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Facts oprorunt thes, aknesed, Ree Look el Sap : acess cor rach, Be neg Soe] ana ome A ole identi oppo 4c Springhoarls for Gnas: aa Noduval SAU oy. me a eo pe ile i: nee me oni akon be P venti ve ~ ody. ie Ve ape 44 for We parks | ea an os Neal duet would tnvel ve awhewsmrent ha) vibe a .g fern mre Derk Sood bak Luk tf Cam!t abuows x Porales) selection $ torneo a pre Fhe ieaeee Aaleale produck :=e — This one ts the popullay —mid peeves Mag Concer ts not Att. combo val thee ott wa tty sat Lhe the bout. T wank to Sea Oa Copan[patie iu Horan Capt Trnovaion Market Diston i} Barly Adopters - | * "Thi paper presents am opdated and revised alatngcompeates vlog» “onapaot analy, ‘he SWOT mode! hat bee the, prefered nathan Inereaing wombet of tceprersurs faced ith » nom-matarerarket§ now -S aus bec ered for acerate aly 1 .yvorts—SWOT, Strategy 88 1 istmopucren VOT (Stengihs, Weaknesses, Opportunities, and :) i 9 sitaiona analysis tool used to previde a suapshot or 3 companys Bealth. SWOT anayeis Accuses boty on intern (SW) and externa (CT) ina simple ranshronesT san be applied ecoa:diere Industrie and organ-at‘as. Some shortcomings tha pot ‘search has idesiif.d include: Misuse by non-experts, she overformalzation of the staegy process and the ‘of SWOT when fed with 3 lek of Lick of market and competition infovaatceterdos the ‘SWOT node! nefective in thes case. in yeti” the feteadl “Threat” dimension is of ith. valve.” Me examined several factors that influence su-h som, nies and have come up with «nev ‘of SWOT's biggest advantages ~ in the wody-wo matrix, and “2 focus 2] We cal this ie HIME Model, eset movin [eo Decry ASStar 4.108% ye aRNOTTOSWOT SWOT (Sirengths, Weaknesses, Sapmtun'ies, and ‘Threats) isa situational analysis tool waed to provide & Scapsiot of a companys heath. A SWOT" analysis Se -7803-8519-5/04/$20.00 © 2004 IEEE. fee [pa Entrepreneur’s Dilemma: To SWOT or Not to SWOT AAD. Chaanakya', A.D. Narasimhalu? "Barclays Capital, Singapore * School of foformation Systems, Singapore Managemest University, Singapore ™ focuses tot on ical (SW) aad exterul (OT) specs ina singe framework that can be aied across diferent Industries and organizations, The SWOT Mode! Se Strengths _| Opportunities “Neaknesses Edema! Postive Negative into snegns —Renple, Process Trrtelleatral Porpey 2a organizations strenghs are ite reso =: and azabilties tat can be used a6 a Basis {OF VEping 2 Biber the fain properties means ander stengis ote presence of some genie ful say be considered weobuemcs fase ogrioton EE lack of pope inovaiin managemen asework competitive inteligene ex Onporcaes The extematCDivizodmentt arate may revel cermin new “pporuaiies (or hott and growth. Some ‘xamples seen oppor include new sis nthe markets rhe weaken the conpetigr, Peas New Tethrelaies ‘Changes the ext eavvonmed may lo preat threat the fra. Some exmples of uch heats xl tango Foes ht rove campeie solutions UL SWOT AND THe ENTREPRENEUR ‘The lack of market information and competition ina new industry make it very dificult for an entepreneur 0 (ally benefit from the SWOT model, Many af the smalet companies operste ‘wader the radar’ They 60 ot need to Dublicty disclose fifenc and wiket dat, and therefore setng informacion about them i diGcut ‘The ‘Toea!” cimension ofthe SWOT is of less yal, fo an entrepreneur since they almost sbways Rope to ‘Sefive and dominate a pew matket and bene “Theat” can be omited. ing nije advantage. Examples of such sengthy Include peop! preseses gd Ginlectual) propery Wealresr== - ince of © - its Shif-& In Tre mk. iLomb |= ley = Einstein 1. The HIME Model Internal xteral Market Discontinuity Early Adopters. thanan Copia) na call orgssization, the ored for skied and a Ties eeard of werk and ality i a crcl factor “Te beg of ideas can