BUSINESS MANAGEMENT CLUB
OUR TEAM
JOSEPH SHETZEN, B.S. Engineering , Ben Gurion University, Israel
Joseph Shetzen is the founder and president of Business Management Club, Inc., an organization which has specialized in developing self-help management programs for small business owners since 1987.
Joseph Shetzen is the author of Business 2100 Management Program and Maximum Performance: The Dow Jones-Irwin Complete Guide To Practical Business Management (Volumes 1 and 2) published by Dow Jones-Irwin in 1990, currently the McGraw Hill Companies, Inc.
Joseph Shetzen has extensive experience as a business analyst, management consultant, and business turnaround expert in over fifteen different industries. He also developed a Multi-Disciplinary Practical Business Management Program, specializing in integrated small business management and entrepreneurship, and Executive Management Program for CEO's, and taught for many years at UCLA-Extension, Los Angeles, California.
Joseph Shetzen was a CEO in a manufacturing and construction companies and still has active business interests in several companies. Joseph Shetzen is also a Registered Financial Consultant (RFC) and a member of the International Association of Registered Financial Consultants IARFC. Finally, Joseph Shetzen has been featured in the International Who's Who of Professionals Directory for several years.
Dr. BRUCE A. SAMUELSON - B.S., M.B.A. Washington State University;
C.P.A. State of Washington; D.B.A. University of Southern California
Dr. Samuelson is a Professor of Accounting and former Chair of the Department of Accounting, Law and Finance at School of Business and Management, Pepperdine University, Culver City, California.
Dr. Samuelson served as a Director of the Small Business Institute at the University of California, provided management consulting service to many small businesses, served as an audit supervisor in the U.S. GAO, an auditor for a public accounting firm, and an accountant for a manufacturing firm. In addition, Dr. Samuelson taught at USC, CalState, Long Beach, and UC, Irvine. He also authored several articles that have appeared in The Accounting Review, The Journal of Accountancy, and Organization Studies.
DR. RICHARD E. GUNTHER - B.A. Economics, University of Southern California;
M.S. Operations Management, UCLA; Ph.D. Management and Operations, UCLA
Dr. Gunther is a Professor of Management Science and former Chair of Department of Systems and Operations Management, College of Business and Economics, California State University, Northridge.
Dr. Gunther specializes in operations management planning and inventory control. In addition, Dr. Gunther has extensive management consulting experience providing services to small and medium-sized companies in California. He has taught numerous courses for the Association for Operations Management (APICS) and has been published in such professional publications as Management Science, Decision Sciences, and the Journal of Operations Management .
DR. CHARLES W. FOJTIK - B.A. Northwestern University;
M.B.A. and D.B.A.,
University of Southern California
Dr. Fojtik is a Professor of Marketing and former Chair of the Department of Marketing at the School of Business and Management, Pepperdine University, Culver City, California .
Dr. Fojtik spent the last thirty years at Pepperdine University specializing in various areas of marketing management. In addition, Dr. Fojtik was in charge of the Delphi Bureau, specializing in forecasting and market research for new products and services. Dr. Fojtik also provided a broad range of marketing and sales management consulting services to numerous small and medium-sized companies. |
BUSINESS MANAGEMENT CLUB
A NOTE FROM THE PRESIDENT
Dear Reader:
Did you know that, according to recent statistics from the U.S. Small Business Administration (SBA), there are approximately 26.8 Million Businesses in this country? This includes about 20.8 million small businesses without employees (micro businesses), about 6 million small to medium-sized businesses with one to 500 paid employees, and about 18,000 large businesses with over 500 paid employees. Moreover, according to the Wall Street Journal Online, the number of business start-ups remained steady at about 600,000 annually between 1980 and 2005.
Small businesses account for about 60 percent of the total workforce and contribute substantially to the Gross Domestic Product (GDP) of $14.33 Trillion in the U.S. Unfortunately, according to Small Business Trends, about 70 percent of all small business start-ups fail during the first ten years of their existence. Some of the reasons for business failure include lack of business knowledge and management experience, low productivity of employees, insufficient capital, disagreements between partners, health problems, and bad economy.
