Enterprise profiles

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    23-Jun-2015

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<ul><li> 1. ENTERPRISE PROFILES Four (+1) typical businesses based on real businesses somewhere in the world! Try to imagine Their business needs dictate their funding needs The shape of the financial industry dictates how they will be met. All businesses are going concerns capable of profits Will they be equally important in all scenarios? The global body for professional accountants</li></ul> <p> 2. 1. The informal enterprisehttp://www.lendwithcare.org/entrepreneurs/index/2629The global body for professional accountants 3. The global body for professional accountants 4. THE INFORMAL ENTREPRENEUR 0 salaried employees (family members involved) Has run a general store for the last 2 years Growth is slow due to physical constraints Needs funds for new stock, more products andto begin expanding premises Risks: quality of management, competition,customer income, natural disasters, crime,complianceThe global body for professional accountants 5. 2. The Disruptive Enterprisehttp://www.didion.com/company.htmlThe global body for professional accountants 6. The global body for professional accountants 7. THE DISRUPTIVE ENTERPRISE First financing round 0 salaried employees, 0 turnover Developed a new technology forreclaiming and sorting scrap metal thatcould revolutionise the industry Has built a prototype Technology needs testing, refinement,patenting. Wont sell for another year Risks: buyers, regulatory approval,imitatorsThe global body for professional accountants 8. THE DISRUPTIVE ENTERPRISE (II) Second financing round 45 salaried employees, growing rapidly New technology patented, in productionand profitable, sold in multiple countries Assets are mostly patents, licences, stock Needs to expand overseas Risks: imitators, regulatory policyThe global body for professional accountants 9. 3. The steady-state family firmhttp://www.dw.de/dw/article/0,,6385455,00.html The global body for professional accountants 10. The global body for professional accountants 11. THE STEADY STATE FAMILY FIRM 30 salaried employees, slow, steady growth Mid-range furniture manufacturer, owned bysame family for 100 years (3nd generation) Needs liquidity and to upgrade two keypieces of machinery Risks: customer spending, dependence onthe owner-manager, governance,complianceThe global body for professional accountants 12. 4. The leading corporatehttp://www.unilever.com/ The global body for professional accountants 13. The global body for professional accountants 14. THE LEADING CORPORATE 200,000 employees, publicly listed 100 yrs old. Diverse portfolio of well knownconsumer goods worldwide Share of consumer spending in most markets issteady; growth concentrated in a few heavilycontested markets. Needs to acquire popular local brands &amp;advertise heavily in 10 promising new markets Risks: managing acquisitions, understandingtarget markets, consumer spending, generics.The global body for professional accountants</p>