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La sostenibilidad financiera de las empresas depende de su capacidad de generar valor, esto es, utilidades, rendimiento superior a la tasa de retorno y flujo de caja libre positivo, por lo que sus ventas deben superar las unidades de punto de equilibrio, base este para establecer metas de ventas, por lo que debe estar correctamente calculado. Con ese propósito se presenta el modelo punto de equilibrio avanzado (Pea), el cual corrige los defectos del modelo tradicional. Se construyó al investigar la capacidad emprendedora en Colombia, mediante el método logit, observando el éxito o fracaso de los proyectos financiados durante 2006-2017 por el Fondo Emprender. El Pea se orienta a corregir y remplazar el modelo tradicional asegurando la sostenibilidad y desarrollo empresarial. The financial sustainability of companies depends on their ability to generate value, that is, profits, performance above the rate of return and positive free cash flow, so that their sales must exceed the breakeven point units, based on this for set sales goals, so it must be correctly calculated. For this purpose, the advanced equilibrium point model (Pea) is presented, which corrects the defects of the traditional model. It was built by investigating the entrepreneurial capacity in Colombia, through the logit method, observing the success or failure of the projects financed during 2006-2017 by the Emprender Fund. The Pea is aimed at correcting and replacing the traditional model, ensuring business sustainability and development Nas empresas, a sustentabilidade financeira depende da sua capacidade de gerar valor, ou seja, lucros, rentabilidade acima da taxa de retorno e fluxo de caixa livre positivo, pelo que as suas vendas devem exceder as unidades de break-even, a base para estabelecer objectivos de vendas, e portanto devem ser calculadas correctamente. Para este efeito, é apresentado o modelo avançado de ponto de equilíbrio (Pea), que corrige as deficiências do modelo tradicional. Foi construído através da investigação da capacidade empresarial na Colômbia, utilizando o método logit, observando o sucesso ou fracasso dos projectos financiados durante o período 2006-2017 pelo Fundo Emprender. O Pea visa corrigir e substituir o modelo tradicional, assegurando a sustentabilidade e o desenvolvimento empresarial

Se presenta aquí el modelo capacidad de producción para empresas sostenibles, para planificar empresas con la dotación adecuada para ser productivas y competentes, minimizando el riesgo de cierre por carencias en su dotación. Empleando el método logit se estableció la capacidad emprendedora en Colombia, observando el éxito o fracaso de los proyectos financiados durante 2.006 -2.017 por el Fondo Emprender. La capacidad de producción mensual de un proyecto debe establecerse desde sus costos operacionales e información sectorial asegurando su sostenibilidad The production capacity model for sustainable companies is presented here, to plan companies with the adequate endowment to be productive and competent, minimizing the risk of closing due to deficiencies in their endowment. Using the logit method, the entrepreneurial capacity in Colombia was established, observing the success or failure of the projects financed during 2006 -2.017 by the Emprender Fund. The monthly production capacity of a project must be established from its operational costs and sector information ensuring its sustainability 1. Introducción. 2. Metodología. 3. Resultados. 4. Conclusiones. Referencias bibliográficas

Diplomsko delo je poslovni načrt ustanovitve podjetja Ulashes, s. p. Dejavnost družbe obsega izvajanje storitve podaljšanja trepalnic. Na podlagi teoretičnih izhodišč so obravnavani ustanovitev ter razvoj in nadaljnja rast podjetja, modeli in strategije rasti podjetja ter tveganja za podjetje. Predstavljeni so podjetje, panoga, v kateri posluje, tržna raziskava in tržne strategije, plan prodaje, nato sledi predstavitev razvoja storitve in možnosti razvoja v prihodnosti, potrebna infrastruktura, kadri in organizacija, tveganja in možne rešitve. V zaključnem delu so terminski načrt in finančne projekcije za realizacijo načrtovanega posla. Podjetnica bo v ustanovitev in razvoj podjetja vložila lastna finančna sredstva. Neodvisnost od kreditov oziroma bank bo poslovna priložnost podjetja za nadaljnjo rast. Podjetje se bo tržilo predvsem preko socialnih medijev in raznih prireditev in sejmov. Podjetnica bo izvajala eno storitev. To storitev bo izvajala kakovostno ter bo veliko vložila v izobraževanja in nova znanja na tem področju. Na podlagi analize panoge in tržne raziskave smo izdelali finančne projekcije poslovanja podjetja v naslednjih petih letih. Podjetje bo začelo poslovati v letu 2019. Dobiček bo dosegalo od prvega leta poslovanja. Povprečna donosnost podjetnikovega kapitala bo v tem obdobju 49 odstotkov in povprečna donosnost sredstev bo tudi 49 odstotkov. Finančne projekcije izkazujejo, da bo podjetje učinkovito uporabljalo vložena sredstva in bo sposobno ustvarjati premoženje s. p.-ja. The thesis is the business plan for the growth of the company Ulashes s.p. The company's activities include service of the professional eyelash extensions. On a theoretical basis, the growth of the company, the models and the strategy will be discussed. The industry in which the company, the market and the marketing strategies will operate will be presented. In the thesis, the presented research will influence the investment in the new service on the growth and development of the company in the future. The company will invest its own financial and personnel resources to development the service of eyelash extensions solutions. The business is not dependent on the bank. There fore it will become a business opportunity for the company for further growth and important advantage against competition. By implementing only one service, the company will professionalize service offer and increase its operations with existing customers and at the same time acquire new target customers. The purpose of the analysis of the company's past performance and financial projections is to illustrate the effect of the investment on the growth of Ulashes s. p., which I believe will be reflected in the improved financial results of the company in the future. The net profit of the company will increase by almost 25% by year 2020. Financial projections show that the company will effectively use equity and will be able to generate profits without the need for additional capital payments.

