In this case study the eBars was used as exemplary new business. Firstly the company's origin, strategy and team were described and afterwards the problems which occurred during the operation were analysed. This demonstrated that most of the problems happening at eBars were related to the people management, organizational management and customer approach. These problems seem to be easy to avoid at first glance but in the second glance exemplary it be seen that these issues are very common and can come about in any new business.
According to the article "The success of Start-Ups is an exception" 70 % of new businesses fail because of issues related to the team. This shows, that the problems mentioned are very usual and a big topic in new businesses. The solutions presented show that most issues can be unbound by a good organizational structure, strict rules and good guidelines. These tools can be a smaller team, tools for data management, strict task allocation regarding competencies, strict organizational rules, strict agendas, strict conversation rules or a simple guideline for customer approach. Moreover, the separation of private and business affairs is very important particularly in businesses where friends are working together.
Table of Contents
1 Introduction
2 Presentation of eBars
3 Problem Analysis
3.1 Task Allocation
3.2 Time Management
3.2.1 Internal Meetings
3.2.2 Customer Approach
4 Suggested Solutions for the operational problems
4.1 Task Allocation
4.2 Internal Meetings
4.3 Customer Approach
5 Conclusion
Objectives and Core Themes
This case study examines the operational challenges faced by the start-up eBars GbR, focusing on how internal organizational weaknesses and management issues hindered their initial growth and profitability.
- Analysis of task allocation and team structure in new businesses.
- Evaluation of time management practices during the operational phase.
- Strategies for professional customer acquisition and communication.
- The impact of internal meeting efficiency on company productivity.
- Practical implementation of organizational structures to overcome growth hurdles.
Excerpt from the Book
3.1 Task Allocation
After the grounding phase, when planning the project, more and more problems came about in terms of organization and communication. The Task Allocation was one problem within the organization. Since the eBars team consisted firstly of six members, a division of responsibilities such as marketing, accounting and computer science was inevitable. This was not easy because the competencies overlapped each other. The two business informatics had much knowledge of programming, modelling IT-strategies, organizing and programming websites and applications. The business students of the team were experts in fields of business. That’s why the two informatics were responsible for task considered to the organization, management and programming of the website and the two applications. The other four members were responsible for the marketing and accounting. The occurring problem was that the main workload was the programming and the management of the two apps and the website. The four business students hadn’t that much workload compared to the two IT specialists. That caused a little hassle within the team. Every business student had just a few tasks to do. At the one side the IT branch felt were working too much and on the other hand the business branch felt not very involved in the process and didn’t fulfil the tasks very reliable. Of course miscommunications between the departments were an outcome of this unstructured appearance. This was one of the causes that two team members left the company in the early stage.
Summary of Chapters
1 Introduction: Provides an overview of the challenges faced by start-ups during their operational phase and introduces eBars GbR as the primary case study.
2 Presentation of eBars: Details the origin, team structure, and business strategy of eBars following their participation in a university business competition.
3 Problem Analysis: Identifies and analyzes core organizational obstacles, specifically focusing on task distribution and inefficient time management.
4 Suggested Solutions for the operational problems: Outlines the practical methods implemented by eBars, such as revised task allocation and improved meeting protocols, to enhance operational efficiency.
5 Conclusion: Summarizes the findings, emphasizing that systematic organizational structures and clear guidelines are essential for a start-up to transition from an idea to a profitable business.
Keywords
Start-up, Operational Phase, eBars GbR, Task Allocation, Time Management, Business Strategy, Entrepreneurship, Leadership, Customer Acquisition, Organizational Structure, Management, Case Study, Efficiency, Team Communication, Problem Solving
Frequently Asked Questions
What is the core focus of this publication?
The paper focuses on the operational challenges faced by new businesses, specifically using the start-up eBars GbR as a practical example to analyze common mistakes in organization and management.
What are the primary themes discussed?
The key themes include task allocation, time management, customer acquisition strategies, and the transition from a founding team to a professionally structured company.
What is the main research question of this study?
The research explores what specific problems and management mistakes typically occur in a new business during its operational phase and how these can be effectively addressed.
Which scientific methodology is applied?
The author employs a qualitative case study methodology, documenting the real-world experiences, failures, and subsequent strategic improvements of the eBars GbR venture.
What topics are covered in the main section of the book?
The main section covers a detailed analysis of organizational struggles, such as uneven workload distribution among team members and ineffective communication during internal meetings, followed by suggested solutions.
How would you characterize this work?
This work is characterized by its focus on practical business management, team dynamics, the importance of operational structure, and the lessons learned from the life cycle of a student-founded start-up.
How did the eBars team resolve their internal communication issues?
They introduced new communication channels such as group software and Dropbox for file management, and established strict "conversation rules" for meetings to eliminate private distractions.
Why was the customer acquisition process initially considered a "time waster"?
The initial approach involved disorganized email campaigns and ineffective cold calling, which yielded low response rates from bar owners until a more structured, personal sales guideline was implemented.
- Quote paper
- Florian Fleming (Author), 2014, The Problems of New Businesses During the Operational Phase Using the Example of eBars GbR, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/512389
