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PowerPoint Diagram Pack Five Stages of Small Business Growth This framework around small business  growth is based on the fact that all  businesses experience common problems  that arise at similar stages in their development.  Familiarity with this concept allows the business owner to attain invaluable insights. Includes case examples. ,[object Object],[object Object],[object Object]
Contents ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Each stage of growth is characterized by a different impetus to growth and threatened by a different crisis Five Stages of Small Business Growth – Overview  As a company evolves through each stage, it is critical for the owner to know when to give up control and delegate responsibilities. Age of Company YOUNG MATURE Size and Complexity SMALL LARGE Source:  Churchill & Lewis, The Five Stages of Small Business Growth, Harvard Business Review THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
Each stage also requires a different management style, a different strategic focus, and has a different state of systems and processes Five Stages of Small Business Growth – Defining Characteristics As each stage requires a different management style, it is common for the management team to also change as the company grows from small to enterprise. MANAGEMENT STYLE STRATEGIC FOCUS STATE OF SYSTEMS AND PROCESS Source:  Steinmetz, Critical Stages of Small Business Growth, Business Horizons THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
The focus of businesses in Stage II, Survival, is to optimize cash flow Stage II – Survival  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence Owner is still synonymous with the business BUSINESS & OWNER Systems development is minimal—formal planning consists of cash forecasting, at best STATE OF SYSTEMS & PROCESSES ORGANIZATIONAL STATE Survival—optimize cash flow STRATEGIC FOCUS Supervised supervision—limited number of employees supervised by a sales manager or general foreman MANAGEMENT STYLE Owner  Business
In Stage III, Success, small business owners have an important decision—to risk it all in hopes of great success or to maintain and sustain Stage III – Success  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence Option A)  Option B) BUSINESS & OWNER Systems installed bearing forthcoming needs, operational planning in the form of budgets, strategic planning is extensive STATE OF SYSTEMS & PROCESSES ORGANIZATIONAL STATE Option A) – maintaining profitable status quo Option B) – Get resources for growth STRATEGIC FOCUS Functional—functional managers take over certain duties performed by the owner MANAGEMENT STYLE Owner  Business
Cash is a critical input to success in the beginning stages, as well during the Take Off phase to fuel acquisitions and marketing spend Critical Success Factors – Cash There is little criticality of cash in Stage III, because the company has a profitable and sustainable business model (for its current scale). Size and Complexity RELEVANT OR NATURAL BY-PRODUCT CRITICAL TO SUCCESS Cash Source:  Churchill & Lewis, The Five Stages of Small Business Growth, Harvard Business Review THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
As the owner grows its business, there is a clear trade-off in critical between the owner’s ability to execute versus his ability to delegate Critical Success Factors – Owner’s Abilities The owner needs to recognize the need to delegate and relinquish responsibilities to ensure the company’s continued growth. Size and Complexity RELEVANT OR NATURAL BY-PRODUCT CRITICAL TO SUCCESS Owner’s ability to execute Owner’s ability to delegate Source:  Churchill & Lewis, The Five Stages of Small Business Growth, Harvard Business Review THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
Additionally, we have identified 8 key management factors—4 company factors and 4 owner factors Key Management Factors Critical Success Factors – Key Management Factors Financial Resources— including and borrowing power Personnel Resources— relating to numbers, depth, and quality of people, particularly at the management and staff levels Systems Resources— in terms of the degree of sophistication of both information, planning, and control systems Business Resources— including customer relations, market share, supplier relations, manufacturing and distribution processes, technology, and reputation Owner’s Goals— for himself and for the business Owner’s Operational Abilities— in doing important jobs, such as marketing, innovation, producing, and managing distribution Owner’s Managerial Ability— including willingness to delegate responsibility and to manage the activities of others Owner’s Strategic Abilities— for looking beyond the present and matching the strengths and weaknesses of the company with his goals COMPANY FACTORS OWNER FACTORS 1 2 3 4 5 6 7 8 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
Though it is a long and difficult process to reach Stage 5, there are numerous lucrative exit opportunities along the way Evolution of Small Companies To avoid bankruptcy, companies need to maintain their entrepreneurial culture by continuing to innovate and staying relevant. Enter Stage II Enter Stage III Enter Stage IV Enter Stage V Sell Assets Go Bankrupt Business is open! Sell at a loss Go Bankrupt Stuck in Stage II Stuck in Stage III Go Bankrupt Sell at a profit ($) Drop back to Stage III Go Bankrupt Sell at a profit ($$) Drop back to Stage II Operate Drop back to Stage IV Go Bankrupt Sell or  merge($$$) Growth Growth Growth Growth Growth May be triggered from large market change – e.g. disruptive technology THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
END OF PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
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Five Stages of Small Business Growth

