A Simple Organizational Chart   Leave a comment

Academy of Business Strategy

THE ACADEMY OF BUSINESS STRATEGY

ENTREPRENEURIAL STRATEGIES BLOG
A Simple Organizational Chart

AUTHOR
Michael Rodems (CBS) BA CPA

In the book “The Danger Zone” by Jerry Mills, an organizational structure is described that applies to companies of all sizes. It is relatively simple. It states that companies consist of three types of people: Finders, Minders and Grinders.

The Finder

In small to mid-sized companies, the function of the Finder is almost always filled by an entrepreneurial CEO. It is important to understand that Finders are different from everyone else. They typically have an above-average IQ, regardless of education, have high ethical and moral business core values, are very creative, aren’t in business just for the money, and, contrary to myth, care deeply about their employees and associates although they may not openly show their feelings. They are good relationship builders, delegate tasks to employees or associates, and cause sales and cash to come into the company.

Finders live in the future. They will risk their time and their fortunes to make a difference. The future is all that matters to the Finder, a key difference between them and the others in an organization. Finders are often frustrated when they realize that they are alone in their concerns regarding the future of their company.

Finders spend a significant amount of time and energy attempting to pull or drag people into the future. They will hold meetings and retreats, write memos and emails, and use several methods to express their vision and ideas, the big picture. In frustration, they will sometimes say “Does anyone ever listen?” The answer is yes they will listen, but they will not understand.

When the Finder goes home at the end of the day, the work goes home with him or her and permeates all thoughts and activities. The past is gone with little regret and today is the first day of the future.

Minders

Minders are the key administrative people of a company. A Minder might be the company’s controller, bookkeeper, finance manager, IT Manager or Personnel Director. Minders are intelligent. They desire to help and are very loyal to the Finder. They are typically very honest and ethical in their business dealings. The company will not survive without Minders, so hiring, training and retaining good Minders is critical for the success of any company.

Minders live in the past. Most of the assignments given to Minders deal with historical matters or events such as financial statements, income and sales tax returns, bank reconciliations and converting old data. It is important that these tasks be done and be done correctly. Once taught how to do something, a Minder will do it over and over again in exactly the same way.

Finders simply need to be aware that it is often difficult for Minders to be concerned about something that might happen a year or two in the future while they are working overtime to try to finish documenting things that have been done in the past. It is hard for the mind to focus on two different time frames at the same time, and after a few years of being rewarded for their focus on the past, some say that looking to the future feels awkward to a Minder.

Over time, Minders run into difficult situations such as not having cash to pay employees or vendors, firing people, dealing with competing deadlines when trying to please the Finder, while also getting their routine jobs done. They are often put in situations for which they have not been trained as the company grows in complexity. Minders do not have the same intestinal fortitude as Finders. A Finder should neither expect a Minder to enjoy going to work each day to face these current-time problems nor to stay around after closing time. Some do, but only out of loyalty and a desire for sincere appreciation for work well done.

Grinders

Grinders are people who do the day to day work of the company. The Grinder is the person who makes widgets in a manufacturing company, drives nails in a construction company, makes phone calls in a telemarketing company, and puts cars together in an auto assembly plant. Grinders, interestingly, also fill most sales positions. Obviously, these roles are important to the company.

Grinders live for today. Key attributes of a Grinder are they like to work only in the present, often dismiss the past, fear the insecurity of the future, do not like to delegate, like doing one thing at a time. They will do as instructed, are very skilled at their jobs but rarely generate new ideas. Ten minutes before their shift they are in their cars in the parking lot. Ten minutes after their shift they are back their cars, ten minutes down the road, their minds are on anything but work except for occasional thoughts of job insecurity.

Finders usually understand how to do the Grinders work (they often started their careers as a Grinder). As a result, Finders can easily hire Grinders to supervise other Grinders, and it is usually very difficult for a Grinder to pull the wool over the eyes of a Finder. Grinders may distrust Finders thinking they make too much of the money that the Grinders produce for the company.

Grinders can typically fool Minders because Minders don’t know how to do their work, which makes Minders distrust Grinders. At the same time, Grinders distrust Minders because they get good pay for sitting in air conditioned offices all day looking for ways to cut Grinders’ pay.

Summary

Understanding each these roles is important for the Finder. Even more important is to allow Minders and Grinders to perform their roles. This will consequently allow the Finder to continue with the finding activities that are critical to the continued success of the company.

ABOUT THE AUTHOR
Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

Cash is King – At any stage of a business   Leave a comment

Academy of Business Strategy

THE ACADEMY OF BUSINESS STRATEGY

ENTREPRENEURIAL STRATEGIES BLOG
Cash is King – At any stage of a business

AUTHOR
Michael Rodems (CBS) BA CPA

Business owners can benefit from incorporating entrepreneurial strategies at any stage of the life of their business. Strategies such as conserving cash and outsourcing are always good strategies in the early stages of a business as well as later in its life. Thinking like an entrepreneur will promote responsible thinking. Just because resources are more abundant in a mature business, it does not mean the decision process is different. Conserving cash and outsourcing services that can be acquired more effectively and more economically are still prudent practices for any business.

