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Other editions. Enlarge cover. Error rating book. Refresh and try again. Open Preview See a Problem? Details if other :. Thanks for telling us about the problem. Return to Book Page. Project management can help companies become more efficient and profitable. But as a seasoned project management consultant, educator, and writer, author Joseph Phillips teaches that the how of successful project management looks different for every business.
Grounded in years of his real-world experience, Project Management for Small Business introduces readers to the cor Project management can help companies become more efficient and profitable. Grounded in years of his real-world experience, Project Management for Small Business introduces readers to the core principles and techniques of project management adapted and simplified to be most effective for smaller enterprises.
With repeatable practices for planning, executing, and controlling projects in an environment where one team member may be wearing multiple hats, this practical how-to helps you avoid the potentially devastating effects of wasted time and materials. Classic project management models often prove too cumbersome for smaller businesses with limited staff resources, tight budgets, and next to no time to devote to learning a complex new system. Project Management for Small Business skips the complicated theory and goes straight to the heart of what it really takes to make a project--and your business--a success.
Get A Copy. Paperback , pages. More Details Other Editions 3. Friend Reviews. To see what your friends thought of this book, please sign up. Paper Bound with Access Card. We're sorry! We don't recognize your username or password. Please try again. The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.
You have successfully signed out and will be required to sign back in should you need to download more resources. If You're an Educator Request a copy Additional order info. The foundation to building a successful business Taking a practical, hands-on approach to entrepreneurship, this text equips students with the tools and critical-thinking skills they need for business success. By combining trusted author content with digital tools and a flexible platform, MyLab personalizes the learning experience and improves results for each student.
Learn more about MyLab Entrepreneurship. Follow a successful business plan by showing students how to write a plan that not only will help them build successful businesses but that will also convince potential lenders and investors to put up financing for it. New - 10 Cases that cover several topics about small companies, and challenge students to think critically about the concepts covered in the text, have been added. Revised - Stay current with the latest entrepreneurial data.
Every chapter in this text reflects the most recent statistics, studies, surveys, and research about entrepreneurship and small business management. Practical tactics for budding entrepreneurs Updated - Hands on…How To? Create a Business Plan in Chapter 4 offers comprehensive coverage of how to conduct a feasibility study for a business idea and then how to create a sound business model for the ideas that pass the feasibility test.
Updated - You Be The Consultant details a decision that an entrepreneur faces, asking students to play the role of consultant and advise the entrepreneur on the best course of action. This is achieved by the extensive updated. It has grown in size — again. I hope I have met your expectations with this done or access additional resources; fourth edition. Meet the author and hear about his own experiences as both an academic and entrepreneur by clicking on the play button in your ebook.
It is supported by an interac- real business problems require the application of all the areas tive ebook and further online teaching and learning resources. It looks at many different forms neurial focus. It covers core areas such as management, strategy, of entrepreneurship, including social, civic, sustainable and marketing, accounting and finance.
However, rather than teach philanthropic. It covers the process of entrepreneurship from the subject in subject-based compartments, relevant chapters start-up, growth and through to maturity. It looks at the links are designed to act as a holistic introduction to the topic of with innovation and economic growth as well as public policy business studies in the practical context of a business start-up towards entrepreneurship. Concepts and theories do not have and growth.
Again, students can better see the interconnections to be complicated, and the engaging, accessible style of the and realize that solutions to real business problems require the book makes it easy to understand. Relevance and The book is also practical.
It contains Practice insights — tips practicality can also aid motivation. Entrepreneurship is a risky activity and anything you can do to reduce the risk of failure must be Learning style and resources good.
So, students can learn from the successes and mistakes of Each chapter starts with the learning outcomes that identify the other entrepreneurs. There that are gained by reading the chapter and undertaking the are also numerous quotes from entrepreneurs, reinforcing the activities. At the end of each chapter there is a chapter sum- theory and research.
The research outlined in the book tells stu- mary that provides an overview of the main points covered. The Case start up and grow your own business is both motivating and insights show them how they work. This is why the learning resources contained in the book and The book can be used as a specialist text on entrepreneurship on the supporting website are important.
While entrepreneurship is recognized as a topic in its own right, for students who have previously studied business Case insights and management, an entrepreneurship course typically aims Embedded in each chapter are Cases insights — each with to integrate and apply most of the functional areas they have questions. It must empower them and convince them protected part of the supporting website.
It must make them realize how important the entrepreneur is to the small firm and Social enterprise cases to society as a whole. It must make them realize how business Many insights are on issues affecting social enterprise and these problems do not come in neatly labelled boxes reflecting the are denoted by an additional symbol. But, most of all, it must be interesting and fun. It is written to Activities at the end of each chapter involve doing something, motivate students to become more entrepreneurial at the same in the main further research.
