Unit 2 Flashcards

1
Q

Individual company (the first type of business)

A

Sole entrepreneur do it all, decisions, risk, everything.

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2
Q

Then… trading companies started, what is that?

A

A legal association that has rights and responsibilities, a name, nationality and its own capital.

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3
Q

Spanish legal/trading companies: (7 types)

A
Partnerships: 
 - General (1)
- Limited -  divided into simple (2) and por acciones (3)
Capitalistas: 
- Sociedad anonima (4) (Inc, Corp.)
- Sociedad de responsabilidad limitada (5) (Ltd.)
Other non-trading types:
- Sociedades laborales
- Sociedades cooperativas (coop.)
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4
Q

Personalista vs capitalista:

A

P can add just their own knowledge and capital but in C you can attract other people to invest in your business making it able to grow in a total different manner.

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5
Q
  1. General Partnership
    - responsibility?
    - management?
    - partners?
    - transferrable partnership?
    - liquidation?
    - name?
A

Family business, not common nowadays. Unlimited responsibility for all partners, no matter size of contribution - same applies tot he rights. Distribute management as you want, few for faster decisions. Capital partners (goods) + industrial partners (knowledge, work).
Partnership non-transferrable (unless full agreement). Liquidation agreed by all.
Name: the partners’ names + Cia. (`compania´)

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6
Q
  1. Limited Partnership, simple
    - responsibility?
    - management?
    - partners?
    - transferrable partnership?
    - liquidation?
    - name?
A

Two types of partners: collective and silent, where the collectives have unlimited responsibility and the silent are responsible for their contribution.
A new way of general partnership for making it easier to attract capital. Only the collectives can manage the company.
Same rules for transfer of partnership, liquidation and the name.

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7
Q
  1. Limited Partnership, por acciones

- what is different from the simple form?

A

Same as simple form but here the contribution is represented by shares and it must start with 60 000 €. Same type of partners.
The big difference is that the silent partners now make all the big decisions and the collectives manage the firm on a daily basis dependant on those decisions.
The partnership is transferrable since you can sell your shares without agreement.

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8
Q
  1. Sociedad Anonima
    - starting capital?
    - owner?
    - rights/responsibility?
    - managers?
    - Insight in company managers vs shareholders?
A

Most advantageous form for big capital needs.
Corporation (aktiebolag) with at least 60 010€ in starting capital (>25% paid initially). Can have 1 owner or more, legal person so either a physical person or another company.
My responsibility, rights, voting weights etc all depends on your share of the capital (stocks). Transferrable partnership.
The managers are chosen by the shareholders and can be shareholders too.
Shareholders take big decision on the GM but have less insight in the company. Preferably the managers should have shares as well so that their salary is somewhat based on the value of the shares –> sharing interests.

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9
Q
  1. Sociedad de responsabilidad limitada
A

Most advantageous form for small companies. Capital at least 3005€ and at least 1 partner. A much more simple form and structure than SA. Responsibility and rights linked to contribution. Democratic = decision based on capital majority. Transferrable partnership. Managers can be chosen by participants (here the capital is divided by participants, not shares, and you can have different numbers of participation papers in equal size).
Naming: SRL.

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10
Q
  1. Sociedades laborales
A

Can take the form of SA or SL, just adding “laboral” in the name. Follows the law for SA. This form is applicable to firms where at least 51% of the undefined workers are owning it, but no single can own more then 1/3.
The sum of the hours worked by non-partners must be less than 15% of the workload of the partners.
- In crisis this form is a solution for keep working.
- 10% of profits to reserves
- tax benefits
- public entities can be partners

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11
Q
  1. Sociedades cooperativas
A

Association of people aiming for socio-economic goals - profits to reserves or society.
Jointly-owned and democratic control.
1st degree= when it is owned by both physical and legal persons, public or private.
2nd degree= when it is owned by other cooperatives.

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12
Q

General Meeting of shareholders:

A

Once a year (ordinary) in the 1st semester.
Main decision organ, agreements based on capital majority. Decisions concerning the distribution of profits, increase or reduce capital, mergers, new market entrance etc.
Extraordinary meeting if 5% of capital requires or if the management decides to have it.
Universal meeting if all shareholders agree.