When starting a business, an entrepreneur will know that the business has to grow responsibly. Even though, most entrepreneurs are optimistic, they also know that their resources are very limited. They may envision rapid growth and everything going according to plan, but they also do not go out and buy everything before they can afford it. Entrepreneurs have a limited amount of capital to work with, so they conserve cash whenever possible.

Cash is crucial to conserve early on in the life of a business as well as the business grows. Everything that requires the use of cash needs to be evaluated for value as well as timing. Purchasing fixed assets without having the proper financing in place will deplete operating cash flow. It would be like an entrepreneur in the early stages of a business buying automobiles, office equipment and computers with credit cards before the business generated enough cash flow to pay for them. Typically, these types of assets will be utilized over a long period of time, but the credit card bill will come due right away.

Purchasing a building or leasing office space that the business will grow into is another decision that needs to utilize an entrepreneurial mentality. When evaluating major purchase decisions, a thorough analysis of cash flow as well as Return on Investment (ROI) needs to be done. Return on Investment may meet certain thresholds that are acceptable, but the cash flow analysis will really tell if the decision is affordable. If an asset is purchased that will save money or generate profits over several years, but the purchase is not financed and paid for over the same period of time, the negative short-term cash flow impact could be severe and crippling.

Another concept that can help cash flow is outsourcing. Most companies, no matter what their size, will outsource complicated, risky or technical processes or services such as: payroll processing and payroll tax services, information technology (IT) services, certain training programs, strategic planning facilitation, event planning, and many others. The decision is typically made when the value of the services exceeds the cost of acquiring them.

Companies that provide these services are typically experienced and very efficient. Sometimes a national firm will be selected such as ADP for the processing of payroll, or a smaller local firm may also do just as well. The decision may depend on the particular service required as well as the need to be in each geographical market. In the case where the business has a single location or is regional, a smaller service provider may do just as well.

Consider the hiring of an expensive employee to take on a key role in the company. For example – a company needs the expertise of a Chief Financial Officer (CFO), but the company may not need this person’s expertise on a full-time basis. Hiring a CFO at a salary of let’s say $150,000 with benefits could cost close to $200,000 a year. If a recruiter is involved, a fee of up to 30% may also be paid. A hiring at this level in an organization can take a long time and then the employee may also take a while to get up to speed in the organization. If the person is not right for the job, releasing him/her could be expensive also.

An alternative solution would be to outsource the role to a Part-Time CFO. These individuals typically have a great deal of experience and the expertise level is high compared to the actual cost of the individual. A Part-Time CFO, if arranged through firms such as B2BCFO, the company will not have to pay for benefits or payroll taxes associated with the individual. These individuals work on a 1099 basis or as a subcontractor or consultant. Hiring them is painless and efficient. They work on an As-Needed basis and do not require a contract, offering the best in flexibility, and the risk is minimal. They typically start out by acquiring a lot of information about the company and they will prepare an extensive Strategy Plan at no cost to the business owner before beginning the relationship. This process significantly decreases the learning curve and makes the expertise very affordable and available when needed.

The bottom line, or in this case the value of an asset or service compared to its cost, which should also consider the cash flow implications, should be considered as an entrepreneur would do it. You need to always ask these two questions: “What is the Return on Investment (ROI)?” and “Can I afford this expenditure?”

ABOUT THE AUTHOR
Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

Posted December 5, 2012 by jennyannewilson in Michael Rodems (CBS)

Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Be ready to change   Leave a comment

Academy of Business Strategy

THE ACADEMY OF BUSINESS STRATEGY

ENTREPRENEURIAL STRATEGIES BLOG
Be ready to change

AUTHOR
Michael Rodems (CBS) BA CPA

Businesses spend a lot of time and effort developing an initial business plan as well as developing annual strategic plans. Sometimes these plans can project the business’ strategy several years into the future. Business strategy can be a lot like the strategy deployed by sports teams in a sporting event. The teams will develop a game plan before the game and will use it to dictate its actions throughout the game. Many believe the initial game plan will work and they will stick to it to the end of the game.

When a company has a business plan or strategic plan that has been successful, it is easy to decide not to change anything and stay the course, even in the face of adversity. This may not be a successful strategy. Take the case of a recent NFL game between the Buffalo Bills and the New England Patriots. In week four the Bills entered a game with the Patriots in an unusual position. They were a game ahead in the standings and were playing at home. The first half went quite well and the Bills were able to develop a 21-7 lead just past half-time of the game. Things were rolling along nicely for the Bills.

For the Patriots however, things were not going well. Bill Belichick, the coach of the Patriots, knew a change was needed. The Patriot’s original game plan wasn’t working, so he made some adjustments. He knew the Bills would be happy with the results of the first half and that the Bills would not change their original game plan. He knew the Bills would continue to play the same way they had played in the first half, so he was able to develop a second half plan that was based upon knowing what his competitor was going to do. It worked.

