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| business to start during recession: Measuring Entrepreneurial Businesses John Haltiwanger, Erik Hurst, Javier Miranda (Economist), Antoinette Schoar, 2017-09-21 Measuring Entrepreneurial Businesses: Current Knowledge and Challenges brings together and unprecedented group of economists, data providers, and data analysts to discuss research on the state of entrepreneurship and to address the challenges in understanding this dynamic part of the economy. Each chapter addresses the challenges of measuring entrepreneurship and how entrepreneurial firms contribute to economies and standards of living. The book also investigates heterogeneity in entrepreneurs, challenges experienced by entrepreneurs over time, and how much less we know than we think about entrepreneurship given data limitations. This volume will be a groundbreaking first serious look into entrepreneurship in the NBER's Income and Wealth series. |
| business to start during recession: Business as Usual Paul Mattick, 2011-05-15 The recent global economic downturn has affected nearly everyone in every corner of the globe. Its vast reach and lingering effects have made it difficult to pinpoint its exact cause, and while some economists point to the risks inherent in the modern financial system, others blame long-term imbalances in the world economy. Into this debate steps Paul Mattick, who, in Business as Usual, explains the global economic downturn in relation to the development of the world economy since World War II, but also as a fundamental example of the cycle of crisis and recovery that has characterized capitalism since the early nineteenth century. Mattick explains that today’s recession is not the result of a singular financial event but instead is a manifestation of long-term processes within the world economy. Mattick argues that the economic downturn can best be understood within the context of business cycles, which are unavoidable in a free-market economy. He uses this explanation as a springboard for exploring the nature of our capitalist society and its prospects for the future. Although Business as Usual engages with many economic theories, both mainstream and left-wing, Mattick’s accessible writing opens the subject up in order for non-specialists to understand the current economic climate not as the effect of a financial crisis, but as a manifestation of a truth about the social and economic system in which we live. As a result the book is ideal for anyone who wants to gain a succinct and jargon-free understanding of recent economic events, and, just as important, the overall dynamics of the capitalist system itself. |
| business to start during recession: HBR's 10 Must Reads on Managing in a Downturn (with bonus article "Reigniting Growth" By Chris Zook and James Allen) Harvard Business Review, Chris Zook, James Allen, Ronald Heifetz, Marty Linsky, 2019-08-20 How do the most resilient companies survive--and even thrive--during a slowdown? If you read nothing else on preparing for a tough economy and coming back stronger, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company persevere through economic challenges and continue to grow even as your competitors stumble. This book will inspire you to: Get your company ready before a downturn strikes Learn the right lessons from previous recessions Minimize pain while cutting costs and managing risk Foster a healthy organizational culture during anxious times Seize the opportunity to innovate and reinvent your business This collection of articles includes Seize Advantage in a Downturn, by David Rhodes and Daniel Stelter; How to Survive a Recession and Thrive Afterward: A Research Roundup, by Walter Frick; How to Bounce Back from Adversity, by Joshua D. Margolis and Paul G. Stoltz; Rohm and Haas's Former CEO on Pulling Off a Sweet Deal in a Down Market, by Raj Gupta; Leadership in a (Permanent) Crisis, by Ronald Heifetz, Alexander, Grashow, and Marty Linsky; How to Be a Good Boss in a Bad Economy, by Robert I. Sutton; Layoffs That Don't Break Your Company, by Sandra J. Sucher and Shalene Gupta; Getting Reorgs Right, by Stephen Heidari-Robinson and Suzanne Heywood; Reigniting Growth, by Chris Zook and James Allen; Reinvent Your Business Model Before It's Too Late, by Paul Nunes and Tim Breene; and How to Protect Your Job in a Recession, by Janet Banks and Diane Coutu. |
| business to start during recession: Good Company Laurie Bassi, Ed Frauenheim, Lawrence Costello, 2011-09-06 Laurie Bassi and her coauthors show that despite the dispiriting headlines, we are entering a more hopeful economic age. The authors call it the “Worthiness Era.” And in it, the good guys are poised to win. Good Company explains how this new era results from a convergence of forces, ranging from the explosion of online information sharing to the emergence of the ethical consumer and the arrival of civic-minded Millennials. Across the globe, people are choosing the companies in their lives in the same way they choose the guests they invite into their homes. They are demanding that companies be “good company.” Proof is in the numbers. The authors created the Good Company Index to take a systematic look at Fortune 100 companies’ records as employers, sellers, and stewards of society and the planet. The results were clear: worthiness pays off. Companies in the same industry with higher scores on the index—that is, companies that have behaved better—outperformed their peers in the stock market. And this is not some academic exercise: the authors have used principles of the index at their own investment firm to deliver market-beating results. Using a host of real-world examples, Bassi and company explain each aspect of corporate worthiness and describe how you can assess other companies with which you do business as a consumer, investor, or employee. This detailed guide will help you determine who the good guys are—those companies that are worthy of your time, your loyalty, and your money. |
| business to start during recession: Deep Purpose Ranjay Gulati, 2022-02-08 Thinkers50 Top 10 Best New Management Books for 2022 A distinguished Harvard Business School professor offers a compelling reassessment and defense of purpose as a management ethos, documenting the vast performance gains and social benefits that become possible when firms manage to get purpose right. Few business topics have aroused more skepticism in recent years than the notion of corporate purpose, and for good reason. Too many companies deploy purpose, or a reason for being, as a promotional vehicle to make themselves feel virtuous and to look good to the outside world. Some have only foggy ideas about what purpose is and conflate it with strategy and other concepts like “mission,” “vision,” and “values.” Even well-intentioned leaders don’t understand purpose’s full potential and engage half-heartedly and superficially with it. Outsiders spot this and become cynical about companies and the broader capitalist endeavor. Having conducted extensive field research, Ranjay Gulati reveals the fatal mistakes leaders unwittingly make when attempting to implement a reason for being. Moreover, he shows how companies can embed purpose much more deeply than they currently do, delivering impressive performance benefits that reward customers, suppliers, employees, shareholders, and communities alike. To