Identifying and Evaluating the Right Business Opportunity

2021 ◽  
pp. 15-18
Author(s):  
Vesa Turtiainen
Keyword(s):  
Business Opportunity ◽  
The Right

Enhancing the Preparedness of SMEs for E-Business Opportunities by Collaborative Networks

2011 ◽  
pp. 254-270
Author(s):  
Heiko Duin ◽  
Klaus-Dieter Thoben
Keyword(s):  
Strategic Planning ◽  
Automotive Industry ◽  
Impact Analysis ◽  
Virtual Organisations ◽  
Collaborative Networks ◽  
Business Opportunity ◽  
Organisational Form ◽  
Business Opportunities ◽  
The Right

This chapter introduces virtual Organisations (VOs) as a special organisational form of collaborative networks of SMEs to conduct E-Business projects. VOs are normally not created from scratch, but instantiated from a strategic network or pool of enterprises. This enhances the preparedness of participating members when an E-Business opportunity occurs. The underlying strategic network acts as a breeding environment for the VOs. Therefore, it is called a VO Breeding Environment (VBE). Examples from the automotive industry are illustrating the development and needs of this concept. Strategic planning is important for such a network in order to increase chances of occurring business opportunities. The remainder of this chapter shows how scenario-oriented methods such as cross-impact analysis can be used to support a collaborative strategic planning in such networked organisations. The application of such methods allows long-term foresight and the anticipation of the right technological, financial and business oriented decisions.

Enhancing the Preparedness of SMEs for E-Business Opportunities by Collaborative Networks

2010 ◽  
pp. 30-45
Author(s):  
Heiko Duin ◽  
Klaus-Dieter Thoben
Keyword(s):  
Strategic Planning ◽  
Automotive Industry ◽  
Impact Analysis ◽  
Virtual Organisations ◽  
Collaborative Networks ◽  
Business Opportunity ◽  
Organisational Form ◽  
Business Opportunities ◽  
The Right

This chapter introduces virtual Organisations (VOs) as a special organisational form of collaborative networks of SMEs to conduct E-Business projects. VOs are normally not created from scratch, but instantiated from a strategic network or pool of enterprises. This enhances the preparedness of participating members when an E-Business opportunity occurs. The underlying strategic network acts as a breeding environment for the VOs. Therefore, it is called a VO Breeding Environment (VBE). Examples from the automotive industry are illustrating the development and needs of this concept. Strategic planning is important for such a network in order to increase chances of occurring business opportunities. The remainder of this chapter shows how scenario-oriented methods such as cross-impact analysis can be used to support a collaborative strategic planning in such networked organisations. The application of such methods allows long-term foresight and the anticipation of the right technological, financial and business oriented decisions.

Franchising and Information Technology

2011 ◽  
pp. 118-139
Author(s):  
Ye-Sho Cehn ◽  
Robert Justis ◽  
P. Pete Chong
Keyword(s):  
Small Business ◽  
Small Businesses ◽  
Small Business Administration ◽  
Medium Size ◽  
Local Distribution ◽  
Small Business Development ◽  
Business Opportunity ◽  
The Individual ◽  
The Right ◽  
The U.S

According to Justis and Judd (1998), franchising is defined as “a business opportunity by which the owner (producer or distributor) of a service or a trademarked product grants exclusive rights to an individual for the local distribution and/or sale of the service or product, and in return receives a payment or royalty and conformance to quality standards. The individual or business granting the business rights is called the franchisor, and the individual or business granted the right to operate in accordance with the chosen method to produce or sell the product or service is called the franchisee.” Although the business of the franchisor is usually larger than the “satellite small businesses” of the franchisees, most franchisors manage mostly small and medium-size enterprises (Stanworth, Price, and Purdy, 2001). The U.S. Small Business Administration (SBA) recognizes this fact and sponsors various seminars in franchising, for example, business plan and raising capital, through regional Small Business Development Centers (Thomas and Seid, 2000). In addition, SBA sets up programs specifically designed for franchises (for example, Franchise Registry Web site: www.franchiseregistry.com) to streamline the review process for SBA loan applications (Sherman, 1999) and provide special incentives for franchisees to open locations in economically depressed areas (Thomas and Seid, 2000).

scholarly journals Risk Management Application for Business Startups"Jamu Partnership" in Indonesia

2021 ◽  
Vol 8 (8) ◽  
pp. 148-155
Author(s):  
Andhika Saputra ◽  
Rhian Indradewa ◽  
Tantri Yanuar Rahmat Syah
Keyword(s):  
Risk Management ◽  
Healthy Lifestyle ◽  
Treatment Method ◽  
Management Approach ◽  
Daily Routine ◽  
Business Opportunity ◽  
Management Application ◽  
Iso 31000 ◽  
The Right ◽  
Potential Opportunity

Background – Awareness of a healthy lifestyle and thinking back to nature makes society in Indonesia choose jamu as their daily routine drink. Jamu itself is a term for natural traditional medicine from Indonesia. Unfortunately the types of jamu products are still very limited in variants, have a bitter taste and difficult to find in modern places such as cafes. Currently the Indonesian government provides support in health and fitness tourism business activities in the form of jamu cafes. In addition, the community's desire for entrepreneurship through SMEs is also very large. This is a potential opportunity for startup companies in the field of jamu partnerships (business opportunity). Besides that, risks in this startup business also need to be identified, analyzed and treatment. Method – Using the ISO 31000:2018 risk management approach. Result – This analysis help jamu startup companies (business opportunity) in making the right decisions to mitigate risks, so that the business can be sustainable. Keywords: Risk Management, Startups, Jamu Partnership, Business Opportunity, Indonesia.

