Dealing with difficulties, failure

is well understood in the arneda iosf nspoormrtsalalnyddleifeininedgeansetrhael,

UCCESS saochmievoenmeesnetsoof ruetatloisatichgieovaels.sTomhues,oirf ohtehoer sghoealisanpdertcheeinveedvetont„uealsluycdcoeessfsuol., ustnadrtedripgegrinfogrimntiontghveefingtuurrees.anndemhaaksintog aaletadevildieuflfirenienrtehǦhn„aeste„tdsuweifstfeieonerfenescnisitsreclcenuhvmeairlrssoatnwacmnthecerenist.ee. vdail„ctuhhyǦ cacoonpmmdereppiraaoprrdeiinsroogffontrhsimmetoaefin.indTcaehnneicstiviuafeylsnsurtaeaultrleeyevmsatehneeantntisswissouhuveensnrǦ. mthye, cmuorrset ncot ucrnitsriiseisn, etshpeegclioa„llayl efcroicnaonǦ idnegrapsearfworamrniningggtehtast asoymelelothwinligg„hat,dsmeravyǦ fcaocuingtreiecsosnuocmhiacsdescwlianteins.i are currently „sheocuoldmriencgtiafynwd hthataitstwheroenngt.repreneur

urrently most „usinesses are strugǦ entures gling in the country, as fuels are also in distress get a red light, re“uiring the h„iuksiinngenssoews awnidlltfhaeilni,fmwoeredaonndomt uonreǦ seintturaetpiroenneimurmtoedsitaotpelayn„deefvoarleuatatektinheg

3. Distress in the venture: idmermsetadniadtetlhy.e levels of failure and act caorerrfeacitrilvyecalectairon„.uttotfhtiesnptohinete, tnhterespigrnesǦ neur does not want to acknowledge that something is wrong.

flowusrainssgoaǦ t this stage, the venture gets a crisis, the irregular cash green light at this level and there are ciated with distress in the previous

1. The venture that is performing 4. The venture in crisis: n„oeion„gvaiocuhsiepvreod„,leinmcsl.udlilnthgepgeoraslosnaarle, pnheagsaeti„vecofomrelownogrspeearnidodarse. Tcohnestsanmtlye

well: fleinvaenl cthiaaltaanldl vsetnratutergeiscaosnpeisre. Tthoi.s itstthies rtheeasvoennstucoreulmdo„reecsietevder, e„luyt. TtheisyiasfefevcitǦ laervee(laotflpeearsftoframiralyn)csea, tihsefisehdawreihtholtdherisr dmeanrtkefrtosmharaep, widhliychdecoclninfiirnmgtshaeletrseanndds

voef antpuorsesis„lešcpoenrtiiennucoinugs.decline that the investment.

2nd. eTrhpeerufonrdmearnpceerinfothrmevienngtuvreenmtuearnes: nce the tohvaetraslol,mtheegreo alrseanroe vniosit„alechdiieffveerden„cuets, vaennytmuroereis, cinlossoulvren„teacnodmneostionpeevritaati„nlge

5. The venture that failed: „etween the wellǦperforming and the and the entrepreneur finally loses conǦ

“It takes 20 years to build a repnaked. There is no reason not to follow your utation and five minutes to ruin it. If you think heart.” about that, you’ll do things differently.” “To me, business isn’t about wearing suits or pleasing stockholders. It’s about being true to yourself, your ideas and focusing on the essentials.”

SLEVELS OF FAILURE IN VENTURES

“Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already tsrpoelcoifitchseitvueanttiuonre, .a pelpaennidsipnrgeopnartehde fpoorssai„lvleagtoinsgawvehatviesnletuftr,e„autttiht is srtaargeely. puTtoitu„ranckaronunthdearnoaidlitnoggvoeondtuprerafonrdǦ mance and growth is no small task. This „isuesviennesmsoerse. Tsohefosr maicllreoratnhdev„eurysisnmesasll, tothhf eethemenot„rrueespitrnhensesouwisrnines rvpoalrrvtesodhf,aatrhneedhporlfdote„nrǦ fleamiluresspliodnes.i„loewfoevretrh,eitsilsi poaslosni„glethtoe put the „usiness „ack on the track of performing well. Through trainings,

T helps entrepreneurs in dealing owfithe„iruvsei netussrefsa.iTluhre esarnlidertuthrenasirgonusnodf tfahielutruernaareroou„nsderpvreodc,etshseteoa„seieerfiftecistifvoer. aThveInrnteatteu„arrivleies,kntienhtygieopytnhhinaedcsevelcuesidnsfoietourǣnrteurning around

TURNAROUND OF A VENTURE TO DEAL WITH FAILURE