3 chapte r Business Essentials, 8th Edition Ebert/Griffin Entrepreneurship, New Ventures, and Business Ownership Instructor Lecture PowerPoints PowerPoint Presentation prepared by Carol Vollmer Pope Alverno College Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 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. L E A R N I N G O B J E C T I V E S L E A R N I N G O B J E C T I V E S Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-2 After reading this chapter, you should be able to: 1. Explain sole proprietorships, partnerships, and cooperatives and discuss the advantages and disadvantages of each. 2. Describe corporations, discuss their advantages and disadvantages, and identify different kinds of corporations. 3. 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 (cont.) L E A R N I N G O B J E C T I V E S (cont.) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-3 What’s in It for Me? • By understanding the material discussed in this chapter, you’ll 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-4 What Is a “Small” Business? • Small Business Defined – A business that is independent 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-5 FIGURE 3.2: Small Business by Industry Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-6 Entrepreneurship • 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-7 Entrepreneurial Characteristics • Successful Entrepreneurs: – Are resourceful and open-minded – Are concerned about good customer relations – Desire to be their own boss – Can deal with uncertainty and risk – Rely on networks, business plans, and consensus Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-8 Starting and Operating a New Business • Crafting a Business Plan – State business plan and implementation • Preparing a Business Plan – Setting goals and objectives – Sales forecasting – Financial planning Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-9 Starting the Small Business • Buying an Existing Business – Less risk • Franchising – Advantages for franchisee • Proven business opportunity • Access to management expertise – Disadvantages for franchisee • Start-up costs • Ongoing payments • Management rules and restrictions Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-10 Starting the Small Business (cont.) • 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 they pay for my product? – How much product can I expect to sell? – Who are my competitors? – Why will customers buy my product rather than the competitors? Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-11 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-12 Trends in Small-Business Startups Emergence of Emergence of E-commerce E-commerce Crossovers from Crossovers from Big Business Big Business Opportunities for Opportunities for Minorities & Women Minorities & Women Global Global Opportunities Opportunities Better Better Survival Rates Survival Rates Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-13 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!!! Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-14 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 entrepreneur’s needs/desires for control, ownership participation, financing sources, and appropriateness of the chosen form for the industry in which the firm will compete Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-15 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 – Limited resources – Limited fundraising capability – Lack of continuity Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-16 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(s) – Disagreements among partners – Lack of continuity Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-17 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 – General (or active) partner(s), runs the business • Master Limited Partnership – Organization sells shares (partnership interests) to investors on public exchange; investors paid back from profits – Master partner has majority ownership and runs the business; minority partners have no management voice Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-18 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-19 Corporations • Corporation – Legal status as separate entities • 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-20 Corporations (cont.) • Advantages: – Limited liability: owners’ financial responsibility is limited to their investment – Continuity – Stronger fundraising capability • Disadvantages: – Double taxation of dividends – Fluid control – Complicated and expensive to form Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-21 Types of Corporations • Closely Held (Private) Corporation • Publicly Held (Public) Corporation • Subchapter S Corporation • Limited Liability Corporation (LLC) • Professional Corporation • Multinational (Transnational) Corporation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-22 Managing a Corporation • Corporate Governance – Who makes corporate decisions and who is accountable – Established by the firm’s bylaws and involves three bodies: • Stockholders (shareholders): Investors who buy ownership shares in the form of stock • Board of Directors: elected by stockholders to oversee corporate management • Corporate officers: Top managers hired by the board to run the corporation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-23 Stockholders: Owners of Corporations • Stock: A share of ownership in a corporation • Dividends: Profits distributed among stockholders Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-24 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-25 Special Issues in Corporate Ownership (cont.) • Mergers, Acquisitions, Divestitures, and Spin- Offs: – Merger: Two firms combine to create a new company – Acquisition: One firm buys another – Divestiture: A firm sells one or more of its business units – Spin-off: A firm sells part of itself to raise capital Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-26 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) Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-27 Key Terms (cont.) limited partner limited partnership master limited partnership merger multinational (or transnational) corporation 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-28 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 © 2011 Pearson Education, Inc. publishing as Prentice Hall 3-29