get purpose right, leaders must fundamentally change not only how they execute it but also how they conceive of and relate to it. They must practice what Gulati calls deep purpose, furthering each organization’s reason for being more intensely, thoughtfully, and comprehensively than ever before. In this authoritative, accessible, and inspiring guide, Gulati takes readers inside some of the world’s most purposeful companies to understand the secrets to their successes. He explores how leaders can pursue purpose more deeply by navigating the inevitable tradeoffs more deliberately and effectively to balance between short- and long-term value; building purpose more systematically into every key organizational function to mobilize stakeholders and enhance performance; updating organizations to foster more autonomy and collaboration, which in turn allow individual employees to work more purposefully; using powerful storytelling to communicate a reason for being, arousing emotions and building a community of inspired and committed stakeholders; and building cultures that don’t merely support purpose, but also allow employees to link the corporate purpose to their own personal reasons for being. As Gulati argues, a deeper engagement with purpose holds the key not merely to the well-being of individual companies but also to humanity’s future. With capitalism under siege and relatively low levels of trust in business, purpose can serve as a radically new operating system for the enterprise, enhancing performance while also delivering meaningful benefits to society. It’s the kind of inspired thinking that businesses—and the rest of us—urgently need. |
| business to start during recession: Corporate Dreams James Hoopes, 2011-09-30 Public trust in corporations plummeted in the wake of the 2008 financial crisis, when “Lehman Brothers” and “General Motors” became dirty words for many Americans. In Corporate Dreams, James Hoopes argues that Americans still place too much faith in corporations and, especially, in the idea of “values-based leadership” favored by most CEOs. The danger of corporations, he suggests, lies not just in their economic power, but also in how their confused and undemocratic values are infecting Americans’ visions of good governance. Corporate Dreams proposes that Americans need to radically rethink their relationships with big business and the government. Rather than buying into the corporate notion of “values-based leadership,” we should view corporate leaders with the same healthy suspicion that our democratic political tradition teaches us to view our political leaders. Unfortunately, the trend is moving the other way. Corporate notions of leadership are invading our democratic political culture when it should be the reverse. To diagnose the cause and find a cure for our toxic attachment to corporate models of leadership, Hoopes goes back to the root of the problem, offering a comprehensive history of corporate culture in America, from the Great Depression to today’s Great Recession. Combining a historian’s careful eye with an insider’s perspective on the business world, this provocative volume tracks changes in government economic policy, changes in public attitudes toward big business, and changes in how corporate executives view themselves. Whether examining the rise of Leadership Development programs or recounting JFK’s Pyrrhic victory over U.S. Steel, Hoopes tells a compelling story of how America lost its way, ceding authority to the policies and values of corporate culture. But he also shows us how it’s not too late to return to our democratic ideals—and that it’s not too late to restore the American dream. |
| business to start during recession: Why Wages Don't Fall during a Recession Truman F. BEWLEY, Truman F Bewley, 2009-06-30 A deep question in economics is why wages and salaries don't fall during recessions. This is not true of other prices, which adjust relatively quickly to reflect changes in demand and supply. Although economists have posited many theories to account for wage rigidity, none is satisfactory. Eschewing top-down theorizing, Truman Bewley explored the puzzle by interviewing--during the recession of the early 1990s--over three hundred business executives and labor leaders as well as professional recruiters and advisors to the unemployed. By taking this approach, gaining the confidence of his interlocutors and asking them detailed questions in a nonstructured way, he was able to uncover empirically the circumstances that give rise to wage rigidity. He found that the executives were averse to cutting wages of either current employees or new hires, even during the economic downturn when demand for their products fell sharply. They believed that cutting wages would hurt morale, which they felt was critical in gaining the cooperation of their employees and in convincing them to internalize the managers' objectives for the company. Bewley's findings contradict most theories of wage rigidity and provide fascinating insights into the problems businesses face that prevent labor markets from clearing. Table of Contents: Acknowledgments 1. Introduction 2. Methods 3. Time and Location 4. Morale 5. Company Risk Aversion 6. Internal Pay Structure 7. External Pay Structure 8. The Shirking Theory 9. The Pay of New Hires in the Primary Sector 10. Raises 11. Resistance to Pay Reduction 12. Experiences with Pay Reduction 13. Layoffs 14. Severance Benefits 15. Hiring 16. Voluntary Turnover 17. The Secondary Sector 18. The Unemployed 19. Information, Wage Rigidity, and Labor Negotiations 20. Existing Theories 21. Remarks on Theory 22. Whereto from Here? Notes References Index Reviews of this book: In Why Wages Don't Fall During A Recession, [Truman Bewley] tackles one of the oldest, and most controversial, puzzles in economics: why nominal wages rarely fall (and real wages do not fall enough) when unemployment is high. But he does so in a novel way, through interviews with over 300 businessmen, union leaders, job recruiters and unemployment counsellors in the north-eastern United States during the early 1990s recession...Mr. Bewley concludes that employers resist pay cuts largely because the savings from lower wages are usually outweighed by the cost of denting workers' morale: pay cuts hit workers' standard of living and lower their self-esteem. Falling morale raises staff turnover and reduces productivity...Mr. Bewley's theory has some interesting implications...[and] has a ring of truth to it. --The Economist Reviews of this book: This contribution to the growing literature on behavioral macroeconomics threatens to disturb the tranquil state of macroeconomic theory that has prevailed in recent years...Bewley's argument will be hard for conventional macroeconomists to ignore, partly because of the extraordinary thoroughness and honesty with which he evidently conducted his investigation, and the sheer volume of evidence he provides...Although Bewley's work will not settle the substantive debates related to wage rigidity, it is likely to have a profound influence on the way macroeconomists construct models. In particular, the concepts of morale, fairness, and money illusion are almost certain to play a big role in macroeconomic theory. His demonstration that there exist in reality simple, robust behavioral patters that cannot plausibly be founded on traditional maximizing behabior also raises the prospect of a more empirically oriented, more behavioral macroeconomics in the future. --Peter Howitt, journal of Economic Literature Reviews of this book: I think any scholar interested in labour markets and wage determination should read this well-written, lively, and highly stimulating book...