内容提要

《小企业管理》（第十版）是一本经受了考验的教科书，它将

带给您关于当今小企业的最新和最重要的消息。

当今小企业管理的热点是什么？

在国际互联网上有哪些小企业的消息？

现实中的小企业是如何发展的？

边干边学：实践出真知！

小企业管理永远走在前头。

Partl

Nature of Entrepreneurship and

Small Business

1 Entrepreneurs: The Energizers of Small Business

2 Small Business: Vital Component of the Economy

Part2

Seeking Entrepreneurial Opportunities

3 Stortup and Buyout Opportunities

4 Franchising Opportunities

5 Family Business Opportunities

Part3

Developing the New Venture Business Plan

6 The Role of a Business Plan for a New Venture

7 Creating a Competitive Advantage

8 Analyzing the Market and Formulating the Marketing Plan

9 Selecting the Management Team and Form of Organization

10 Choosing the Location and Physkal Facilities

11 Accounting Statements and Financial Requirements

12 Finding Sources of Financing

Par4

Small Business Marketing

13 Consumer Behavior and Product Strategy

14 Pricing and Credit Strategies

15 Promotion: Personal Selling, Advertising, and Sales Promotion

16 Distribution Channels and Global Markets

Part5

Managing Small Business Operations

17 Professional Management in the Growing Firm

18 Managing Human Resources

19 Quality Management and the Operations Process

20 Purchasing and Managing Invenlory

21 Compufer-Based Technology for Small Businesses

Part6

Financial Management in the Entrepreneurial Firm

22 Evaluating Financial Performance

23 Working-Capital Management and Capital

Budgeting

24 Risk and Insurance Management

Part7

Social and Legal Environment

25 Social and Ethical Issues

26 Working Within the Law

Cases

Appendixes

Endnotes

Photo Credits

Glossary

Index

WalkThrough xi

Preface xxv

About the Authors xxxi

Port1

Nature of Entrepreneurship and Small Business

1 Entrepreneurs: The Energizers of Small Business

Opportunities (or Entrepreneurial "Energizers" Rewards and Drawbacks of

Entrepreneurship Charactenstics of Entrepreneurs Readiness for

Entrepreneurship Diversily in Entrepreneurship

2 Small Business: Vital Component of the Economy

Definition of Small Business Small Business as Producer of Goods and Services

Special Contributions of Small Business The Small Business Failure Record

Causes of Business Failure

Part2

Seeking Entrepreneurial Opportunities

3 Startup and Buyout Opportunities

The Stariup: Creating a New Business Buying an Existing Business Increasing the

Chances of a Successful Startup: Lessons from High-Growth Firms

4 Franchising Opportunites

Understanding the Franchise Option Advantages and Disadvontages of

Fronchising Evaluating Franchise Opportunifes Selling a Franchise

Understanding the Franchisor/Franchisee Relationship

5 Family Business Opportunities

The Famil Business: A Unique Institution The Cubure of a Family Business

Fomily Roles and Relationships Special Fealures of Family Firm Management

Thc Process of Leadership Succession Transfer of Ownership

Part3

Developing the New Venture Business Plan

6 TheRoleof a BusinessPlanforaNewVenture

What Is a Business Plan? The Need for a Business Plan How Much Business

Plan Is Needed? Preparing a Business Plan Where to Go for More

Information The Business Plan

7 Creating a Competitive Advontage

Competitive Advantage Market Segmentation Strategies

Niche Marketing Customer Service Management The

Business Plan

8 Analyzing the Market and Formulating the

Marketing Plan

Small Business Marketing Marketing Research for the New

Venture Estimating Market Potential Components of

the Fonnal Marketing Plan The Business Plan

9 Selecting the Management Team and Form of

Organization

The Management Team Legal Forms of Organization

The Board of Directors Federal Income Taxes and

the Form of Organization The Business Plan

10 Choosing the Location and Physical Facilities

The Location Decision Site Selection Home-Based

Dusinesses The Building and Its Layout Equipment and Tools The

Business Plan

11 Accounting Statements and Financial Requirements

Accounting Statements: Tools (or Determining Financial Needs Assessing

Profitability A Firm's Financial Requirements The Business Plan

12 Finding Sources of Financing

Debt or Equity Financing? Sources of Financing Individuals as Sources of

Funds Business Suppliers and Asset-Based Lenders as Sources of Funds

Commefcial Banks as Sources of Funds Govemment-Sponsored Agencies as

Sources of Funds Other Sounces ot Funds Keeping the Right Perspective

The Business Plon

part 4

Small Business Marketing

13 ConsumerBehaviorandProductSlrategy

Underslonding the Customer Product Management

Product StratogyAltBmativesforSmaHBusinesses Building

thelbotol ProductOffering

14 Pridng and Credit Strategies

Setting a Price Using Break-Even Andysis tor Pricing

Seleding o Pridng Stratogy OfferingCredit

Manoging the Credit Process

15 rroinotion: Personal Selling, AdVertising, and Soles PromolionI

Promotion and tne Communication ProcSS Delermining

Profnotional ExpenditurBs Persond Selling Techniques

for Smoll Firms Advertising Considerations tor Small

Firms Sales Promolion Options for Small Finns

16 DistributionChannels andGlobalMorkets

The Role of Distribution Activities in Marlketing Struduring a Distribution System

