Professional Documents
Culture Documents
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
Small scale enterprises quite often face distinctive problems. These are:
1. Difficulty in obtaining credit from commercial banks because of their general inability to
provide security.
5. Difficulty with competition from other local entrepreneurs in the same line of business
competing for the limited local market.
6. Difficulty in obtaining industrial land in towns and cities. The shortage of industrial land is
giving rise to more and more backyard operations.
7. Under capitalisation.
9. The manner in which both the needs of the economy and linkage with existing industry
can best be served.
SAV6/SAV22-SBM/H1-PSME/Nair/Sept99
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
1. The small firm provides a productive outlet for the energies of that large group of
enterprising and independent people who set great store by economic independence and
many of whom are antipathetic or less suited to employment in any organisation but who
have much to contribute to the vitality of the economy.
2. In industries where the optimum size of the production unit or the sales outlet is small,
often the most efficient ( as measured, say by profitability ) of business organisation is a
small firm. For this reason many important trades and industries consist mainly of small
firms.
3. Small firms add greatly to the variety of products and services offered to the consumer
because they can flourish in a limited or specified market which it would not be worthwhile
or economic for a large firm to enter.
4. Many small firms act as specialist suppliers to large companies of parts, sub-assemblies,
components or services ( contracted-out labour, maintenance, etc. ) produced often at a
lower cost than the large companies could achieve. Small firms provide an important part
of the economic infrastructure upon which the economy depends.
5. In an economy in which even larger multi-product firms are emerging, small firms provide
competition, both actual and potential, and provide some check on monopoly profits and
on the inefficiency which monopoly might breed. In this way they contribute to the efficient
working of the economic system as a whole. Furthermore, big business knows that its
chance to continue under private auspices rest heavily upon the presence of many virile,
healthy small businesses, and so will aid their survival.
SAV6/SAV22-SBM/H2-Role of SF/Nair/Sept99
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6. Small manufacturing firms, in spite of their relatively low expenditure on research and
development in comparison to many sectors as a whole, are an important role in
innovation because of the generally lower capital costs of development work.
8. Small firms provide a means of entry into business for new entrepreneurial talent and the
seed-bed from which new large companies can grow (although their numbers will be very
small ) to challenge and stimulate the established leaders of industry.
9. Small firms provide a means by which new resources, or resources which would otherwise
lie dormant, can be brought into productive use and so increase output at a possibly
marginal opportunity cost. At the same time, small firms also provide an outlet for
investment goods and investible funds.
10. In a period of economic depression many unemployed people may go into self-
employment ( and hence establish a new, small firm ) to tide themselves over until new
employment opportunities develop.
11. Small firms are important employers of skilled labour (e.g. engineering craftsmen) and
many, as a result of their intensity, may help to maintain a skilled labour base in an area,
or in an industry which largely routine semi and unskilled work is being provided in large
companies.
SAV6/SAV22-SBM/H2-Role of SF/Nair/Sept99
3
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
INTRODUCTION
This Appendix presents the complete business plan for the Roaring '20s Museum, created by
Michael Y Graham. This plan was the international awardwitining business plan at the University
of Miami International Business Plan Competition. The business plan represents the hard work,
vision, and perseverance of an entrepreneur.
Michael Yore Graham personified a college professor's dream come true: a student dedicated to
doing whatever it takes to research, write, present, and defend an award-winning business plan,
the Roaring'20s Museum.
As you read Mike's plan, try to resist concluding that he must be a magician, creating the plan out
of smoke and mirrors. The plan's critical mass is Mike's vision, energy, and commitment blended
with his resourcefulness and willingness to adjust preconceived notions to the realities of
business.
This plan was prepared and written by Michael Yore Graham, 345 Cleveland Avenue,
Libertyville, Illinois 60048. Reprinted with permission.
If you expect to sell to another business or organization, estimate what industries they are in,
what kind of company, how long they have been in business, how many employees, their annual
sales, what department would be interested in your offer, who their customers are and anything
else you can identify.
