The format provided is a useful tool for presenting your strategy. Please use these slides to produce your New Business Strategic Plan project.
Remember that you are essentially:
•Providing background information on your company and the business idea/concept •Highlighting what will make your business work •Laying out your Big Idea and any related Ideas •Describing factors that need to be done to get the business going •Describing a potential future if the strategy is implemented
The following format will act as a guide for your New Business Strategic Plan. Please utilize these slides to document your new business idea:
1.Cover slide 2.Introduction of the Strategy 3.Executive Summary 4.New Business Description – Origin of the Idea 5.Pictures, drawings, schematics if applicable 6.SWOT Analysis 7.SWOT Summary 8.Competitor Analysis 9.Competitor Summary 10.Business Viability Assessment Graph 11.Business System Chart 12.Doing Business In 13.Country Profile 14.Country/Market Fit 15.Summary of the viability of the business 16.Country/Market, Entry Strategy, Incorporation Structure, Employees 17.Summary of New Business Strategy
ENT 4704 International – Entrepreneurship
International Entrepreneurship – New Business Project Slides
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New Business Strategy Project – MAN 4704
The format provided is a useful tool for presenting your strategy. Please use these slides to produce your New Business Strategic Plan project.
Remember that you are essentially:
Providing background information on your company and the business idea/concept
Highlighting what will make your business work
Laying out your Big Idea and any related Ideas
Describing factors that need to be done to get the business going
Describing a potential future if the strategy is implemented
The following format will act as a guide for your New Business Strategic Plan. Please utilize these slides to document your new business idea:
Cover slide
Introduction of the Strategy
Executive Summary
New Business Description – Origin of the Idea
Pictures, drawings, schematics if applicable
SWOT Analysis
SWOT Summary
Competitor Analysis
Competitor Summary
Business Viability Assessment Graph
Business System Chart
Doing Business In
Country Profile
Country/Market Fit
Summary of the viability of the business
Country/Market, Entry Strategy, Incorporation Structure, Employees
Summary of New Business Strategy
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Company Name
Strategic Plan
20xx – 20xx
MAN 4704 – International Entrepreneurship – Spring 2020
Name: _____________________________________
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Mission Statement:
Strategic Planning
An Inspired and Logical Strategic Plan acts as a road map for managing a business, key in a dynamic process of:
Accurately and honestly defining the current situation
Clearly describing what the company is trying to do
Describing the gap between the current situation and where the business wants to be
Developing an inspired design for closing the gap between the actual situation and the desired result
Establishing appropriate business objectives, budgets and risk tolerances, while confirming policies and controls are in place to ensure the organization operates within approved/established parameters
Highlighting a powerful set of specific and coherent Action Steps that are practical and readily implemented
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Strategic Planning is key to effective management and a strong Plan provides the environment for the realization of fundamental objectives
Company Name
New Business Strategy Project – MAN 4704
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The Strategy for __________________ will describe the start up process in a foreign market for this new company with expectations for the first year of business.
Briefly state what you want to achieve.
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Company Name
Introduction of the Strategy – Executive Summary
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At present, Bianchi Wines perceives the following: issue, problem, opportunity, innovation, wanted to pass on, needed to do, always wanted to, decided to, etc.
This led me to consider the expansion in (Country) where we believe we could (Desired Result).
The new business depends upon a clear idea and set of guidelines for effective implementation:
Form of business locally, (bottler, distributor)
Form of entry
Distribution method
Marketing concept (not a detailed marketing plan, just how you would pitch your wines to this market
Production allocated for selling into this market
People, expertise,
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Company Name
The New Business Description and Origin of the IDEA
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Company Name
Pictures, drawings, schematics (if applicable)
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Strengths: Positive Internal factors that are within our control.
Weaknesses: Internal elements that challenge our business or have the potential to leave us at a disadvantage.
Opportunities: External factors that have the potential to contribute to our success.
Threats: External factors not within our control with the potential for negatively impacting our business.
Company Name
SWOT Analysis
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From the SWOT analysis for the company, it is clear the primary internal factors are the strengths of ________ and the weaknesses of ___________________. We must also be aware of and plan for external opportunities created by _________ while seeking ways to ensure the threats of _________________ are mitigated to the extent possible.
Company Name
SWOT Summary
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Company Name
Competitor Analysis
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The new business is expected to face competition from_____________ with certain factors viewed as difficult
overcome, such as _____________________.