The Patriots then were able to score 45 points to the Bills 7 over the remaining quarter and a half. The result was a 52 to 28 victory for the Patriots. The Bills did not react to the changes the Patriots made, and the Patriots ate their lunch, and dinner, too. The Bills entered the Danger Zone very quickly, mostly because they became complacent and thought things would continue as they had throughout the first half of the game. The competition changed the game on them. Before the Bills could react, they were too far behind. The game was over in a blowout.

Many businesses develop strategic plans on an annual basis. Strategic plans typically are developed with blinders. The assumption that things will be fairly normal in the future is a common mistake. These strategic plans typically do not have contingencies for unforeseeable events. They typically are made with tunnel vision and do not contain more than one scenario. A good strategic plan should include variations that at least have the flexibility to react to changes quickly and develop alternative plans for any significant changes that may occur. In business, the game can change just as quickly as in sports.

Typically companies that have been successful expect things to continue in the same direction indefinitely. They become complacent and do not plan for changes from their competitors, changes in technology affecting their business, or changes in the marketplace itself. Either way, you always need to be ready to react to what may happen as well as what you expect to happen. Warning – when things are going well for you and not for your competition, expect them to do something different.

In business, a loss like the Buffalo Bills experienced could be devastating – more than just adding one more to the loss column in the standings. It could mean the end of your business. Be proactive. Stay on top of the changes affecting your industry and your business. Plan how to change your business strategies based on what is happening in your marketplace and what you would reasonably expect to encounter in the future. Think like a coach at halftime and continuously evaluate the competition, your own strengths and weaknesses, and make adjustments accordingly.

An even better strategy would be to explore trying something totally new. Take the initiative and develop a key strategy used by many entrepreneurial companies. Explore changes you can make to change the game in your industry. Put your company’s strengths where you can use them to create a competitive advantage. Become the game-changer in your industry. Catch your competitors by surprise.

ABOUT THE AUTHOR
Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

Posted November 9, 2012 by jennyannewilson in Michael Rodems (CBS)

Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Entrepreneurial Strategies in Larger Organizations (Intrapreneurship)   Leave a comment

Academy of Business Strategy

THE ACADEMY OF BUSINESS STRATEGY

ENTREPRENEURIAL STRATEGIES BLOG
Entrepreneurial Strategies in Larger Organizations (Intrapreneurship)

AUTHOR
Michael Rodems (CBS) BA CPA

We could categorize the stages of the life of an enterprise as “entrepreneurial” in its early stages, “stable” in its middle age, and “bureaucratic” in its later stages. It is a well-known fact that half of all business enterprises fail by year five, about twenty percent more are lost in years six through ten, and the remaining thirty percent live beyond year ten and well into the future with a failure rate that declines gradually as the enterprise gets older. The failure rate appears to be a declining slope from the entrepreneurial stage through the stable middle ages with relatively few failures taking place once an organization reaches maturity.

Why then would adopting an entrepreneurial strategy after an enterprise reaches maturity be a wise decision? A mature enterprise consists of many smaller enterprises that are in varying stages of their life cycle. The mature enterprise has the benefit of larger numbers, like an insurance company. It contains many failures and many successes that come and go over time. The successes slightly outweigh the failures so the net is an organization that has positive results. The positive enterprises cover up for the negative enterprises. Unfortunately, the negative enterprises exist in an organization that has learned to create positive enterprises. These negative enterprises are hidden by the mass of the entire organization and consequently their failures are not noticeable and they tend to continue pulling negatively on the organization.

Adopting an entrepreneurial strategy in all enterprises within an organization would require each enterprise to stand on its own merits. This would force the negative performing enterprises to become successful or fail. They would have to improve their performance or be eliminated. Either situation would be beneficial to the organization. Improving failing enterprises is obviously a good scenario, but eliminating failing enterprises within an organization is also a good thing. This is a method that will “Stop the bleeding!” within an organization. Internal bleeding tends to go unnoticed until it is too late to fix.

How do we utilize entrepreneurial strategies in a large organization? Make each enterprise in an organization a separate entity (effectively) by turning the managers into entrepreneurs. Make them accountable for their enterprise as if their realm of responsibility was a separate business that has to make it on its own. Ask them to treat their enterprise as if it were their own business. Hold them responsible for their enterprise. Allow them to take risks. Reward them accordingly. They will be more fulfilled and will make better decisions.

Too many enterprises within an organization are falsely supported by the organization. Managers become lazy and the organization becomes complacent. If an enterprise provides a support function and it is not one that a manager sees as being able to stand on its own, show how each support function has internal customers within the organization and their customers need to be satisfied. They are an internal vendor that can be “outsourced” if they do not perform well. Make them become competitive!

