Entrepreneurship issues. Are you the smartest? What questions do successful entrepreneurs ask during interviews? What questions can you ask about small businesses?

Lee Buchanan is editor-in-chief of Inc. magazine and former editor-in-chief of Harvard Business Review.

The right questions prevent you from remaining passive. They require thought and then action. Good questions open up new ideas and possibilities.

To create this list of provocative questions for entrepreneurs and executives, we interviewed businessmen and management gurus, consulted blogs and favorite business books. We tried to find the original source, but somewhere the authorship may be disputed. We hope these questions will keep your mind sharp!

1. How can we become the company that will push us out of the market? — Danny Meyer, CEO Union Square Hospitality Group
2. Are we adequate? Will we be adequate in five and ten years? — Debra Kay, innovation consultant and writer
3. If energy were free, what would we do differently? — Tony Hsieh, CEO of Zappos (he has other questions: "What if storage was free? Or labor cost half as much or twice as much?")
4. What is it like to work for me? — Robert Sutton, professor of management at Stanford University
5. If we were not in this market, would we enter it today? And if not, what to do about it? — Peter Drucker, writer and consultant
6. What trophy would we like to pin on our robes? — Marcy Massura is a marketer and director of brand strategy at MSL Group. She explains: “Different businesses define success differently. What is most important to you - growth, profitability, stability?
7. Do we have bad profits? — Jonathan Byrnes, lecturer at MIT. He explains: “Some investments seem attractive, but they draw capital and attention away from the core business.”
8. What indicators are we not yet counting? — Chip Conley, founder of Joie de Vivre Hospitality and Director of Hospitality at Airbnb
9. What are the smallest changes over the past few months that have made the biggest positive difference? And thanks to what? — Robert Cialdini, author and professor of marketing at the University of Arizona
10. Do we pay enough attention to the partners on whom the success of our company depends? — Ron Adner, professor at Tuck School of Business
11. What is stopping me from making changes that will make me a more effective leader? — Marshall Goldsmith, coach and best-selling business author
12. What are the consequences of this decision after 10 minutes, 10 months and 10 years? — Susie Welch, entrepreneur and writer
13. Do I always make eye contact with people? — Tom Peters, management guru
14. What is the smallest part of this problem that we can successfully solve? — Paul Graham, co-founder of Y Combinator
15. Do we have time to change along with the world around us? — Gary Hamel, writer and management guru
16. If no one ever knew about my achievements, would I lead differently and how? — Adam Grant, professor at Wharton Business School
17. Which clients cannot enter our market due to lack of skills, money or easy access to solutions? — Clayton Christensen, Harvard Business School professor and co-founder of Innosight
18. Who uses our product in ways we don't expect? — Kevin Coyne and Sean Coyne, writers and strategy consultants
19. How likely is it that a customer will recommend our company to a friend or colleague? — Andrew Taylor, head of Enterprise Holdings
20. Is this question a subject for analysis or intuitive understanding? — Tom Davenport, professor at Babson College
21. Which of our managers recently spoke with a client? — James Champi, management expert
22. Have my employees achieved success today? — Teresa Amabile, professor at Harvard Business School
23. What word would we like to embed in the minds of our customers, employees and partners? — Matthew May, innovation expert
24. What do we need to stop doing? — Peter Drucker, management guru
25. What are the gaps in my knowledge and experience? — Charles Handy, writer and management guru
26. What am I trying to prove to myself and how could this undermine my success and the success of my business? — Bob Rosen, coach and writer
27. If they put me out on the street and hired another manager, what would he do? — Andy Grove, former CEO of Intel. In 1985, Grove posed this question to Intel co-founder Gordon Moore, which led them to abandon memory production and focus on microprocessors.
28. If I had to leave my organization for a year and the only message I had to convey to employees was one paragraph of text, what would I write? — Pat Lencioni, founder of The Table Group
