Question 1: Is Big Kev a traditional small business owner or an entrepreneur owner? Explain the main differences between the business objectives of the traditional owner and the entrepreneurial owner. Big Kev's ownership style is best described as entrepreneurial. An entrepreneurial owner is one who focuses on advancement through growth, profitability, and the use of strategic management plans (Holmes et al., 2003). In contrast, the traditional owner sees the business as a means to achieve his personal goals, as an expression of his individuality and as a means of satisfying his needs (Holmes et al., 2003). It is clear that Big Kev has embarked on a process of expansion, supported by a strategic plan to continue growing the business. Big Kev does not view the business as a means to satisfy personal needs, as evidenced by the fact that he offers external inventory to enable expansion. Therefore, Big Kev is an example of an entrepreneurial owner. Question 2: Do you think Big Kev can let his “baby” leave his control? Is Big Kev really like most small business owners: focused on controlling his operating entity? How do you think Big Kev will manage his new financial partners? Keep in mind that the company introduced is called Big Kev Ltd. It's clear that Big Kev views his role in the business as fundamental, indispensable, and similar to that of the typical small business owner. Although the company is publicly traded and ownership is partially separated from Big Kev, the founder still views the management of the new entity as fundamentally similar to that before the listing: management decisions belong to a few individuals and the owner's personal goals are the motivation. factors that dominate the company's strategic plans, both...... middle of paper ......the approach to financing that has been followed by the owners of M&H Refrigeration is best described as conservative . Self-imposed limitations on capital financing appear to be one aspect of the owners' attitude. The company could most likely increase its expansion into the technology aspects of the business and remote control with a risk management strategy in place. The owners are clearly committed and proud of their achievements. This results in control issues and therefore capital acquisition options: venture capital or stock market listing is not an option in which control is often addressed. This leaves financing through loans as the only reasonably perceived choice. I strongly believe that owners should explore the benefits of acquiring capital in order to facilitate expansion, an area in which I believe the business needs to be more active.