[It] provides a fresh view and a lot of complementary background knowledge about how experienced people in the field see the employment relationship and what is actually crucial. Knowledge of this sort is all too rare in economics, and Truman Bewley's truly impressive study can serve as a role model for future investigations. --Simon G'chter, Journal of Institutional and Theoretical Economics To call this book a breath of fresh air is an understatement. The direct insights are fascinating, and Truman Bewley's use of them is sharp and insightful. Labor economists and macroeconomists have a lot to think about. --Robert M. Solow, Nobel Laureate, Institute Professor of Economics, Emeritus, Massachusetts Institute of Technology Truman Bewley set out to conduct a handful of interviews with business executives to gain some theoretical inspiration, and his project blossomed into over 300 interviews with business people, labor leaders and consultants. He is truly the accidental interviewer of economics. Time and again, he found that workers behave like people, not atomistic, selfish economic agents. His insights will engage and enrage economic theorists and empiricists for years to come. --Alan Krueger, Bendheim Professor of Economics and Public Affairs, Princeton University |
| business to start during recession: Works of Henry George Henry George, 1888 |
| business to start during recession: Recession-Proof Jason Schenker, 2020-04-30 |
| business to start during recession: The Economy of You Kimberly Palmer, 2014-01-16 The microbusiness is huge! That’s not just a play on words but an indisputable fact that millions of budding entrepreneurs have already figured out. On top of adding to their income and creating safety nets in case the ax falls at work, they have been able to unlock their creativity and find a sense of fulfillment they never dreamed possible--or rather day-dreamed possible from their uninspiring cubicle.In The Economy of You, author and microbusiness owner herself Kimberly Palmer illuminates the everyday faces behind this growing movement, starting with her own journey. Readers will meet a deli employee who makes custom cakes at night, an instrument repairman who sells voice-overs on his website, a videographer who started a profitable publishing house on the side, and many other inspirational examples of those who have discovered how to turn their joys and hobbies into a profitable microbusiness. Interwoven in the profiles are concrete guidelines for readers looking to launch rewarding businesses of their own, including: • Tips for figuring out the ideal side gig • Ideas for keeping start-up costs low • Advice on juggling a fledgling enterprise and a full-time job • Branding and marketing basics that bring results • When and what to offer for free • And much moreYour employer can guarantee nothing but today’s wages. It’s up to YOU to build real financial stability. It’s empowering, gratifying, and now easy to do with The Economy of You. |
| business to start during recession: Blue Ocean Leadership (Harvard Business Review Classics) W. Chan Kim, Renée A. Mauborgne, 2017-05-30 Ten years ago, world-renowned professors W. Chan Kim and Renee Mauborgne broke ground by introducing blue ocean strategy, a new model for discovering uncontested markets that are ripe for growth. In this bound version of their bestselling Harvard Business Review classic article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. In this article, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' customers--that is, the people managers oversee and report to--are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come. |
| business to start during recession: Secrets to a Successful Startup Trevor Blake, 2020-01-28 Everything You Need to Start and Succeed in Your Own Venture Trevor Blake built three successful startups and sold them for more than $300 million. Now he’s written a complete instruction manual that covers everything the budding entrepreneur or existing business owner needs to know to build the career or business of their dreams. Unlike the many theoretical guides out there, this is a practical handbook based on Blake’s wildly successful in-the-trenches experience. It incorporates leading-edge strategies that cover every aspect of running a business — including funding, developing systems, and marketing. Blake presents in-depth insight into managing effectively, maintaining cash flow, and adapting to the changing needs of customers in volatile economic times. One of his most innovative contributions is an emphasis on cultivating the right mindset, and he tells you exactly how to do that. “The secret to success isn’t in the plan,” he writes. “It’s in the person holding it.” His proven methods will give you the confidence to take the entrepreneurial leap and turn your winning idea into an efficient, profitable company. |
| business to start during recession: Greater Good John A. Quelch, Katherine E. Jocz, 2007-12-28 Marketing has a greater purpose, and marketers, a higher calling, than simply selling more widgets, according to John Quelch and Katherine Jocz. In Greater Good, the authors contend that marketing performs an essential societal function--and does so democratically. They maintain that people would benefit if the realms of politics and marketing were informed by one another's best principles and practices. Quelch and Jocz lay out the six fundamental characteristics that marketing and democracy share: (1) exchange of value, such as goods, services, and promises, (2) consumption of goods and services, (3) choice in all decisions, (4) free flow of information, (5) active engagement of a majority of individuals, and (6) inclusion of as many people as possible. Without these six traits, both marketing and democracy would fail, and with them, society. Drawing on current and historical examples from economies around the world, this landmark work illuminates marketing's critical role in the development, growth, and governance of societies. It reveals how good marketing practices improve the political process and--in turn--the practice of democracy itself. |
| business to start during recession: Introduction to Business Lawrence J. Gitman, Carl McDaniel, Amit Shah, Monique Reece, Linda Koffel, Bethann Talsma, James C. Hyatt, 2024-09-16 Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License. |
