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With the business now firmly established and a core staff of<br />

effective people the next stage of significant growth occurs. The<br />

volume of tasks increases and new tasks are identified, creating<br />

a need to recruit and train more people. sales increase, driving<br />

increased production of widgets, requiring more providers<br />

of the service or producers of the product, driving increased<br />

production capacity, fuelling the need for more sales staff to<br />

keep production at capacity, all requiring more infrastructure<br />

support. This spiral of growth is self-limiting; there is only so<br />

much that the owner is able to effectively manage, even with the<br />

aid of a closely directed team.<br />

“It starts with an idea:<br />

an entrepreneur has a concept for<br />

a business, and with all the excitement<br />

and enthusiasm of a new parent, sets<br />

about getting it off the ground.”<br />

The next stage is a difficult one for most entrepreneurs. The<br />

business requires a further separation of the owner role from<br />

the management function, leading to the introduction of<br />

professional managers. The very qualities of the entrepreneur<br />

that have allowed her to create and develop a successful<br />

business now often impede the further growth of that business.<br />

The owner needs to make decisions about the future, both for<br />

her personally, and for the business itself. It can no longer be<br />

said that she is the business and that the business cannot survive<br />

without her.<br />

Progression to this stage of the business cycle often triggers<br />

a consideration of whether or not to sell the business.<br />

Business owners should note that there are alternatives to an<br />

outright sale:<br />

1. delegating management to full-time managers and enjoying<br />

the fruits of your labour as owner, determining the overall<br />

direction of the business from the position of Chairman of<br />

the Board of directors and leaving the day-to-day operations<br />

to the management team. �<br />

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11

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