Sales Orientation v Product Orientation

A sales-oriented company focuses on strategies and tactics that push people toward buying products, while a product orientation tries to pull people into buying. Offering discounts is an example of a sales tactic, while adding a new feature to a product to increase demand is an example of a product-oriented strategy.

Sales Orientation

Sales strategies are often referred to as “gimmicks” because they don’t try to create a long-term demand for a product or service by improving a company’s offering. Many salespeople prefer tools such as discounts, buy-one-get-one-free promotions, free website banners when a customer buys a print ad or other means of stimulating sales. Improving the circulation of a magazine increases the quality of the magazine for advertisers as a whole, but a 25 percent discount to a particular advertiser may seem like a more direct benefit to a less sophisticated buyer.

Product Orientation

Product-oriented companies keep in mind the adage, “Build a better mousetrap and world will beat a path to your door.” This strategy assumes that if you offer a superior product or service, customers will buy from you without your having to resort to discounts or other gimmicks. Product-oriented companies work with marketing departments to learn what the marketplace wants, developing or modifying products to meet these needs. A pizzeria that offers pies with real cheese and fresh toppings might not have to offer two-for-one or other discounts if its competitors sell lower-quality pizzas.

Long-Term Effects

Sales-oriented companies can generate positive short-term sales since customers initially feel good that they are getting more for less. As customers realize they are paying less but getting less, they eventually realize they are not making a good purchase. Discounting your product may eventually cheapen its reputation in the marketplace. Product-oriented companies may take longer to generate sales, but their sales may be more stable long-term because buyers come to believe they are getting the value they need from a product or service. A product-oriented approach to sales might take too long to help a company struggling financially, while a sales orientation might result in fewer long-term customers and eventual financial instability.

Sales Tactics

Product-oriented companies that sell to business often train their salespeople in consultative marketing, which requires the salesperson to learn about the business of a potential customer. This allows the salesperson to better explain to potential clients why a product or service is best for the client. Sales-oriented companies often provide their sales force with discounts, expense accounts and other sales tools, encouraging their staff to “smile and dial.” This means calling potential clients, telling them what they want to hear and offering a benefit beyond the product. A key difference in these two sales strategies is that a sales orientation often attempts to get people to buy things they don’t really need or want, while a product orientation focuses on getting people to buy things they are looking for.

Market v Production Orientation

Marketing theory has undergone several changes since the birth of capitalism. There are several marketing terms that describe the primary focus of a company's energy and theories behind a certain type of business model. Marketing orientation and production orientation are two of these terms.

Basic Focus

The basic focus of a company with a production orientation is toward maximizing production output. Under a production orientation, a company is succeeding when it is manufacturing as many products as possible at the cheapest possible price. In contrast, a company with a marketing orientation is squarely focused on the consumer. Market-oriented companies respond to marketing research and tailor their products in accordance with what they perceive to be the demands of the market.

Approach to Customers

A business with a marketing orientation is essentially led by the needs of its customers. Marketing research outcomes determine how much of a product is produced--old products may be discontinued and new products invented based on the needs or desires of consumers. In contrast, a production-oriented company does not pay close attention to the needs of its customers and is focused primarily on making the maximum number of products. If customers are dissatisfied with its product, a business with a production orientation is more likely to look for a new set of customers than to alter its product.

Approach to Advertising

A production-oriented company does not focus a great deal of energy on advertising. A business with a production orientation sees itself as fulfilling a need and assumes that as long as customers are aware of their product and can afford, they will buy it. In contrast, market-oriented companies spend a great deal of money on advertising. A market-oriented company carefully cultivates a brand in the minds of potential customers in an attempt to influence them to buy its products instead of a competitor's products.

Stages

Production orientation and marketing orientation describe different stages in the evolution of modern business marketing. Until the early 1900s, many products were scarce and companies could therefore sell as many as they could make. This made advertising and marketing research relatively unnecessary; the way to make money was to manufacture a lot of goods as inexpensively as possible. Most companies began to adopt a marketing orientation during the 1960s. Many companies were manufacturing the same types of product, and customers were able to choose between them; therefore, companies needed to distinguish themselves from their competitors by branding, advertising and introducing new and better products.

Market research data

Is finding market research data to answer your business questions easier than you think?
Irrespective of what market research methods, tools or techniques you’re using, these data sources will help you better understand and reach customers.
You’ll be pleasantly surprised how many are readily available and quick to access.  Some are downright staring you in the face.  And many free.
Use this Ultimate Checklist of Where to Source Market Research Data.
Organized in a modern format these market research data sources considers; where data resides in organizations (of all sizes), and where we can learn in this digital world.  The traditional way of organizing market research is included for reference.

1. Your Internal Brains

This is one of the richest and most readily available sources of research data. It doesn’t require a budget; only time and the ability to ask.
Customer service, technical support and sales colleagues are familar with customers questions, influencers and more.  Each group has it owns nuance; none represent your typical customer persona.  Technical support, for example, never talks to happy satisfied customers.  So do note which information came from which department.
Ensure you ask each department/person where additional information is to be found. (You may well discover systems/data repositories you never knew existed!)
Who within your organization engages with customers and prospects?
Go and listen to them.