29. Who was our company at the peak of its success? — Keith Yamashita, founder of SYPartners
30. What are we willing to stand for and what are we against? — Scott Goodson, co-founder of StrawberryFrog
31. Is there any reason to believe the complete opposite of what I am thinking now? — Chip and Dan Heath, professors at Stanford and Duke University
32. Are we underestimating the complex buyer journey? — Matt Dixon, CEB Research Director. He explains: “Companies often have no idea how customers get to them and how many communication channels fail them.”
33. How many of our strongest employees would like to work for the company in 3 years? How many will leave us for a 10% salary increase? — Jonathan Rosenberg, consultant to top executives at Google
34. What didn't we understand when we hired our worst employee? — Alberto Perlman, CEO of Zumba Fitness
35. Do we have the right people on board? — Jim Collins, management guru
36. Under what conditions will this option be the best possible? — Roger Martin, professor at Rotman School of Business
37. How do I fail - the same way or differently every time? — David Kelly, founder of IDEO
38. When information becomes ubiquitous, when everyone is connected to everyone, when computing resources are endless, and when incredible things begin to happen, what will happen to our business? — Jonathan Rosenberg
39. Are we rewarding and promoting the people who most help us build a great product? — Jonathan Rosenberg
40. What is our biggest and most audacious goal? — Jim Collins
41. Does our strategy really drive our strategy? Or does it all come down to how we allocate resources? — Mark Johnson, co-founder of Innosight. “You may have a strategic plan,” explains Johnson, “but your employees are preventing it from being implemented every day.”
42. How does your personal way of thinking and processing information influence the culture of the organization? — Ari Weinzweig, co-founder of Zingerman's Community of Businesses. “Are they the same? Maybe you dream of working together, but you think alone? Do you want to create a “flat” organization, but think hierarchically?”
43. Why don't our clients like us? — James Champy
44. How can we become more technologically advanced while staying connected to people? — James Champy
45. What do we need to start doing? — Jack Bergstrand, CEO Brand Velocity
46. ​​Which of my colleagues do I trust and why? — Charles Handy
47. Am I satisfied with my current role? And if not, what is missing? — Charles Handy
48. Do I leave 50% of my time unplanned? — Dov Froman, developer, manager, writer. 50%, of course, is a convention, but Froman insists that you need to leave enough free time in your schedule to have time to comprehend what is happening.
49. What would I recommend to my friend if he was faced with this dilemma? — Chip and Dan Heath
50. What crime would a potential new employee have to commit that would not only prevent us from hiring him, but would also show that he might be a good fit for us? — Pat Lencioni. Explanation: “Crime is a metaphor. We're talking about values ​​here. An idealistic organization may hire someone who has previously been punished for his beliefs or for reporting something untoward. And a competitive organization may hire someone who has previously been punished for arrogance or difficult character.”
51. If my grandmother were our client, would I advise her to buy what we sell? — Dan Pink, writer
52. If our company went out of business tomorrow, would it upset anyone who doesn't get paid here? — Dan Pink
53. Is there something that I believe in that almost no one agrees with? — Peter Thiel, entrepreneur, investor
54. Am I too invested in investing in capital at the expense of investing in people? — Tom Peters
55. Do we have enough weird clients who can push us to our limits? — Tom Peters
56. Who do we want to take out of the game and why? — Brad Feld, Managing Director, Foundry Group
57. What will happen in this company when people start making mistakes? — Robert Sutton and Jeffrey Pfeffer, Stanford professors
58. How to motivate dishwashers? — Bill Kina, casino consultant. According to him, the only correct answer is: “If they are overloaded, I will roll up my sleeves and stand next to them at the sink.” And ask yourself at the same time: does our company care about motivating dishwashers?
59. Do our employees have the opportunity to be their best selves every day? — Marcus Buckingham, consultant and writer
60. Where is our Petri dish? — Tim Ogilvy, CEO Peer Insight
61. For which Microsoft is our product - Altair Basic? — Paul Graham
