1. INTRODUCTION
This teaching note will serve as complementary analysis of the case developed about Enactus Tilburg University, the branch of Enactus International operating in Tilburg area. Enactus International is an NGO with the main purpose of "enable progress through entrepreneurial actions" (Enactus.org), the organization was founded in 1975 in the United States with the name of SIFE (Students in free enterprise). The operating model adopted since the beginning is based on student volunteers from all around the world, every group, as long as part of an educational institution and formed at least by 4 people can become part of Enactus with a sort of franchising model (excluding obviously the royalties concept, considering the charity nature of the organization), once that the two above mentioned conditions are met a new Enactus cell is formed. Each subsidiary has total autonomy in organizing itself in teams and in undertaking projects on a local basis. Is in this way, through a group of 4 students that in 2007 Enactus Tilburg University was formed, from then till now its growth has been exponential both in terms of volunteers recruited and of donations received. The case study that we wrote about Enactus Tilburg University we talked about the organization, its internal processes concerning the projects and the industry context, finally we introduced the main challenges the organization faces at the moment, specifically how to manage the transition between teams and management when the student volunteers leave the organization at the end of their studies in Tilburg and how to ensure the firm's long term survival and financial sustainability. In this teaching note I'm going to use two theoretical concepts from our course read...
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...ticle is the co-evolution or the interaction between the two groups of firms, in the beginning sustainable start-ups introduce the innovation on the market often in cooperation with NGOs or charities, once that this transformation is kicked-off by bioneers or social bricoleurs they are usually quickly followed by some incumbents. Proceeding with the market transformation high-growth Davids emerge, they can usually combine product innovation of the early Davids and process innovation of Goliaths, while in the early stages Davids try not to grow too much in order to not rise attention of Goliaths on them, these high-grow Davids aim to growth and to gain market share. In the last stage of the transformation Goliaths eventually enter the mass-brand market with the innovation due to the competitive threat of high-growth Davids and the potential profit that they can get.
Identify the company’s philosophy, i.e. its approach to business is to educate and graduates inspired and build a lifelong relationship with its students.
In contrast to the standard view of the firm, Veblen recognized that the industrial age brought with it a new type economic organization much different from the single owner businesses and small partnerships that are closer to the standard idea of the firm. Hi...
Management is the strategic operation of any organization whether for profit or non-profit. The ideology of an organization is to sufficiently meet the objectives of the company, and if possible, set a remarkable standard in the market place. It is argued that, “the search for new information is a human capability, organization systems, processes, and incentives are encourage-able mechanisms; however, it is the manager and not the organization’s responsibility to be innovative” (Qiang, Maggitti, et al, 2013, pg. 894). The development and expansion of creditable managers points to individuals who are aware of the organization needs in reference to acquisitions, new products, interest to stake holders, and maximizing company profits. To achieve the desired outcome of these objectives, companies employ what is fundamental in catalyzing these goals; the necessity of a business plan. An organization is an entity in and of itself, henceforth, it strives to become reputable, to its employees, desiring credibility among its competitors, and customers. A good beginning for any company is to always have a unified interest in its objectives and customers satisfaction. Augmenting to this argument, is the responsibility of every company to be ethical in its operations, and contribute through social responsibilities to its environment. Henceforth, it is with consideration that the following criteria is implemented for effective management.
The firm wanted to promote corporate social responsibility, so I spearheaded the idea of purchasing school materials and a volunteering program for employees to tutor unfortunate high-school students. Within two weeks, this program reached over 1,200 students in Jakarta. If in that short time, a single business could make such an impact, imagine the great things that would happen if all Indonesian business helped out. With the scholarship I know that it will allow me to the next step in my education, to equip myself with the necessary tools to initiate a revolution for a greater cause; to make impact that truly
Sustainability is broadly characterized as addressing the present generation’s needs without jeopardizing the future generations to address their own issues. Sustainable procedures are those that outcome from an establishment's commitment to environmental, social and economic, or the "triple bottom line." The term "sustainability," is the advancement of a procedure or management framework that serves to maintain economy and high standard of life while regarding the need to maintain natural resources and secure the nature.