2. Digital Research Data Sources

With so much digital data available, this is a rich data source. While it may not answer exactly how many roads you need to walk down, peopleunderestimate what questions can be answered by internal existing data sources and third party internet data.
This is a great shame as it’s typically faster and less expensive to use existing data sources.

a). Internal Research Data Sources

  • Your Web Analytics

As the single most important sources of learning and research for marketing communications, this is where the rubber meets the road.  It answers many questions including:
  • how are people finding your website
  • what do they do when they’re on-site
  • which aspects of the website are most valuable
  • how your marketing campaigns are performing
  • and much much more
Data sources within web analytics include:
  • Website Analytics Clickstream Data: while there are others Google Analytics provides a rich source of trended data. It’s free and more than adequate for most website.
  • Heatmaps are also useful.
  • On-site (and for SaaS offers in-product) Feedback
  • Experimentation & Testing Data; such as A/B testing, and conversion rate optimization software.

  • Technical Support & Help Desk Analytics

For getting an overall handle of customer concerns this is a rich source of data. If this is a already available within your organization it’s well worth getting this sorted.
Tip: start with paper if you have to but there are loads of SaaS non-contract options

  • CRM Systems

Very useful for helping you understand what the situation is with leads and existing customers, strong teamwork with your sales folks is critical here.
  • Finance and Order Tracking

  • Other Business Intelligence Tools

  • Department-specific IT tools and resources

With the proliferation of Software as a Services (SaaS) offers for all sorts of business challenges, you may well find data sources you never even knew existed.

b). Third Party Market Data Sources

  • The Internet

As with learning from your colleagues and team, using this market research source doesn’t require a budget; only time, imagination, and smarts.
  • Keyphrase Search

To help you explore the breadth, variety and quantity of searches real people are doing online, there are keywords, or rather keyphrase, planning tools. These are wonderful sources of secondary data for all stages of understanding and reaching customers.
If you choose only one, let it be Google AdWords Keyword Planner.  I also love Moz’s Keyword Explorer tool.
  • Offical Public Statistics

Almost every country has a central statistics office with excellent quantitative data that uses rigorous best practice in data gathering and analysis.
There are lots of sources of excellent governmental public data; in my experience this is the single most underutilized source of information.
  • Industry, Trade & Governmental Research Reports

Google “open data” .  The search capabilities within these data sets is improving all the time.
  • Competitors’ Data

Not only the public website but also financial, marketing, sales and support materials are easy to obtain and fast learning vehicle.
Product Analysis Pro Tip: read the user’s manual / help.  What is well explained, quick and intuitive? What’s painful?
Tip to search within a single site type
  • “site:”.
  • For example to search for “jane morgan” on the 3xe digital site type:   site:3xedigital.com jane morgan .

  • Industry and Mainstream Publications, Magazines and Forums.

  • Research On Social Networks.

Consider not only your own social media analytics but also the public social network research capabilities.
Facebook Audience Insights, is great for market size and LinkedIn Search for getting a handle on job descriptions and more.  There is also Twitter Advanced Search and a myriad of social media tools and third party research offerings.
  • Online Reviews

    Google includes reviews on local search and maps. Reddit and Amazon (to name just a few) house rich sources of customer feedback.  Ask yourself: who is the TripAdvisor for my industry?
Tip: Make sure to read competitors review also.
  • Online Surveys

It has never been easier to do surveys online.  Once you know what you’re looking for and who to ask, this approach puts data behind the qualitative market research.
Unfortunately it’s terribly common to ask poor questions and to generate piles of unless, i.e. inactionable, data.  Online surveys are typically the last learning vehicle in market research after you’ve done the background research and the exploratory research.
Tip: If the first method of learning suggested is “let’s do a survey” be very nervous. (Remember asking “why” five times, is your best friend.)

4. In-Person Market Research Data Sources

Get up close and personal.
With so much digital information available, don’t forget to get out into the real world and talk to people.  It takes more time (and sometime a significant budget) to undertake this kind of learning. But it also provides an opportunity to answer your very specific questions filling in the knowledge gaps.
It’s the ultimate primary data source.  “Voice of the customer” is critical in new product development and exploratory understand, talking to people allows you to “optimize on the fly”; or in other words ask, “why is that?”.
Be well prepared, then adjust your questioning as the conversation meanders into unknown and innovative territory.
Data from in-person data sources include:
  • Face to Face Usability Testing
  • Disappointed Customer Interviews

A scary one? Unpleasant conversions with customers can be a rich source of ideas.  There’s nothing like “hearing it from the horse’s mouth” or “walking a mile in your customers’ shoes”.
Buckle up. You’re a big girl/boy now.
Tip: Bring a notebook so you can frown at the page during particularly difficult moments.
  • Conferences / Events /  Tradeshows / Meetups
A quick way to get familar with new market segments is to pick a few conferences and ‘walk the show’.
Tip: don’t discount local conference and free meetups for information learing on who’s respected in the industry, common challenges and additional data sources. It’s also nice to make contacts.
  • Focus Groups
  • Voice of the Customer Interviews

With so many market data sources that are easy to use, free, accessible, and rich, what are you waiting for?  There’s no substitute for understand customers and your market place.

