COMM 101 MINDMAP AMY YE - 34517425

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COMM 101 MINDMAP AMY YE - 34517425 by Mind Map: COMM 101 MINDMAP AMY YE - 34517425

1. BUSINESS PLAN

1.1. Business Model Canvas

1.1.1. Key Building Blocks

1.1.1.1. Nine in Total

1.1.1.2. Interconnected

1.1.1.3. Key Business Elements

1.1.2. Visual Aid

1.1.2.1. One Page Template

1.1.2.2. Easy to Read

1.2. Fishbone Diagram

1.2.1. Cause and Effect Analysis

1.2.1.1. Problem Solving

1.2.1.2. New Innovations

1.2.2. Visual Aid

1.2.2.1. Easy to Read

1.2.2.2. Clear Cause and Effects

1.3. Big Hairy Audacious Goals

1.3.1. Important

1.3.2. Motivation

1.3.3. Difficult to Achieve

1.3.3.1. 'Shoot for the Moon'

1.3.4. Measurable

1.3.5. Have a Finishing Line

1.3.6. Defines Core Values

2. BUSINESS ETHICS

2.1. Stakeholder Theory

2.1.1. Core Values are #1

2.1.1.1. Ethical decisions

2.1.1.2. Integrity

2.1.2. Corporate Social Responsibility

2.2. Shareholder Theory

2.2.1. Profit Maximization is #1

3. TEAMWORK

3.1. Requirements

3.1.1. Responsibility

3.1.2. Accountability

3.1.3. Communication

3.1.4. Common Goals

3.2. Team Charter

3.2.1. Individual Roles

3.2.2. Expectations

3.2.3. Failure to Meet Expecations

3.2.4. Scheduling

4. HUMAN RESOURCES

4.1. Work Culture

4.1.1. Beliefs

4.1.2. Core Values

4.1.3. Attitudes

4.1.3.1. Work for the money

4.1.3.2. Work for enjoyment

4.1.4. Visions

4.1.5. Example: Zappos

4.1.5.1. Ten Core Values

4.1.5.2. Holacracy

4.1.5.3. Passionate Employees

4.2. Employees

4.2.1. Management

4.2.2. Hiring and Firing

4.2.3. Recruitment and Training

5. INNOVATION AND ENTREPRENEURSHIP

5.1. Transient Advantage

5.1.1. Five Stages

5.1.1.1. Launch

5.1.1.2. Ramp Up

5.1.1.3. Exploitation

5.1.1.4. Reconfigure

5.1.1.5. Disengage

5.1.2. Short-Lived

5.1.3. Constant Change

5.1.3.1. No Perfect Strategy

5.2. Entrepreneurs

5.2.1. Independent

5.2.2. Personally Raises Funds

5.2.3. Full Risk Taken

5.2.4. More Freedom in Innovation

5.3. Intrapreneurs

5.3.1. Dependent

5.3.2. Company Raises Funds

5.3.3. Does Not Bear Full Risk

5.3.4. Operate Within Company Restraints

5.4. Disruptive Innovation

5.4.1. Creates New Market

5.4.2. Disrupts Incumbent Firms

5.4.3. Targets Overlooked Segments

5.4.4. Performance Better with Time

6. CREATING SHARED VALUE AND SUSTAINABILITY

6.1. Triple Bottom Line

6.1.1. Social

6.1.2. Environmental

6.1.3. Economic

6.2. Economic and Social Values

6.2.1. Profit Maximization

7. SOCIAL ENTERPRISE

7.1. Social Purpose

7.1.1. Driven by its Mission

7.1.2. Benefits Communities

7.2. Self-Sufficient

7.2.1. Not Charities

7.2.2. Makes Own Profit

8. ACCOUNTING

8.1. Financial

8.1.1. External Audience

8.1.1.1. Auditors

8.1.1.2. Stakeholders

8.1.1.3. Customers

8.1.2. Emphasis on History

8.1.3. Accuracy

8.1.3.1. Complies with the IFRS

8.1.3.2. Uses the GAAP

8.1.3.3. Fraudalent Accounting

8.1.3.3.1. Illegal

8.1.3.3.2. Unethical

8.1.3.4. Ethical Issues

8.2. Managerial

8.2.1. Internal Audience

8.2.1.1. Managers

8.2.1.2. CEO

8.2.2. Emphasis on the Future

8.2.3. Supplies Necessary Information

9. MARKETING

9.1. Market Segments

9.1.1. Demographics

9.1.2. Price

9.1.3. Customer Loyalty

9.1.4. Psychological Factors

9.2. Points of Difference

9.2.1. Unique to Company

9.2.2. Differentiation is Key!

9.3. Points of Parity

9.3.1. Unique to Several Competitors

9.3.2. Unique to Industry

9.4. Emotional Impact

9.4.1. Example: Dove Soap

9.4.1.1. Specific Value Proposition

9.4.1.2. Convinced Consumers They Care

9.4.1.3. Campaigned for Recognition of Natural Beauty

9.4.2. "People Don't Buy What You Do, They Buy Why You Do It" (Sinek, 2010)

10. ALUMNI

10.1. New Perspectives on Sauder

10.1.1. Springboard for Growth

10.1.2. Opportunity for Improvement

10.1.3. Okay to not know your Career Path

10.1.4. People often Change Careers after Graduation