Global Marketing Challenges Initial Preparations for Global Marketing

Sources of Trade and Financing Assistance

Part5

Managing Small Business Operations

17 Professional Management in the Growing Firm

Distinctive Features of Small Finn Management The Nature of Managerial

Work Time Management Outside Management Assistance

18 Managing Human Resources

Recrniting Personnel Evaluating Prospects and Selecting Employees Training

and Development Compensation and Incentives for Small Business Employees

Special Issues in Human Resources Manogement

19 Quallily Management and the Operations Process

Tbtal Quality Managemenl The Operotions Process Improving Productivrity

20 Purchasing and Managing Inventory

Purchasing Processes and Policles Relationships with Suppliers Objectives of

Inventory Management Controlling Inventory Costs

21 Computer-Based Technology for Small Businesses

Overview of Available Technology Computer Systems: Hardware

and Soflware Communication Among Computers Office and

Production Technology Purchasing and Managing Technology

Trends in Computer-Based Technology

Part6

Financial Management in the Entrepreneurial Firm

22 Evaluating Financial Performance

Accounting Activities in Small Finns Assessing a Firm's

Financial Performance

23 Working-Capital Management and Capital

Budgeting

Ttie Working-Capital Cycle Managing Cash Flow

Managing Accounts Receivable Managing Inventory

Managing Accounts Poyable Capital Budgeting

Appendix 23A Time Value of Money: Finding the Present Value of a

Dollar

Appendix 23B: Discounted Cash-Flow lechniques: Computing a Projects

Net Present Value and Intemal Rate of Retum

24 Risk and Insurance Management

Defining and Classifyinq Risk Risk Management Insurance for the Small

Business

Part7

Social and Legal Environment

25 Social and Ethkal Issues

Social Responsibilities and Small Business The Special Challenges of

Environmentalism and Consumerism The Small Business Context for Ethical

Decisions Putting Ethical Precepts into Practice

26 Working Wilhin the Law

Government Regulation and Small Business Opportunily Govemment Regulation

and Protection of the Marketplace Business Agreements and the Law The

Challenge of Taxation

Case 1 King's Beauty Supply

Case 2 Construction Equipment Dealership

Case 3 Stitch Craft

Case 4 Operating a Kiosk Franchise

Case 5 The Brown Family Business

Case 6 Robinson Associates, Inc.c

Case 7 The Fantastic Catalogue Company

Case8 ScrubaDub Auto Wash

Case9 VMGProducts

Case 10 Logan Beach

Case 11 WJP Partners

Case 12 Walker Machine Works

Case 13 SilverUning

Case 14 The Jordan Construction Account

Case 15 UtterRidder

Case 16 NovaSoft Systems Inc.

Case 17 Central Engineering

Case 18 Gibson Mortuary

Case 19 Douglas Electrical Supply, Inc.

Case 20 Mather's Heating and Air Conditioning

Case21 Franklin Motors

Case 22 The Style Shop

Case 23 Barton Sales and Service

Case24 Fox Manufacturing

Case 25 The Martin Company

Case 26 Diaper Dan

Appendix A Sample Business Plan

Appendix B Present Value of $ 1

Appendix C Present Value of an Annuity of $1 for n Periods

Endnotes

Photo Credits

Glossary

Index

The future is also bright for firms that add to quality and service a solid reputa-

tion for honesty and dependability. Customers respond to evidence of integrity be-

cause they are aware of ethical issues. Experience has taught them that advertising

claims are sometimes unbelievable, that the fine print in contracts is sometimes

detrimental to their best interests, and that businesses sometimes fail to stand be-

hind their work. Ifa small business is consistently ethical in its relationships, it can

earn the loyalty of a skeptical public. For example, a small diesel-engine service

business performed a major overhaul on an engine for a large construction com-

pany. Such an overhaul is extremely expensive, often costing from $15,000 to

$20,000. Soon after the initial ovei-haul, the engine malfunctioned again. At consid-

erable expense to itself, the small business performed additional repair work at no

additional charge. The customer was so impressed with this firm's unquestionable

dependability that it often sends equipment 200 miles or more, past other repair

centers, to the firm that demonstrated trustworthiness in a very practical way. A ma-

jor customer was won through qualitywork and integrity in customer relationships.

The doors to entrepreneurial opportunity are wide open, as is evident in the

business successes occurring all around you. The following examples will help you

visualize the great variety of opportunities that await you.

CRACKER BARREL (LEBANON, TENNESSEE) The construction of interstate highways

ruined the financial stability of many gasoline stations, motels, and other small

businesses located on local roads. At the same time, the change created business

opportunities along the new routes. In the small town ofLebanon, Tennessee, ex-

Marine Dan Evins saw this opportunity and responded by building a gasoline sta-

tion (combined with a restaurant and gift shop) just off the interstate highway.2

(Evins had gained some experi-

ence in this area by working for

an oil company owned by his fam-

ily, which operated some rural

gasoline stations.)

