The Four Stages of a Business

by Fred F. Richards, Jr.

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Each business as it grows from an idea of an entrepreneur into a large and, hopefully, successful business undergoes a transformation of size, people, and character. Professor Herbert F. Stewart of the Harvard Business School often stated that businesses evolved from "half-baked schemes of the entrepreneurs into organizations that their founders would not recognize in most cases."

To assist the entrepreneur in understanding these stages the following has been prepared.

The Stages of business

Startup

bulleti. Great ideas
bulletii. New Venture - formation
bulletProprietorship
bulletPartnership
bullet"S" Corporation
bullet"C" Corporation
bulletJoint Venture
bulletLimited Liability Company
bulletiii. Few customers
bulletiv. High margins
bulletv. Low competition (?)
bulletvi. No debt
bulletvii. Equity Financed
bulletviii. Cash is King!
bulletix. Performance is based upon surplus cash generation

Growth

bulletAccepted Product or Service
bulletHigh prices with Product Launch
bulletHigh overall margins
bulletGrowing demand
bulletLimited competition
bulletLoosely managed
bulletPoor capital management
bulletRequires cash for growth
bulletAlmost always a corporation
bulletEquity and debt financed
bulletPerformance is based upon sales growth!

Professional Structure

bulletFounder may no longer be with company
bulletLine & staff organization
bulletFormalization of policies and procedures take initiative from the informal working groups.
bulletHuman resource departments begin to decide who gets hired.
bulletThe corporate culture is favored over individual stars.
bulletMarket share becomes under attack as competition mounts.
bulletCost control programs and Quality Circles become fashionable
bulletPerformance is based upon adherence to plan.

Mature

bulletEstablished product
bulletVolume stabilizes as growth slows.
bulletAcquisitions and divestitures are more important than research and development.
bulletHigh competition from both foreign and domestic arenas is seen.
bulletLow margins continue.
bulletTight capital management and detailed budgeting restrict innovation.
bulletDebt financing becomes very important.
bulletCash flow is seen by the CFO as more important than R&D expenditures for the future.
bulletPerformance measurement is based upon economic returns on capital.

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Copyright 1999, 2001 - Adrich Corporation - All rights reserved. Quotation with attribution encouraged.

Last updated - December 10, 2001