Do you have any idea about the real cost of business failure in this country? The emotional cost of business failure obviously can’t be measured in monetary terms, but it is certainly devastating to the thousands of small business owners and their families. The financial cost of business failure can be estimated and it is very damaging. According to various sources, including PRNewsWire.com and Equifax the level of bankruptcies in 2009 increased by 44 percent, in comparison with the previous year, to approximately 63,000.
Moreover, according to the Wall Street Journal Online, the federal government projected that 19 of the nation's biggest banks could suffer losses of up to $599 Billion through the end of 2100 if the economy performs worse than expected. This translates into a potential annual loss of about $300 Billion. Let’s be conservative and suggest that if only 25 percent of this potential loss, or $75 Billion, will be incurred as a result of business failures in 2009, the potential Cost Of Business Failure will be as follows:
Annual cost of business failure |
$75,000,000,000 |
Daily cost of business failure |
$75,000,000,000 : 365 Days = $205,479,450 |
Hourly cost of business failure |
$205,479,450 : 24 Hours = $8,561,643 |
Cost of business failure per minute |
$8,561,643 : 60 Minutes = $142,694 |
Although the cost of business failure of $75 Billion per year, or $142,694 per minute, is based on several estimates, these numbers are very realistic and they speak for themselves. The high values of potential losses in all major business sectors, including small businesses, are discussed prominently in the news media. It is surprising, however, that nobody is really talking about the reasons which cause these huge losses in the U.S to occur in the first place. These reasons include mismanagement, lack of business knowledge, undercapitalization, and low productivity of employees. Perhaps, it’s time to look into this problem and to identify major reasons for business failure, and if so, why not now? The 75 Billion Dollar Per Year Question really is:
What can we do to solve this problem for the benefit of millions of small business owners and their families?
During my years in management consulting, I came to a startling realization, that the majority of people, who are in business, don’t really have business management education, while the majority of people, who have business management education, are not really in business for themselves. It looks like all people with business management education “live on the North Pole”, while all small business owners “live on the South Pole”, and they hardly talk to each other...
About thirty years ago, I started my personal search for the "magic formula" for “successful business management". I was involved in several business situations: first as an employee in various areas of engineering, then as a business owner, and finally as a business analyst, management consultant, author, and educator. I continued my search for many years. The discovery took place unexpectedly one evening during a symphony concert. I guess, somebody wanted to send me a message...
While I was listening to the beautiful music and watching the conductor leading his orchestra, something struck me! I suddenly realized that every business should operate precisely like an orchestra! More importantly, that the conductor must know what each musician should play and when it should be played!
In business terms this means that every entrepreneur, company president, or CEO must be able to see the “big picture”, know what each member of the management team should do, and when it should be done! Only then, will the business produce "beautiful music" and perform to the satisfaction of its owners.
I firmly believe that this simple discovery will help many thousands of small business owners, with big dreams and limited management skills, who fail to see the "big picture", thus risking mismanagement of their own businesses. In fact, this discovery led me to devise a new business management method, which I hope, will break the vicious cycle of incompetence, ignorance, mismanagement, and ultimate failure.
I called this method Business Engineering - because that is exactly what it is! In fact, this Business 2100 Management Program provides the knowledge-based foundation to the business engineering method and it offers a unique "Be-Your-Own-Management-Consultant" Tool to small business owners.
So, if you would like to improve your business knowledge and succeed in your business, we will be privileged to share the "big picture" with you and show you how to become the "conductor of your own orchestra". Once you combine your ability to see the “big picture" with your burning desire to succeed, and your inner strength, motivation, discipline, and commitment to work 25 hours per day – nothing should stop you from succeeding in your business!
I truly believe that this could be the first real step in addressing the 75 Billion Dollar per year question...
Sincerely,
Joseph Shetzen
President
Business Management, Club, Inc.
P.S. Please e-mail us at Info@BestBusinessInfo.com for additional information. |