Define the main geographic area you intend to sell to during your first year.
Are selling to your neighbourhood? Your community? HochiMinh City? Vietnam? By defining
where you are going to sell in your first year you immediately put yourself in focus. You will
likely be able to figure out how many potential customers are located in this area. If you are selling
to a large geographic area, you will probably need a good deal of money, marketing and resources.
Defining this area makes it much easier to figure out what your needs are going to be.
6. Estimate what price you can charge, yet still remain competitive.
Determining how competitive you can be is a big step toward how feasible your idea is. If your
product is superior to your competition and your market is not very price sensitive then you may
be able to charge considerably more than your competition. If you are selling to retailers or
wholesalers, you will have to leave enough room for others to mark your products up .
7. Why would your customers buy from you instead of your competition?
What is unique about your offer that would benefit your customer? There may be something
about your product, your price, the friendliness and speed of your service, your hours of
operation, your level of quality, the skills of your employees or other aspect of your business.
17. Make a list of the resources you will require to start your business.
List the employees, floor space, leasehold improvements, equipment, vehicles, inventory,
supplies and services you will require to open your business. Estimate the costs of each item on
your list. You will need this list to determine your start up costs .
20. Prepare a monthly cash flow forecast for your first year of operation.
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• Explore ways to share your advertising costs using cooperative advertising.
• Follow up customer purchases with a thank you letter.
• Follow up customer purchases with Tet or birthday cards.
• Have your company profiled in a magazine or newspaper that is read by prospective
customers.
• Hire an advertising agency or public relations firm.
• Hold a promotional contest.
• Include promotional material with your invoices.
• Look for prospective customers at trade shows related to your industry.
• Look for prospective customers in associations related to your industry.
• Look for prospective customers at seminars related to your industry.
• Look for prospective customers in magazines and newspapers related to your industry.
• Package your brochure, price lists and letter in a folder for your customers.
• Place a sidewalk sign outside your store or office.
• Place flyers on bulletin boards and car windshields.
• Place promotional notes on your envelopes, mailing labels.
• Place signs or paint logos on your company vehicle(s).
• Prepare a corporate video.
• Prepare a list of product features and benefits to help you plan your advertising and
promotional campaigns.
• Provide free samples of your product or service.
• Provide public tours of your operation.
• Sponsor a charity event.
• Sponsor an amateur sports team.
• Sponsor a cultural event through a community arts organisation.
SAV6/SAV22-SBM/H5-BPIL/Nair/Sept99
11
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
A business structure is the legal form of ownership of a business. You must know about these
forms of ownership, because they affect your business survival.
Let’s imagine that you are happily working along, thinking your business is doing well. Your
partner is buying all sorts of useless equipment costing so much that the partnership goes broke.
What happens to you when the partnership is wound. You can’t say, “I didn’t know about legal
aspects of partnership”. Ignorance is no defense at all under the law.
Make it your business to know about business. The structural form of your business will
influence, amongst other things:
• Your liability for debts
• Legal procedures for dealing with other people
• How you can sell your business and at what price
It’s up to you which form you choose, but you would be well advised to discuss the choices with
an expert like an accountant or solicitor.
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WHAT FACTORS INFLUENCE THE FORM OF OWNERSHIP
Choosing the type of ownership for your business requires that you examine many factors to
determine which type will best suit your needs. You should examine such factors as –
• start-up costs
• the amount of control you desire
• the amount of personal risk you are willing to assume
• need for assistance in particular areas
• need for continuity
• need of flexibility
Table 1 identifies some of these factors as advantages and disadvantages to the particular type
of ownership in which you may be interested.
SAV6/SAV22-SBM/H6-BS/Nair/Sept99
13
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn /swissait@hotmail.com
The following is a comparison between “Starting a New Business” and “Buying an Existing
Business”.
With purchase of a business, the purchaser gets its assets. The value of these assets can be
calculated in at least four ways, namely:
1. Book Value - the balance sheet figure for assets, which gives the price paid for them minus
depreciation.
