Business Start-Up, Expansion, Manage; Postgrad Double-Credit
Information Graphics for HRODC Postgraduate Training Institute.
Clickable YouTube Button Link LinkedIn Button Link Instagram Button Link Facebook Logo Button Link Tumblr Logo Button Link Reddit Button Link Twitter (X) Button Link TikTok Button Link Google Blog Button Link Google My Business Button Link Pinterest Logo Button Link
Course Finder Button Link Chat Link Button Home Button Link Past Delegates’ Link Button Email Link Button

Seminar or Course Number 065 - Small Business Start-Up, Expansion and Management Course, Leading to Diploma – Postgraduate – in Small Business Start-Up, Expansion and Management, Double-Credit, 72 Credit-Hours, accumulating to a Postgraduate Certificate, with 108 additional Credit-Hours, and a Postgraduate Diploma, with 288 additional Credit-Hours. Contents include Small Business Management -  Small Business Start-Up, Expansion Management, Venture Capitalists, company accounting reporting,  Small Business Start-Up, Expansion & Management Course or Seminar, Industrial and Consumer Products: A Distinction and Guide,     

 

Determining Industrial and Consumer Sectors,  Integrating Industrial and Consumer Products,   The Military as a Consumer, The Health Sector as a Consumer, Education as a Consumer Sector, Determining Players, Market Share and Gaps, Company Formation and Legal Status: Important Issues to Consider, Company legal status categorisation,  Factors associated with a choice of legal status of a company, Issues in favour of and mitigating against particular legal status, Legal requirement for company formation, Company legal status and reporting requirement, Company legal status and accounting requirement, Company legal status and accounting reporting, International trade and legal requirement, Import and Export VS National, Regional and International Embargo.

 

 For Whom This Course is Designed! This Course is Designed for:

  • Industrial Authorities;

  • Business Managers;

  • Business Consultants;

  • Business Support Personnel;

  • Entrepreneurs;

  • Fund Managers;

  • Venture Capitalists;

  • International Venture Capitalists;

  • Private Equity Managers;

  • Angels;

  • Dragons;

  • Business Lecturers;

  • Trade Ministry Representatives;

  • Business Enthusiasts;

  • All those desirous of managing and, or, investing in new and expanding businesses.

 

Course Co-ordinator:

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

Duration: 12 Days

 

Daily Schedule: 09:30 – 16:30

 

Cost: £12,000.00 Per Delegate

 

The course cost does not include living accommodation. However, delegates are treated with the following:

  • Free Continuous snacks throughout the Event Days;  

  • Free Hot Lunch on Event Days;                           

  • Free City Tour;             

  • Free Stationery;                                

  • Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

     

    • HRODC Postgraduate Training Institute’s Complimentary Products include:

     

     1     HRODC Postgraduate Training Institute’s Leather Conference Folder;

     2     HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

     3     HRODC Postgraduate Training Institute’s Key Ring/ Chain;

     4     HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

     5     HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course Material;

     6     HRODC Postgraduate Training Institute’s Metal Pen;

     7     HRODC Postgraduate Training Institute’s Polo Shirt.

 

Seminar or Course Number 065 - Small Business Start-Up, Expansion and Management – Leading to Diploma-Postgraduate in Small Business Start-Up, Expansion and Management (Double Credit), Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses.

 

Module 1

Small Business Start-Up, Expansion and Management (1)

 

 M1. Part 1: Small Business Start-Up: Small Salient Factors

 Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Demonstrate a heightened understanding of the distinguishing factors of Industrial and Consumer Products, respectively; 

  • Illustrate their internalisation of the need to establish the Industrial or Consumer Sector and subsectors that are to be targeted;

  • Indicate the most appropriate way in which sectoral information might be conveyed to entrepreneurs and businesses seeking to expand;

  • Determine when it is appropriate to integrate Industrial and Consumer Sectors, for the purpose of market targeting;

  • Rationalise the Military as a Consumer Place the ‘ Health Sector’  in the ‘ Consumer Sector’ Determine the products type and forms that that will support the conversion activities of ‘ Education Sector’;

  • Indicate the most appropriate sources of information on ‘ market trends’; 

  • Suggest how information on players and market share might be utilised in support of their ‘ market entry’.

 

Contents, Concepts and Issues

 

  • Industrial and Consumer Products: A Distinction and Guide;

  • Determining Industrial and Consumer Sectors;

  • Integrating Industrial and Consumer Products;

  • The Military as a Consumer;

  • The Health Sector as a Consumer;

  • Education as a Consumer Sector;

  • Determining Players, Market Share and Gaps.

