50 Steps to Business Success: Entrepreneurial Leadership in by Peter M. Cleveland

By Peter M. Cleveland

Here's a grasp plan for leaders who need to know the dynamic, confirmed thoughts any enterprise leader-from the fruit stand proprietor to the Fortune 500 chairman-must use to construct a profitable entrepreneurial firm

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Extra resources for 50 Steps to Business Success: Entrepreneurial Leadership in Manageable Bites

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Ann insisted that more than sufficient potential volume existed for a profitable outlet. Laura found herself in the position of referee. She had data to support the decision and a proven blueprint from previous successes. Why not just go ahead? The three were deadlocked. Then, Laura had an idea. The three spent a day in the south end: they lunched at a local cafe and drove through neighborhoods looking at age, style, and size of homes, street by street. At the end of the day, they weren't sure the number of wealthy, aging homes would sustain profitable business volumes.

Cousin Hugo also owned and managed a similar company of 14 stores. His total net income exceeded $563,000, in excess of $130,000 more than Guido — with fewer stores. You — The Leader Hugo constantly pursued Guido to discuss common business matters and believed that comparing notes would strengthen both businesses. Guido didn't feel he needed help from his cousin, even though Hugo earned more and did not compete in the same area. Seeking advice from his younger cousin was unthinkable. Being the older businessman, Guido thought, he must be stronger.

Then, it seems like a failure. It wasn't enough to have a company objective to increase sales by 50 percent. The magnitude of Beth's personal objective demanded a detailed trail of smaller company goals to be developed and implemented. Working harder at traditional sales plans failed to produce the desired results. Let's look at what they did in 1989. During 1989 planning, they met with their accountant to determine how to improve performance. 1. For each goal, specific action plans were devised and responsibilities assigned to each shareholder.

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