62. Do we say “no” to clients without a good reason? — Matt Dixon
63. What if we turned for new ideas not to our current acquaintances, but to those people we knew before? And who could it be? — Adam Grant
64. Do I see greater potential in people than they see in themselves? — Adam Grant
65. What do I bet on - on improvements and increased income or on cheapness and low cost? — Michael Raynor, Director, Deloitte Services LP
66. What kind of clients would we like to have - knowledgeable and informed or poorly informed? — Don Peppers, co-founder of Peppers and Rogers Group
67. What are we challenging (like the Mac challenged the PC or Dove the beauty myth)? — Mark Barden and Adam Morgan, founders of eatbigfish
68. How can we change product selection criteria in our favor (like Virgin America brought style back to air travel)? — Mark Barden and Adam Morgan
69. What have we done (or could we do) over the past year to enhance the perception of our company and brand as ethical and honest? — Robert Cialdini
70. For whom do we create value? — Dave Ulrich and Norm Smallwood, founders of The RBL Group
71. Why should people listen to us? — Dave Ulrich and Norm Smallwood
72. How would our PR, marketing and SMM change if we did everything ourselves instead of hiring agencies? — Guy Kawasaki, founder of Garage Technology Ventures and Alltop
73. What was our last experiment? — Scott Berkin, writer
74. Who are our customers - Pepsi or Coke fans? — Marcy Mussura. This, of course, is a conditional and symbolic question: today companies can simply know much more about their clients than before.
75. What is the best alternative to this agreement? — Roger Fisher and William Urey, negotiation experts
76. What is the best design for development in the post-industrial era if purely administrative and hierarchical approaches do not work? — Tracy Fenton, CEO Worldblu
77. Are there four people whose careers I helped? Who are they? — Alex Gorsky, CEO Johnson & Johnson
78. How can we get away from the stereotype? — Shane Snow, co-founder of Contently
79. Who (what department, what age group or other group) have we stopped hearing in our company, and how can we amplify their voices to energize the business? — Jane Hyun and Audrey Lee, partners at Hyun & Associates
80. If we take all the projects that we stopped, which ones would we like to be able to continue, and which ones should we have stopped even earlier? — Ron Adner
81. Do I recover quickly enough from failures? — Bob Rosen
82. Who do we think the world wants us to be? — Geoffrey Moore, management guru and organization researcher
83. How do we build a startup that will last 100 years? — Phil Libin, CEO Evernote
84. What is one thing we are doing well today that might block new growth opportunities for us? — Scott Anthony, Managing Partner, Innosight
85. If I could go back five years, what decision would I make differently? Which of the decisions I make now will I regret five years from now? — Pat Lencioni
86. What stupid rule would we most like to get rid of? — Lisa Bodell, CEO FutureThink
87. What megatrends could make our business meaningless? — Michael Cusumano, MIT professor
88. What important information for our organization do our managers ignore? — Max Beiserman, professor at Harvard Business School
89. What have we done to protect our business from competitors? — Tom Stemberg, Managing Partner, Highland Venture Capital
90. If I were to rebuild my organization without traditional competitive advantages (superior technology, breakthrough research, innovative delivery model, etc.), how would our people approach work and act to achieve the necessary success? — Jesse Sostrin, founder of Sostrin Consulting
91. What rules and assumptions does our industry operate under? What if it's the other way around? — Phil McKinney, innovation expert
92. Will our decisions today help our planet and its inhabitants tomorrow? — Kevin Cleary, President of Clif Bar
93. What are our ideas about human motivation, and how does our approach to remuneration correspond to them? — Dan Ariely, professor at Duke University
94. How do we encourage people to take responsibility and control? — Dan Ariely
95. How do we want our clients to be? — Michael Schrage, professor at MIT
96. How can I stay inspired? — Paul Bennett, Creative Director, IDEO
97. Do I know what I'm doing? And who will I turn to if I don’t know? — Erin Pooley, journalist
98. Do they use it? — Howard Talman, CEO of 1871
99. What is our question? — Dev Patnaik, CEO Jump Associates
100. How is business going? Why? — Thomas Stewart, executive director of the National Center for the Middle Market