1st call, 25% of capital must attend, otherwise a 2nd call. Announcements in the newspaper and Mercantile Register 15 days before

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13
Q

General Meeting of shareholders:
When?
Decisions?
Calls?

A

Once a year (ordinary) in the 1st semester.
Main decision organ, agreements based on capital majority. Decisions concerning the distribution of profits, increase or reduce capital, mergers, new market entrance etc.
Extraordinary meeting if 5% of capital requires or if the management decides to have it.
Universal meeting if all shareholders agree.

1st call, 25% of capital must attend, otherwise a 2nd call. Announcements in the newspaper and Mercantile Register 15 days before

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14
Q

Board of Directors

A

Styrelsen. Can meet whenever they want and have the best insight in the company. Internally they run the daily business based on the shareholders’ decisions and externally they represent the company.

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15
Q

Management tools (3)

A
  1. Balance sheet: Assets, equity and liabilities
  2. Profit-loss statement: how the profit/loss was created during the year.
  3. Memory: annual report with extra notes.

These tools are controlled and hopefully approved by an external auditor (for credibility).

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16
Q

When is an auditor not needed?

A

If 2 out of these 3 are met:

  • Total assets < 1.4M€
  • Sales < 2.88M€
  • Workers < 50
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17
Q

3 other types of statements:

A

Equity changes, capital variations and the non-economic report.

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18
Q

GM difference between SA and SRL/SL:

A

The basics are the same with GM, the participants/shareholders make the big decisions and the managers then run the firm based upon them. BUT here the validitation of the decision requires 1/3 of the participants attendance, but in SA there were 25% limit.

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19
Q

Sociedad Limitada nueva empresa

  • How is it simplified?
  • Partners?
  • Tax?
A

New form of SRL even more simplified to help start-ups.
startin capital 3005-120 000€ so here is a maximum. Also partners max 5. Naming: SLNE.
Partners only physical people. Can start up online, no papers needed. Only money contributions, no apport.
Tax advantages and simplified accounting.

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20
Q

Mutual Guarantee Company

A

Approved by the Ministry, company owners merge together and help each other with resources making use of mutual benefits. Limited responsibility, law as SA.
Min capital: 10 000 000€ (huge!) And minimum partners =150st.

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21
Q

Economic Interest Grouping

A

Similar to the previous one but here not sharing resources, instead sharing knowledge.
But no min.capital and unlimited responsibility and min 2 partners.

22
Q

How can we define “international” in businesses? (5)

A
  • % of sales outside state.
  • production and selling in diff countries
  • production and selling among countries
  • nationality of shareholders/partners
  • best critera: international orientation of management, worldwide conception or not?
23
Q

Robinson’s ranking of internationalization: (6)

A
  1. National - single country
  2. International - export/import but keep home country control
  3. Multinational - McD adapt local preferences
  4. Transnational - car industry strong power to subsidiaries
  5. Global company - online
  6. Supranational
24
Q

Pelmutter’s classification

A
  • Etnocentric - home country oriented, no decentralization.
  • Policentric - less control from matrix, local orientation, management from respective country.
  • Geocentric - matrix and subsidiaries share decision making, no umbrella, origin just an `accident´.
25
Q

Growth from technical perspective reasons:

A

Concentration/integration reasons:

  • fight competition
  • control of operations (backward/forward)
  • financial reasons
  • risk reduction
  • synergies
  • legal or tax advantages
26
Q

Horizontal concentration - a technical growth

A

Increasing by adding more activities in your business at the same stage, ex another product, new segment to become more competitive and increase sales.

27
Q

Vertical concentration - a technical growth

A

Increasing by adding more activities at different stages, new operations backward/downstream (closer to inception) or forward/upstream (closer to final client).

28
Q

Absorption - formal growth

A

One company absorbs another and keeps its legal personality but in a larger scale. The one that is absorbed disappears.

29
Q

Merging - formal growth

A

Independent companies join operations - legal personalities disappears to create a new one.

30
Q

Group of companeis - formal growth

A

Entities join, all keeping legal independence - just benefitting from each other.

