Enterprise

Enterprise - An enterprise is a business organization consisting of one or more domestic establishments
that were specified under common ownership or control. The enterprise and the establishment are the
same for single-establishment firms. Each multi-establishment company forms one enterprise - the
enterprise employment and annual payroll are summed from the associated establishments.
Firm - A firm is a business organization consisting of one or more domestic establishments in the same
state and industry that were specified under common ownership or control. The firm and the
establishment are the same for single-establishment firms. For each multi-establishment firm,
establishments in the same industry within a state will be counted as one firm- the firm employment and
annual payroll are summed from the associated establishments.
Enterprise Size - Enterprise size designations are determined by the summed employment of all
associated establishments. The enterprise size group `0` includes enterprises for which no associated
establishments reported paid employees in the mid-arch pay period but paid employees at some time
during the year.
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Business Plan
any entrepreneurs write a business plan only when they need to secure start-up financing. !owe"er,
your plan is far more than a document for ban#s and in"estors to read$ it%s an in"aluable roadmap for
launching and growing your business.
&n order to put your business concept on paper, you need to thin# through and research the many factors
that are needed to ma#e sure your business is a success. 'ith a plan, not only can you spot potential
wea#nesses, opportunities, and threats, your plan can help you ma#e informed decisions about your
"enture before you commit yourself legally or financially.
!ere, we%"e summarized the #ey sections that you%ll find in a business plan.
The Seven Key Sections of a Business Plan
1. Executive summary
(our e)ecuti"e summary should be *+, pages long, and pro"ide an o"er"iew of your business concept,
#ey ob-ecti"es of your business and your plan, ownership structure, management team, your product or
ser"ice offering, target mar#et.s/, competiti"e ad"antages, mar#eting strategy, and a summary of your
financial pro-ections. (our e)ecuti"e summary should be written last, after you%"e written the rest of the
plan$ each paragraph should be a summary of the more detailed, related section of the plan.
2. Business Overvie
&n your o"er"iew, include details regarding your business0s history, "ision and1or mission, ob-ecti"es, and
your ownership structure.
!. Pro"ucts an" Services
E)pand upon your products and ser"ices, including features and benefits, competiti"e ad"antages, and, if
mar#eting a product, how and where your products will be produced.
#. $n"ustry overvie
The industry o"er"iew is your opportunity to demonstrate the "iability of your business by discussing the
size and growth of your industry, the #ey mar#ets within your industry, how your customers will buy your
products or ser"ices, and which mar#ets you0ll be targeting.
%. &ar'etin( Strate(y
!ere you describe your target mar#et segments, your competition, how you%ll differentiate your products
or ser"ices, and your products0 or ser"ices0 uni2ue selling proposition .345/.
• 6iscuss product or ser"ice pricing and promotion, including how your promotional programs will
appeal to each of your target mar#et segments.
• 5ro"ide a plan of traditional and guerrilla mar#eting tactics, such as tradeshows, press-magnet
e"ents, social media mar#eting .e.g. Faceboo#, Twitter, etc./, networ#ing, and print, media, or online
ad"ertising. &nclude the cost associated with each tactic.
• 6escribe how your products or ser"ices will be sold .e.g. storefront, online, wholesalers/, and
your target mar#ets0 buying cycle.
). Operations Plan
5ro"ide a profile of your management team, your human resources plan, your business location.s/ and
facilities, your production plan .if selling a product/, and an o"er"iew of day-to-day operations.
*. Financial plan
4ome belie"e this is the most important part of a plan + so much so, it0s worth dedicating up to 708 of
your time to writing this section. (ou%ll need to show three years0 worth of pro-ected financial statements,
including income statements, pro-forma balance sheets, and monthly cash flow and annual cash flow
statements. 4ummarize each statement into a few easy-to-understand sentences and put these in a co"er
page for the statements. 9e sure to document all of the assumptions you used in forecasting your re"enues
and e)penses.
Steps to establish a successful small enterprise
First : selection of suitable project
Second : market study
Third : technical study
Fourth : financial study
Fifth : Financing of small enterprise
Sixth : Government procedures and licenses
Seventh: Management of small enterprise
First + Selection of suita,le pro-ect
'hat pro-ect should & establish: how can & ma#e it successful : what are the methods of achie"ing profits
through it : !ow & can protect the business method of my pro-ect : These are the common 2uestions
usually confuses a business initiator while preparing for establishing a pro-ect. 4election of a good pro-ect
is the starting point of any pro-ect. The success and failure of the pro-ects is largely depends up on the
ideas. ;andom selection also may become success, but it is "ery rare. 4o it is "ery important to search for
an opportunity that suits with the pro-ect owner and mar#et demands.
.etermine opportunities of appropriate pro-ects for you
&n order to determine a suitable pro-ect, it is "ery much necessary to identify his own personal interests,
s#ills, financial possibilities, practical and educational efficiencies. The pro-ect has to be finalized by
ta#ing in to consideration of these abilities and efficiencies. !e has to understand the ma)imum business
opportunities a"ailable in the mar#et in order to select his ambitious and profitable pro-ect. These
operations can be briefed as follows $
*/ 6efine the nature of the pro-ect ainly there are three important fields for the pro-ects namely
industrial, ser"ice, trade. The nature of each pro-ects defers from one other and each of them ha"e sub
sectors li#e electronic sector, foodstuff, chemicals and agricultural < etc. Financial returns also "aries in
these sectors. 4o the pro-ect owners has to defile the pro-ects according to his interests and desires to
co"er his financial needs in addition to the
following aspects
- Educational 2ualification and specialization
- wor# e)perience
- 5ersonal technical s#ills
- family companies
- a"ailable personal financial resources and financing opportunities
- e)pected financial return from the pro-ect during the coming three years
- relations networ# of the owner
- aim of the pro-ect
These landmar#s simplify the procedures of selecting an ambitious pro-ect and encourage the owner to
continue and de"elop his business.