Many people might think that they have an operational budget and they effectively have their own enterprise within the organization. This is not enough! Operational budgets are typically copies of last year’s numbers with either cuts or growth percentages applied. They typically do not involve a balance sheet. I always wondered why they don’t. Managers should also manage assets as well as employees and their P&L items. Inventory, receivables and capital assets also need to be managed. Capital assets are cost drivers of many other expense items. An entrepreneur will look very closely at these items in a small business, but managers typically are not given the leeway to make the tough decisions in these areas.

I have successfully implemented a program that took a large organization and separated it into many smaller organizations. The smaller organizations were assigned to managers that were given the responsibility and the leeway to make decisions about how their enterprises were to be run. They were measured on not only profits, but on asset management criteria. They all met weekly with upper management. Detailed reports were presented on the results from the previous week to be shown to all managers. The managers became not only competitive but cooperative. Each wanted to do better, but they also found ways to utilize others resources to help their own enterprise. They also learned very quickly from other managers what worked and what didn’t. The overall result was a tremendous positive for the entire organization. This concept has become quite popular and has been called “Intrapreneurship”.

ABOUT THE AUTHOR
Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

Posted November 7, 2012 by jennyannewilson in Michael Rodems (CBS)

Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

The Academy of Business Strategy   Leave a comment

THE ACADEMY OF BUSINESS STRATEGY
The Academy of Business Strategy – Corporate Web Site

THE ACADEMY OF BUSINESS STRATEGY
The Academy of Business Strategy – Approved Certified Business Specialist (CBS) Official Web Site

APPROVED CERTIFIED BUSINESS SPECIALISTS (CBS) – NEW PUBLICATIONS
Please find enclosed a list of the latest 10 new publictions for Academy of Business Strategy approved Certified Business Specialists (CBS):

01. FINANCIAL TRANSFORMATION
Academy of Business Strategy

Claire Hinshelwood (CBS) BA ACMA CGMA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and her specialist subject is financial transformation. She has achieved a BA from Heriot Watt University. She is also a qualified member of the Chartered Institute of Management Accountants and a Global Chartered Management Accountant. She has been employed as a Chartered Management Accountant, Global Head of Management Reporting, Financial Controller and Consultant for various companies and has experience within the agrochemical, textile and FMCG industries. Her clients or employers have included Syngenta International, Sara Lee and Playtex. She has geographical working experience in the USA, Switzerland and the Philippines. She speaks English and French. Her service skills incorporate organisation design and implementation, training and change management, process and system redesign, efficiency improvement and financial transformation.

To contact Claire Hinshelwood, please contact the Academy of Business Strategy by forwarding an email, or visit Claire’s CBS Blog.

02. INNOVATION MANAGEMENT
Academy of Business Strategy

Paolo Zaccardi (CBS) MS PMD is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is innovation management. He has achieved an MS from La Sapienza University and a PMD from the IESE Business School. He has been employed as a Managing Director, Marketing and Innovation Director, Chief Innovation Officer and Consultant for various companies and has experience within the automotive, banking and ICT service industries His clients or employers have included RAE 88 Srl, ICBPI – Istituto Centrale delle Banche Popolari Italiane SpA., Seceti SpA and Diagram APS SpA. He has geographical working experience in Italy and Germany. He speaks Italian and English. His service skills incorporate business marketing strategy, change management, project management and innovation management.

To contact Paolo Zaccardi, please contact the Academy of Business Strategy by forwarding an email, or visit Paolo’s CBS Blog.

03. DISTRIBUTION MANAGEMENT
Academy of Business Strategy

Shankar Rao (CBS) BE is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is distribution management. He has achieved a BE from Gujarat University. He has been employed as a Director, Senior Manager and Consultant for various companies and has experience within the consulting, industrial automation and fast moving consumer goods industries. His clients or employers have included Rockwell Automation, Tata Honeywell, Johnson Controls and Enpower Process Consultants Pvt. Ltd. He has geographical working experience in India, Nepal and the USA. He speaks English, Hindi and Telegu. His service skills incorporate business strategy, IT strategy, industrial automation and distribution management.

To contact Shankar Rao, please contact the Academy of Business Strategy by forwarding an email, or visit Shankar’s CBS Blog.

04.STRATEGIC PLANNING
Academy of Business Strategy

Marcelo Di Cugno (CBS) MS CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is strategic planning. He has achieved an MA from CEMA and a CPA from University of Buenos Aires. He has been employed as a Chief Financial Officer, Managing Director, Chief Operations Officer and Consultant for various companies and has experience within the financial service, food and retail industries His clients or employers have included Zurich Group, ADC y Asociados, International Trade Logistics, Megaagro, Carrefour, Cargill, LatAm, Louis Dreyfus and Estudio Antonini y Asociados. He has geographical working experience in Argentina, USA and Brazil. He speaks Spanish and English. His service skills incorporate financial, business administration and strategic planning.

To contact Marcelo Di Cugno, please contact the Academy of Business Strategy by forwarding an email, or visit Marcelo’s CBS Blog.