 

M1. Part 2: Company Formation and Legal Status: Important Issues to Consider

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Determine the most appropriate legal form for particular entrepreneurial setting; 

  • Illustrate the problems and benefits of different legal form of companies;

  • List the pertinent factors that are associated with a choice of legal status of a company;

  • Outline the legal requirement for company formation, as it pertains to their particular country;

  • Indicate, accurately, the statutory reporting requirements of a company, based on its legal status and in relation to their specific country;

  • Suggest the general statutory accounting requirement of a company in their country

  • and the factors that determine these requirements; 

  • Demonstrate the relationship between a company’s legal status and its accounting reporting requirement, and the rationale on which this demand is based;

  • Indicate the legal requirement associated with International Trade in their own

  • country;

  • Address the implications of National, Regional and International Embargo on Import and Export.

Contents, Concepts and Issues

  • Company legal status categorization;

  • Factors associated with a choice of legal status of a company;

  • Issues in favour of and mitigating against particular legal status;

  • Legal requirement for company formation;

  • Company legal status and reporting requirement;

  • Company legal status and accounting requirement;

  • Company legal status and accounting reporting;

  • International trade and legal requirement;

  • Import and Export vs. National, Regional and International Embargo.

M1. Part 3: Protecting Inventions: Drawing on Legal Parameters (1)

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Explain the Design and Patent Law that pertains to their own country;

  • Outline the International Convention For Design and Patent;

  • Demonstrate a heightened understanding of the concept of Intellectual Capital

  • Highlight the most effective ways in which an organisation can protect its Intellectual Capital;

  • Use simple lay-language to explain the concept of ‘ Intellectual Property Rights’

  • Propose an unambiguous definition of Intellectual Property

  • Propose a defence of the notion that ‘ Inventions’ are a company’ s ‘ Intellectual Property’, drawing on the support of International legal cases;

  • Explain pertinent aspects of International Convention for Intellectual Property Rights;

  • Use International Cases to Determine the Ownership of ‘ Intellectual Property’ , through the Application of International Convention and Precedent.

Contents, Concepts and Issues

  • Design and Patent Law;

  • International Convention For Design and Patent;

  • Intellectual Capital;

  • Protecting Intellectual Capital; 

  • Intellectual Property;

  • Inventions as Intellectual Property;

  • Determination of the Ownership of Intellectual Property: Application of International.

 

M1. Part 4: Protecting Inventions: Drawing on Legal Parameters (2)

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Demonstrate their familiarity with Copyright and Copyright Convention;

  • Illustrate the likely subtlety of Industrial Espionage;

  • Propose effective ways of Detecting and Averting Industrial Espionage;

  • Provide an illustration of the different ways in which Industrial Espionage might manifest itself in an organisation;

  • Outline the Long-term Consequences of Industrial Sabotage;

  • Propose effective ways of averting and addressing Industrial Sabotage.

Contents, Concepts and Issues

  • Convention and Precedent;

  • Intellectual Property Rights;

  • International Convention for Intellectual Property Rights;

  • Copyright and Copyright Convention;

  • Understanding Industrial Espionage;

  • Detecting and Averting Industrial Espionage;

  • Industrial Espionage and the Recovery Process;

  • Industrial Sabotage and Long-term Consequences;

  • Identifying Acts of Industrial Sabotage;

  • Dealing with Industrial Saboteurs.

 

M1. Part 5: Operational Costing Issues (1)

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Propose systematic procedure for determining Product Needs and Wants;

  • Indicate the role of Scientific Research in enhancing an organisation’ s intellectual capital;

  • Explore the different ways in which Funding for Scientific Research might be realised;

  • Demonstrate their understanding of how on organisation might utilise pre-existing Scientific Research Findings to its advantage;

  • Discuss a systematic procedure for conducting Social Research, illustrating the purpose for which its findings might be utilised;

  • Construct questionnaires and interview schedules that are suitable for eliciting information in social research;

  • Propose when and how Marketing Research Agents might be utilised for conducting research on entrepreneurs’  behalf; 

  • Distinguish between ‘ Accounting Depreciation’  and ‘ Real Depreciation’ 

  • Engage in practical exercises to calculate depreciation on capital equipment; 

  • Calculate Fixed Costs;

  • Calculate Rates of |return on Investment;

  • Calculate Variable Costs.

Contents, Concepts and Issues

  • Determining Product Needs and Wants;

  • Scientific Research;

  • Funding Scientific Research;

  • Utilising Pre-existing Scientific Research Findings;

  • Social Research;

  • Social Research: A Practical Guide;

  • Using Marketing Research Agents;

  • Calculating Depreciation;

  • ‘ Accounting Depreciation’  VS ‘ Real Depreciation’; 

  • Calculating Fixed Costs;

  • Calculating Rates of |return on Investment;

  • Calculating Variable Costs.

