bangun n kelola kwh

8/4/2019 Bangun n Kelola KWH

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Click to edit Master subtitle style

4/19/12

Made by : Patricia Leoni Erva SugihartoAloysia Jessica Fahrudini Kamilia

ENTREPRENEURIAL STRATEGIES

AND BUSINESS ETHICS


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A great company begins with a vision

Vision : a bold view of what the company canbecome

3Ms scotch tape, Post-it Notes, Motorolas

cellular phones


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Important characteristics to be a greatentrepreneurial leaders :

They inspire trust

They inspire passion

They inspire innovation

They inspire optimism


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Core Values

Fundamental beliefs that the business holdsabout what is important in business and in lifein general.

How to make :

1. Purpose

2. Mission


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THE STRATEGIC VALUE OF ETHICS &SOCIAL RESPONSIBILITY

Ethics : moral code by which we live and itderives from the cultural, social, political, andethnic norms by which we were raised aschildren

Small business owners are tempted to pushthe limits of ethical business in the name ofsurvival


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Ethical dilemmas can be found in 4 majorareas:

Conflicts of interests

Survival tactics

Stakeholder pressure small

Pushing the legal limit


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The socially responsible small business

Today an increasing number of companies are doingmuch more than simply earning profits in an ethicalmanner

Social entrepreneur are distinct from other types ofentrepreneurs because they start their businesses witha social mission and they face different challengesthan their for profit counterparts


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5 abilities socially responsible businesshave :

Value based Public Relation

Stakeholder involvement

EthicsCommunication with stakeholders

Accountability


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A framework for understanding smallbusiness environment

1. Carrying capacity

2. Dynamism

3. Complexity


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INDUSTRY STRUCTURE & COMPETITIVESTRATEGY

Barriers to entry the industry :

1. Economies of scale

2. Brand loyalty

3. Capital requirements

4. Switching costs

5. Access to distribution channels

6. Proprietary factor

7. Government regulations


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Threat from substitute products

Threat from buyers bargaining power

Threat from suplliers bargaining power

Rivalry among existing industry firms


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How do small business compete?

Does the business have the resources and capabilitiesnecessary to take advantage of opportunities in theenvironment and neutralize threats?

How many competing firms already own the samevaluable rsources and competencies?

Do firms without a resource or capability face a costdisadvantage in obtaining it?

Is the firm organized to take full advantage of itsresources and capabilities?


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Strategy & structure in a growing business

Time Frame

Short termobjective

Long termobjective

Focus

Internal

exploit existingassets

develop carecompetency

External develop image

build strategicalliances


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Strategic alliances

A strategy alliances or partnership with anothercompany is distinguished from the nependentcontractor relationship in that it is a more formal andtypically closer relationship

3 type of relationship :

1. Diversification

2. Experience in bearing this form of risk

3. Excess capacity


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3 theoritical related to strategicalliances :

Transaction cost economics

Agency theory

Team production theory


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Choosing an entry strategy

Niche

Differentiation

Cost superiority


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FINISH

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