Gbg canal cities

ENTREPRENEURIAL QUALITIES and

STRATEGIZING

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1. DO YOU HAVE WHAT IT TAKES?

o I CAN

o I WANT

o I CAN, BUT

o I DON’T WANT TO

o I CAN’T

o I DON’T KNOW

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► What skills and experiences do you have that are keys to the success of the business you want to own?

Successful entrepreneurs have skills to sell

► Do you have good social skills? Do you say what you mean? Do you listen well?

Entrepreneurs must be able to sell themselves

► Are your financial and personal situations stable?

Entrepreneurs need to be in good shape financially and emotionally to be able to concentrate on their new business without crisis in their personal lives

► Are you optimistic?

Entrepreneurs think positively

► Do you have a strong motivation to achieve?

Entrepreneurs are doers

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► Are you a hard worker? Do you work hard for others?

Entrepreneurs often work more than 40 hours per week

► Do you have problem-solving skills? Do you enjoy solving problems?

Entrepreneurs are problem solvers

► Are you independent?

Entrepreneurs are leaders

► Are you afraid of making decisions? Do you have a take-charge attitude?

Entrepreneurs make decisions for their businesses

► Do you accept responsibility?

Entrepreneurs accept responsibility for their own businesses

SESSION OUTLINE

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2. WHY DO BUSINESSES FAIL?

3. YOUR BEST BET IS A BUSINESS PLAN

4. ENTREPRENEURIAL TEAMS & INNOVATION

5. CREATIVE PROBLEM SOLVING

6. A FRAMEWORK FOR DECISION MAKING

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► One in three new businesses fail within six months.

► Three of four start-ups shut down within five years.

► Nine out of ten companies operating today will eventually fail.

* SOURCE: Gilkerson, Linda D. and Paauwe, Theresia M., Self-Employment, From Dream to Reality, 2nd edition, 2003

► UNSUITABLE OWNER’S PERSONALITY

► POOR CHOICE OF OPPORTUNITY

► INADEQUATE START-UP CAPITAL

► POOR SELECTION OF LOCATION

► LACK OF KNOWLEDGE ABOUT ATTRACTING TARGETS

► FAILURE TO SEEK PROFESSIONAL ADVICE

► POOR CHOICE OF LEGAL FORM

► INSUFFICIENT EXPERIENCE IN PRODUCT OR SERVICE

► INSUFFICIENT PLANNING AND INVESTIGATION

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COMMON REASONS OF BUSINESS FAILURE

* SOURCE: Gilkerson, Linda D. and Paauwe, Theresia M., Self-Employment, From Dream to Reality, 2nd edition, 2003

SESSION OUTLINE

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► Myth #1: Business plans are only for start-up companies.

► Myth #2: Business plans should be as detailed and slick as possible.

► Myth #3: Business plans should emphasize ideas and concepts,

not people.

► Myth #4: Business plans should be prepared only by the founding

entrepreneur(s).

► Myth #5: Business plans should be distributed as widely as possible

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► Myth #6: A business plan should follow a specified format, regardless

of the industry in which the company operates.

► Myth #7: Optimism should prevail over realism.

► Myth #8: A well-written business plan should contain an executive

summary that is written before the full text of the document is

prepared.

► Myth #9: Business plans are written only when a company needs to

raise capital.

► Myth #10: The business plan should showcase the company’s

proprietary products and services.

SESSION OUTLINE

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4. ENTREPRENEURIAL TEAMS AND INNOVATION

1 0 Q U A L I T I E S O F S U C C E S S F U L

E N T R E P R E N E U R I A L T E A M S

1. Balance

2. Truly shared objectives and core values with a genuine sense of teamwork

3. Legal agreements in place to protect company and its founders

4. Communication channels that foster open dialogue, room for disagreement, and methods for resolving conflicts

5. Accountability and judgment

6. Egos parked at door

7. A track record of doing something together successfully before

8. Integrity, trust, fairness, and respect

9. Strong, cooperative work ethic

10. Commitment to long-term success of the company

SESSION OUTLINE

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N O T WHAT Y O U S E E , I T ’ S HOW Y O U S E E ? !

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► Problems don’t just go away.

► Problems can create a stink.

► Problems don’t just dry up.

► Problems fester and then they run.

► Problems don’t get lighter the more you pass them around.

► Problems don’t go down easier with a sugar coating.

► Problems don’t just explode!

G E T T O K N O W P R O B L E M S

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1. People deny that the problem is significant.

2. People believe that the problem is someone else’s to solve.

3. People spend more time working on the symptoms, creating unnecessary tasks, or

fixing the wrong problem.

4. People don’t recognize that problem solving is the critical function of every job.

5. No one truly understands the link between people, problems, performance.

6. People lack the confidence in their ability to solve problems.

7. People do not feel vested in the process or the outcomes. They don’t know how to

measure their impact.