| business to start during recession: Principles Ray Dalio, 2018-08-07 #1 New York Times Bestseller “Significant...The book is both instructive and surprisingly moving.” —The New York Times Ray Dalio, one of the world’s most successful investors and entrepreneurs, shares the unconventional principles that he’s developed, refined, and used over the past forty years to create unique results in both life and business—and which any person or organization can adopt to help achieve their goals. In 1975, Ray Dalio founded an investment firm, Bridgewater Associates, out of his two-bedroom apartment in New York City. Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the United States, according to Fortune magazine. Dalio himself has been named to Time magazine’s list of the 100 most influential people in the world. Along the way, Dalio discovered a set of unique principles that have led to Bridgewater’s exceptionally effective culture, which he describes as “an idea meritocracy that strives to achieve meaningful work and meaningful relationships through radical transparency.” It is these principles, and not anything special about Dalio—who grew up an ordinary kid in a middle-class Long Island neighborhood—that he believes are the reason behind his success. In Principles, Dalio shares what he’s learned over the course of his remarkable career. He argues that life, management, economics, and investing can all be systemized into rules and understood like machines. The book’s hundreds of practical lessons, which are built around his cornerstones of “radical truth” and “radical transparency,” include Dalio laying out the most effective ways for individuals and organizations to make decisions, approach challenges, and build strong teams. He also describes the innovative tools the firm uses to bring an idea meritocracy to life, such as creating “baseball cards” for all employees that distill their strengths and weaknesses, and employing computerized decision-making systems to make believability-weighted decisions. While the book brims with novel ideas for organizations and institutions, Principles also offers a clear, straightforward approach to decision-making that Dalio believes anyone can apply, no matter what they’re seeking to achieve. Here, from a man who has been called both “the Steve Jobs of investing” and “the philosopher king of the financial universe” (CIO magazine), is a rare opportunity to gain proven advice unlike anything you’ll find in the conventional business press. |
| business to start during recession: Doing Business 2020 World Bank, 2019-11-21 Seventeen in a series of annual reports comparing business regulation in 190 economies, Doing Business 2020 measures aspects of regulation affecting 10 areas of everyday business activity. |
| business to start during recession: Moving Upward in a Downturn Darrell Rigby, Richard Tanner Pascale, 2001 |
| business to start during recession: HBR Guide to Buying a Small Business Richard S. Ruback, Royce Yudkoff, 2017-01-17 An all-in-one guide to helping you buy and own your own business. Are you looking for an alternative to a career path at a big firm? Does founding your own start-up seem too risky? There is a radical third path open to you: You can buy a small business and run it as CEO. Purchasing a small company offers significant financial rewards—as well as personal and professional fulfillment. Leading a firm means you can be your own boss, put your executive skills to work, fashion a company environment that meets your own needs, and profit directly from your success. But finding the right business to buy and closing the deal isn't always easy. In the HBR Guide to Buying a Small Business, Harvard Business School professors Richard Ruback and Royce Yudkoff help you: Determine if this path is right for you Raise capital for your acquisition Find and evaluate the right prospects Avoid the pitfalls that could derail your search Understand why a dull business might be the best investment Negotiate a potential deal with the seller Avoid deals that fall through at the last minute Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges. |
| business to start during recession: A Decade after the Global Recession M. Ayhan Kose, Franziska Ohnsorge, 2021-03-19 This year marks the tenth anniversary of the 2009 global recession. Most emerging market and developing economies weathered the global recession relatively well, in part by using the sizable fiscal and monetary policy ammunition accumulated during prior years of strong growth. However, their growth prospects have weakened since then, and many now have less policy space. This study provides the first comprehensive stocktaking of the past decade from the perspective of emerging market and developing economies. Many of these economies have now become more vulnerable to economic shocks. The study discusses lessons from the global recession and policy options for these economies to strengthen growth and prepare for the possibility of another global downturn. |
| business to start during recession: Strategy Beyond the Hockey Stick Chris Bradley, Martin Hirt, Sven Smit, 2018-02-06 Beat the odds with a bold strategy from McKinsey & Company Every once in a while, a genuinely fresh approach to business strategy appears —legendary business professor Richard Rumelt, UCLA McKinsey & Company's newest, most definitive, and most irreverent book on strategy—which thousands of executives are already using—is a must-read for all C-suite executives looking to create winning corporate strategies. Strategy Beyond the Hockey Stick is spearheading an empirical revolution in the field of strategy. Based on an extensive analysis of the key factors that drove the long-term performance of thousands of global companies, the book offers a ground-breaking formula that enables you to objectively assess your strategy's real odds of future success. This book is fundamental. The principles laid out here, with compelling data, are a great way around the social pitfalls in strategy development. —Frans Van Houten, CEO, Royal Philips N.V. The authors have discovered that over a 10-year period, just 1 in 12 companies manage to jump from the middle tier of corporate performance—where 60% of companies reside, making very little economic profit—to the top quintile where 90% of global economic profit is made. This movement does not happen by magic—it depends on your company's current position, the trends it faces, and the big moves you make to give it the strongest chance of vaulting over the competition. This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. A different kind of book—I couldn't put it down. Inspiring new insights on the facts of what it takes to move a company's performance, combined with practical advice on how to deal with real-life dynamics in management teams. —Jane Fraser, CEO, Citigroup Latin America |
| business to start during recession: Global Recession: The Insights You Need from Harvard Business Review Harvard Business Review, Martin Reeves, Andris A. Zoltners, Claudio Fernandez-Araoz, Ranjay Gulati, 2021-03-30 Roar Out of the Covid-19 Recession You've weathered the shock, the lockdowns, and the slow crawl back. But with a new normal come new risks—and new opportunities. What must you and your business do now to come out of the downturn stronger and better positioned for the future? Global Recession: Insights You Need from Harvard Business Review will help you find possibilities amid the upheaval and reshape your business to seize advantage in the upswing. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future. |
| business to start during recession: Rock the Recession Paul Belair, Jonathan Slain, 2019-09-05 In Rock the Recession, Jonathan Slain and Paul Belair get you ready to pounce! Using the Recession Gearbox model, you will learn to: Assess your readiness for the next recession Tune-up your business and personal finances Race to capitalize on other’s mistakes Accelerate past the competition |
| business to start during recession: Oregon Blue Book Oregon. Office of the Secretary of State, 1895 |
