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New Venture Start-ups

Paradox Strategic Management understands the complexities and issues faced by new business venture start-ups.

Your new business is likely to have been founded on an epiphany, a group-think project, joint-venture collaboration, a deliberate strategic initiative or simply from personal circumstance.

Your new business venture is likely to be based upon a product or service that is a new invention, an extension of something that already exists, a duplication of someone else’s idea or through business synthesis.

Whether your business concept is small or large, the same rules of the game apply. Your entrepreneurial aspirations are likely to be framed only by what you know and what you have experienced, meaning your entrepreneurial mindset can be clouded (known as the ‘Entrepreneurial dark side’).

Importantly, Paradox Strategic Management has the expertise to guide you through entrepreneurship principles and practises so that your vision becomes more articulated through a greater understanding of what makes either yourself, your business partner(s) or your existing organisation tick.

In order for your new venture to excel and grow sustainably, we recommend you embrace our offerings in any or all of the following areas;

  • Entrepreneurial schools of thought (Understand your entrepreneurial existence with both micro and macro reasoning)
  • Entrepreneurial self-assessment (Learn what drives you, holds you back and how to surround yourself with the right kind of assistance)
  • Complex dilemmas (Make sound decisions through understanding your own characteristics v’s those of the business environment. Correctly establish organisational purpose-, values-, mission- and a long term vision)
  • Legal considerations (Develop and implement asset protection mechanisms, business structures, licenses, patents, copyrights, memorandums of understanding, international obligations, consumer protection, taxation and employment compliance and more...)
  • Entrepreneurial crises and environmental opportunities (Identify opportunities concerning e-ecology, social-entrepreneurship, indigenous-entrepreneurship and eco-preneurship)
  • Sources of creativity and innovation (Develop frameworks that increase high occurrences of new ideas and game-breaking innovations through the development of cognitive behaviours, appositional relationships, problem solving skills, knowledge-base analysis, perceptions, needs, trends, process reconfiguration, industry and customer analysis)
  • Capital and resource requirements (Formulate and build robust effectiveness into financial- operational-, human-, social- and natural-capital resources)
  • Seeking venture capital (Prepare a compelling business case that attracts needed capital from angel investors, micro-credit providers, private placements, specialised financial instruments, possible initial-public-offerings. Determine appropriate stakeholder returns and  control v’s ownership issues)
  • Venture types (Recognise the kind of venture you have and perform occurrence-impact analysis)
  • Entry choices (Determine market entry avenues and develop mechanisms such as joint ventures, mergers, acquisitions, franchising or going-alone)
  • Business opportunity assessments (Develop strategic skills to promote vertical and lateral cognitive behaviours for opportunity identification and due diligence analysis)
  • Market analysis and insights (Objectively evaluate technical, uniqueness and market behaviours and characteristics. Identify critical decision points and stage-gate pathways and perform industry rivalry analysis)
  • Entrepreneurial marketing (Plan and perform market research, consider sales generation v’s brand recognition issues, align value towards target audiences, understand the production v’s sales philosophy. Identify segmentation opportunities and forecast future demand)
  • Entrepreneurial performance and success (Develop financial-, customer-, internal processes-, learning and growth  measures. Analysis and interpretation of balance sheets, income and cash flow statements. Preparation and analysis of cost-profit-volume and break-even scenarios, operational-, cash flow- and capital requirements budgets and forecasts. Establish stakeholder returns using pay-back-, net-present-value- and internal rate of return projections as well as triple-bottom-line considerations)
  • Business plans (Formal documentation of business plans including an executive summary, business description, statement of sustainability, marketing, operations, sustainable development measures, management capabilities and financial measures. Inclusion of critical risks and contingency measures, exit plan, key milestones, ideas on pitching and presentation)
  • Strategic planning (Develop a sound understanding of ten critical strategic paradoxes, competitive positioning, organisational moral, rapid decision making, business metamorphosis, adaptation and agility, embracing innovation and change, opportunity enhancement, structural alignment and the business environmental)
  • Global expansion (Understand trade regulations and foreign frontiers, identify risks, develop market entry strategies, strategic alliances and/or agents, contract manufacturing and joint production possibilities, channel partnerships. Perform global feasibility studies and consider joint-ventures, direct foreign investment, royalties, licensing and franchising)
  • Start-up succession (Develop entrepreneurial and managerial sustainability, plan and manage family business concerns, conflict arenas, intergenerational succession advantages/ disadvantages, internal and external stakeholder considerations, power transfers, planned and unexpected exiting events)
  • Organisational entrepreneurial development (Design and implement ‘intrapreneurship’ strategies, explicit goals, regenerating systems, personnel development, results based reward systems, continuous renewal and i-team success)

Entrepreneur:
One who seizes rewarding opportunities by innovating and developing ideas and then undertaking to organise and manage the risks, efforts and resources required to realise those opportunities.

Gazelles:
A new venture that generates annual compounding sales growth of 20%+ during its first five years from a minimum starting capital of $100,000.

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