Laws & Regulations
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4. |
Identify and explain laws and regulations that affect the small business owner. (III) |
- Antitrust, Business, Corporate, and Contract Law - Supreme Court Drama: Cases That Changed America
- Commercial Law - Gale Encyclopedia of American Law
Books
Business Partnership Essentials: A Step-by-Step Action Plan for Succeeding in Business With a Partner, Second Edition by Call Number: eBookISBN: 9781547400201Publication Date: 2017-12-18Business partnerships are vital to the US economy yet their failure rate is alarming: 70% of them don't make it. Dr. Lehavi is leading the charge to reverse this statistic. As a business partnership relationship coach, she intimately knows the impact that these partnerships have on cofounders, employees, customers, families, local communities, and global markets. Business Partnership Essentials walks you through every phase of the process--from choosing the right partner and operating your business on a daily basis, all the way through to exit and planning for the unexpected.
A. Buying an ongoing business
- Buying A Business- Sometimes It's Easier Than Starting One.Focuses on the revenue gained by organizations in acquiring businesses. Importance of market analysis; Advantages for nonprofit organizations; Initial investments.
- How to buy a BusinessStarting from scratch isn't the only way to get started. Buying an existing business can help you hit the ground running. Here's what you need to know to find a great deal.
- Buying Existing Businesses - SBAFor some entrepreneurs, buying an existing business represents less of a risk than starting a new business from scratch. While the opportunity may be less risky in some aspects, you must perform due diligence to ensure that you are fully aware of the terms of the purchase.
- Buying an Existing Business: The In-Depth GuideHere’s your step-by-step guide to buying an existing business, from understanding the pros and cons to closing the deal.
Buying and Selling a Business for Wealth by Call Number: eBook - click on titleISBN: 9781854183941Publication Date: 2007-08-21This book explains how to start or buy, then develop and sell, a business in order to realize capital and personal wealth. When making profit plans, most owners work only on a day-to-day basis and give no thought to an exit or succession. Many are unaware that it is possible to work on the profit and capital value at the same time. Here the authors show the owner how to achieve maximum income during his/her stewardship of the business, while planning for a sizeable business asset through a sale. Using case studies and detailed guidance, the book provides practical advice on how to create and improve capital value through various means, such as leadership, people, culture and branding.
B. Starting a business
- Starting a Small Business in Tough Economic TimesStarting a small business is hard work in any environment, but it's even harder in a tough economy. This is partly because when credit markets are tight, it can be challenging to get financing. That’s why it’s crucial for small business owners to hone their business plans.
C. Developing a family business
- Family Businesses There is no agreed-on definition of a family business. The percentage of ownership, the strategic control, the involvement of multiple generations, and the intention for the business to remain in the family are among the many criteria that experts use to distinguish family businesses from other types of businesses.
- Educating Family Business Owners: The Fundamental Intervention. This essay lays out an approach to educating family business owners that builds on the authors' experience as consultants to complex family enterprises for over 30 years. Education is seen as an essential precondition to effective continuity and succession planning. Essentially, it provides awareness, language, direction, and hope-all key ingredients for planned generational change.
- How Family Business Members Learn About Continuity Continuity is about connection and cohesion over time. A defining question in the study of family business is how the family and the business can endure and survive across generations. Learning about continuity is fundamental in addressing that question. This study explores how family business members learn about continuity.
- Socioemotional wealth across the family firm life cycle: a commentary on "family business survival and the role of boards" The differences among family firms can be as telling as their overall distinctiveness from other forms of enterprise. In order to advance and condition the arguments of Wilson, Wright, and Scholes, we employ a typology of family firm evolutionary development to illustrate how changes in patterns of family involvement in the business can influence several socioemotional wealth priorities and how these in turn can shape the board composition required to enhance firm survival. We conclude by arguing how public listing and environmental competitive circumstances can condition these relationships.
- The arts and family business: linking family business resources and performance to industry characteristics There has been a good deal of debate regarding the performance of family firms. Explanations for divergent findings have ranged from variations in governance arrangements to particular organizational practices. One avenue that has not been much explored is the role played by industry. We theorize that market requirements, when coupled with firm-specific behaviors and resources, can account for why some family businesses do well in particular industries. More precisely, due to their long-term orientation and the intimate connection among family members, some family firms are especially adept at accumulating human capital, passing on tacit knowledge, protecting and leveraging reputation, and building strong relationships and slack resources. These capacities promote success in industries with high levels of uncertainty regarding product quality, product value, and demand. The arts-related industries, we shall argue, are one such environment, and we use it to demonstrate our thesis that family firms, if oriented appropriately, can thrive where relationships, tacit knowledge, and reputation are demanded
D. Purchasing a franchise
- SHOULD YOU FRANCHISE?The article focuses on the working of Mark Siebert, chief executive officer at consultancy iFranchise Group, regarding franchising. It mentions the working of Siebert with executive John Leonesio reagrding providing franchising work to businesses. It also mentions the impact of ownership philosophy for developing business.
- CHOOSING A FRANCHISE: HOW BASE FEES AND ROYALTIES RELATE TO THE VALUE OF THE FRANCHISE.This article discusses whether franchisees receive good value for their required fees by examining whether base fees and royalties demanded by franchisors vary with the age, growth, and market representation of the franchise, and with contracted services provided by the franchisor. Results of this study show that base fees and royalties relate positively, increasing with the value of the franchise.