| business to start during recession: Creative Intelligence Bruce Nussbaum, 2013-03-05 Offering insights from the spheres of anthropology, psychology, education, design, and business, Creative Intelligence by Bruce Nussbaum, a leading thinker, commentator, and curator on the subjects of design, creativity, and innovation, is first book to identify and explore creative intelligence as a new form of cultural literacy and as a powerful method for problem-solving, driving innovation, and sparking start-up capitalism. Nussbaum investigates the ways in which individuals, corporations, and nations are boosting their creative intelligence — CQ—and how that translates into their abilities to make new products and solve new problems. Ultimately, Creative Intelligence shows how to frame problems in new ways and devise solutions that are original and highly social. Smart and eye opening, Creative Intelligence: Harnessing the Power to Create, Connect, and Inspire illustrates how to connect our creative output with a new type of economic system, Indie Capitalism, where creativity is the source of value, where entrepreneurs drive growth, and where social networks are the building blocks of the economy. |
| business to start during recession: Poverty in the Philippines Asian Development Bank, 2009-12-01 Against the backdrop of the global financial crisis and rising food, fuel, and commodity prices, addressing poverty and inequality in the Philippines remains a challenge. The proportion of households living below the official poverty line has declined slowly and unevenly in the past four decades, and poverty reduction has been much slower than in neighboring countries such as the People's Republic of China, Indonesia, Thailand, and Viet Nam. Economic growth has gone through boom and bust cycles, and recent episodes of moderate economic expansion have had limited impact on the poor. Great inequality across income brackets, regions, and sectors, as well as unmanaged population growth, are considered some of the key factors constraining poverty reduction efforts. This publication analyzes the causes of poverty and recommends ways to accelerate poverty reduction and achieve more inclusive growth. it also provides an overview of current government responses, strategies, and achievements in the fight against poverty and identifies and prioritizes future needs and interventions. The analysis is based on current literature and the latest available data, including the 2006 Family Income and Expenditure Survey. |
| business to start during recession: Spontaneous Venturing Dean A. Shepherd, Trenton A. Williams, 2019-01-15 Identifying a new approach to disaster response: spontaneous, compassionate, and impromptu actions to alleviate suffering. In Spontaneous Venturing, Dean Shepherd and Trenton Williams identify and describe a new approach for responding to disaster and suffering: the local organizing of spontaneous, compassionate, and impromptu actions—the rapid emergence of a compassionate venture. This approach, termed by the authors “spontaneous venturing,” can be more effective than the traditional “command-and-control” methods of large disaster relief organizations. It can customize and target resources and deliver them quickly, helping victims almost immediately. For example, during the catastrophic 2009 bushfires in Victoria, Australia—the focal disaster for the book—residents organized an impromptu relief center that collected and distributed urgently needed goods without red tape. Special bonds and friendships formed among the volunteers and victims; some were both volunteer and victim. Many victims were able to mobilize resources despite considerable personal losses. Shepherd and Williams describe the lasting impact of disaster and tell the stories of Victoria residents who organized in the aftermath of the bushfires. They consider the limitations of traditional disaster relief efforts and explain that when victims take action to help others, they develop behavioral, emotional, and assumptive resilience; venturing leads to social interaction, community connections, and other positive outcomes. Finally, they explore spontaneous venturing in a less-developed country, investigating the activities of Haitians after the devastating 2010 earthquake. The lesson for communities hit by disaster: find opportunities for compassionate action. |
| business to start during recession: Improving Marketing Strategies for Private Label Products Arslan, Yusuf, 2019-09-20 With changing economic and social environmental conditions and diversified consumer attitudes, national and international competition has increased among retailers. Private label brands have started to follow a dynamic structure in order to adapt themselves to developing environmental conditions. Today, private label products are often mentioned as a mechanism for reaching differentiation in the market and for helping retailers to strengthen consumer loyalty. Improving Marketing Strategies for Private Label Products is a collection of innovative research that examines how some markets are successful and what other markets can do to increase their market share in terms of private label products. It supports in the development of marketing strategies that can help make a private label product more successful. While highlighting topics including e-commerce, national branding, and consumer behavior, this book is ideally designed for marketing professionals, managers, executives, entrepreneurs, business owners, business practitioners, researchers, academicians, and students. |
| business to start during recession: What Happens During Recessions, Crunches and Busts? Mr.Ayhan Kose, Mr.Stijn Claessens, Mr.Marco Terrones, 2008-12-01 We provide a comprehensive empirical characterization of the linkages between key macroeconomic and financial variables around business and financial cycles for 21 OECD countries over the period 1960–2007. In particular, we analyze the implications of 122 recessions, 112 (28) credit contraction (crunch) episodes, 114 (28) episodes of house price declines (busts), 234 (58) episodes of equity price declines (busts) and their various overlaps in these countries over the sample period. Our results indicate that interactions between macroeconomic and financial variables can play major roles in determining the severity and duration of recessions. Specifically, we find evidence that recessions associated with credit crunches and house price busts tend to be deeper and longer than other recessions. JEL Classification Numbers: E32; E44; E51; F42 |
| business to start during recession: Creating Entrepreneurs: Making Miracles Happen Fred Kiesner, 2009-08-24 This book gives short, action-oriented snippets of thoughts and ideas from some of the finest thinkers of entrepreneurship. It provides insights into educational activities, entrepreneurial thinking and on-the-streets operational methodologies of entrepreneurship. The thoughts, experiences, ideas and “doable” actions presented in the book will help budding entrepreneurs pave the way for future entrepreneurial success. The contributors range from world-class educators and successful entrepreneurs, to creative social entrepreneurs.Written in a simple and accessible manner, this book will be of interest to educators, mentors, advisors, policy makers, students, future entrepreneurs and the general public. |