31
Q

Takeover

A

If the negotiating fails or if the shareholders reject the decision at the GM –> offer shareholders an attractive price for their shares.
(absorption/merging)

32
Q

In a group of companies, there are two possibilities of leadership:

A
  • TRUST
    1. Voting trust
    2. Representatives
    3. Holding - pure/mix
  • And Alliance without losing independence.
33
Q

More about TRUST

A

One becomes leader:

  1. Voting trust - All shares to the leading company so all decision are taken in the GM.
  2. Representatives - dominant firm puts representatives in the governance bodies of others.
  3. Holding - legally independent firms dominated by a holding company - which holds enough shares to control, keeping legal personality but losing autonomy.
34
Q

Different types of holding

A

Pure - holding company merely (enbart) controls vs Mixc- holding company also has its own operations.

35
Q

Alliance without losing independence:

A

A cartel is the most well-known. Companies temporarily agree on production magnitudes, prices, market distributions etc. –> Market power, BUT incentives to break the agreement and sell more.
Risk for price battle.

36
Q

Two other types of formal growth:

A
  • Consortium: companies join for a specific project, often within a certain industry, ex fishing. Unlimited responsibility.
  • Temporary Union of Companies: join for specific project where responsibility is limited to an agreed share - a contract describes the relationship. Very specific, ex build a new road together.
37
Q

Why do 4/5 firms fail within the first years?

A

Lack of planning, cash balance, debts etc. Often the planning is done too poorly.

38
Q

The business plan

A

Identifies and describes the potential of the new business.

Internally for budgeting and profitability but externally to attract investors and collaborators.

39
Q

Dashbord

A

explains economic evolution 1-3 years of the new business -> benchmark for identifying deviations and control if necessary.

40
Q

9 topics in the business plan:

A
  1. Idea
  2. Product/service
  3. Market research
  4. Marketing plan
  5. Operations plan
  6. Human resources
  7. Legal aspect
  8. Economic and financial
  9. Contingency plan
41
Q

4 expert advice to attract attention in your business plan:

A
  1. Limit the fixed costs & other important as well
  2. Accurate scheduling of material supply and payments
  3. Quality and relationship with clients
  4. Financing & investment decisions
42
Q

Different conceptions of what an entrepreneur is:

A
  • Separating property & control (owner-entrepreneur)
  • Brain of the firm (technostructure-entrepreneur)
  • Investor seeking profits ( capital-entrepreneur)
  • Risk-entrepreneur
  • Coordinator (control-entrepreneur)
  • Direction-entrepreneur
  • Innovation-entrepreneur
  • Completing-entrepreneur
  • Opportunity seeker
43
Q

Entrepreneur nowadays:

A

Decision-making under uncertainty

44
Q

The management

A

The entity controlling the running of the business and organizing the factors, paying attention to both tangible and intangible assets.

45
Q

Three main tasks for the management:

A
  1. Planning
  2. Organizing
  3. Control
    - Sometimes putting in “management” as a third before control - handle the POSDCORB.
46
Q

Management system:

A

Systems all over the organization related to different areas like environment, quality, safety etc which establishes goals, make strategic and operational planning and designing the internal structure and processes for control.

47
Q

Levels of management:

A
  1. Top management - closest to shareholders. President and directors make important long term decisions. Strategic level.
  2. Middle management - following orders from top & consists of department managers who will connect top with operational level. Tactic level.
  3. Low level management - first line managers directly connected to workers. Supervising the daily activities. Operational level
48
Q

3 important abilities of the management:

A
  • technical - communicate and coordinate
  • human - able to manage people.
  • thoughtful - problemsolving and able to make decisions under pressure.
49
Q

POSDCORB

A

Planning, organizing, staffing, directing, coordinating, o, reporting, budgeting.

50
Q

Classifications of innovation

A
  • Degree of novelty - radical (totally new) or incremental (improve existing)
  • Innovation scenario - technological or market
  • Innovation object - product or process.
51
Q

Describe the tech & market innovation more:

A

4 different types:

  • New T&M: structural innovation.
  • New M but same T: new segments.
  • New T but same M: revolutionary innovation
  • Same T&M: regular (ex just a more fancy TV)