- •Business plan for the new venture Master Thesis
- •Valovaya str.,
- •Declaration of Authorship
- •Abstract
- •Contents
- •1. Introduction………………………………………………………………………………..6
- •2 Theoretical Framework…………………………………………………………………..11
- •4.1. World’s industry outlook…………………………………………………………….….37
- •4.2. Economic trends affecting consulting services in Russia…………………………….…58
- •4.3. Types of consulting firms in Russia…………………………………………………….39
- •6.2 Target customer segments………………………………………………………………...71
- •8. Financial Plan………………………………………………………………………………78
- •6. Conclusion and recommended future work…………………………………………….85
- •7. Appendix a……………………………………………………………………………….88
- •1. Introduction
- •Background
- •1.2 Purpose and objectives of the Master thesis Purpose
- •Objectives of the Master thesis:
- •1.3 Methods and approaches of mastering business plan
- •Data collection
- •1.4 Outline of the Master thesis
- •2. Theoretical framework
- •2.1 Entrepreneurship in business services
- •2.1.1 Entrepreneurial qualities
- •2.1.2 The new venture decision making
- •2.1.3 The new venture creation process
- •2.1.4 Stages of company growth
- •Identify and Define a Market Niche
- •2.2 Management structure in consulting business and types of consulting activities
- •2.3 Tools to create business plan of the new enterprise
- •3. Company idea
- •3.1 Motivation for establishing the new business entity
- •3.2 Positioning concept of the company
- •4. Market analyses
- •4.1. World’s industry outlook
- •4.2. Economic trends affecting consulting services in Russia
- •4.3. Types of consulting firms in Russia
- •4.4 Qualitative evaluation of consulting services
- •4.5 Market capacity and market growth
- •4.6. Main factors of competition
- •5. Business Plan
- •1. Executive Summary
- •1.1 Vision and Mission
- •Vision Statement
- •1.2 Core competences
- •1.3 Management Team
- •1.4 Legal form of company Ownership
- •1.5 Service Targeting
- •1.6 Financial Summary
- •1.6.1. Financial objective
- •Products Through of experience of Marktune consultants have been practicing marketing management, financial management, human resources management and information technologies management consulting.
- •4. Competitor Analysis
- •5. Swot Analysis
- •6. Marketing Plan
- •6.1 Marketing Objectives
- •6.2 Target customer segments
- •6.3 Size of the market and market share of Marktune
- •6.4 Marketing Strategies
- •6.4.1 Products
- •6.4.2 Price
- •6.4.3 Distribution
- •6.4.4 Promotion
- •Investment in Advertising and Promotion
- •7. Key Strategic Issues
- •8. Financial Plan
- •8.1 Start-up costs
- •8.2 Sales Forecast
- •8.3 Organization Structure Chart
- •8.4 Projected financial statements
- •8.5 Business Ratios
- •6. Conclusion and recommended future work
- •7. Appendix a
- •Magazine articles
- •40 Http://www.Raexpert.Ru/ratings/consulting/2009/
- •41 Http://www.Raexpert.Ru/ratings/consulting/2009/
2.1.1 Entrepreneurial qualities
Qualities in every profession are determined by the character of a job. The author observation of entrepreneurship as occupation implies radical thinking with strong orientation to problem solving.
Entrepreneurs are people who have the ability to see available business opportunities, to gather the necessary resources to take advantage of them; and to initiate appropriate action to ensure success4.
Entrepreneur should be efficient decision maker. The administrator in the large firm is primarily concerned with those activities relevant to predictive management processes – that is, with activities related to prediction and control – whereas the owner – manager of a small business organization needs primarily to perform activities that enable him to exploit the advantages of being small5.
Entrepreneur should be action-oriented. Through action entrepreneurs are able to use advantages of new opportunities which will lead to future success. Moreover, they are obliged people. Business action oriented qualities imply good communication and presentation skills. Concerning to the fundraising they might be experienced in financial dealings6. Being entrepreneurial means having positive attitude. In addition, determination, experience, persistence and just dedication to hard work are essential to being a successful entrepreneur.
Entrepreneurs are calculated risk-takers7. They enjoy the excitement of a challenge, but they don’t gamble. Entrepreneurs avoid low-risk situations because there is a lack of challenge and avoid high-risk situations because they want to succeed. They like achievable challenge.
However, entrepreneurship couldn’t be described only as occupation. Entrepreneurship should always be linked with managerial or professional occupation.
There are many differences between “entrepreneurs” and businessmen” (Table 1). Entrepreneurs are leaders of the business8. They satisfy needs of the society and receive profit from introduction principally new products to the markets. They launch old products on the new markets and develop new technologies. After the entrepreneur launched a new successful product on the market, the line of following businessmen is formed. They exploit and copy the product. Then the entrepreneur should make new attempt to find a new market, a new product and a new technology. Sometimes it is difficult to separate entrepreneur and businessman. In Table introduces some distinctive futures of entrepreneurs.
|
Entrepreneur |
Businessman |
|
Perception of reality |
|
|
Create new reality Fantast, poet Invent new opportunities and approaches |
Optimize existent reality Realist, prosaic Use already existent opportunities |
|
Perception of risk |
|
|
Live for risk, do not afraid of risk Act in intention to win in any costs |
Risk for survival, only minimize uncertainty Act in the way to eliminate failure |
|
Type of behavior |
|
|
Player, adventurer Act then think Generate ideas, leader |
Rationalist Think then act Organize process |
Table 1. Distinctive features of entrepreneurs