fal short due to oot exeetion of ents a, Te {following are Som OT ME frcrs tobe roosered wader this aimeasion exiitty in jo scope, abil io perform more ‘aan one fotin, + Ges domain sowie? cx fast teaming SS = Bomain ?rowledge and "<8 1 Scxemivaign aad the ability 10 work under pene Splan.j not the only risity. igh commitment othe sucess ofthe tart up. ——— Innovation “The path of an catrepreneur atthe seed stage is neither sHright or ens. Primary revenue steams may 90, eld {esol whe small ingovations and alternative revenue {ourees may prove more viable, Fev example 3M nearly ‘rem ooact shortly after i ‘aception in 19C2 when i ‘However, by constantly evolvfag it profact Famovating in new mkt they have managed t become ‘highly seccesfl csganiaton that iscoramonly beld as *lenett Managements a = Company morale and ethos. 1 taceaives that reward fano-atons and innovative behavior r 9 tly ean novation 0 revenue an profil. ir of ime ane sesoures to inaovate, ude and commitment towards Market Discominuit "Tae suceess of an entrepreneur ries on his ability 0 pe se and La legitimate gop fv amet. A process 10 ean a weer pT. crcl forthe ontruee growth of his Busines and is described by the Jpiat revenue source (rom congue mini © “tiled, follow g ser. e fon UAE ge PN = _Disptve change with oy spas ad pricing levels (paradigm shit) 2 PEYSe™ * = Ne technology used. 2 Competitive Inteligence tools [crease in performance demanded Wy the market (customers) Prone for eating and minaging innovations siete : tg sa capa on ti ofa aie @ gelesen cen Shier gia age et agen ra Pe ‘ot visionary cotomers. They ae wally erty) se recicln7 cy Te es xt ist Ae igo a ier coi coon \v, ADVANTAGES OVER $10 ‘The primary advartags that HIME h.s over SWOT the avaiability of data for the extrepraneur f0 fil the HIME mie eTSysokng i a uable too. While the fotereal dimensions can be filed just as easily i the a eee ene nemo of HIME ae for an entrerceur ee seW7TTe ideetfcaion and exploitation ofthe market discomtiny relies not 30 much 08 the avail dnd tonsparency of 72°, but rather on the specialized nowledee and enique experience of te entepreeurial team There is much less ambiguity ia this part of HIME than ir the SWOT model's Opportuaty end Threat sinersons. “Third, even soncexperts can use the model with relative ease anf aceurcy. Operationslizng srategies Tal be asics with much less chaoce Tor ror. An 9 Marple willbe tasted inthe next section. — nally, becaves of the easy 1 selate to internal sion of tae HIME model DIFFERENT DIMENSIONS OF SWOT Just as withthe SWOT model, the HIME model ~an be ‘eed for deeper analysis by experts. We discuss below the intesplay between _the four dimensioes (Human (Capt oaovaton Maviet Discontincty and the BarlyTypes oF 2 A 3 OF ENTREPRENEURS o Cenrrprene Dan! CLASS\FIED ENTREPREMBIAE IN THE once care GoRIEE. “pres of EM Tyres OF EXTRS PReNeuns. ’ J. TunovaTina ENTREPRI ee Ce ESAS ENBURS Key Rat iN THE RISING OF MePeRN = Tung THEIR ENTERPREINY seveiT Hope oF Morey, foment, ABIUTY To REcoaNIsE ANP exploit OPPORTU ¢. OR INCTATIVE ENTRE PRE- 2 — NiTIGS : —SeTipl MaeTION Bun EI Lenns To OU" 3% F 1 Countaies » ABIAN ENTREPRENEURS | = CauTIOUs AND SKEPTIAL WHAee Prrctisinis ANY a a awe Wi ' — Nemben THEY wave Ee Me ayetsee OR To — suy AND LAtY. DEAL ARE Doren 7 fy custom’, Rovian TRAP! con eae BAD PRI a RCKTALING Fe nacht PINS, ©+ i : YPRS. OF ENTREPRRRSFURG Guauities OR FEATVOEE. 