2. Replacement Value - the cost of buying new or equivalent item to replace existing assets
SAV6/SAV22-SBM/H7-WESB/Nair/Sept99
14
4. Appraised Value - the value of an asset according to an objective assessment from
someone familiar with the market. Because this price takes into account both the seller's
side and the buyer's, it typically is somewhere between the replacement value (which can
be above the original price due to inflationary pressures) and the liquidation value.
To illustrate the differences between the four methods, we will use the purchase of a small
automobile rental agency. Company accounting records show the book value of the cars to be
$30, 000 (five cars, each worth $6,000). The cars are each 2 years old, and since they have a
useful life of 4 years, they are each worth one-half of their original cost of $12,000,
To replace the fleet of cars, we find we will have to spend $8,000 each. The replacement value of
the assets, then, is $40,000.
As the next part of our investigation, we determine the liquidation value. If we decided after
buying the business that it was a mistake and that we have to sell out for whatever we can get,
we would find the lowest price prevails. Each car is worth only $5,000, so the assets would bring
only $25,000. Finally, the appraised value is used, which in this case is $7,000 per car, giving a
total of $35,000.
Which of the four is best? It is seldom the book value; this is an accounting entry and only rarely
matches actual value. The replacement value is useful for the prospective buyer who has
decided definitely to go into the business being considered. It is necessary to buy the business
with its assets, or find them elsewhere. The liquidation value provides the best data for a "worst
case" scenario. That is, an entrepreneur can take some comfort in being able to salvage this
amount from the business if everything turns sour. Of course, the liquidation value figure
changes, so the $25,000 figure in our example will decrease steadily over time. The appraised
value is the most useful figure in negotiations between a buyer and seller who are both
knowledgeable and interested in completing the deal.
Step 1 Determine the adjusted tangible net worth of the business. This is the total value of the
firm's assets, using the appraised value, minus its debts. For our car rental firm,
which has $5,000 in debts, this is $35,000 $5,000 or $30,000.
Step 2 Estimate how much the buyer could earn annually with an amount equal to the value of
the tangible net worth (from step 1), invested elsewhere at a level of risk similar to
that of the business being considered. In addition to risk, this figure will reflect the
current rate of interest. Let's use 10 percent here; that gives us $3,000.
Step 3 Add the normal salary for the owner-operator. That is, the income that the individual could
be expected to earn elsewhere. We will estimate $20,000.
Step 4 Determine the average annual net earnings of the business over the past few years. This
figure is before income taxes and the owner's salary have been subtracted. Our real
interest is in the likely level of earnings for the next few years, so trends in past
earnings are important. The car rental firm averaged annual net earnings of
$30,000.
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Step 5 Subtract the buyer's investment's earning power (step 2) and the owner-operator salary
(step 3) from the business's average annual net earnings (step 4). This is the extra
earning power of the business ($30,000 - $3,000 - $20,000), $7,000.
Step 6 Multiply the extra earning power by what is called the it years of profit" figure. This years
of profit figure is intended to reflect the "uniqueness" of the business. How difficult
and risky would it be to establish such a business? How long would it take to do so?
How much goodwill has the business -established? A well-established business
might warrant using a 5 here; a company that has just started might suggest a 1.
Here we will use a 2, giving us, for intangibles, $14,000.
Step 7 To arrive at the final price., we add the firm's adjusted tangible net worth and the value of
its intangibles (steps 1 and 6). This gives us $30,000 and $14,000 for a total price
of $44,000.
SAV6/SAV22-SBM/H7-WESB/Nair/Sept99
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Example Business A Business B
In example A, the seller receives a value for goodwill because the business is moderately well
established and earning more than the buyer could earn elsewhere with similar risks and effort.
Within three years, the buyer should have recovered the amount paid for goodwill in this example.
In example B, the seller receives no value for goodwill because the business, even though it
may have existed for a considerable time, is not earning as much as the buyer could through
outside investment and effort. In fact, the buyer may feel that even an investment of $100,000
the current appraised value of net assets- is too much because it cannot earn sufficient return.