05.ENTREPRENEURIAL STRATEGIES
Academy of Business Strategy

Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

06. BUSINESS PERFORMANCE
Academy of Business Strategy

Layla Ezzedeen (CBS) MA BA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and her specialist subject is business performance. She has achieved an MA and BA from the American University of Beirut and a International Baccalaureate from the American International School in Abu Dhabi. She has been employed as a Performance Specialist, Careers Advisor, Human Resource Officer and Consultant for various companies and has experience within the identity authority, agriculture and airport industries Her clients or employers have included Hindawi Excellence Group, ShiftIn Partners, Abu Dhabi Airports Company, Summit Careers, Rawafed Private School and Amana Contracting and Steel Buildings. She has geographical working experience within the United Arab Emirates and Lebanon. She speaks English, Arabic and French. Her service skills incorporate performance management, business and financial measurement and business performance strategy.

To contact Layla Ezzedeen, please contact the Academy of Business Strategy by forwarding an email, or visit Layla’s CBS Blog.

07. MERGERS AND ACQUISITIONS
Academy of Business Strategy

Bernard Barrow Sr (CBS) MBA BBA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is mergers and acquisitions. He has achieved an MBA and BBA from the University of Toledo. He has been employed as a Chief Financial Officer, Professor, Technical Solutions Manager, Global Enterprise Manager, Corporate Project Manager, Director and Vice President and Consultant for various companies and has experience within the information technology, manufacturing and professional services industries His clients or employers have included Plastic Technologies Inc, Lourdes University, IBM, JD Edwards, Libbey Inc, Sheller-Globe Corporation, Owens-Illinois Inc and Durobor SA. He has geographical working experience in Belgium, Switzerland and South Korea. He speaks English and French. His service skills incorporate financial management, general management, information technology and mergers and acquisitions..

To contact Bernard Barrow Sr, please contact the Academy of Business Strategy by forwarding an email, or visit Bernard’s CBS Blog.

08. BUSINESS INTEGRATION
Academy of Business Strategy

Mahmoud Nassar (CBS) BSc is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is business integration. He has achieved a BSc from Al Azhar University. He has been employed as Chief Executive Officer, Marketing Director, Business System Manager and Consultant for various companies and has experience within the information technology, FMCG and trade and distribution industries His clients or employers have included Prime Management Systems, Egyptian Ministry of Foreign Trade, Tasty Foods (PFI), Kuwait Food Company, Eastman Kodak Inc, Qatar Islamic Bank and Société Arabe Internationale de Banque. He has geographical working experience in the GCC, Egypt, Turkey, USA, UK and Russia. He speaks Arabic and English. His service skills incorporate strategic planning and implementation, human resource and organization development, project management and business integration.

To contact Mahmoud Nassar, please contact the Academy of Business Strategy by forwarding an email, or visit Mahmoud’s CBS Blog.

09. REVENUE OPTIMIZATION
Academy of Business Strategy

Franklin Pieterse (CBS) MBA NHD NDip is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is revenue optimization. He has achieved an MBA from Stellenbosch University, a NHD and NDip from Cape Technikon. He has been employed as Head of Operations, Executive Director, Chief Strategy Officer and Consultant for various companies and has experience within the telecommunications, FMCG, transport and logistics industries His clients or employers have included Crestwave Telecoms, Weiss and Appetito Africa, Makhubu Logistics t/a Freightdynamics, Brandhouse Beverages, Marconi Communications and Telkom SA. He has geographical working experience in South Africa, UK and USA. He speaks English and Afrikaans. His service skills incorporate strategy development, business planning, operations leadership, change management and revenue optimization.

To contact Franklin Pieterse, please contact the Academy of Business Strategy by forwarding an email, or visit Franklin’s CBS Blog.

10. SUSTAINABILITY REPORTING
Academy of Business Strategy

Maya Madrigal (CBS) MBA BA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and her specialist subject is sustainability reporting. She has achieved an MBA from Dominican University of California and a BA from University of California. She has been employed as a Business Associate, Cohort Representative, Sales Associate and Consultant for various companies and has experience within the investment, agriculture, manufacturing and retail industries. Her clients or employers have included Longsplice Investments, Micro-Angels, Teens Turning Green, Codding Steel Frame Solutions, Green MBA Hub Council, Global Mindshift, Bay Area Business Centers, Patagonia San Luis Valley Citizens Alliance. She has geographical working experience in the USA. She speaks English, Spanish and French. Her service skills incorporate qualitative and quantitative research and analysis, insight modelling and sustainability reporting.

To contact Maya Madrigal, please contact the Academy of Business Strategy by forwarding an email, or visit Maya’s CBS Blog.