8. People lack the skills, tools, and access to resources that are needed.

9. People jump to solutions that have worked in the past and misuse time and

resources.

10.Some just do not want to admit they have problems.

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VISION SKILL RESOURCES INCENTIVES PLAN

SESSION OUTLINE

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1. STRATEGIC FOUNDATION

2. BUSINESS MODEL CANVAS

3. STAKEHOLDERS IDENTIFICATION, MAPPING, AND ANALYSIS

4. SWOT ANALYSIS & PLANNING

5. BUSINESS SCOPE PLANNING

6. A SECOND LOOK AT YOUR BUSINESS IDEA

7. STRATEGY STATEMENT

SESSION OUTLINE

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1. Mission Statement

An inspirational statement of the organization purpose that reflects its beliefs and

values. It simply answers the core questions: what the

organization purpose is and what it does.*

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Mission Statement

Criteria

Brief

Easily

understood

Memorable

Easily

communicated

Implies Future

Improvements

Express why the

organization

exist

Realistic

Makes

Stakeholders

proud

Inspires Action

Beneficial to all

Stakeholders


* LOGIC Management Consulting, Strategic Foundation Guide, 2009.

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2. Vision Statement

It is the ultimate destination of the company that all strategies and actions are geared to reach. It answers the question what is our picture of the future?*

BRIEF

Memorable

Implies future improvements

Clear Timeframe

Appeals to Stakeholders

Ambitious, long-term

REALISTIC

CLEAR FOR DECISIONS

inspires action Easily understood

Easily communicated

Beneficial to all Stakeholders

Draw a clear picture of the organization future



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3. Core Values

They are the main values that the organization believes in.

They must support the Vision and help clarify the Mission.

Core Values can be considered as the guiding as well as the

limiting factors for the organization in its route to

achieve its Vision.*

Differentiation

Factor

Qualities of the ideal employee

CORE VALUES DRIVERS

Nature of the business

Human value Customer

orientation



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4.KSFs

• Key success factors KSFs are integral components of a company’s strategic foundation.

• A key success factor is an element of organizational activity which is central to its future success and may change over time.

• Based on business analysis, KSFs are defined to best fit business currents with the purpose of providing strategic guidance.

• In order to be effectively mobilized, a company’s KSFs should range from 3 to 5 factors, in order to allow focused strategy alignment.

• KSFs are assessed according to number of criteria most importantly including*:

1. Fitting business nature

2. Sensitivity to the organization’s life-cycle stage

3. Alignment with business priorities


* John F. Dix and H. Lee Mathews, The Process of Strategic Planning, Ohio State University, 2008

SESSION OUTLINE

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• A Business models is a systematic and structured strategic tool that describes the rationale of how an organization creates, delivers, and captures value.

• Business models help organizations remain strategically focused by defining and linking key organizational drivers within an integrated model canvas.

KA KR VP CR PN DC C$ CS R$

Business Model Canvas Components

Partner Network

Key Activities

Key Resources

Value Proposition

Customer Relationship

Distribution Channels

Customer Segments

Cost Structure

Revenue Streams

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B U S I N E S S M O D E L C A N V A S *

* Alexander Osterwalder & Yves Pigneur, Business Model Generation, Self Published, 2009.

SESSION OUTLINE

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3. STAKEHOLDERS IDENTIFICATION, ANALYSIS, AND MAPPING

Identify Analyze Map

B R A I N S T O R M I N G

Listing Stakeholders

DIVERGENT PHASE

CONVERGENT PHASE

Primary Subjective Filtration

Refined list of identified

stakeholders to be further

analyzed

* Model developed by PA Consulting, UK

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3. STAKEHOLDERS IDENTIFICATION, ANALYSIS, AND MAPPING

Identify Analyze Map

S T A K E H O L D E R S R E G I S T E R *

STAKEHOLDER CATEGORY AREA OF INTEREST

INTEREST SCORE

AREA OF INFLUENCE

INFLUENCE SCORE

THEME MANAGEMENT

STRATEGY

Stakeholder 1

.

Stakeholder 2

Stakeholder 3

Stakeholder 4

Stakeholder 5

Stakeholder 6

Stakeholder 7

Stakeholder 8

Stakeholder 9

Stakeholder 10

* Template library at www.method123.com

SESSION OUTLINE

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• SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

• The SWOT Analysis process includes both an internal analysis of strengths and weaknesses and an external analysis of threats and opportunities in the environment.

Analyze Plan

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SESSION OUTLINE

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Thank You

Eng.Eslam EL-sadek Mobile :01002915454 Email : [email protected] Facebook: Eslam ELsadek

mailto:[email protected]



Career

Gbg canal cities