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INTRODUCTION The current world-wide economic crisis is exerting a strong pressure on business actors, hence affecting their behavior. Public authorities, as for example Governments, are approving austerity programs and increasing taxes; large and small firms are cutting costs through the dismissal of employees 1 ; financial institutions are requesting more and more warranties for issuing loans; when acting as entrepreneurs, individuals are demonstrating both frustration and incapacity to select and manage good projects; when acting as consumers, they are showing a tendency to choose the less expensive deal.The attention of this paper is focused on the behavior of the individuals, both as entrepreneurs and as consumers. As concerns individuals as entrepreneurs, the idea which underpins the discussion is that a high start up rate is very dangerous – for the macro-economic context – if not accompanied by the success of the new established firms. Assumed this, the study is concerned with a specific market area – Italy – and a specific industry sector – Food Service Industry –: two arenas where the mentioned problem has actually occurred. Accordingly, in the first part of the discussion, the author examines certain factors – drawn from the interpretation of well-established entrepreneurial theories – which, in times of crisis, affect either the startup rate or the prospective of success of the firm. In particular, the analysis is concerned with: individuals’ belief on the convenience working for one’s own instead of working for somebody else; the availability of funds necessary to accomplish the startup investment; the predictability of good performance of the startup venture; and, finally, the familiarity that individuals have with the product/service supposed to be the object of their startup venture. To begin with, factors 1,2 and 3 are analyzed and explained, first separately and hence in combination. Both the analysis and the explanations are supported by graphics and mathematical functions, which are constructed only for descriptive purposes and for possible development of quantitative researches. Such preliminary study avails not only to appreciate the positive relationship between the factors themselves and the startup rate – higher firm’s successfulness, but also to establish the starting point of the discussion that shall be developed throughout the paper. In fact, by presenting as hypothesis said positive relationships, it follows that the aim of the paper becomes to understand which business models, formulas and solutions specifically address those three factors. It is true, the preliminary study of the hypothesis does not lead to the direct identification of the business models, formulas and solutions. Rather, it discloses which aspects, in times of crisis, these must present in order to convince individuals that is more convenient to work for their own, to facilitate the access to the funds necessary to make the startup investment and to render good performances predictable. 1 See Soble, J. [2012]. Sony to cut global workforce by 10,000. Financial Time, available at http://www.ft.com/intl/cms/s/0/d9fccb94-8240-11e1-9242-00144feab49a.html#axzz1seU6MTm3 Tenth Annual International Daejeon, South Korea P a g e | 32 Smart Sourcing Conference June 28-29, 2012
GENERAL ASPECTS A B ... X Y W Z Aspects which address the three factors The analysis demonstrates how the most important of these aspects turns out to be the outsourcing of managerial services. Theoretically, many business models, formulas and solutions might present such aspect. BUSINESS MODELS, FORMULAS, SOLUTIONS 1 2 ... 4 … 10 Aspects which address the three factors Yet, that does not mean all of them “universally” succeed to address with the three factors. The success hinges on macro-factors just like the market area – Italy – and the industry sector – Food Service Industry. Hence, the identification of the business models, formulas and solutions shall be the result of the intersection between “outsourcing of services” and the mentioned macro-factors. To put it differently, whereas intersected with other macro-factors (one can imagine Spain and Tourism), the “outsourcing of services” might suggest other business models, formulas and solutions. Anyways, as it shall be seen, although the intersection “outsourcing of services” and the mentioned macro-factors shall lead to the identification of a business model, formula and solution, that shall not ensure the successfulness of the latter as business strategy. The “intersection” approach requires the brief presentation of the Italian economic situation and the pointing out of some important issues related to the Food Service Industry; these observations rely on the qualitative and quantitative data mainly drawn from documentation provided by the national Italian statistic office (ISTAT), the national associations of entrepreneurs (Confimprese) and the Sole 24ORE, that is the most notorious Italian financial journal. The examination of such data suggests that the reasons of many startup failures (especially those referring to the biennium 2010-2011) have been connected to the lack of professionalism of the entrepreneurs. Tenth Annual International Daejeon, South Korea P a g e | 33 Smart Sourcing Conference June 28-29, 2012 A B ...
Page 1 and 2: 2012 Global Sourcing of Services: B
Page 3 and 4: Center for Global Outsourcing Tenth
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Page 7 and 8: Dear Conference Participants: I wou
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Page 11 and 12: 2012 June 28 8:00AM-5:30 PM Registr
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Page 15 and 16: Contemporary Issues and Challenges
Page 17 and 18: Introduction Outsourcing is contrac
Page 19 and 20: In this way Big Business is on the
Page 21 and 22: Introduction and Literature Review
Page 23 and 24: DESIGNING AND IMPLEMENTING A FRAMEW
Page 25 and 26: giving weight to the sub criteria,
Page 27 and 28: Abstract Secrets of Competitiveness
Page 29 and 30: outsourcing some or major function
Page 31 and 32: prescription to grow not only organ
Page 33: ENTREPRENEURSHIP IN TIME OF CRISIS:
Page 37 and 38: PRODUCTION OFFSHORING FOR A US SUBS
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Page 41 and 42: Mitigating the Impact of Managerial
Page 43 and 44: a proportion of initial cash flows;
Page 45 and 46: Sourcing of Digital Content: Its Im
Page 47 and 48: Penguin eBooks Penguin titles avail
Page 49 and 50: The Impacts of Organizational Cultu
Page 51 and 52: included 15 questions which have 1
Page 53 and 54: Choice of Agile Methodologies in Gl
Page 55 and 56: lack of knowledge within the team w
Page 57 and 58: Customer Satisfaction on IT Outsour
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Page 61 and 62: INTRODUCTION: Healthcare Informatio
Page 63 and 64: Table 3. Issues in Offshoring Offsh
Page 65 and 66: Challenges of IT Adoption and Outso
Page 67 and 68: Methodology To conduct the research
Page 69 and 70: AN EXAMINATION OF CAPABILITY, QUALI
Page 71 and 72: H7: IS vendor’s partnership quali
Page 73 and 74: Annual Global Outsourcing Quiz Bowl
Page 75 and 76: Introduction The rapid development
Page 77 and 78: References 1. Bartram, S. M., Brown
Page 79: Introduction Comparing with other s
Page 82 and 83: Introduction Taiwan’s economy is
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Abstract Issues and Challenges with
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Often, however, feasibility studies
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Attendee List (Page 1 of 3) Name Ro
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