If you are interested in engaging the services of these or indeed any other Academy of Business Strategy approved Certified Business Specialists (CBS), please visit the (CBS) client web site and complete the appropriate service application form. The Professional Advisory Service (PAS), the Bespoke Training Service (BTS) and the Strategy Plan Service (SPS) are also clearly explained here. THE ACADEMY OF BUSINESS STRATEGY (CBS) CLIENT WEB SITE

The Academy of Business Strategy – Approved Certified Business Specialist (CBS) Official Web Site

THE ACADEMY OF BUSINESS STRATEGY
The Academy of Business Strategy – Corporate Web Site

THE ACADEMY OF BUSINESS STRATEGY
The Academy of Business Strategy – Associate Global Partners (AGP) – Executive Global Partners (EGP) – Senior Global Partners (SGP) – The Official Global Partner Web Site

ASSOCIATE GLOBAL PARTNERS (AGP) – EXECUTIVE GLOBAL PARTNERS (EGP) – SENIOR GLOBAL PARTNERS (SGP) – NEW LISTINGS
Please find enclosed a list of the latest 10 new listings for Academy of Business Strategy Associate Global Partners (AGP), Executive Global Partners (EGP) and Senior Global Partners (SGP):

01. Stanley Jeffery (EGP) – Sydney (Australia)
THE ACADEMY OF BUSINESS STRATEGY - AUSTRALIA

SERVICE SKILLS:
Board Level Business Strategy reviews
National Software support implementation
Sales support and customer satisfaction
Investment analysis selection and support strategy
Entrepreneur training strategies and implementation
Leadership and enterprise review
Technology support contract
Corporate mentoring programs

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
Doctor of Technology – Deakin University
MBA – Monash University
BSC – Salford University

CLIENTS OR EMPLOYERS:
UEM/Renong Optixlab
Australian Technology Park
Toshiba Australia
University of Ballarat Park
Telecom Australia
International Computers now Fujitsu
Wang Laboratories Australia
Pacific Semiconductors Sydney
Stanilite Electronics
International Capital Growth Services

To contact Stanley Jeffery (EGP), please forward an email to the Academy of Business Strategy.

02. Udaya Padmanabhuni (EGP) – San Francisco (United States of America)
THE ACADEMY OF BUSINESS STRATEGY - UNITED STATES OF AMERICA

SERVICE SKILLS:
Product Management
Product Strategy
Executive Management
Team Leadership
Software Architecture
Software Development
Networking and Telecommunications
Leadership and Teamwork
Leading Cross functional teams
Start-up and Fortune-20 companies experience

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
MBA – California State University
MS – California State University
Bachelor of Engineering – University of Madras
CCNA – Cisco Systems

CLIENTS OR EMPLOYERS:
Quest Software
Cisco Systems
Rohati Systems
iPolicy Networks
Instant Tax Service
Instant Notary Service

To contact Udaya Padmanabhuni (EGP), please forward an email to the Academy of Business Strategy.

03. Rick Vatcher (SGP) – Shanghai (China)
THE ACADEMY OF BUSINESS STRATEGY - CHINA

SERVICE SKILLS:
International M and A and Integrations
International Change Management Facilitator
International Business Turnaround Leader
International Crisis Manager
International P and L Management/Budget Management
International Board Advisor
International Revenue Fraud Investigator
International Sales Management and Organic Business Growth
International Engineering and Manufacturing
International Customer Service and Retention Executive

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
BS Mechanical Engineering – Worcester Polytechnic Institute

CLIENTS OR EMPLOYERS:
Toyota Motor Corporation
Samsung Electronics Co Ltd
PricewaterhouseCoopers LLP
Carnival Corporation plc
Airbus (an EADS Company)
The Boeing Company
General Motors Company
Raytheon Company
Intel Corporation
AstraZeneca plc

To contact Rick Vatcher (SGP), please forward an email to the Academy of Business Strategy.

04. John Ajongwen (AGP) – New York City (United States of America)
THE ACADEMY OF BUSINESS STRATEGY - UNITED STATES OF AMERICA

SERVICE SKILLS:
Process and Organizational Change Agent: Facilitating, Defining, Designing, Implementing, Managing
Strategy Development and Implementation
Project Management: Definition, Design, Construction, Commissioning and Operation
Process Improvements
Operational Streamlining
New Product Introductions and Technology Transfers
Process and Equipment validation
New Program Definition, Planning, Development, Management and Review
Process Engineering and Facility start-up
Training and Development

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
PhD Chemical Engineering – Aston University
MBA – Aston University
BSc Chemical Engineering – Aston University

CLIENTS OR EMPLOYERS:
Merck
Aston University
GlaxoSmithKline
Technical Property Service Inc

To contact John Ajongwen (AGP), please forward an email to the Academy of Business Strategy.

05. Donald Riley (EGP) – San Diego (United States of America)
THE ACADEMY OF BUSINESS STRATEGY - UNITED STATES OF AMERICA

SERVICE SKILLS:
Project Management
Operations Organization Analysis
Supply Chain Optimization
Site location analysis
Manufacturing strategy analysis
Make/buy analysis
New Product Processes Analysis
Cost of goods reduction
Communication optimization
Key performance indicator setup

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
MBA – Xavier University
BSME – General Motors Institute

CLIENTS OR EMPLOYERS:
Pacific World Corporation
L’Oreal
Carson Products
Maybelline
Ragu
General Motors

To contact Donald Riley (EGP), please forward an email to the Academy of Business Strategy.