Build-Up Phase, once companies absorbed knowledge they started to research and improve their own brand, and imitating the existing technology achieving innovation and chain expansion, namely, exportation of their product.
The Sylvan case study illustrates the challenges of building value and improving business performance through an acquisition and diversification strategy that did not coincide with the capabilities and competencies that originally built the Sylvan brand. Sylvan was founded by W. Berry Fowler in 1979 and during his six year tenure, Berry developed the franchise business model, training and educational programs, and teaching methodology that provided Sylvan with a competitive advantage in the education industry.1 Berry Fowler built his business strategy through an intimate understanding of customers needs and developed Sylvan’s core competencies around providing supplemental education designed to fill the educational gaps experienced by students. 1 Upon Berry’s departure, Sylvan’s new CEO, Douglas Becker, embarked on a corporate-level strategy of related diversification. However, this strategy did not successfully translate into financial economies between businesses nor did it obtain significant market power through these additional levels of educational diversification.2 To that end, this case study will look more closely at Sylvan’s process of diversification and acquisition strategy, management’s leadership as Sylvan transitioned from their founder and the new course the organization charted to address additional challenges for the new millennium.
Entrepreneurship for social change: Is the U.S. doing enough to encourage and support sustainable social innovation?
Legal structure is one of the most important parts of the current society and nation that help the authorities and people to follow the determined path in achieving a specific target. Moreover, in the current environment, it is important for the authorities and nations to highlight and implement strict environmental policies in their respective countries in order to reduce the increasing environmental issues in the world.
Non-profit organizations do not belong to the commercial sector or the public sector, but occupy an intermediate position. It gives them greater flexibility in their work, but requires from manager’s considerable skills and experience in their management.
For organisations of all types, the last three decades have been crucial in changing the manner in which organisations interact with each other, stakeholders, the government, and themselves. Most of these changes occurred because of the evolution of globalisation, increased cooperation between nations and regions, while, at the same time, increased stakeholder expectations, opened hundreds of new markets, and now requires that organisations operate on a new level (Munshi, S., et al., eds., 2004). Businesses have also undergone a change in its overall philosophy – not just moving toward entrepreneurial thought as a way to change their marketing paradigm, but through consumer and corporate expectations of business in a more ethical and sustainable manner (Smoder, J., et al., 2003).
As industry liaison at the School of EEE at NTU, I facilitate industry partnerships and promote entrepreneurship within the school. In the coming months, we will be launching an entrepreneurship ...
Academic week, a compulsory activity for business administration students, talks are given by well-known and successful persons in our society. In order to lets us have different experience to the academic week and widen our vision in the business world, topics of academic week will be changed every year. For this year, ‘Enterprises Development A challenge for Sustainability’ give us an opportunity to understand the importance of sustainability to a firm.
Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. Rather than leaving societal needs to the government or business sectors, social entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution, and persuading entire societies to move in different directions. ust as entrepreneurs change the face of business, social entrepreneurs act as the change agents for society, seizing opportunities others miss to improve systems, invent new approaches, and create solutions to change society for the better. While a business entrepreneur might create entirely new industries, a social entrepreneur develops innovative solutions to social problems and then implements them on a large scale.
To be a successful entrepreneur, there are steps that one must follow when starting a new enterprise. These steps are termed as the process of entrepreneurial which is the systematic method of preparation of an enterprise that consists of four steps. The four steps are fundamental to the success of an entrepreneur venture. The four entrepreneurial processes includes discovering, assessing and opportunity, developing a business plan, establishing resource needs, and managing the resulting enterprise (Barringer & Ireland, 2010). Each individual step is vital for the start of an entrepreneur venture and for an entrepreneur to achieve their entrepreneurial goals. This paper will discuss the four steps of the entrepreneurial process,