This research is often desk-based — time as providing frameworks to nurture these precious skills including visits to information or organization websites — but in a systematic way. Its holistic involve students going out to do things — such as interviewing nature crosses artificial subject boundaries and integrates tradi- entrepreneurs. Its practical focus means that skills have to be applied. Group discussion topics The book will help students: Each chapter has topics for group discussion.
There neurial leader and how to structure an organization so as are also selected further textbooks, organized by topic, and to maintain its entrepreneurial character; selected journals on the supporting website. Click on the play button in the ebook to watch a video interview of Paul Burns on the subject of entrepreneurship.
Learning outcomes identify the key concepts to be covered in the chapter and the key knowledge and skills you will acquire by reading it and undertaking the related activities. Practice insights give tips on how to get things done or access additional resources.
Quotes from entrepreneurs give their views and insights into entrepreneurship. Case insights with questions are woven throughout the book showing how organizations address real issues and apply the concepts explained in the chapter. The numerous cases on social enterprises are denoted by this symbol.
Activities encourage you to apply concepts or find out about the entrepreneurial environment. Group discussion topics allow you to think about the text material and develop your critical and reflective understanding of it and what it means in the real world.
Meet the Entrepreneur Full journal and book references are given videos offer you an at the end of each chapter, allowing you to insight into the real-life explore the relevant research further.
The ups and downs of actual author index at the back of the book allows entrepreneurs. Click here in the ebook to complete a multiple choice revision quiz for this chapter.
Additional digital resources, include multiple choice questions embedded directly in the ebook at the end of every chapter, and more teaching and learning resources available on the companion website. These videos interrogate the entrepre- neurs on the experiences and challenges they have faced starting and managing their own busi- nesses, and offer students an invaluable insight into life as an entrepreneur.
Following the lifecycle of each business, the videos have been divided into four sections that mirror the structure of the book, and can be found at the end of each Part, on pages , , and The videos draw out issues that have been discussed across different chapters, and allow a useful exploration of both common themes shared by all businesses as well as industry-specific issues.
The accompanying questions invite you to critically analyse and compare what you have learned. The full videos for each entrepreneur are also available on the companion website, if you would like to hear their story from start to end uninterrupted. Within three years of operation, JustSpotted was successful enough to be noticed and eventually bought by none other than search giant Google. In , AJ left Google, after working there for three years, with plans to embark on a new start-up in the music space.
Cassandra Stavrou, co-founder, Propercorn, UK www. Since first launching in the Google London headquarters in October , Propercorn has emerged as one of the fastest growing brands in the UK, with Cassandra working tirelessly to create a dynamic business, grounded in passion and excitement for popcorn.
John founded award-winning leadership development company Dare2Lead in , at the age of John ran his first campaign aged 11 and has engaged world leaders such as Queen Elizabeth, the UN Secretary General and the President of the European Parliament, work- ing in over 35 countries.
In he was named Outstanding Youth of the World. A business with strong social objectives, Dare2Lead is passionate about unlocking the success potential of organizations through corporate and management training while also making a positive difference in society by empowering young people through emerging leadership and development programmes.
Their range of leadership development programmes combines real-life experiences of leadership and success alongside proven leadership and management tools. Their client base includes governments, NGOs, large corporates, small busi- nesses and a range of public bodies.
In , Ross founded Theta Specialised Finance, a principal acquirer of distressed credit instruments, which was sold to a strategic buyer at the end of In Ross co-founded AllLife with the intent to provide life insurance to people living with HIV, based on the premise that properly designed systems and processes, combined with great people, could cost-effectively intervene to help clients manage their health and change their mortality.
From the start, Selyn has been a fam- ily business. Sandra built the company alongside her brother, Hilary. Her daughter, Selyna who the company is named after , is also now involved in the business. In addition to infrastructure, technical support and a guaranteed flow of work, members are offered services such as health camps, childcare facilities, and life skills, leadership and entrepreneur- ship development programmes.
The Selyn Foundation extends beyond the business; it is a grassroots effort to relieve poverty and empower Sri Lankan youth and women by means of education, vocational training, credit-provisions and other developmental tools.
From a handful of students in a single venue, in just six years Swing Patrol London has grown to a team of over 54 teachers operating from over 40 venues across London, holding hundreds of social events each year and has developed corporate events and content-marketing functions.
