Small Business Management: A Framework for Success » (1st Edition)

Dr. Charles E. Bamford is the Dennis Thompson Chair of Entrepreneurial Leadership at Queens University of Charlotte. He earned his B.S. degree at the University of Virginia, an M.B.A. at Virginia Tech, and a Ph.D. in Strategy and Entrepreneurship at the University of Tennessee. During a twelve-year span prior to pursuing his Ph.D., he held positions managing Business Analysis (Mergers and Acquisitions, Dispositions, and Small Business Consulting) for Dominion Bankshares Corporation (now Wells Fargo Corporation). His business career also included stints as Director of Corporate Training, Systems Analyst, COBOL programmer, and full-time instructor at Virginia Western Community College in the early 1980s. Dr. Bamford has taught courses in Strategic Management and Entrepreneurship at the undergraduate, graduate, and executive levels at universities in Scotland, Hungary, and the Czech Republic. Prior to joining Queens University, he held positions as an Associate Professor at Texas Christian University and at the University of Richmond. Dr. Bamford has won 14 teaching excellence awards during his career, including six Executive MBA Teacher of the Year Awards, and is a Noble Foundation Fellow in Teaching Excellence. In addition to authoring a best-selling business textbook, Dr. Bamford has published research in the Strategic Management Journal, Journal of Business Venturing, Entrepreneurship Theory & Practice, Journal of Business Research, Journal of Business Strategies, Journal of Technology Transfer, and Journal of Small Business Management.

Garry D. Bruton Ph.D., Oklahoma State University, Stillwater, Oklahoma, 1989. Professor Bruton has authored or co-authored over 50 articles inleading academic journals including the Academy of Management Journal, Strategic Management Journal, the Journal of Business Venturing, and the Journal of High Technology Management Research. His principal research interests include high technology entrepreneurship and venture capital financing of new ventures. Most of this research focuses on these activities in the emerging markets of China and Russia. Professor Bruton now serves on the editorial boards of five journals and is Associate Editor of the Academy of Management Executive. Additionally, he was selected by the Fulbright Commission to fill the Hall Chair in Entrepreneurship for spring 2005 in Warsaw, Poland.

SMALL BUSINESS MANAGEMENT is a problem-based book for the small business course where experiential learning is key. This text emphasizes problem-based learning through working with real problems faced by entrepreneurs and small business owners. SMALL BUSINESS MANAGEMENT has built real-world scenarios into its chapters, via its Office Lots continuing case, and interspersed exercises throughout where students often play the roles of financial analyst, marketer, and business owner in order to find solutions. In essence, SMALL BUSINESS MANAGEMENT will be a hands-on learning practicum. With a solid emphasis on research and the most current environmental conditions in small business, and the authors' backgrounds in strategy, this text provides a solid foundation in terms of the types of business students are most likely to start, which are those businesses that start out small and are expected to stay small for the foreseeable future. The text also provides coverage and development of the business plan which is found in SMALL BUSINESS MANAGEMENT's Appendix.

1. Introduction.
2. The Small Business Owner.
3. Business Idea Generation and Initial Evaluation.
4. External Analysis.
5. Developing Business Mission and Strategy.
6. Analyzing Cash Flow and Other Financial Information.
7. Establishing the Legal Foundation.
8. Establishing Operations.
9. Financing & Accounting.
10. Building the Business--Human Resources.
11. Building the Business-Marketing.
12. Building the Business-Finance.
13. Exit/ Harvest/ Turnaround.
14. Franchising and Purchasing an Existing Business. Appendix.