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THE 'M2M' DATE APP.
Enables its users for One night stands and further mutual relationships 😘

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One environmental problem which we found was that a lot of households are receiving a lot of junk mail. For every one letter, there are 5 pieces of junk mail with it. An environmental concern was that there was a lot of paper and ink wastage. A solution we came up with was to develop a recycling business. This business consisted of collecting junk mail in innovative ways by providing households with incentives to recycle with us, or alternatively to collaborate with the council to collect waste. We then recycle the junk mail in to other products such as paper, magazines, newspapers, storage boxes, etc. and these products could then be sold to leading department stores such as Staples/WHSmith or delivery services such as Amazon. We would provide households with incentives that if they were to recycle with us, they could receive points/vouchers for the companies we collaborate with (e.g Amazon). One challenge we could face as a business is the high recycling costs, however as we are only using junk mail this would minimise sorting costs. Furthermore, research shows that the recycling industry is growing by 12% each year which means that there is future prospect for this industry. Additionally, we could also educate people through the use of social media (which has relatively low costs) to promote why it is important to recycle and the environmental benefits that come along with it.

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Business plan on recycling junk mail. Collecting junk mail from households and in return give a token to encourage them to give us their junk mail.

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Business plan on recycling junk mail. Collecting junk mail from households and in return give a token to encourage them to give us their junk mail.

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after seeing that ALDI had broken onto the market, overtaking the Co-Operative in sales, we looked at market standings for all the major British supermarkets and collected their information, The link we found in steady growth came with the supermarkets that had pushed to lower their prices to be competitive. Our concept is to collect deals from multiple supermarkets and offer them to customers in a one stop shop website, with fast delivery, similar to the fast delivery sites for prepared foods, the only difference being we bring the fresh produce to the customer and attempt to apply all the deals.

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Copyright 2017.

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Business owners have a great idea.
They solve a problem in their community. They know their business and target audience. They know what will make their customers happy. Thereby the hold steady to decisions. Business owners think about the things they need to finish that week. They have daily and weekly to-do lists. They manage employees, work with customers, network with new customers, and keep everything rocking and rolling.  owners are sentimental with their businesses. They never plan on selling or handing their business off to someone else unless it's family.

Entrepreneurs have big ideas.
They have big dreams. They think big. They come up with ideas that haven’t been tested, diagnosed, or worked through. A lot of times they don’t even know if their ideas are possible, which gets them even more excited. They love taking risks. Entrepreneurs think ahead. While their team is thinking about what they’re doing that week, they tend to skip the now and focus on the future of the company.  Entrepreneurs focus on scaling. They want to grow and grow they will.

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We have read Entrepreneurs, owners and managers have all different personalities, attributes and characteristics. The focus is the main difference between these three. Entrepreneurs focus on business start-ups, managers focus on ongoing operations and owners 

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We have read Entrepreneurs, owners and managers have all different personalities, attributes and characteristics. The focus is the main difference between these three. Entrepreneurs focus on business start-ups, managers focus on ongoing operations and owners 

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THE GOOD, THE BAD , THE UGLY : Management Development.

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THE GOOD, THE BAD , THE UGLY : Management Development.

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The Good : Labels
Factors influencing management development in a smalll community. The small Business sector is characterised by heterogeneity , not homogeniety. And that means there is lot of conflict of interests.

The Bad : Classification
Majority of training and development is sporadic, and are triggered by immediate short term problems. In part, the confusion is located in the generic small business terms which mask a variety of reasons and motives.

The Ugly : The Metaphor

Small business imlies that the key relation to the size of the enterprise and the resources available to it , while entreprenuer suggests that the focus is more to do with the motives, behaviour and compositions of the management.
The First Metaphor : These firms are handicapped, or limited by thier size.
The Second Metaphor : Running these business are guided by entreprenuerial drives, embracing growth and expansion.
THE THREE MUSKEETERS  sorry Metaphors!
ATHOS
#Entreprenuerial venture provides a pwerful and romantic metaphor for small firms. Suggests that these enterprises are motivated by growth and seizing opportunities.
ARAMIS
#Lifestyle enterprise is a firm which provides the owner/manager with a means of economical survival within a desired style of living.

PORTHOS
#Family enterprise is very common within hospitality industry. Concerns performing different roles within the business.

The Milady

# The female enterprise has witnessed increasing growth over the last decade from 20% to 32%. Given the traditional domestic roles of women in UK, it is not surprising that hospitality ventures have provided some attractive opportunities for women.

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Developing management for small firms and enterprises. 

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Developing management for small firms and enterprises. 

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Developing management skills for small firms i very important, but due to differences in management motives, in this case explain through examples from the hospitality industry, it limits the expansion. Many of the people behind small businesses, have personal convenience (being independent, having certain working hours etc., and basically as long as the bills are paid - their happy) and passions, not necessarily making money and growth (which is a more entrepreneurial approach). Some owner/managers knows the importance of developing management, because small firms often is positioned vulnerably in the market, and is pressured by larger firms, but the lack the resources to invest in the training.
It is important to understand the link between the self/development and self/managed development. The training to be provided to developing managements skills in small firms may not be require a formalized system.