06. Stephanus Johannes Coetzee (EGP) – Johannesburg (South Africa)
THE ACADEMY OF BUSINESS STRATEGY - SOUTH AFRICA

SERVICE SKILLS:
General Management
Strategic Management
Decision Making Support
Long-Term Capital Planning
Project Portfolio Management
Programme and project Management
Asset Management
Engineering Asset Acquisition
Life-Cycle and Financial Analysis Modelling
Organisational and Business Process Development

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
PhD Industrial Engineering -University of Stellenbosch
M Eng Construction Project Management – University of Pretoria
B Eng (Hons) Construction Management – University of Pretoria
B Eng Civil – University of Stellenbosch
Diploma in Datametrics Operational Research Cum Laude – University of South Africa

CLIENTS OR EMPLOYERS:
Penny Farthing Engineering (Pty) Ltd
Core Focus (Pty) Ltd
Dubai Industrial City, Tatweer
Qatar Petroleum
Council for Scientific and Industrial Research
Armaments Corporation of South Africa
Tshwane Metro
Arcelor Mittal

To contact Stephanus Johannes Coetzee (EGP), please forward an email to the Academy of Business Strategy.

07. Fadi Roueissy (EGP) – Beirut (Lebanon)
THE ACADEMY OF BUSINESS STRATEGY - LEBANON

SERVICE SKILLS:
Strategy Choice and Implementation
Business Development
Key Account Management
Field Sales Management
Distributor Management
Business Planning Process
Operation Excellence
Sales Capability Development
Route to Market Strategy
Marketing Management

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
Master’s Marketing (Thesis Pending) – University Saint Joseph
Bachelor Of Business Administration – American University Of Beirut

CLIENTS OR EMPLOYERS:
Nestle
Arrow Food Distribution Company

To contact Fadi Roueissy (EGP), please forward an email to the Academy of Business Strategy.

08. Nicholas Grounds (EGP) – Orlando (United States of America)
THE ACADEMY OF BUSINESS STRATEGY - UNITED STATES OF AMERICA

SERVICE SKILLS:
Strategic Management
Business Development
Operational Streamlining
Marketing
Cost Control

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
MBA University of Cumbria
Sports Management University of Phoenix
Premier coaching diploma NSCAA
Director of Coaching Diploma NSCAA

CLIENTS OR EMPLOYERS:
Tradition NY
Lasser Marshall NY
Chase Bank
Allied Irish Bank
Ulster Bank
Irish Life
KBC Bank
Nordea Bank
Banco Santander
RP Martins

To contact Nicholas Grounds (EGP), please forward an email to the Academy of Business Strategy.

09. Less Sita Mana (EGP) – Kinshasa (Congo)
THE ACADEMY OF BUSINESS STRATEGY - DEMOCRATIC REPUBLIC OF CONGO

SERVICE SKILLS:
Integrated marketing
Marketing strategy and planning
Budget management
Strategic planning
Creative, media, activation agencies management
Advertising management
Retail marketing management
Product launch management

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
BA Economics University of Kinshasa

CLIENTS OR EMPLOYERS:
Heineken
Nokia
Samsung

To contact Less Sita Mana (EGP), please forward an email to the Academy of Business Strategy.

10. Marcos Haddad (SGP) – Sao Paulo (Brazil)
THE ACADEMY OF BUSINESS STRATEGY - BRAZIL

SERVICE SKILLS:
Technology industrial processing
Food Specialist
Beverage Specialist
Carbohydrate Technology Conversion
Packaging
Project Design for process and energy
Waste and water treatment
Process Operations
Organic Chemistry processing
Inorganic Chemistry processing

QUALIFICATIONS AND EDUCATIONAL ESTABLISHMENT:
MBA – Getulio Vargas Foundation/FGV
MBA Post-Graduate in Corporate Finance – Federal University Parana/UFPR
Bachelor in Chemical Engineering – Federal University of Rio de Janeiro/UFRJ
Advanced Management program –IPADE and Harvard, México

CLIENTS OR EMPLOYERS:
Bunge
Corn Products
ADM
Tate Lyle
Nestle
Cadbury Adams
Coca Cola
Pepsi
Modelo
Ambev

To contact Marcos Haddad (SGP), please forward an email to the Academy of Business Strategy.

If you are interested in engaging the services of any of these or indeed any other Associate Global Partners (AGP), Executive Global Partners (EGP), or Senior Global Partners (SGP), then please kindly contact the Academy of Business Strategy by forwarding an email, or complete a client application form. THE ACADEMY OF BUSINESS STRATEGY CORPORATE WEB SITE

Posted November 7, 2012 by jennyannewilson in Michael Rodems (CBS)

Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Entrepreneurship – Is it worth the risk?   Leave a comment

Academy of Business Strategy

THE ACADEMY OF BUSINESS STRATEGY

ENTREPRENEURIAL STRATEGIES BLOG
Entrepreneurship – Is it worth the risk?