SAV6/SAV22-SBM/H7-WESB/Nair/Sept99
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SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn /swissait@hotmail.com
FRANCHISING
To understand fully what is meant by a franchise, it can be helpful to know the major differences
between buying a franchise and starting your own business.
What do you check into when buying a franchise? An easy answer to that question is:
everything. While it is impossible to list everything that you must investigate when contemplating
the purchase of a franchise, we do list some main points. From these points, you should be able
to develop other questions to ask.
The franchisor
SAV6/SAV22-SBM/H8-Franchising/Nair/Sept99
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Find out who the principals are and what their business background is. Is their business history
connected with the product or service they are franchising? The answer should be yes if you are
depending on them for expertise in running your franchise. Have there been, or are there any,
civil or criminal actions against them? Are the franchisors successful business people in their
own rights? Is the franchiser a multinational company, a national company, or a comparatively
small enterprise?
The franchise
Exactly what does the franchiser own or control (trade name, trademark, product, process and
when will this ownership or control expire? How well-known is the franchise operation? How long
has the franchise operation been in existence? Is it a growing franchise, yet well established?
Find out the number of franchise already established and obtain the names and addresses of the
franchisees. This is invaluable in checking for candid facts. You should definitely evaluate at
least one of the established franchises to determine for yourself how successful the venture is.
Have any franchisees failed and, if so, why?
Obtain an estimate of the amount of sales that the franchise will generate. These estimated
figures should be not only for your proposed first year of operation but for as many years ahead
as is realistically possible. The estimates that you obtain should be checked with the actual from
existing franchises. It is important that you undertake a market study of your own so as to assess
your share of the market. It may well be that the franchisor's estimate is overgenerous or does not
consider the time factor necessary for you to reach the potential of full earnings.
Who decides the location of the franchise - you or the franchiser? Will the franchiser help you
find a location in your territory? Make sure you are satisfied with the location for it must be the
most suitable one, from a market point of view, for you. Do your premises have to meet certain
standards such as square footage or street frontage? Can you adapt existing premises to house
your franchise operation or must you operate in new premises? If premises must have a
standard appearance to conform to the franchise image, do you know who pays for this? trust you
construct your own building (if new premises required) or does the franchiser do this and you only
lease? If you lease, is it specified for how long and can you sublease or move your franchise
operations to another location within your territory? Find out if it is advantageous to set the term
of your lease to the term of your franchise agreement.
Check if the franchise agreement calls for specific equipment and fixtures. In many cases, this is
required so that each individual franchise operation presents a uniform appearance. If this is true
for your operation, find out if you must buy the items from a specified source (such as the
franchiser) or can shop around for the best deal. If you must buy from a named source, find out if
you can arrange terms. If leasing the equipment and fixtures from the franchisor, make sure you
understand the terms. What about warranties and repairs to equipment and fixtures? The layout
of your operations may also be specified. Verify what input you can have or what adaptations, if
any, you can make.
SAV6/SAV22-SBM/H8-Franchising/Nair/Sept99
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Protection of territory
Has your territory been defined? And is it clearly defined even to the point of being marked on a
map? For how long a period of time is this territory exclusively yours? What is the protection -
that no other franchise will be sold in your territory for so many years or, that you have first refusal
on any new franchise in your territory? Make sure that any offer for first refusal will not come too
soon before you have benefited fully from your first franchise operation. Also, check that the
contract does not specify that, in order to retain exclusive territory, you must buy more franchise
operations. Can your territory be reduced at any time by the franchiser? Can you expand your
territory?
Purchase costs
You must know what all the purchase costs are. What is the total franchise fee and what are you
really buying? Does the "package" cover just the right to use a name or trademark, or are you
also buying initial inventory, equipment, and fixtures? Is the franchise fee a one-time payment or
must you pay again when renewing your contract? Are there service charges or royalties
specified such as a percentage of gross sales? Are terms available with the franchisor? Can the
franchisor help you arrange financing? Who pays the legal fees? Who pays for permits, licences,
and insurance? Are there penalty clauses? If you are leasing the premises or equipment from
the franchisor, do you have to make advance payments of leave a damage deposit? if buying
equipment and fixtures, when and how do you pay for them?
