Developing Enterprise of the Original Cake Co.

This presentation focuses on the enterprise development of the Original Cake Co. It covers various aspects such as enterprise ecosystem, new venture creation, business structures & incorporation, IP & insurance, networking & marketing, terms & conditions and contracts, pricing & funding, cash flows, bookkeeping, personal survival planning, calculation of tax and VAT. The presentation concludes with immense potential for growth and the need for extensive marketing and advertising strategy.

DEVELOPING ENTERPRISE OF THE ORIGINAL
CAKE CO.

Overview of the Presentation
• Introduction
• Enterprise Ecosystem
• New Venture Creation (Customer Segment)
Business Structures & Incorporation
• IP & Insurance
• Networking and Marketing
• Terms & condition and contracts
• Pricing & Funding
• Cash flows, Bookkeeping, Personal Survival Planning
• Calculation of Tax and VAT
• Conclusion
• Reference List

Introduction
• Enterprise Development requires a through
analysis of the business model of the enterprise
(Hartigh, Visscher, Tol and Salas, 2013).
• In the current analysis, case Company the
Original Cake Co. have been selected.
• The Original Cake Co. served as an appropriate
business, which is a small and medium scale
business, where the owner furnished with the
necessary information to analyse it.

Enterprise Ecosystem
• The enterprise ecosystem of Original Cake
includes its customers/beneficiaries, who
makes purchase from the Company (Hitt,
Ireland and Hoskisson, 2012).
• Government, which determines rules,
regulations and polices.
• The society/ community, to which the
Company serves.

New Venture Creation
(Customer Segments)
• Analysing customer segments revealed that the
enterprise has various untapped segments.
• The enterprise can increase its marketing and
advertising to target untapped market
segment.
• Using social media and PR marketing can serve
as an adequate advertising tool for the
company.

Business Structures & Incorporation
• The enterprise is a private limited company.
• IT is financed by the owner, a private financer
and the bank. The owner has the maximum
share in the Company (Svensson and Wood,
2011).
• The board of the Company follows governance
model, protecting the interest of the owner.

IP & Insurance
• The recipe of the cakes is the IP of the
Company.
• Its has various strategies to protect it.
• The enterprise has various types of insurance
to protect it legally.

Networking and Marketing
• The enterprise need to adopt digital marketing
for individual customers, such as social media
and online marketing.
• The enterprise can adopt advertising options
for attracting new customer segments.

Terms & Condition and contracts
• The enterprise need to include terms and
conditions on its website and in its store for
protecting its rights.
• The enterprise need to frequently review its
contracts such that it can legally comply to
standards.

Pricing & Funding
• The enterprise adopts dynamic pricing for its
product.
• The enterprise has successfully obtained two
different kinds of financing for its business.
• The debt financing attracts a high rate of
interest (4%) whereas the private finance
takes a share of profits.

Cash Flows, Bookkeeping, Personal survival
planning
• The enterprise keeps a regular track of its
incomes and expenses through cash flows,
bookkeeping and preparing of various
statements.
• The statements allows the enterprise to stay
afloat and maintain sustainability in its
business.

Calculation of Tax and VAT
• The enterprise need to pay for its taxes.
• The enterprise need to pay for corporation
tax, sales tax and other taxes.
• VAT is charged at 20% on its products.

Conclusion
• The enterprise has immense potential for
growth.
• It needs to adopt extensive marketing and
advertising strategy.

Reference Lists
• Hartigh, E.D., Visscher, W., Tol, M. and Salas, A.J., 2013.
Measuring the health of a business ecosystem. In Software
Ecosystems: Analyzing and Managing Business Networks in the
Software Industry. Edward Elgar Publishing Ltd.
• Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., 2012. Strategic
management cases: competitiveness and globalization. Cengage
Learning.
• Svensson, G. and Wood, G., 2011. A conceptual framework of
corporate and business ethics across organizations: Structures,
processes and performance. The Learning Organization, 18(1),
pp.21-35.
• Trimi, S. and Berbegal-Mirabent, J., 2012. Business model
innovation in entrepreneurship. International Entrepreneurship
and Management Journal, 8(4), pp.449-465.

Thank You

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