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7. Cash is a critical input to success in the beginning stages, as well during the Take Off phase to fuel acquisitions and marketing spend Critical Success Factors – Cash There is little criticality of cash in Stage III, because the company has a profitable and sustainable business model (for its current scale). Size and Complexity RELEVANT OR NATURAL BY-PRODUCT CRITICAL TO SUCCESS Cash Source: Churchill & Lewis, The Five Stages of Small Business Growth, Harvard Business Review THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
  • 8. As the owner grows its business, there is a clear trade-off in critical between the owner’s ability to execute versus his ability to delegate Critical Success Factors – Owner’s Abilities The owner needs to recognize the need to delegate and relinquish responsibilities to ensure the company’s continued growth. Size and Complexity RELEVANT OR NATURAL BY-PRODUCT CRITICAL TO SUCCESS Owner’s ability to execute Owner’s ability to delegate Source: Churchill & Lewis, The Five Stages of Small Business Growth, Harvard Business Review THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
  • 9. Additionally, we have identified 8 key management factors—4 company factors and 4 owner factors Key Management Factors Critical Success Factors – Key Management Factors Financial Resources— including and borrowing power Personnel Resources— relating to numbers, depth, and quality of people, particularly at the management and staff levels Systems Resources— in terms of the degree of sophistication of both information, planning, and control systems Business Resources— including customer relations, market share, supplier relations, manufacturing and distribution processes, technology, and reputation Owner’s Goals— for himself and for the business Owner’s Operational Abilities— in doing important jobs, such as marketing, innovation, producing, and managing distribution Owner’s Managerial Ability— including willingness to delegate responsibility and to manage the activities of others Owner’s Strategic Abilities— for looking beyond the present and matching the strengths and weaknesses of the company with his goals COMPANY FACTORS OWNER FACTORS 1 2 3 4 5 6 7 8 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
  • 10. Though it is a long and difficult process to reach Stage 5, there are numerous lucrative exit opportunities along the way Evolution of Small Companies To avoid bankruptcy, companies need to maintain their entrepreneurial culture by continuing to innovate and staying relevant. Enter Stage II Enter Stage III Enter Stage IV Enter Stage V Sell Assets Go Bankrupt Business is open! Sell at a loss Go Bankrupt Stuck in Stage II Stuck in Stage III Go Bankrupt Sell at a profit ($) Drop back to Stage III Go Bankrupt Sell at a profit ($$) Drop back to Stage II Operate Drop back to Stage IV Go Bankrupt Sell or merge($$$) Growth Growth Growth Growth Growth May be triggered from large market change – e.g. disruptive technology THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ STAGE V Resource Maturity STAGE IV Take Off STAGE III Success STAGE II Survival STAGE I Existence
  • 11. END OF PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
  • 12. Browse our catalog of PowerPoint Diagram Packs http://learnppt.com/powerpoint Join our mailing list and receive the Basic Toolkit for free ! http://learnppt.com/mailinglist Read our eBook – How to Become a PowerPoint Guru http://learnppt.com/

Editor's Notes

  1. 93 09/15/98 11 25