With a focus on building and transforming brands, Rainmaker Marketing provides a turn-key sales and marketing solution that special- izes in property development marketing and hospitality branding. With a niche approach, and a comprehensive in-house team, the business has worked on large-scale property developments throughout South Africa, Mauritius and Mozambique.
Visit www. If the most startling evidence of this was the financial crisis of that plunged the mature Western economies into recession, the seeds of change were sown much earlier. So far the 21st century has seen enormous turbulence and disruption. The upheavals caused by the so-called Arab Spring of continue to affect the Middle East, not least Syria. There have been natural disasters like the Icelandic Sometimes people imagine that going into business is volcano in , the earthquake and tsunami in Japan in and the outbreak of Ebola in West a smooth trajectory from Africa in There have been enormous shocks to the international monetary system precipi- struggling start-up to fully- tated by the banking crisis of , which have particularly affected the Eurozone.
There have also fledged global brand. Corporate integrity has come to be questioned. The unexpected failure about overcoming endless of Enron in the USA in , one of the most admired firms of the s, became a benchmark challenges, big and small. But such scandals were not confined to the USA.
This is also what makes Parmalat in Italy became the largest bankruptcy in Europe in The Olympus scandal of starting a business the most in Japan led to prosecutions. In addition, banks across the world have been rocked by a series of exciting adventure anyone can go on.
Alongside this the 21st century has Richard Branson, founder, seen unprecedented volatility in just about every market, from commodities to exchange rates, Virgin Group, The Sunday from stock markets to bond markets.
Underpinning the volatility is the development of global connectivity — an increasingly complex world full of interconnections formed by a truly global marketplace linked by new technologies that allow instant communication from almost anywhere. Small changes tend to be amplified in highly connected systems. Actions in one part of a market can have unexpected and rapid consequences in another part of it.
And the pace of change has accelerated. Change itself has changed to become a continuous process of often-discontinuous steps — abrupt and all-persuasive. The ancient Chinese saw change as endless and an essential feature of our universe — a pattern of cyclical coming and We stand on the threshold of going, growth and decay, winter and summer, the yin of night and yang of day.
Somehow the a new age — the age of revolu- tion. In our minds, we know West had forgotten this, believing instead that we could create stability and certainty, that change the new age has already ar- was a series of discrete events that moved us from one stable state to another. And economists, politicians and managers focused on the ways that change could sure we like it.
For we know it be controlled in a systematic way. Recession and stagnation became the order of heaval, of tumult, of fortunes made and unmade at head- the day after the banking crisis of , leading to a persistent rise in unemployment and deepen- snapping speed.
For change ing income inequality. The shift from boom to recession simply made us realize our vulnerability has changed. No longer is it in this new era. Commercial opportunities remain but competition is now as much about survival additive. No longer does it as growth. And, as global competition continues to increase, sources of competitive advantage are move in a straight line. In the twenty first century, change proving increasingly difficult to sustain over any period of time.
So much so that it is the ability is discontinuous, abrupt, to create new sources of competitive advantage quickly, again and again, that is proving to be the seditious. At the same time as seeking new sources of Gary Hamel, , Leading the competitive advantage, businesses must continue to manage existing businesses. They must find ways to innovate at the same time as managing products at the mature stage of their life cycle.
They must find ways of understanding and reconciling cus- tomer needs in both India and the USA, of reconciling global integration with local differentia- tion. And they must respond to changes in these needs quickly, just as they must react quickly to the actions of competitors. The new age has also seen companies face new social pressures. Corporate scandals have led to cries for improved corporate governance and boardroom accountability.
At the same time, companies have been pressurized to take a more socially responsible role. This pressure comes from many sources. Social reformers want them to change some of their behaviours, for example exploita- tion of child labour in developing economies.
Finally, ethical activists see many companies behaving in unacceptable ways and want business ethics to be re-established in the boardroom. CSR is seen as increasingly important. For entrepreneurs CSR is an opportunity to be both ethical Today countless innovative and to improve competiveness by differentiating themselves from competitors.
Other factors have business models are emerg- accelerated this trend towards smaller, more entrepreneurial firms. There has been the shift in most ing. Entirely new industries are economies away from manufacturing towards the service sectors where small firms often flourish forming as old ones crumble.
Upstarts are challenging the because of their ability to deliver a personalized, flexible, tailor-made service at a local level. It has influenced the trend in three ways. Firstly, the new are struggling feverishly to technologies that swept the lateth-century business world have been pioneered by new, rapidly reinvent themselves.