In 1969, Evins borrowed

$40,000 to build his first facility in

Lebanon; he called it the Cracker

Barrel Old Country Store. The

restaurant featured down-home

food-biscuits, grits, country ham,

and the like-at prices families

could afford. The atmosphere was

that of an old-fashioned country

store,

The new firm prospered and

earned a profit in its very first

month. Evins sold off poorly

located gas stations for the family-

owned oil company and concen-

trated on the new type ofbusiness.

By 1978, he had opened 15

Cracker Barrels, and by 1995, the

number had reached 230. In fiscal

year 1995, Cracker Barrel Old

Country Store, Inc. earned $66

million on sales of$783 million.

Evins is a classic entrepreneur who responded to change in the highway system

and capitalized on the opportunities presented by that change. By selling off the

small gas stations, he faced up to the changing environment, refusing to drift

downward with the declining market. By successfully meeting the needs of those

traveling over interstate highways, Evins was able to achieve large fmancial rewards.

COLDWATER CREEK (SANDPOINT, IDAHO) The beautiful lake and snow-capped

mountains near the Canadian border in Idaho lured Dennis and Ann Pence into

entrepreneurship3 They had tired of the rat race of their business careers in New

Jersey, where Dennis served as national marketing manager for a major corpora-

rion and Ann worked as a freelance advertising copywriter. In 1983, the Pences

packed up a U-Haul and headed west to Sandpoint, Idaho.

Why Sandpoint? The little town happens to be smack in one ofthe most beautiful uiilder-

nesses m the natim. Situated on the shores ofLakePend Oreille, a 43-mile-long pristine

body ofdeep blue water, Sandpoint isjlanked by two snow-capped mountain ranges. Os-

preys and eaglesfly overhead; grizzly bears and caribou are occasionally sighted in the

nearby mounlains. And since the town isjust west ofthe Continental Divide, its climate

is not sofrigid as it is in neighboring Montana4

Employment opportunities are limited in northern Idaho, so the Pences de-

cided to start a mail-order business, which they named Coldwater Creek. Since

both were experienced in marketing, this business idea built on their personal

strengths. The Pences searched for nature-related gifts, largely from regional arti-

sans. Some examples from their catalog are belt buckles and earrings in Native

American designs, craft items, and tee shirts and sweat shirts with pictures ofwild

animals on them.

Like most successful entrepreneurs, the Pences carefully planned their startup

and kept their focus on potential customers:

Ann Pence never lost sight ofher cu.stomer. Even the catalog's size-91/8 inches square-

was carefully calculated. "This is the easiest size to hold on your stomach in bed, read-

ing," says Ann. "That's the only time most ofour customers have to read catalogs. "5

Started in 1984, the business grew to $18 million in revenue in only eightyears.

With 80 employees, Coldwater Creek has become one of the largest employers in

the entire county and has contributed significantly to the population growth of

Sandpoint.

In this case, the new business provided a number ofentrepreneurial rewards.

The obvious financial gains rewarded the owners for risks they assumed when they

left their established careers and moved west. In addition, they realized the bene-

fits ofa beautiful location, freedom from restraints ofcorporate careers, and a life-

style that was attractive to them.

PROCTOR AND GARDNGR ADVERTISING (CHICAGO, ILUNOIS) After earning an Eng-

lish degree at a small Alabama college, Barbara Gardner Proctor found ajob as an

advertising copywriter in Chicago.(6) As she gained experience, she also developed

an appreciation for quality in advertising. A concept being developed by the agency

for a TV commercial struck her as tasteless and offensive, and this difference of

opinion with management led to her being fired. Following her dismissal, Proctor

applied to the Small Business Administration for a loan of $80,000 and promptly

opened her own agency in 1970.

作者简介

杰斯汀.G.隆内克是《小企业管理》一书的最早的作者，他

也参加了以后各版次包括本版的编写。他著述颇丰，在《小企业

管理》、《管理学评述》、《企业道德》等著名杂志上发表了大量论

文。他在许多专业组织中任职，是国际小企业委员会的总裁。

卡罗斯.W.莫尔在贝勒大学工作了20多年，是营销学教授。

他还在翰科墨商学院教大学生和研究生，被评为“杰出教授”。

穆尔博士在著名的《小企业管理》、《企业道德》、《管理的动力》

等杂志上发表了大量论文。他从第六版开始参加本书的编写。

J.威廉.彼迪是金融学教授和贝勒大学企业家协会主席。他

的主要工作之一就是给企业家上相当于大学生或研究生水平的财

务课程，他还在奥斯汀的得克萨斯大学教“小企业财务”课。他

与人合著了多本受学生欢迎的教材，在众多学术斯刊如《财务管

理》、《会计评论》、《小企业财务》等发表许多有分量的论文。

1995年他当选为“小企业财务学会”的主席。他是几家小企业

和中型企业的咨询顾问，是《小企业财务》杂志的主编。彼迪博

士在奥斯汀的得克萨斯大学获得工商管理硕士学位和博士学位，

他是得克萨斯州的注册会计师。