| business to start during recession: The HP Way David Packard, 2013-10-15 In the fall of 1930, David Packard left his hometown of Pueblo, Colorado, to enroll at Stanford University, where he befriended another freshman, Bill Hewlett. After graduation, Hewlett and Packard decided to throw their lots in together. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Today, the one-car garage in Palo Alto that housed their first workshop is a California historic landmark: the birthplace of Silicon Valley. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. Their little company employs 98,400 people and boasts constantly increasing sales that reached $25 billion in 1994. While there are many successful companies, there is only one Hewlett-Packard, because from the very beginning, Hewlett and Packard had a way of doing things that was contrary to the prevailing management strategies. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers. Hewlett-Packard's success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. As a result, HP now is universally acclaimed as the world's most admired technology company; its wildly successful approach to business has been immortalized as The HP Way. In this book, David Packard tells the simple yet extraordinary story of his life's work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago. |
| business to start during recession: Steps to Starting a Recession-Proof Business: Where to Find Ideas and How to Start Learn2succeed. com Incorporated, 2014-05-14 |
| business to start during recession: Foreign Exchange Value of the Dollar , 1984 |
| business to start during recession: The Great Recession David B. Grusky, Bruce Western, Christopher Wimer, 2011-10-01 Officially over in 2009, the Great Recession is now generally acknowledged to be the most devastating global economic crisis since the Great Depression. As a result of the crisis, the United States lost more than 7.5 million jobs, and the unemployment rate doubled—peaking at more than 10 percent. The collapse of the housing market and subsequent equity market fluctuations delivered a one-two punch that destroyed trillions of dollars in personal wealth and made many Americans far less financially secure. Still reeling from these early shocks, the U.S. economy will undoubtedly take years to recover. Less clear, however, are the social effects of such economic hardship on a U.S. population accustomed to long periods of prosperity. How are Americans responding to these hard times? The Great Recession is the first authoritative assessment of how the aftershocks of the recession are affecting individuals and families, jobs, earnings and poverty, political and social attitudes, lifestyle and consumption practices, and charitable giving. Focused on individual-level effects rather than institutional causes, The Great Recession turns to leading experts to examine whether the economic aftermath caused by the recession is transforming how Americans live their lives, what they believe in, and the institutions they rely on. Contributors Michael Hout, Asaf Levanon, and Erin Cumberworth show how job loss during the recession—the worst since the 1980s—hit less-educated workers, men, immigrants, and factory and construction workers the hardest. Millions of lost industrial jobs are likely never to be recovered and where new jobs are appearing, they tend to be either high-skill positions or low-wage employment—offering few opportunities for the middle-class. Edward Wolff, Lindsay Owens, and Esra Burak examine the effects of the recession on housing and wealth for the very poor and the very rich. They find that while the richest Americans experienced the greatest absolute wealth loss, their resources enabled them to weather the crisis better than the young families, African Americans, and the middle class, who experienced the most disproportionate loss—including mortgage delinquencies, home foreclosures, and personal bankruptcies. Lane Kenworthy and Lindsay Owens ask whether this recession is producing enduring shifts in public opinion akin to those that followed the Great Depression. Surprisingly, they find no evidence of recession-induced attitude changes toward corporations, the government, perceptions of social justice, or policies aimed at aiding the poor. Similarly, Philip Morgan, Erin Cumberworth, and Christopher Wimer find no major recession effects on marriage, divorce, or cohabitation rates. They do find a decline in fertility rates, as well as increasing numbers of adult children returning home to the family nest—evidence that suggests deep pessimism about recovery. This protracted slump—marked by steep unemployment, profound destruction of wealth, and sluggish consumer activity—will likely continue for years to come, and more pronounced effects may surface down the road. The contributors note that, to date, this crisis has not yet generated broad shifts in lifestyle and attitudes. But by clarifying how the recession’s early impacts have—and have not—influenced our current economic and social landscape, The Great Recession establishes an important benchmark against which to measure future change. |
| business to start during recession: Coronavirus: Leadership and Recovery: The Insights You Need from Harvard Business Review Harvard Business Review, Martin Reeves, Nancy Koehn, Tsedal Neeley, Scott Berinato, 2020-07-28 Lead through the crisis and prepare for recovery. As the Covid-19 pandemic is exacting its toll on the global economy, forward-looking organizations are moving past crisis management and positioning themselves to leap ahead when the worst is over. What should you and your organization be doing now to address today's unprecedented challenges while laying the foundation needed to emerge stronger? Coronavirus: Leadership and Recovery provides you with essential thinking about managing your company through the pandemic, keeping your employees (and yourself) healthy and productive, and spurring your business to continue innovating and reinventing itself ahead of the recovery. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future. |
| business to start during recession: Fintech, Small Business & the American Dream Karen G. Mills, 2019-03-12 Small businesses are the backbone of the U.S. economy. They are the biggest job creators and offer a path to the American Dream. But for many, it is difficult to get the capital they need to operate and succeed. In the Great Recession, access to capital for small businesses froze, and in the aftermath, many community banks shuttered their doors and other lenders that had weathered the storm turned to more profitable avenues. For years after the financial crisis, the outlook for many small businesses was bleak. But then a new dawn of financial technology, or “fintech,” emerged. Beginning in 2010, new fintech entrepreneurs recognized the gaps in the small business lending market and revolutionized the customer experience for small business owners. Instead of Xeroxing a pile of paperwork and waiting weeks for an answer, small businesses filled out applications online and heard back within hours, sometimes even minutes. Banks scrambled to catch up. Technology companies like Amazon, PayPal, and Square entered the market, and new possibilities for even more transformative products and services began to appear. In Fintech, Small Business & the American Dream, former