Small firms have pioneered innovation in computers, the internet and mobile Alexander Osterwalder technologies, creating new markets for these innovations. Small firms have been at the forefront and Yves Pigneur, , Business Model Generation: of developing mobile applications, or apps, because the costs of doing so are low but the gains A Handbook for Visionaries, from selling to a global market can be enormous.
Finally, many new technologies, for example digital printing, have reduced fixed costs so that production can be profitable in smaller, more flexible units. They have also simplified the routes to market so that small firms can sell to larger firms or direct to customers around the world, without the expense of putting in place a distribution network.
And as large firms increasingly outsource non-core activities, the benefi- ciaries are often small firms. As we have moved from an industrial economy to a knowledge economy, driven by new digital technologies, new commercial opportunities have continued to emerge both from technological and market innovation, sometimes breaking down established industry barriers and creating new and unexpected sources of competition.
For example, the internet has caused many high-street retailers to radically reappraise their customer offering and will probably lead to the high street looking very different in the future. It has caused the music, video and print industries to reappraise how their products are distributed. It has caused disruption, generating as many opportunities as threats. Entrepreneurs have been quick to capitalize on these opportunities to estab- lish new businesses with less capital than before.
This move to a knowledge economy has also meant that economies of scale with costs declining as volumes increase have become less important as a form of com- petitive advantage. Value is increasingly being created, not from physical assets, but from knowledge and the virtual assets it creates — a shift from assets that must be purchased and then restrict flexibility to ones that can be built up over time and used in many different ways.
These developments in technology have affected markets. Customers increasingly expect firms to address their particular needs. Market niches are becoming slimmer and markets more competitive — better served by smaller firms that can get close to their customers. The new tech- nologies mean that these niche markets can be attacked globally, making them economic. Start- ups are also able to focus on them straight away without having to set up a costly international sales and distribution network.
You can sell on the internet and subcontract delivery. The inter- national start-up is now an everyday occurrence. This disruption has affected the way customers buy from the high street and in the supermarket. The high street has become a place to spend leisure time rather than shopping time — presenting opportunities for small service businesses. Social trends have also accelerated the growth of small firms.
People want to control their own destiny more. After periods of high unemployment, they see self-employment as more attractive and more secure than employment. And, in an age of uncertainty people seek to control as many aspects of their economic security as possible. And finally the role of entrepreneur has become respectable and admired.
Managing change and uncertainty While large firms have increasingly found difficulty in dealing with this new order, start-ups and smaller ventures seem to find opportunities that these larger, more established firms find threat- ening.
Even in this age of uncertainty and austerity they thrive, despite facing increasingly fierce competition. The two views are contrasted in Table 1. Table 1. But they were finding it difficult to cope with the changing environment by the end of the 20th century.
Large firms and even the public sector became leaner but wait for instructions; stay within your turf; and protect and fitter in the s in a bid to reduce fixed costs and reduce risks. Small firms have benefited, your backside. The restrictive although many may be seen as dependent on large ones.
They look ibility, independence, and risk taking. They look for uniformity rather than diversity and stress discipline rather than motivation. Hisrich and Peters, , Entrepreneurship: Starting, And they often discourage what they see as the risk-taking associated with a market opportunity Developing and Managing a without the information to evaluate it, by which time the opportunity will have been seized by a New Enterprise, Homewood, IL: Irwin small firm. No wonder big was no longer beautiful. Entrepreneurs are the creators, the innovators, This new age of uncertainty has powerful implications for all organizations.
Planning becomes problematic if you cannot predict the future, and strategic management faces completely new challenges as the linear models based on knowledge and information and used for decades seem increasingly unrealistic.
And yet entrepreneurs not only cope but thrive. Over the last 30 years, entrepreneurs establishing new ventures have done more to create wealth than firms at any time before them — ever!
And as we look around for role models, we realize that so many of our most successful corporations have been founded in our lifetime. And, although not to the same extent, this live, work, learn, play, and lead. Entrepreneurs create was not just happening in the USA. In the UK, Alan Sugar launched Amstrad in , Richard new technologies, products, Branson started his Virgin empire in , James Dyson started selling his Dyson vacuum cleaners processes, and services that in , the late Anita Roddick opened the first Body Shop in and Julian Metcalfe and Sinclair become the next wave of new Beecham opened their first Pret A Manger in In India, Sunil Mittal started the first business industries.
In fact, Haltiwanger et al. McGraw-Hill Small, growing firms create jobs from which the rest of society benefits. At times when larger firms have retrenched, smaller firms continue to offer job opportunities. It has been estimated that in the USA small firms now generate half of GDP and over half of exports now come from firms employing fewer than 20 people. What is more, they make up a large part of the voting population.
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