The Four Stages of a Business
by Fred F. Richards, Jr.

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
 | i. Great ideas |
 | ii. New Venture - formation
 | Proprietorship |
 | Partnership |
 | "S" Corporation |
 | "C" Corporation |
 | Joint Venture |
 | Limited Liability Company |
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 | iii. Few customers |
 | iv. High margins |
 | v. Low competition (?) |
 | vi. No debt |
 | vii. Equity Financed |
 | viii. Cash is King! |
 | ix. Performance is based upon surplus cash generation |
Growth
 | Accepted Product or Service |
 | High prices with Product Launch |
 | High overall margins |
 | Growing demand |
 | Limited competition |
 | Loosely managed |
 | Poor capital management |
 | Requires cash for growth |
 | Almost always a corporation |
 | Equity and debt financed |
 | Performance is based upon sales growth! |
Professional Structure
 | Founder may no longer be with company |
 | Line & staff organization |
 | Formalization of policies and procedures take initiative from the informal working groups.
|
 | Human resource departments begin to decide who gets hired. |
 | The corporate culture is favored over individual stars. |
 | Market share becomes under attack as competition mounts. |
 | Cost control programs and Quality Circles become fashionable |
 | Performance is based upon adherence to plan. |
Mature
 | Established product |
 | Volume stabilizes as growth slows. |
 | Acquisitions and divestitures are more important than research and development.
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 | High competition from both foreign and domestic arenas is seen. |
 | Low margins continue. |
 | Tight capital management and detailed budgeting restrict innovation.
|
 | Debt financing becomes very important. |
 | Cash flow is seen by the CFO as more important than R&D expenditures for the future.
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 | Performance measurement is based upon economic returns on capital. |

Copyright 1999, 2001 - Adrich Corporation - All rights reserved. Quotation with attribution encouraged.
Last updated - December 10, 2001
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