Jugnoo: expansion or consolidation

2020 ◽  
Vol 10 (1) ◽  
pp. 1-19
Author(s):  
Sushmita Biswal Waraich ◽  
Ajay Chaturvedi
Keyword(s):  
Chief Executive ◽  
Business Environment ◽  
Content Type ◽  
Large Cities ◽  
Business Opportunity ◽  
Academic Level ◽  
Short Period ◽  
New Business ◽  
The Face ◽  
The Right

Learning outcomes The student will be able to understand the concept of spotting an opportunity and exploiting the same. The student will be able to comprehend the various challenges faced in the development of a business idea. The student will be able to understand the strategies that need to be adopted to cope with and grow, in a competitive business environment. Case overview/synopsis Samar Singla, the Chief Executive Officer of Jugnoo, had sensed a business opportunity in auto rickshaw aggregation. He was convinced that being among the initial players in the market of auto rickshaw aggregation, there would be very little competition. He only had to play his cards right, to become the top auto aggregator. As Singla started the business, there were challenges like inducting the auto rickshaw drivers as partners, training them, hiring the right team, putting the right strategies in place and to expand the business. Singla launched and achieved robust growth in the new business, in a short period of time. Soon, however, Jugnoo felt competition breathing down their neck – form cab aggregators who were already dominant players in the cabs aggregation segment, in the large cities. To hedge their risks, Singla added other services such as “Meal” (meal delivery) and “Fatafat” (goods delivery) – as B2C and B2B services. These services, however, had to be closed soon after because of stiff competition from the local players. Singla also adopted the inorganic growth path by acquiring “Sabkuch,” a grocery delivery logistics firm; “Yelo,” a platform that provided online access to businesses and “BookMyCab,” a taxi aggregation company. Faced with tapering growth after an initial steep rise, Singla had to confront a dilemma about the right method of ensuring growth in the face of competition. Complexity academic level Under graduate, masters in business administration and post graduation in the areas of entrepreneurship and strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Information Technology in Franchising

2011 ◽  
pp. 2016-2023 ◽  
Author(s):  
Ye-Sho Chen ◽  
Grace Hua ◽  
Bob Justis
Keyword(s):  
Information Technology ◽  
Quality Standards ◽  
Relationship Building ◽  
Local Distribution ◽  
It Infrastructure ◽  
Business Opportunity ◽  
Bill Gates ◽  
The Individual ◽  
The Right ◽  
The Relationship

Franchising is “a business opportunity by which the owner (producer or distributor) of a service or a trademarked product grants exclusive rights to an individual for the local distribution and/or sale of the service or product, and in return receives a payment or royalty and conformance to quality standards. The individual or business granting the business rights is called the franchisor, and the individual or business granted the right to operate in accordance with the chosen method to produce or sell the product or service is called the franchisee.” (Justis & Judd, 2002) Information technology (IT) has been widely used in today’s businesses. In his best seller, Business @ the Speed of Thought, Bill Gates (1999) wrote: “Information Technology and business are becoming inextricably interwoven. I don’t think anybody can talk meaningfully about one without talking about the other.” Thus, to see how IT is used in franchising, one needs to know how franchising really works. The objective of this paper is to propose an attention-based IT infrastructure that can cultivate the relationship building between the franchisors and their franchisees which will ultimately lead to the success of the franchise organizations.

scholarly journals The Development Model of Store Atmosphere in Culinary Business to Increase the Purchasing Interest of Society in the Sub-District of Percut Sei Tuan

2018 ◽  
Vol 5 (2) ◽  
pp. 4406-4415
Author(s):  
Nel Arianty ◽  
H. Akrim Ashal Lubis
Keyword(s):  
Field Survey ◽  
Business Owners ◽  
First Year ◽  
Test Model ◽  
Business Opportunity ◽  
Average Value ◽  
Pocket Book ◽  
Second Year ◽  
Fierce Competition ◽  
The Right