Module 2

Small Business Start-Up, Expansion and Management (2)

M2. Part 1: Operational Costing Issues (2)

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Cost ‘ Human Resource’ ;

  • Integrate Fixed and Variable Costs;

  • ‘ Cost Apportion’ Factor ‘ Accounting for Depreciation’  in ‘ Cost Apportioning’ ;

  • Calculate Projected Sales and ‘ Externalities’ ;

  • Determine Projected Revenue;

  • Demonstrate their ability to find Projected Income;

  • Formulate a Pricing Strategy, accounting for Cost Variables;

  • Illustrate their understanding of the ‘Balance Sheet’.

Contents, Concepts and Issues

  • Costing Human Resource;

  • Integrating Fixed and Variable Costs;

  • Cost Apportioning; 

  • Accounting for Depreciation in Cost Apportioning;

  • Projected Sales and ‘ Externalities’;

  • Projected Revenue;

  • Projected Income;

  • Pricing Strategy and Cost Variables;

  • Understanding the Balance Sheet.

M2. Part 2: Industrial Product Design and Marketing

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Make a case for ‘ Industrial Products Aesthetics’;

  • Discuss the psychological bases of ‘ Consumer Products Aesthetics’;

  • Explain the part that social values play in Aesthetics;

  • Demonstrate their heightened understanding of pertinent ways of ‘ Averting Consumer;

  • Infuriation’, using ‘ real world examples’.

Contents, Concepts and Issues

  • Industrial Products Aesthetics;

  • Consumer Products Aesthetics;

  • Social Values and Aesthetics;

  • Averting Consumer Infuriation: Examples of Costly Mistakes.

M2. Part 3: Sources of Investment Funds

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Outline the different funding pockets that their National Governments provide for business start-ups and expansion;

  • Indicate how new and expanding business organisations might take advantage of available Social Development Funds;

  • Suggest the type of business organisations that will benefit from Economic Development Funds and their equivalent;

  • Indicate the extent to which Industrial Business Organisations might benefit from City Regeneration Funds and their equivalent;

  • Discuss the extent to which Regional Governments in their own country support Industrial Development;

  • Demonstrate an understanding of the extent to which the World Bank provide assistance for Industrial Development;

  • Describe the circumstances under which a company might attract UNESCO funding;

  • Explain the function of Venture Capitalists in Entrepreneurial Support;

  • List the most popular International Venture Capitalists and the type of funding that they  provide to business start-ups and business expansions;

  • Explain the way in which Business ‘ Angels’  operate and their motivation for offering  support;

  • Propose how Business ‘Dragons’  typically view support for entrepreneurial activities. 

Contents, Concepts and Issues

  • National Governments;

  • Social Development Funds;

  • Economic Development Funds;

  • City Regeneration Funds;

  • Regional Governments;

  • The World Bank;

  • UNESCO;

  • Venture Capitalists;

  • International Venture Capitalists;

  • Angels;

  • Dragons.

M2. Part 4: Marketing Industrial and Consumer Products: A Basic Introduction

 Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Explain Product as a ‘ Concept’

  • Propose how the issues of Pricing, Competition and the ‘ Snob Appeal’ might be exploited to enhance the development of consumer products;

  • Propose arguments in favour of Niche and Mass Markets, respectively;

  • Advise of the effective use of Physical and Virtual ‘ Places’ in the advancement of the associated ‘ marketing philosophy’ ;

  • Suggest the different ways by which Product Awareness might be enhanced. 

Contents, Concepts and Issues

  • Product as a Concept;

  • Pricing, Competition and the ‘ Snob Appeal’ : Niche or Mass Marketing;

  • Physical and Virtual Place;

  • Creating Product Awareness.

M2. Part 5: The Business Plan: A Guide to Entrepreneurs and Investors

Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Construct a business plan that will be attractive to investors and fund managers;

  • Illustrate how a well-constructed Business Plan might be used to Attract Investors and ‘ Fund Holders’ ;

  • Explain why particular ‘ aspects’  should be included in the Business Plan, to enhance its effectiveness;

  • Provide guidance to entrepreneurs on how to adapt a business plan to meet changing circumstances, without losing its focus;

  • Provide ‘ contingencies’  based on differing business scenarios.

Contents, Concepts and Issues

  • The Business Plan as A Guide to the Entrepreneur;

  • Using the Business Plan to Attract Investors and ‘Fund Holders’;

  • What Should Be Included in the Business Plan;

  • Tweaking The Business Plan Without Losing the ‘Focus’; 

  • Establishing Contingency: The Most Unlikely Scenario.

Seminar or Course Number 065 - Small Business Start-Up, Expansion and Management – Leading to Diploma-Postgraduate in Small Business Start-Up, Expansion and Management (Double Credit), Accumulating to a Postgraduate Certificate, with a Total of 180 Credit-Hours = 6 X 5-Day Courses, or 3 X 10-Day Courses; or a Postgraduate Diploma, with a Total of 360 Credit-Hours = 12 X 5-Day Courses, or 6 X 10-Day Courses.