Training
Find out if the franchisor will give you training. If the answer is yes, find out who pays for it. The
training may be a “once only" affair or it may consist of an initial indoctrination followed by
refresher sessions. What does the training consist of - management skills, product or service
skills, operational skills, or a combination of all aspects? Are there training courses available for
your employees and, if so, who pays for them? Can you telephone the franchisor for quick
advice?
Do you have the right to adjust the prices or are they set by the franchisor? Can you offer
specials on your own? Are there sales quotas and are they realistic? What happened if you do
not meet minimum quotas?
Business controls
SAV6/SAV22-SBM/H8-Franchising/Nair/Sept99
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Usually, franchisors will spell out how a franchisee will operate his or her franchise. This may be
looked upon as a curtailment of freedom. Nevertheless, it must be recognized that this is the way
the franchisor obtains uniform standards of image from all his or her franchises. These controls
usually include advertising policies, insurance policies with the franchisor as beneficiary, hours
and conduct of business, accounting procedures, reports from the franchisee to the franchisor,
and even access to the franchisee's records and bank. Often, business controls can mean that
the franchisee must run the business in person and cannot designate a manager. The contract
may also state that the franchisor has the final word in any disagreement between the franchisee
and the franchisor.
Note:
Two important people who must help you when examining the purchase of a franchise are your
accountant and your lawyer. Have your accountant prepare a forecast of your franchise operation
and assess your return on investment. Remember, you are not just purchasing a franchise, you
are also going to operate one. Working capital is a definite requirement.What will your lawyer do?
He or she will explain every clause of the contract to you and, if necessary, will write in additional
clauses to be negotiated with the franchisor, and will be there to protect your rights.
What should you expect from the Franchisor in support of your business?
SAV6/SAV22-SBM/H8-Franchising/Nair/Sept99
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• Stationery
• PR material
4. Market research • To help identify demands and new trends.
5. Administrative support • Accountancy and legal services
6. Bulk purchasing • Specially negotiated price for Franchisees
7. Initial support • Finding suitable premises
• Preparation of plans, planning applications
• Obtaining finance
• Purchasing stock/equipment
• Getting the business off the ground
Remember you are paying for many of these services in the franchise fee - check carefully what
is included and what rights you have if promises of support are not forthcoming.
SAV6/SAV22-SBM/H8-Franchising/Nair/Sept99
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SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
HANDOUT 9
4. Unique sell: What you’re good at – and what your rivals don’t have, Fiji Time, 1989
SAV6/SAV22-SBM/H9-F&M/Nair/Sept99
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
HANDOUT 10
SAV6/SAV22-SBM/H10-SMEs in Vietnam/Nair/Sept99
SAV
SDC
Swiss-AIT-Vietnam Management Development Programme
c/o HCMC University of Technology, 268 Ly Thuong Kiet, Dist.10, Ho Chi Minh City, Vietnam Tel: (84-8) 865 08 80 Fax: (84-8) 865 08 81 E-mail: SAV@netnam2.org.vn
/swissait@hotmail.com
Briefing
The final exam paper consists of two parts:
Part 1 (Closed Book) – 70.5 marks (70.5%)
Short Answer and Application Questions (SAAQ), and Multiple Choice Questions (MCQ)
Part 2 (Open Book) – 29.5 marks (29.5%)
Case Study – 3 pages + Short Questions
Breakdown of Questions
Part 1 – consists of 2 sections
Section A – 15 SAAQ x 2 marks each = 30 marks (30%) 70.5%
Section B – 27 MCQ x 1.5 marks each = 40.5 marks (40.5%)
Part 2 – consists of a Case Study
Five (5) short questions (about one page answer for each question)
Note: Marks for each question is listed after the question
Additional Notes
1. Read the instructions carefully at the beginning of each part and section.
2. Read the questions and its parts very carefully.
Thank you !