Perhaps only a rare daredevil goes on a trip to an unfamiliar country without taking a guidebook with him. But among aspiring entrepreneurs there are more than enough such brave men. But the strategy “the main thing is to get involved in a fight, and then we’ll figure it out” can hardly be called successful for a business, unless its owner follows the principle “we are not looking for easy ways.”

Young businessmen have a lot to learn from brilliant inventors, because there is an innovator in the soul of every entrepreneur, right?

For example, Nikola Tesla never implemented anything until he had a clear vision of how it would work. He perfected all his inventions exclusively in the laboratory of his own brain.

“In this way,” Tesla wrote, “I can quickly develop and improve the concept without touching anything. When I have already implemented in the invention all the improvements that I could think of, and do not see a flaw anywhere, I give the product of my brain a concrete form. And my device always works as I intended; There hasn’t been a single exception in 20 years.”

Having a clear idea of ​​what your business will be like tomorrow directly determines its effectiveness today. To start a business you need a plan and an understanding of how it will work.

“The plan, needless to say, was excellent: simple and clear, it couldn’t have been better. It had only one drawback: it was completely unknown how to carry it out.” Lewis Carroll, “Alice's Adventures in Wonderland”

The highest purpose of business is to serve people. What is the goal of your business? Do you already have an answer to this question? Great. Then review the following list of questions. Perhaps it will help you better shape your business model.

20 questions for a new entrepreneur

1. What industry is my business in?
2. What are the boundaries of my business: region, country, whole world?
3. In which segment (B2B/B2C) will my business operate?
4. What price niche will my business operate in?
5. What opportunities are there for my business in related and other industries?
6. How much money will my business bring in in six months, a year: revenue, profit?
7. Who are my competitors? What are their strengths and weaknesses?
8. What sets my company apart from competitors?
9. What value does my business provide to clients?
10. Who are my potential clients? What are their needs and expectations?
11. How does my business meet customer needs?
12. Where to look and how to attract potential clients?
13. What does my company's organizational structure look like? *
14. Who does what, who reports to whom and is responsible for what in my company?
15. How is interaction carried out within the company?
16. How is my company's accounting done?
17. Where and how can I reduce the influence of the human factor in the work of my company?
18. How can I improve every process in my company?
19. What business processes can be simplified or automated?
20. How can I make my business work without my direct participation?

* Even if your company currently consists only of you, structure is still needed. This will allow you to understand which people will be needed first, what they will do and what they will be responsible for.

Finkelstein notes that successful CEOs typically look for three things in a candidate: intelligence (not IQ), sociality, and emotional attachment.

Thus, Oracle CEO Larry Ellison always asks the question during an interview, “Are you the smartest person you know?” If the candidate answers negatively, Allison asks to talk about who the interlocutor considers smarter. The Oracle founder then bids farewell to the candidate and contacts the person mentioned.

Tesla founder Elon Musk likes to ask little logic problems: “You are standing on the surface of the Earth. Then walk one mile south, then one mile west and one mile north. As a result, you ended up in the same place where you started your journey. Where are you at?". According to Business Insider, the problem has several correct answers. One of them is the North Pole: due to the shape of the planet, a person will move along curves and as a result will end up at the beginning of the route.

Musk often asks how a candidate has handled a problem in the past: “What challenges have you faced in your career and how did you solve them?” Then the entrepreneur is interested in the details in order to understand whether the interlocutor was really involved in the story told or is simply appropriating the achievements of others. Deep knowledge of the details of the work done shows the degree of involvement of the candidate in what was told, Musk believes.

Google HR Director Lazlo Bock has a similar strategy. He is usually interested in examples from the candidate's experience in solving complex analytical problems.

Engineer Jeff Nelson recalls an interview with Elon Musk in 1999 (at that time Musk was working on the financial project X Commerce, which was later acquired by PayPal). Then the entrepreneur asked him just two questions before offering him the job: “What do you want to do in five years?” and “What questions do you have for me?”

Nelson replied that he would like to have more management tasks in the future and asked Musk what risks his business model had. The entrepreneur spoke about the company's dependence on market growth. Nelson later received an offer, which he nevertheless decided to refuse.

Finkelstein writes that refusal does not spoil the relationship between the candidate and the manager. Most often, a justified refusal shows that the interlocutor knows how to assess his capabilities and qualities.

As an example, the author of the book talks about James Green's interview with Steven Jobs. In 1997, the founder of Apple and Pixar invited the future head of the search company Magnetic Green to his home in Palo Alto. According to his recollections, the meeting was not like an interview, but more like a conversation.

Jobs wanted Green to be the liaison between Disney and Pixar. After the Apple founder described the tasks to be solved in the new position, Green refused. “All my life, Jobs has been an idol for me, but I told him that I would not recommend such a job to anyone. Being a mediator will not work.”

Then Jobs offered a position as a marketer in Pixar's short films department. Green agreed. After working in his new position for a week, Green realized that his responsibilities included exactly what Jobs had originally proposed - to be an intermediary between Pixar and Disney.

As Filkenstein notes, successful CEOs of large companies usually don't have long conversations with candidates and ask only a few questions.

For example, British entrepreneur and founder of the Virgin holding Richard Branson usually asks what the candidate did not indicate in his resume.

Investor Peter Thiel's favorite question is: “Tell me something you think is true but no one agrees with?” According to Thiel, this formulation helps test the candidate’s originality of thinking and self-confidence.

