Strategic Planning in the Small Business

Unit 3 TP 3-10 STAGES OF SMALL BUSINESS DEVELOPMENT 0 Start-up stage Stabilization stage * Growth stage 273 ...

Unit 3 HO 3-1 Distinctive Competence: A Marketing Strategyfor Survival' by Thomas Neil' ABSTRACT: DIFFERENTIATION: UNE STRATEGIE ...

Unit 3 This heigl, ened competition is especially meaningful in an industry where the service rendered and the channels used for ...

Unit 3 usually distributed free. Half of the brokers used two or fewer media sources. The second pair of questions asked the bro ...

Unit 3 firms. This should be a goal for all firms and, therefore, cannot be considered distinc- five. A small percentage of the ...

Unit 3 HO 3-1 (continued) service attribute could result in the ignoring of others which would reduce performance level. It does ...

Unit 3 the small firm need not succumb to competi- tive pressures from large national chains and franchises. Small firms must, h ...

Unit 3 HO 3-2 Establishing A Vision for the Future paraphrased by: Randy Rollinson Note: This material was distilled from a book ...

Unit 3 HO 3-2 (continued) The following guidelines are intended to help a strategic planning team formulate a vision statement. ...

Unit 3 HO 3-3 Determining The Fin'sMission and Strategic Posture* Objectives Among the many facts and skills you should learn i ...

Unit 3 HO 3-3 (continued) Some readv.rs may tend to write off or de-emphasize this portion of the planning process by telling th ...

Unit 3 HO 3-3 (continued) THE PARTS OF A MISSION STATEMENT The mission statement contains two major elements. Each is important ...

Unit 3 HO 3-3 (continued) "returning to the things we do best." Often the corporation's management strayed from their basic miss ...

Unit 3 HO 3-3 (continued) In summary, the mission statement must do only two things, but it must do them well. It must set forth ...

Unit 3 HO 3-3 (continued) The Single Product/Market Posture The most prevalent strategic posture utilized by the small business ...

Unit 3 HO 3-3 (continued) Capsule 4-2 The Blue Ribbon Car Wash Sue and Jim Acres operate the Blue Ribbon Car Wash in an affluent ...

Unit 3 HO 3-3 (continued) leadership and control. Often, small business owners have difficulty delegating authority, even when t ...

Unit 3 HO 3-3 (continued) In market development, the business attempts to appeal to new and varied market segments whose charact ...

Unit 3 HO 3-3 (continued) common examples. Often, small businesses, working intensively with a particuJar product, on a daily, h ...

Unit 3 HO 3-3 (continued) appropriate posture(s) may be a function of at least four significant influences (see Figure 4-2). The ...