However, the company is expected to be able to compete effectively against known and potential competition
due to __________________________________.
Company Name
Competitor Summary
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Proof of Commitment, Passion and Resources, Including Financial for the Business Idea
What are the Primary Drivers of the Business?
Additional Commentary on Proof of Commitment and Drivers
Idea for Business
Business Viability Assessment for: _________________________Date: ___________
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For consistent growth, profitability and incorporation of new initiatives, fundamental questions must be answered: Can we be competitive? Will we commit to the individual business lines? Do we understand the key drivers of our business lines?
Company Name
Business Viability Assessment – Basis for the Strategy
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Governance Description
Ownership System
How is the ownership of companies distributed among the public sector, the corporate private sector, the family-controlled sector, the associative sector (cooperatives, associations)?
What is the relative weight of big business vs small business?
How is power practically distributed in business between shareholders, managers, trade unions, authorities, pressure groups?
• What is the weight of diversified conglomerates?
Networking System: What is the relative weight of vertical integration, conglomeration vs contractual relationships in the coordination of firms?
• What is the relative importance of alliances, partnerships, joint venture business associations in the business landscape?
• What is the importance of ethnic, religious, regional, or alumni networks?
Management System: Is the decision making primarily autocratic, participative, or bureaucratic?
On which criteria does career advancement depend, performance, loyalty, nepotism, membership of a particular group.
Social Culture
Rationality • How far does society agree that the main mission of business is to create value for shareholders, stakeholders, and society?
• Are goals set for the long or short term, and are they growth or profit oriented? • Does society consider that the appropriate process for reaching business objectives should be democratic or autocratic, through negotiation or dialogue?
Authority Is hierarchy or egalitarian democracy the main basis for authority? • What are the sources of power in the society: religion, castes, wealth, ethnic belonging, university degree and so o
Identity Is individualism or group-oriented collectivism prevalent in the society? • If group orientation, what is the relevant grouping (family, clan, company, religion, region, ethnicity)?
Assessing the Country’s Business System – (COUNTRY)
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Institutional Fabric Description
Financial Capital
How is capital allocated: planned economy, banks, financial markets, or informally?
Are financial markets open and transparent?
Is foreign capital welcome
Human Capital What is the quality of primary, secondary and tertiary education?
Is education primarily practical or theoretical?
Are on-the-job training and apprenticeships encouraged?
What is the role (if any) of trade unions?
Are trade unions organized at the level of companies, industries, or nationally?
How strong are the craft-based unions?
Does the employment system encourage long-term tenure? Flexibility? Turnover?
Is there a healthcare social security system? Unemployment compensation?
Social Capital Is the society based on interpersonal trust, institutionalized trust (in the law) or hierarchical trust (in leadership)?
In the case of interpersonal trust, what is the reference group (family, school, religious, clans and so on)?
Role of the State Is the government interventionist in business or labor conflicts?
Is the market highly regulated?
Is there a central planning authority?
Assessing the Country’s Business System – (COUNTRY)
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Doing Business in: (COUNTRY)
Data found on World Bank’s website: https://www.doingbusiness.org/
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Country Profile: (COUNTRY)
Data found on World Bank’s website: https://www.worldbank.org/
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Country fit for your business
From the World Bank data, explain how you know your business would thrive in this country.
Number of Employees:
Country/Market:
Incorporation Structure:
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Company Name
Entry Strategy: (Wholly owned, Joint Venture, Alliance, Representative Office, Franchise, Acquisition, Merger, etc. )
Incorporation Structure, Employees, Work Location, Key Aspects
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New Business Strategy Summary
The Competition
Competitor
Markets in Common
Current and Potential
Products in Common
Current and Potential
Target Client Base in Common
Current and Potential
Marketing ApproachDistribution Approach
How Do They
Compete With Us
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The Competition
Competitor Markets in Common Current and Potential Products in Common Current and Potential Target Client Base in Common Current and Potential Marketing Approach Distribution Approach How Do They Compete With Us Comments
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MAN4704 –
Spring 2020
New Business Strategy Project
Bianchi Wines
Anton Bianchi and his young family arrived by horseback in the Napa Valley in California in 1890, the first Italian-Swiss settlers in the Valley. They soon planted olive trees and grape vines, living in a handmade stone house built above the original winery.