The founder of the Zappos project, Tony Hsieh, who practices Holacracy, asks all candidates: “On a scale of one to ten, how weird are you?” Next, Shay asks the candidate to rate his luck.

What is the value of your offer?

If you can't explain in simple three sentences why people want your product, you don't have a value proposition and therefore you don't have a business. Dot.

Will there be demand for your product?

The Seinfeld character was convinced his key to wealth was making a bra. He has not done any research to confirm that there is a demand for his product. Don't think that you can create demand where there was none. Don't sell another men's bra.

What makes your product different from your competitors?

Starbucks tricked people into believing they needed a $4 caffeinated brew, and Louis Vuitton convinced them to shell out $1,500 for denim handbags. But this is not just marketing. If you want to succeed in business, you need to offer tangible value that others don't have. For example, lowest possible prices (Wal-Mart), original design (Apple), exceptional convenience (FedEx). Find what the advantage of your product is and hit that point.

Is your business scaling?

The difference between modest wealth and obscene wealth is scale. It’s good when it costs you less and less to produce each next product. Take software for example. Once Microsoft has paid to develop the code, the marginal cost of releasing each additional copy of Windows is negligible. And some models do not scale. For example, in the service sector, where the need for personnel increases along with income.

How dedicated are you personally to your work?

You have a family and two children. Are you willing to work 100 hours a week for the next two years to grow your startup? If you want to control everything, be prepared to sacrifice everything - at least to start.

What is your strength?

Google writes powerful search algorithms, Steinway works wonders with wood, Cisco sniffs out and buys promising new technologies. Find out what you do well and do only that. An obvious point, but a lot of passionate entrepreneurs got burned by this. There are so many possibilities in the world.

What is your weakness?

Know what you do well and what you do poorly. For example, Apple does not produce cameras for the iPhone, but buys them externally. Countless online stores outsource websites and payment systems to third-party developers. Wasting resources to get mediocre results is suicide. Do what you know how and find reliable partners to handle everything else.

How much will your clients pay?

Why do people pay twice as much for Vanish as they do for generic bleach? Determining the upper limit on the price a buyer is willing to pay for a product, whether it's an iPhone or a bottle of bleach, is one of the most powerful levers for generating profits. Consultants are paid a lot of money to help determine the right price.

How much power do your customers have?

What happens if you sell rubber squeegees to the only window cleaning company in town? If the buyer demands big discounts, your business will be over. It is better to expand your client base in advance.

How much power do your suppliers have?

The fewer suppliers you have, the more power they have. Making an antique clock from knotty pine may seem like a great idea, but what if you only have one source of knotty wood? Answer: You will have to pay. On the other hand, beware of hungry suppliers who are willing to work very cheaply - they often do not monitor quality.

How to sell a product?

Dell Computer sells its computers directly. General Motors and Coca-Cola rely on distributors. Apparel companies such as Ralph Lauren use both internal and external distribution channels. And Apple is opening branded stores. Whatever sales method you choose, make sure it fits with your overall business strategy.

How should you promote your product?

Telling everyone about your company without going broke is not an easy task. In the mid-1990s, America Online spent so much money distributing demo versions of its software that it had to hide the expense on its balance sheet. This accounting practice was later banned and millions in accounting profits disappeared.

What is the threat of new players entering the market?

If there is money to be made in your market sector, there will definitely be competition. If not a direct competitor (see what Microsoft did to Netscape), then another technology can pull the rug out from under you (see what digital photography did to Kodak). Long before this happens, build barriers to new entrants - file a patent, achieve a long lease term, create a loyal consumer base.

How will you protect your intellectual property?

A small addition to the previous point. Let's say you invent a car that can reach speeds of up to 240 km/h using solar power alone. A few months later, five savvy competitors have dismantled your model and are now bringing their own versions to market. Before showing samples to the public, apply for a temporary patent. It will protect your idea for a year while you finalize the details.

What starting capital do you need?

Any early-stage investor and small business advisor will tell you that most startups fail because they are undercapitalized. While there are no hard and fast rules, "double your initial estimate of the capital required," says Jim Pack, head of dental software developer Curve Dental.

How will you finance your business?

You have a choice: rich auntie, credit cards (dangerous), business angel, venture capital (if you have a serious business), bank loan (good luck with your search) and the most expensive way - issuing shares. Be careful: selling shares leads to equity dilution, loss of control and management difficulties. Overall, improve your business if you can. And finally, do not forget to correlate the timing of receipt of money from your assets and the timing of payment of liabilities. Inconsistency can be painful.