Treball final de Grau en Comunicació Audiovisual. Codi: CA0932. Curs acadèmic 2015-2016 El presente trabajo se trata de un plan de comunicación para el lanzamiento de una entidad, la Cátedra Facsa de Innovación en el Ciclo Integral del agua, que nace de la relación ya establecida entre la empresa Facsa y la Universitat Jaume I. Nos movemos en un sector poco estudiado e investigado pero del que se puede afirmar que, cada vez más, empresas y universidades firman acuerdos para crear nuevas cátedras. La razón es que ambas partes se han dado cuenta de los beneficios mutuos de estas colaboraciones. La Cátedra Facsa tiene como propósito principal la divulgación de conocimiento acerca del ciclo integral del agua mediante jornadas, cursos y seminarios que ellos mismos organizan. En la investigación, hemos ahondado en los intereses tanto por parte de los directivos de la Cátedra como de la empresa colaboradora Facsa, para agrupar esos objetivos en común, definirlos y plantear acciones de comunicación. Para esto, hemos realizado diversas entrevistas y encuestas de respuesta abierta a directivos, investigadores, docentes y empleados del Servei de Comunicació de la Universitat Jaume I y a responsables de comunicación de la empresa Facsa. Esto nos ha servido para saber cuál es la situación actual de la Cátedra, cómo se comunican, cómo se relacionan y cómo ven el futuro de la misma. En cuanto a su situación geográfica y temática, la Cátedra podría situarse como referente debido a las pocas entidades que engloban este tema y el escaso avance de éstas. Esto nos sitúa en el momento idóneo para posicionar adecuadamente la Cátedra frente a sus competidoras. Diagnosticamos como principales problemas, la falta del uso de herramientas de comunicación adecuadas que les permitan llegar a sus públicos de manera eficaz y una identidad visual corporativa poco atractiva. Como propuesta, planteamos una estrategia dirigida a los miembros de la Cátedra en la que se pretende tangibilizar los valores de la misma, convirtiéndolos en acciones. This paper is about a Communication Plan for the launch of an entity, The University Chair of innovation in the integral water cycle, which borns from the relationship between Facsa and Jaume I University. This is not an extensively studied sector, but we can affirm that, every time, there are more companies and universities creating these Chair Universities. The reason is because they realize there are a lot of profits for both. The main objective of this University Chair is the dissemination of knowledge about the integral water cycle through workshops, courses and seminars that they organize. In our research, we have focused in the interests from Facsa and from the members of the University Chair in order to put together their goal, define them and specify communication actions. We have done interviews and open response surveys to managers, researchers, professors, employees of University Jaume I Communication Service and communication responsible employees from Facsa. That has been useful for us to know what their situation is, how they communicate, how they interact and how they see the future of this University Chair. About his geographical situation and its theme, the University Chair could be a referent because of the few entities that are about this theme and the little progress of them. That means that we are in the best moment to be a referent. We have detected as the main problems, the lack of use of the right communication tools to get to its publics and an unattractive visual identity. As a proposal, we raised an strategy for the University Chair members in which we pretend formalise the values, make them actions.

This paper is organized as follows: this introduction is followed by a primer on the industry and on the evolution of the microfinance sector. The authors then examine the structure of the microfinance industry, (a) NGOs, cooperatives and credit unions, and commercialized vehicles; how they differ and why corporate governance differs according to the nature of the MFI; and (b) large networks, investment and bank-holding groups, and social services/faith-based groups. The authors then consider how corporate governance evolves and develops in MFIs as their structure and ownership changes. This is followed by an examination of the recurring issues and growing risks in the microfinance industry. The authors conclude with a look at the responses of governments, investors, and the industry itself to these issues and risks and propose some next steps.