Anton and his large family grew the business over the initial years, with Bianchi Wines becoming popular in the San Francisco area at restaurants and select wine shops. Over the years the family added new varietals, all characterized by the Bianchi Winery’s efforts to produce world class American wines that exhibit finesse, simplicity and individuality.
The winery stayed in the family over the years and each generation saw the expansion of the vineyard to its current 200 planted acres.
Rosa Bianchi is a fifth generation Bianchi and is the winery’s seventh family winemaker, starting with her great-great-grandfather Anton in 1890. Rosa oversees the entire grape growing and winemaking process from bud break to bottle and is also responsible for overall strategy along with other members of her family that form the Board of Directors of Bianchi Wines.
Rosa graduated from the
University of
California, Davis in Viticulture and Enology, and has an MBA from the University of San Francisco.
Bianchi Wines distributes to restaurants and wine shops in the U.S. and sells directly to consumers through their website. The Bianchi family has always seen the U.S. market as their focus and have an outstanding track record and consistently strong profitability with this target market.
Recently, Rosa Bianchi, in her role as head winemaker and de facto head of the overall wine business, has spent a lot of time researching growth and expansion opportunities. A few years ago, the company purchased 35 acres, adding to the 200 acres the vineyard has in production, planted the new land with select vines and is seeing that investment near wine production.
Winemakers are often friendly rivals and in one of Napa Valley’s informal gatherings for local vineyards, Rosa listened for some time to a close friend talk about opportunities for expansion into markets outside of the U.S. This seemed like a stretch for the family business, however, Rosa kept returning to the concept in her mind over the next months.
She thought the vineyards production was certainly large enough to justify exporting to other countries and was intrigued by the challenge intellectually and as a potential avenue for maintaining the Bianchi Wine business for foreseeable generations.
Rosa has friends from her MBA program who offered to help her come up with a strategy for potential expansion outside the U.S. After some initial meetings, they settled on some parameters:
1. Bianchi Wines would look to have bottling and distribution capabilities in the new market. Ideally sending barrels of wine to the new market for bottling
2. Since Bianchi Wines has several labels that are for blended wines with a focus on flavor, they believe their products will be in keeping with the favored wines found locally
3. They would like to see a large, if not all, of the new 35 acres’ production go toward this new initiative. This land is planted in several of the varietals Bianchi Wines produces already
4. After much research, the group came back with a select number of countries to consider for expansion:
· Ireland
· Portugal
· Russia
· Italy
· Brazil
· Chile
· Argentina
For this assignment, please put yourself in the place of Rosa Bianchi and her friends and select a country for expansion and produce a compelling case for the new venture. Follow the New Business Strategy format provided.
There is plentiful information online regarding wine consumption in the targeted countries.
Additional information:
Wines produced by Bianchi Wines:
1) Merlot $37.00 in the U.S.
2) Anton Reserve Blend $47.00 in the U.S
3) Cabernet Sauvignon $45.00 in the U.S.
4) Sparkling Wine Blend $35.00 in the U.S.
5) Zinfandel $37.00 in the U.S.
6) Tuscany Red $35.00 in the U.S.
7) Tuscany White $25.00 in the U.S.
8) Sauvignon Blanc $25.00 in the U.S.
9) Bianchi Sauvignon Vert $30.00 in the U.S.
Wine production: Bianchi Wines produces 10 tons of grapes per acre, which makes the equivalent of 7,200 bottles per acre. There are 300 bottles in a barrel of wine.
Wine makers in the U.S. operate with an approximately 50% gross margin, (net sales revenue minus cost of goods sold. Cost of goods sold includes labor costs to produce the wine, but not salaries, benefits of administrative staff).
THE NAPA VALLEY AMERICAN VITICULTURAL AREA is the most renowned winegrowing region in the U.S. and one of the smallest and most diverse in the world. Only 4% of California’s wine grape harvest comes from Napa Valley, with the Napa Valley representing only 0.4% of the world’s wine production.
Napa Valley is blessed with diverse soils, with half of the world’s 12 recognized soil orders and 33 different soil series present. The climate is a Dry Mediterranean climate, which covers only 2% of the Earth’s surface.
Please submit a complete package of slides on each of the specified due dates:
· March 29: First Draft of Slides
· April 5: Revised Slides
· April 12: Final New Business Strategy Slides
After the first two submissions, I will go over your work in detail and provide suggestion for enhancing the strategy, leading to a quality final submission.