U.S. Small Business Administrator and Senior Fellow at Harvard Business School, Karen G. Mills, focuses on the needs of small businesses for capital and how technology will transform the small business lending market. This is a market that has been plagued by frictions: it is hard for a lender to figure out which small businesses are creditworthy, and borrowers often don’t know how much money or what kind of loan they need. New streams of data have the power to illuminate the opaque nature of a small business’s finances, making it easier for them to weather bumpy cash flows and providing more transparency to potential lenders. Mills charts how fintech has changed and will continue to change small business lending, and how financial innovation and wise regulation can restore a path to the American Dream. An ambitious book grappling with the broad significance of small business to the economy, the historical role of credit markets, the dynamics of innovation cycles, and the policy implications for regulation, Fintech, Small Business & the American Dream is relevant to bankers, fintech investors, and regulators; in fact, to anyone who is interested in the future of small business in America. |
| business to start during recession: 150 Best Recession-proof Jobs Laurence Shatkin, JIST Publishing, 2009 In a rocky economy, everyone wants a rock-solid career. And you don't need to trade salary for security. This new book uncovers the 150 most secure, good-paying jobs in good and bad times. A total of 75 lists rank the best recession-proof jobs by pay, growth, and openings, plus by education level, personality type, career clusters/interests, age, part-time work, and self-employment. Bonus lists reveal the most recession-proof metropolitan areas and states, the most recession-proof skills, and the jobs very sensitive to recession. The detailed job descriptions give helpful facts on pay, growth, openings, tasks, skills needed, education and training required, work environment, job security, highest- and lowest-growth industries for the job, and fastest-growing metropolitan areas for the job. A special part explains how to recession-proof your career, how the information can help in both good and bad economic times, and the short-term and long-term outlook. Readers gain career tips for shaky times, including how to be the irreplaceable worker. |
| business to start during recession: What To Do With Your Money When Crisis Hits Michelle Singletary, 2021-05-18 From pandemics to recessions, bear markets to energy crises, life is full of financial setbacks. The hard truth is that it’s not a matter of if there will be another economic downturn, but when. The important question to ask is this: how do you prevent a crisis from turning into a full-blown catastrophe? Drawing on years of experience as an award-winning personal finance columnist, Michelle Singletary shares her expert advice for weathering a financial storm. In this book, she answers the most pressing questions that crop up when money suddenly becomes scarce, like: What bills need to be paid first? When is it right to dip into savings? What are the best ways to cut back on spending? How do you keep from panicking when the stock market is down? Is this “opportunity” a scam in disguise? This hands-on guide covers debt concerns, credit card issues, cash-flow problems, and dozens of other common financial matters. Whether you’re in the midst of one crisis or preparing for the next, this book provides the tools to secure your wealth and your future. |
| business to start during recession: Scientific Advertising Claude C. Hopkins, 1968 |
| business to start during recession: Money in the Great Recession Tim Congdon, CBE, 2017-06-30 No issue is more fundamental in contemporary macroeconomics than the causes of the recent Great Recession. The standard view is that the banks were to blame because they took on too much risk, ‘went bust’ and had to be bailed out by governments. But very few banks actually had losses in excess of their capital. The counter-argument presented in this stimulating new book is that the Great Recession was in fact caused by a collapse in the rate of change of the quantity of money. The book’s argument echoes that on the causes of the Great Depression made by Friedman and Schwartz in their classic book A Monetary History of the United States. |
| business to start during recession: Consequences of Economic Downturn M. Starr, 2016-04-30 The 2007-09 financial crisis and economic downturn inflicted considerable hardship on the U.S. population. This book argues that the financial crisis and ensuing recession reflected not just a malfunctioning of the financial system - but also inequalities and insecurities in access to livelihoods that favor well-off groups and leave ordinary people shouldering undue burdens of downside risk. This book, a collection of original papers by leading social economists and scholars in related fields, examines social, distributional, and ethical dimensions of the downturn. It should be of broad interest to the social-science and economic-policy communities. |
Business Formation: A Tale of Two Recessions - Federal …
Jan 29, 2021 · In this paper, we use a new Census Bureau data series on applications for Employer Iden-tification Numbers (EIN), the Business Formation Statistics (BFS), to describe …
Thinking of starting a business during a recession?
Bear in mind that it’s not about starting any business during a recession, it’s about starting this particular business that matters. Establish what you are planning to offer your customers that …
Employment Transitions among the Self-Employed during the …
Not only was starting a business difficult, so was owning one during the Great Recession. Business owners suffered from slow demand, increased costs of equipment and lack of …
The Recession of 2007–2009 - U.S. Bureau of Labor Statistics
The employment decline experienced during the December 2007–June 2009 recession was greater than that of any recession of recent decades. Forty-seven months after the start of the …
How the Coronavirus Recession and Recovery Have Affected …
This report summarizes our analysis of the most detailed and comprehensive information about what has happened to businesses and jobs in the nation’s 100 largest metropolitan areas from …
Small Businesses and Small Business Finance during the …
We find that workers who lost their job during the recession responded in part by starting their own small business, and that factors related to the survival of a small business are hard to …
THE GREAT RECESSION AND ITS EFFECT ON SMALL …
In order to answer how the recession has affected small businesses and unemployment rates, other questions need to be addressed as well. The first thing that needs to be established is: …
Insights Sector and Industry Sector Business Cycle Analysis
Recession During a recession, economic activities fall significantly across the board, with declining economic outputs and aggregate demand from both consumers and businesses. It …
Recession Remedies cover no spine - Harvard Business School
Business bank-ruptcy filings declined during a recession year for the first time since 1980 and remained below their pre-pandemic level into 2021. After peaking in April 2020, the …
Why Small Businesses Were Hit Harder by the Recent Recession