How much money do you need to get through the first few years?

For those who missed the previous point: watch the money. Many entrepreneurs boast of financial growth projections, but their pockets are empty before good times appear on the horizon. (Remember the failed dot-coms?) Be patient with Aeron chairs and Macs until you get more than you spend.

What are your financial projections?

Movement is impossible if you don't have a destination. Two important milestones are 1) operating return - when your business generates more money than it spends over a given period, and 2) investment return - when you finally earn back your initial investment (adjusted for inflation). Financial forecasts must be justified. Paint an overly optimistic picture and experienced investors will run away from you. And you will run out of money.

How to make your assistants happy?

What is American Idol without Simon Cowell? We'll find out soon enough, but many people think the show won't be the same as before. If you are lucky enough to find great talent, try to keep it. Salary is just part of the equation.

What is your ultimate goal?

Want to flip your business to the first person you meet with money? The owners of MySpace did this, but not Facebook. Different goals require different strategies. Always remember what you are aiming for.

Entrepreneurship Basics

1. Economic theories about the essence and role of entrepreneurship. Modern teachings about entrepreneurship.

2. Concept and content of entrepreneurship

3. Goals, functions and basic properties of entrepreneurship.

4. Principles of organizing business activities.

5. Characteristic features of modern Russian entrepreneurship.

6. General principles of entrepreneurship typology

7. Classification of main types of entrepreneurship. Characteristics of production

entrepreneurship.

Intermediary and financial and credit entrepreneurship. Their characteristics.

Characteristics of business entities: individuals and legal entities.

Civil legal characteristics of an individual entrepreneur.

Rights and obligations of individual entrepreneurs, their personal characteristics.

System of motives for entrepreneurship development.

The essence of the business environment, its influence on the development of entrepreneurship.

Characteristics of the external and internal business environment.

The market as an environment for the existence of entrepreneurs.

Characteristics of organizational and legal forms of entrepreneurial activity. Simple and complex organizational and legal forms.

Business partnerships: their main types, characteristics, features.

Production cooperatives: their characteristics, features of functioning.

Economic societies: their characteristics, types, features.

Joint-stock companies: CJSC. OJSC. Characteristics, features of functioning.

State and municipal unitary enterprises. Characteristics, features of functioning.

The essence of small business. Criteria for classifying subjects of a market economy as small businesses.

The role of small business in a market economy.

Advantages and disadvantages of small business.

Priority areas of development and forms of state support for small businesses

Financial, credit and property support for small businesses.

Taxation of small businesses. Simplified and imputed tax system.

The main stages of creating your own business.

Sources of entrepreneurial ideas and methods for their selection.

Sources of funds for the formation of authorized capital when creating your own business

Characteristics of constituent documents. Charter and memorandum of association, structure and content.

Developing a business plan when starting your own business. Structure and content.

Forms of organizing your own business: purchasing an existing business, using it to create a lease. franchising.

The procedure for state registration of a new enterprise.

Licensing and certification of business activities.

The system of relationships between entrepreneurs and partners

Transactions: types, characteristics, implementation procedure.

Agreements: types, content, procedure for conclusion.

Leasing as a form of entrepreneurship. Types of leasing agreements.

The essence and content of franchising and factoring agreements.

Responsibility of entrepreneurs for violation of contractual obligations.

The essence of entrepreneurial risk.

Factors of entrepreneurial risk.

Classification of types of business risk

Methods for assessing business risk.

Methods and techniques for minimizing business risk. Insurance.

The essence of business secrets. Information constituting a business secret.

Types of business secrets.

System of measures to protect business secrets.

Responsibility of entrepreneurs for disclosing business secrets.

The essence of entrepreneurial culture, its main elements.

Business ethics of entrepreneurs.

Responsibility of entrepreneurs, essence, meaning, forms.

Types and forms of responsibility. Civil, administrative liability.

Characteristics of criminal liability of entrepreneurs.

Basic forms and methods of state regulation of business activities.

Measures of state support for entrepreneurial activity.

Possible reasons and forms of termination of business activities.

The essence and types of reorganization of business organizations.

Insolvency (bankruptcy) of the organization. Bankruptcy procedures. Liquidation of the organization.