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Management in the small business has no resemblance to the management process found in the larger organisations.
Management in smaller firms is more adaptive process, concerned with adjusting a limited amount of resources in order to gain advantage.
Small firm management process is closeness of the key role players to the operating personel and activities under-taken.

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The bolton report focuses on small firms and the different roles faced by small organisations.
Management process in small firms is unique, an adaptive process mostly concerned with using a small amount of resources and gaining short-term advantage. It is characterised by personalised preferences, prejudices, attitudes of the manager,but also closeness of the key role-players of the firm.
Stakeholders have their own perspective about the firm's problems and demands a solution for their particular requirements and expectation.
Small enterprises can experience real difficultiws in developing, thus giving the manager the objective of building a balanced managerial team.
Small business implies that the key focus is in relation to the size of the enterprise and the resources available to it,while the term entrepreneur suggesys that the focus is more on the motives, behaviour and compositiin of the management.

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Self employed people are happier and more productive at work. 85% of people felt that moving from employment to self-employment improved their quality of life, felt better motivated and had a more balanced work life. They had also become more self-disciplined and entrepreneurial as well as becoming more personally confident 

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Self employed people are happier and more productive at work. 85% of people felt that moving from employment to self-employment improved their quality of life, felt better motivated and had a more balanced work life. They had also become more self-disciplined and entrepreneurial as well as becoming more personally confident 

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The health of the economy thrives with the amount of small businesses. The business industry can not be totally dominated by large-scale businesses.

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The health of the economy thrives with the amount of small businesses. The business industry can not be totally dominated by large-scale businesses.

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From this chapter, we have examined that the overall point is to distinguish the difference between a small business entrepreneur, an owner, and a manager.

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Small business manager

Contrary to the Bolton Report,  the addition of a management structure (vs control of a sole owner) is important for a small growing business to thrive and meet it's full potential.

Growth in small businesses "create significant management and organizational problems" (Storey, 1994; Jennings and Beaver, 1997). Non-owning managers can create an organizational structure that can implement delegation and aid in decision-making.

On the contrary, owners can often be reluctant to release responsibility to non-owning managers because of fear of managers creating their own business in competition or undermine their authority.

Cultural differences can also create friction between managers and owners, but in order to expand and maintain the business, managers play an important role.

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The bolton report looks at the small business sector

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Stakeholders have their own unique prespectives and require different solutions.

Relationships within small businesses are usually informal.

Relationships within small businesses are usually informal.

there are 3 principal perspective on the cahracteristics of a small business ownership: physicological, soclogical and economic.

small business owners or founders were likely to be both owners and mangers and supported by family.

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"Management Development"
The Personality and positional power of the owner/entrepreneur often mean that latent talent within the team will often go unnoticed or under utilised

"Entrepreneurship - Illustration from Charles Handy"
The Author of The New Alchemists, has described characteristics of entrepreneurs as dedicated, determined, and passionate on what they do with their business. Money is not an important factor of their success but concept and fulfilment of their ideas.

"An Economic Perspective"
We found out that the primary interest between small business owners and entrepreneurs from an economic perspective is to stimulate and proceed the relationship and the impact of their behaviour in the economy.

"A Sociological Perspective"
They focused on attempts to differentiate the various categories of entrepreneur and small business owners to understand the operating environment and behaviour between the two.

"Differences Between Management in Large Enterprises and Small Enterprises"
We established the differences between management in larger enterprises and small enterprises. larger enterprises focus on long-term, while small enterprises focus on the short-term.

"Entrepreneur or Small Business Owner?"
Distinguish between the small business venture from the entrepreneurial venture and a small business owner from entrepreneur.

"Introduction"
Small firms no longer had much relevance to modern economic progress. Even though small businesses survived in large numbers, their share in economic activity was in decline.

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Psychological perspective; entrepreneurial behaviour is a function of the individual's personality, rather than a response to the environment, context or industry in which the business is operating.

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Entrepreneurs, Owners & Managers

Intro

Burns - many small businesses set up in UK in ‘80s, not all survived, but many did and grew bigger.

Entrepreneurs = big fascination for array of theorists, including - psychologists, sociologists and economists. Many of which focus on role of managers in small businesses and how they contribute to company and what influences them in their small and large decisions.

Bolton - in many instances owners of small businesses are the managers too, may have inherited business from family member.

Bolton - money not always key drive with these managers; very often more associated with pride and challenges.

Stanworth & Gray - managers enjoy freedom and independence.

Psychological Perspective

Stanworth & Gray - key characteristics of entrepreneurs:

achievement need

controlling

inclined to take risks

thrive for independence

innovative and creative

Some criticisms for approach - describes behaviour as more of a function and doesn’t take context/industry into consideration.

Sociological Perspective
Looks into types of entrepreneurs and differences and relationships in firms.

Describes typical entrepreneur as :

opportunistic

adventurous

ambitious

innovative

proactive

high profile

adopts broad financial strategies

3 types of business owners:

craft owners - concerned w personal satisfaction

promoters - strive foraging in personal wealth and financials

professional managers - try to construct successful businesses

Criticisms for approach - too simplistic and contradictory