AUTHOR
Michael Rodems (CBS) BA CPA

Most definitions of an entrepreneur contain the word risk. They typically will state that an entrepreneur assumes the risk of a business venture. This does not necessarily mean that the types of business ventures entrepreneurs undertake on are considered to be risky. Entrepreneurs are simply taking responsibility for the success or failure of THEIR venture. With this responsibility comes the possibility of reward, and of course there is also the risk of failure.

The rewards can sometimes be substantial. The possibility of doing what you choose to do for a living can be rewarding. The satisfaction of accomplishing something mostly on your own can also be rewarding. Controlling your own destiny is also a satisfying and comforting feeling. You know that if you work harder, you will reap the benefit of your labor, and conversely if you slack off, you have no one else to blame but yourself.

If you can make a comfortable living as an entrepreneur, you may also be rewarded when you decide to retire, if you have created enterprise value that another entrepreneur or possibly a larger entity may want to purchase. This is the second payday that many entrepreneurs don’t necessarily plan for, but in some cases can be quite a nice benefit.

Typically the value of a business run by an entrepreneur is the entrepreneur himself/herself. When the entrepreneur sells his/her business and leaves it to be run by a new owner, typically the enterprise value of the business decreases significantly. An entrepreneurial enterprise that has developed goodwill that is separate from the entrepreneur may develop intrinsic value that the entrepreneur may be able to sell to a third party.

Entrepreneurs are not typically known for their implementation of strategic planning techniques, especially if it involves long-term value and the generation of developing enterprise goodwill. Many entrepreneurs are generally categorized as day to day managers of a small operation that barely provides a decent living. The exception to the stereotypical entrepreneur might be the business genius that can see an opportunity through to its second payday. The second payday is what is received when the business is ultimately sold. Sometimes this payday will exceed the sum of all regular paydays – the amount an entrepreneur is able to take out of the business while working it.

Steve Jobs, Bill Gates, Mark Zuckerberg and others that took risks early and developed enterprise goodwill along the way may be the best examples of genius entrepreneurs. They most likely were able to see early on that if they developed the entrepreneurial strategy of creating enterprise goodwill, and maintained it throughout the life of a business enterprise, incredible value could be created and retained. They are among the best at creating a second payday. Their value of the company, or more specifically the portion that the entrepreneur retains and is able to sell upon retirement, may far exceed the paychecks that they collected along the way.

Most entrepreneurs will not have the same level of success in building enterprise goodwill. This may be due to the business itself, how it was managed, market conditions, the business climate as well as the entrepreneur’s goals.

If the goal is to maximize the first payday, it might be at the expense of the second payday. Stated another way, the less that is reinvested in the business, the less likely the entrepreneur is to have a second payday. Another element is the amount of risk the entrepreneur is willing or able to take on. If more time or capital is invested, there is a greater the chance that there will be a second payday. Additional risk may be taken on in the form of borrowing capital and investing it in the growth of the business.

Another entrepreneurial strategy that will enhance goodwill and enterprise value is the development of a strong management team. The entrepreneur needs to train a management team to carry on and manage the business after he/she has left, so that the business can be run effectively without the need for the entrepreneur to be there. New owners typically are very concerned with the quality and talent of an existing management team when evaluating the acquisition of a new business. If an enterprise comes with a good management team, the enterprise is worth more to the new owner.

Finally, intellectual property, patents, trademarks, trade secrets, brand names, manufacturing processes, equipment, business location, and other more material aspects of a business can create value that can be transferred from the entrepreneur to a new owner. The entrepreneur needs to try to accumulate assets such as these in order to add value to the enterprise itself.

In summary, an entrepreneur needs to establish his/her goals and then develop a strategy in how to run the enterprise so that the entrepreneur’s goals are accomplished. The goal of achieving a second payday should always be kept in sight. Too often we don’t look far enough ahead to be able to steer where we ultimately want to go.

ABOUT THE AUTHOR
Michael Rodems (CBS) BA CPA is an approved Certified Business Specialist (CBS) with the Academy of Business Strategy and his specialist subject is entrepreneurial strategies. He has achieved a BA from Le Moyne College. He has been employed as Chief Financial Officer, Chief Operations Officer, Senior Accounting Manager and Consultant for various companies and has experience within the audio visual, manufacturing, distribution and healthcare industries. His clients or employers have included AV Rover, Sound Video Solutions, New England Wirecloth Company, Buffalo Wire Works Company, National Medical Homecare, Syscon Corporation and Price Waterhouse Coopers. He has geographical working experience in the USA, Canada and the United Kingdom. He speaks English. His service skills incorporate financial, sales, marketing, operations and entrepreneurial strategies.

To contact Michael Rodems, please contact the Academy of Business Strategy by forwarding an email, or visit Michael’s CBS Blog.

Posted August 20, 2012 by jennyannewilson in Michael Rodems (CBS)

Tagged with , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Follow

Get every new post delivered to your Inbox.