Culinary business has a lot of competition which is faced by business actors. So, in the culinary business, it demands every effort to be able to compete and to defend against competitors. The increasingly fierce competition requires the entrepreneurs to think of the right strategy in competence. This becomes a business opportunity and challenge for every business that operates in Indonesia. This study aims to make the store atmosphere in culinary business able to compete and to increase the purchasing interest of the society, therefore the purpose in the first year is to conduct a field survey to record and to analyze the culinary business so that people know and are interested to visit and to buy the products that are offered. In the second year is to design and to test model, and to make brochure or pocket book about store atmosphere in culinary business. From the results of study, it shows that the store atmosphere in culinary business in Sub-District of Percut Sei Tuan if it is viewed from the store exterior indicator, it has less good value with an average value of 3.216, general interior also has less good average value with an average value of 2.984, while store layout in the business has good value with an average value of 3.578 means that business owners can maintain by improving existing facilities, store displays have less good average value with an average value of 3.328. If it is seen from the results, it is expected that culinary business owners in the Sub-District of Percut Sei Tuan should improve the atmosphere of business place for purchasing interest of society to emerge. Besides store atmosphere indicator, the addition of other indicators is the purchasing interest of the society in which the average value that is generated from the questionnaire is still showing less good value with an average value of 3.3, it means that it becomes a problem for culinary business in Sub-District of Percut Sei Tuan.

scholarly journals Blockchain for and in Logistics: What to Adopt and Where to Start

Logistics ◽  
2018 ◽  
Vol 2 (3) ◽  
pp. 18 ◽  
Author(s):  
Mario Dobrovnik ◽  
David Herold ◽  
Elmar Fürst ◽  
Sebastian Kummer
Keyword(s):  
Logistics Industry ◽  
Business Opportunity ◽  
Academic Literature ◽  
Organisational Capabilities ◽  
Organisational Structures ◽  
The Right

Despite the claim that blockchain will revolutionise business and redefine logistics, existing research so far is limited concerning frameworks that categorise blockchain application potentials and their implications. In particular, academic literature in transport and logistics to date has not sufficiently distinguished between blockchain adoption (‘what to adopt’) and the identification of the right business opportunity (‘where to start’). In response, this paper (1) uses Rogers’ (2003) ‘attributes of innovation framework’ to identify potential blockchain applications and (2) presents a framework explicating four transformation phases to subsequently categorise the identified areas of application according to their effects on organisational structures and processes. Using academic and practitioner literature, we classify possible applications for adoption and provide a framework to identify blockchain opportunities in the logistics industry, thereby helping managers to systematically assess where to start building organisational capabilities in order to successfully adopt and deploy blockchain-based technology.

Punjabi Jutti: the case of a missing brand

2020 ◽  
Vol 10 (4) ◽  
pp. 1-25
Author(s):  
Mithilesh Pandey ◽  
Rajesh Poonia
Keyword(s):  
Learning Outcomes ◽  
Business Plan ◽  
Value Proposition ◽  
Content Type ◽  
Business Opportunity ◽  
Mba Students ◽  
Academic Level ◽  
Online Platforms ◽  
The Right ◽  
Unorganized Sector

Learning outcomes The learning outcomes are as follows: to familiarize students with the concept of segmentation, targeting and positioning; to make students understand the need and process of building a brand; to help students to identify the market gap and meet customer’s requirement by delivering the right value proposition; and to examine the feasibility of business opportunity, develop a business plan and run a successful firm. Case overview/synopsis This case is about the quest of three MBA students who accidentally get into argument about footwear brands. This argument leads them to Punjabi ethnic footwear popularly known as “Punjabi Jutti.” They decide to understand the background of “Punjabi Jutti” and the possibility of developing a brand for the same. An extensive research was carried out through the various online and offline platforms. The research included searching through the existing literature, collecting data from the various online platforms such as e-commerce websites and interviews from the field. The research revealed that this traditional artwork is an unorganized sector. The manufacturers and marketers are two main parts of this business. However, the mainstay of the business is the skilled labors who know the art of making “Punjabi Jutti.” This art has been inherited by them from their previous generations. Also, it was found that there was good demand of the “Punjabi Jutti” in India and it was exported to various countries as well. Customers had a mix response toward these products. This extensive research has now put these students in a dilemma as to what should be the next step. Should they step into this business by creating their own brand? Will this entrepreneurship venture be sustainable? If they created a brand for the “Punjabi Jutti” then what kind of brand it would be? Complexity academic level Post graduate, entrepreneurs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Franchising and Information Technology

2005 ◽  
pp. 1218-1225
Author(s):  
Ye-Sho Chen ◽  
Bin Zhang ◽  
Bob Justis
Keyword(s):  
Information Technology ◽  
Quality Standards ◽  
Local Distribution ◽  
Business Opportunity ◽  
The Individual ◽  
The Right

Franchising is “a business opportunity by which the owner (producer or distributor) of a service or a trademarked product grants exclusive rights to an individual for the local distribution and/or sale of the service or product, and in return receives a payment or royalty and conformance to quality standards. The individual or business granting the business rights is called the franchisor, and the individual or business granted the right to operate in accordance with the chosen method to produce or sell the product or service is called the franchisee.” (Justis & Judd, 2002)

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