Ann Marie Puig


Ann Marie Puig explains the evolutionary process of small business expansion

It is often difficult to bring order to small business advancement and issues in a way that is practical for businesspeople. Independent ventures are different in their size and potential for improvement. Ann Marie Puig is a business consultant who serves clients around the world and explains how entrepreneurs can understand the various phases of small business expansion.

Businesspeople often face the same issues at different stages of their development. These issues can be framed to create a perception of the nature and characteristics of associations. This could range from a small cleaning company with low-salaried workers to a $20 million-per-year conglomerate that experiences a 40% annual rate of advancement.

Puig says, “For entrepreneurs or overseers of private enterprise, such cognizance may help in assessing present troubles. For instance, the need to update a PC system or to enlist second-level chiefs to continue masterminded advancement.”

It can also help to anticipate the essentials at different centers, such as the ridiculous time obligation for founders during startup and the prerequisite for tasks or changes in their managerial positions when the company becomes more dynamic and impressive.

This framework also gives an opportunity to assess the effect of current and proposed managerial rules and actions on one’s business. The dismissal of twofold task collection benefits is a significant model. This could be beneficial to a stable, effective large entity but not to another rapidly growing, high-advancement venture.

Over the years, a variety of experts have developed models to help us understand business growth. Clarifies Puig, “Each estimates business size and business growth or the period of improvement in one estimate. These structures are important in many respects but not appropriate for private ventures at multiple levels.”

The structures acknowledge the fact that an association must either experience and create all phases of progress, or it will fail. The second is that the models fail to recognize the crucial starting stages of an association’s advancement and beginning stage. These frameworks show company size in a way that is similar to annual arrangements. They neglect other components such as the number of zones, multifaceted nature and rate of product advancement.

We used a combination of observational research, understanding, and a request for the composition to create a structure that was suitable for small and growing businesses. Each stage is represented by a record that shows the size, grouped assortment, and unpredictability. We also used five organizational factors to show the organization: regulatory style and structure, formal systems level, key destinations, and owner’s commitment.

Although there is usually only one phase, it can cause problems for business visionaries. One of the most significant problems in small businesses is the change in the needs and capabilities required to manage them. Owners must manage and envision the various components that make up the association.

The headway stage of an association determines the most important factors to be monitored. Its courses of action help identify which factors should be defended. Adds Puig, “Understanding an association’s improvement stage and provisional games plans allows managers, counsels, and financial professionals to make dynamically-instructed choices and prepare themselves and their associations to face future challenges.”

Each attempt is different from other points of view, but they all face the exact same issues and are dependent upon making unimaginable changes. It is possible that this could explain why it is so fun to be an owner.