4. DRONE ENTREPRENEURS. ~ REFUsHL To AMPT Anpuse SrPeRTONTES To Om HE Cnn -ARELMAOARDS AMD REET Chel ~ Convestionat. S1meaws St1eK To g. Tuprvipunt Axo Wanromenes EWThe- CONVENTIO Nae PRoboRtt BID (DORE PRENEURS to Tt Tvbvapvan SevTRs Pree ARE Domemna tN Smack Buaceod. : ' —Trwwipyae ENTRCPREN Goat HAVE ADiee. THES OF FLEAIBILITY - QUICK DEC em _ Inman Ar STATE PATRONALE. = NETVTUTIONAL _BITREPRE eRe! Groving — LTHKE Tw THPESCy % Conporat® air ts necessany Bechuse wet sear 7 perme, oF Eee Car BE F rhe Lgl “THRe? Coonowasien « iTS caer “fo mpuemenT PRomeTERs © ConTINVE G. Envmme PRENEVAS PY. INHERITANCE | ae aEMR, ANCESTRE Ty THESE CATEGORY ARE ®) — Farmssharp ok. re ‘ yo49 teem eye [arpa bey enouay: % 43 rob ean 0) OLN €314135979 au | NS Zgnisou) 40 SSG FHL paarnce me ls GeO ywrreee| yo 21777 y Uywas Wes a anom Gna ee aaasrrewisd | (3N? moun vanay Lsvld oLn| id VST au abug / SN OLHI }5507 wags wy aque > ah woud sidiy ardor] 04 5) any, were aap IIE pete bP sib — re ame TER 5) - — syyod vasseh 39 Ce hrmuobs te “sponesseamey? Ae ay, Ne mensions ore guosuad ANYW — # TC a SH . <: sunanaed SYLN G27dAY 6 wenn 3? 2 ie ns nares Ee 1 od 0 ava men © "gsi ¥aod | qeimnal. 5! sy WN — jpanwsneos's any MOUNaAN| CA z vans Leds Arwindsssy ~~ -syndNaed aL NE [sige onto$. Lh ' 2. ) 9 ssguauvad [SUNS sunanauea¥Lnd 40 sadAL : ie adCOMPARATIVE EVALUATION OF DIFFERENT FORMS OF BUSINESS OWNERSHIP Private Lid. Company Basi of comparison Sole Proprietorship Parmershio Pubic Limited Company Covperatve organisation 1 2 3 4 5 6 1. Ease of formation Easiest. No legal Baty. Only an agreement is Difficult. Some legal Very ditficult, Several Diffie t. Some legal (ormalitis required formalities egal formalities formes 2. Registration Not necesary Options Compulory Compulsory Compulsory 3. Membersip One-man show, Minimom 2, Masimem 10. Minimum, Maxime $0. Misimam 7, Maximum = Minimum 10, Maximum in banking. 20 in aters No mit 100 single onnerhip Legal starus No separate legal Noseparatolegal existence Separate legal entity Separtelegat entity Separate legal entiy 'S. Linbiliy ofmembers Unlimited, own risk Unlimited, joint and risks Limitea Limited Limited shares 6. Financial capacity and Limited capital, suighle Pooling of capital, stable Large capital, suitable for Very large capital, Pooling of capa, suitable for small and mediurnize suibaiy forsmall business ya formediumize business mediumscale business suitable for largescale ‘opsrations snes 7. Sharing profit _Alltothe one owner Asperthe agreement nthe asisofshues eld On the bass of shares Volumesof business hela provided by member 4. Mansgement & Quick decision, No Unanimous decision, Borad decision, general Board decision, full Committee decision, con specialisation limited specialisation, specialisation, ownership specialisation, divorce limited specialisation, Management and management lies with andcomrolgotogeter between ownership and ownership and ‘owoxciip lie i the same partners management management hands 9. Origin By individoa iy sgreemest By agreement i ere ea: 10, Busines secrecy Perfect secrecy, No Secrets limited topanners Secrets bby Secrets shated with Secrets shared by repoms member, epted Public, reports members, reports ‘sompulsory compulsory 4H State regulation and: Practically Nil, fall Very litle, sufficient Considerable, 1 a + sufficient Considerable, limited Excestive, lack f Considerable, timited Aexiity Sexi of operation flexibility Axibility, privileges and Aexiiliy Aexibility, government cexemptio telp 12 fransferability of Atwill ‘With mutual consent Restricted a per Aricles rely transferable Resticied as per byes laws imerest of Association . 1D. Stabitty orcomtinaity Unstxble, life fully Less stable + life fully Less stable, may be Perpetual existence wal exinense ta existence ‘epend:avon the owner dissolved by death, a “met insolvency, ee, of partner 14. Winding wp Avwitl teeth ox retirement Under the Act Under the Aet Weovethe ast 15. Goverment Act The Cotract Act ‘ThePanncrship Act 1932 The Companies Act. 1956 The Companies A’ The Co-opernive Sects ~ . Act, 1912 or the State Co. a operative Act 16. Avditofaccouns Same asin painerhip _Compultdry if anneal sles Compulsory Compulsory Compulsory exceed Rs 40 lakhs