From the December 2007 start of the recession to December 2009, 1 nonfarm payroll employment—the traditional measure of U.S. jobs— declined by 8.4 million, a drop in levels …
10 Secret Strategies To Recession-Proof Your Business
Here are ten “secrets” you may want to consider as you deal with our current economic climate. #1. Really Monitor Non-Payroll Spending. An average business does a poor job of tracking how …
Small Business Growth and Failure during the Great …
We explore whether the rise and fall in home prices associated with the Great Recession had differential impacts on business performance across owner race, ethnicity and gender. We are …
SMALL BUSINESS GROWTH DURING A RECESSION: LOCAL …
Understanding the relationship between local policies and small business growth may foster more strategic and informed policy choices. To this end, we investigate the relationship between …
How an Economic Recession Affects Qualitative …
Nov 3, 2016 · (2013) provides evidence that high unemployment rate and low real-estate prices increase the probability of indi-viduals to start new businesses during a recession. In addition, …
Policy Brief 21-9: Startups in the United States during the …
Some growth in startup activity was seen during previous US economic recessions. To document the patterns of new business entry, we employ two measures of firm births. The first measure …
The NBER’s Business-Cycle Dating Procedure - Stanford …
The NBER’s Business Cycle Dating Committee will determine the date of a trough in activity when it concludes that a hypothetical subsequent downturn would be a separate recession, not a …
The COVID-19 small business boom: startups surge during …
The author suggests that as more economic data become available, more small businesses, in total, may have been created during a recession and global pandemic. The analysis highlights …
High Edit Stocks In Recession - Final Draft - kathmere.com
Aug 6, 2022 · As economic growth has slowed measurably during the early part of 2022 from 2021’s torrid pace, investors have become increasingly concerned that the economy may be …
Making Do With Less: Why Productivity Rises During Recessions
Berger (2012) argues that labor productivity rises in recessions because firms restructure during recessions by laying off their least productive workers. His aim is to explain the jobless …
The Recession Of 2007–2009 - U.S. Bureau of Labor Statistics
Productivity is more likely to fall during a recession than it is during an economic expansion. In 3 of the last 11 recessions, output fell more than labor input in the nonfarm business sector, …
Business Formation: A Tale of Two Recessions - Federal …
Jan 29, 2021 · In this paper, we use a new Census Bureau data series on applications for Employer Iden-tification Numbers (EIN), the Business Formation Statistics (BFS), to describe …
Thinking of starting a business during a recession?
Bear in mind that it’s not about starting any business during a recession, it’s about starting this particular business that matters. Establish what you are planning to offer your customers that …
Employment Transitions among the Self-Employed during …
Not only was starting a business difficult, so was owning one during the Great Recession. Business owners suffered from slow demand, increased costs of equipment and lack of …
The Recession of 2007–2009 - U.S. Bureau of Labor Statistics
The employment decline experienced during the December 2007–June 2009 recession was greater than that of any recession of recent decades. Forty-seven months after the start of the …
How the Coronavirus Recession and Recovery Have Affected …
This report summarizes our analysis of the most detailed and comprehensive information about what has happened to businesses and jobs in the nation’s 100 largest metropolitan areas from …
Small Businesses and Small Business Finance during the …
We find that workers who lost their job during the recession responded in part by starting their own small business, and that factors related to the survival of a small business are hard to …
THE GREAT RECESSION AND ITS EFFECT ON SMALL …
In order to answer how the recession has affected small businesses and unemployment rates, other questions need to be addressed as well. The first thing that needs to be established is: …
Insights Sector and Industry Sector Business Cycle Analysis
Recession During a recession, economic activities fall significantly across the board, with declining economic outputs and aggregate demand from both consumers and businesses. It …
Recession Remedies cover no spine - Harvard Business School
Business bank-ruptcy filings declined during a recession year for the first time since 1980 and remained below their pre-pandemic level into 2021. After peaking in April 2020, the …
Why Small Businesses Were Hit Harder by the Recent Recession
From the December 2007 start of the recession to December 2009, 1 nonfarm payroll employment—the traditional measure of U.S. jobs— declined by 8.4 million, a drop in levels …
10 Secret Strategies To Recession-Proof Your Business
Here are ten “secrets” you may want to consider as you deal with our current economic climate. #1. Really Monitor Non-Payroll Spending. An average business does a poor job of tracking how …
Small Business Growth and Failure during the Great …
We explore whether the rise and fall in home prices associated with the Great Recession had differential impacts on business performance across owner race, ethnicity and gender. We are …
SMALL BUSINESS GROWTH DURING A RECESSION: LOCAL …
Understanding the relationship between local policies and small business growth may foster more strategic and informed policy choices. To this end, we investigate the relationship between …
How an Economic Recession Affects Qualitative …
Nov 3, 2016 · (2013) provides evidence that high unemployment rate and low real-estate prices increase the probability of indi-viduals to start new businesses during a recession. In addition, …
Policy Brief 21-9: Startups in the United States during the …
Some growth in startup activity was seen during previous US economic recessions. To document the patterns of new business entry, we employ two measures of firm births. The first measure …
The NBER’s Business-Cycle Dating Procedure - Stanford …
The NBER’s Business Cycle Dating Committee will determine the date of a trough in activity when it concludes that a hypothetical subsequent downturn would be a separate recession, not a …
The COVID-19 small business boom: startups surge during …
The author suggests that as more economic data become available, more small businesses, in total, may have been created during a recession and global pandemic. The analysis highlights …
High Edit Stocks In Recession - Final Draft - kathmere.com
Aug 6, 2022 · As economic growth has slowed measurably during the early part of 2022 from 2021’s torrid pace, investors have become increasingly concerned that the economy may be …
Making Do With Less: Why Productivity Rises During Recessions
Berger (2012) argues that labor productivity rises in recessions because firms restructure during recessions by laying off their least productive workers. His aim is to explain the jobless …
The Recession Of 2007–2009 - U.S. Bureau of Labor Statistics
Productivity is more likely to fall during a recession than it is during an economic expansion. In 3 of the last 11 recessions, output fell more than labor input in the nonfarm business sector, …