If there is a market research data source missing from this list, please drop me a line: Jane at JEM 9 dot com.

The traditional method of talking about market research includes the four complementary options below.  While useful they mix ‘sources’ of data with data collection methodologies. For businesses, I have found the list of market research data sources provides a faster, more accessible faster start to learning.
Data Versus Information
The difference between data and information is critical.
‘Data’ is the facts and underlying points, (or if you’re American, data are the facts) that when analysed become ‘information’; the data has been shaped and analysed to allow action or decision making to take place.
Primary & Secondary Research Defined

Primary research undertakes examining a specific question using dedicated resources. It aims to generate new and unique answers.

Secondary research takes advantage of available data applied to a new situation; typically you explore the secondary information as it’s less expensive (or free) and already available.

Qualitative Research Defined
Qualitative methods examine the why and how of decision making as well as the what, where, when, or who.” Wikipedia  Results are similar to case studies; specific detailed examples.
First ‘explore’ the space using qualitative research, then firm up theories using quantitative research.
In marketing and business qualitative answers questions such as:
  • why did customers click on the blue button?
  • how do customers use alternative solutions?
  • what does the customer environment look like?
  • what alternative to our solution do prospects consider?
Quantitative Research Definition
Quantitative research attempts to valid theories using larger representative samples. It’s about counting ‘how many’.  It enables generalizations about similar groupings.
Following qualitative ‘exploratory’ research, use quantitative research to firm up theories.
In marketing and business it answers questions such as:
  • how big is this market segment?
  • how many customers fit this description?
  • how many customers use this feature?
  • which call to action results in more sales?


Orientation

Market and sales orientations are different philosophies about how to align and organize a business. Market orientation looks outward toward the customer and focuses all aspects of a business -- not just the marketing department -- on satisfying her needs and wants. Sales orientation looks inward at the business and its need to sell products or services. Market orientation assumes that customers make buying decisions; sales orientation assumes that the customer is reluctant to purchase. Both orientations affect the strategy, processes, organization and culture of a business.

Market Orientation

The key feature of market orientation is the collection and dissemination of customer information throughout the business. Each functional or organizational unit collects and shares buyer influence and customer information. Because knowledge sharing is so important, strategic and day-to-day decisions are made inter-departmentally. Often a market-oriented company creates a highly personalized customer experience.

Market Orientation Approaches

Some business leaders see market orientation as an interchangeable approach to customer orientation. However, Richard Heiens writes in a 2000 “Academy of Marketing Science Review” article that there are differing approaches to market orientation. For example, some market oriented businesses emphasize competitors in their external market analysis. These businesses are called “marketing warriors.”

Market Orientation Concerns

In the desire to serve the customer, a market-oriented business may implement processes and policies that don’t make financial sense or have long-term viability. As such, the decisions a market-oriented company make must serve both the customer and the business. A good way to protect the bottom line is to assess the decisions, processes and policies on a regular basis.

Sales Orientation

Sales orientation focuses on selling products or services rather than on satisfying the wants and needs of customers. This philosophy assumes that people will buy if aggressive sales techniques are used. And as the authors point out in the book “Essentials of Marketing,” this orientation often assumes that sale prices of high value equate to substantial profit.

Sales Orientation Tactics

Because a sales-oriented business is so focused on pushing its product out to the customer, it must rely on aggressive sales techniques. These include intensive promotion, such as advertising, and price-focused strategies. The sales-oriented business also relies on the strength of its sales force to move its products or services.

Sales Orientation Concerns

Some sales-oriented businesses are so focused on the sale they fail to see what is important to the customer. The “Marketing Essentials” authors contend that if the product and services for sale aren’t wanted or needed, an effective sales force just won’t be successful. For example, many dot-com businesses went under in the 1990s because they focused on technology and not selling what the customer wanted.

Private v Public companies

1. Size

A private company, also known as a proprietary company, is limited in size by its constitution. It must have at least shareholder and up to a maximum of 50 non-employee shareholders. Conversely, a public company must have a minimum of one shareholder, typically more than 50 non-employee shareholders and has no maximum limit.
The type of company will also determine the makeup of its executive level. A private entity must have at least one director and is not required to have a company secretary. In contrast, public companies must have at least three directors, two of whom ordinarily reside in Australia, and at least one company secretary.

2. Raising Revenue

Proprietary companies by definition are unlisted, restricted from raising capital by selling shares to the public. Funding for these enterprises typically originates outside public markets, usually from their directors or by accessing commercial lines of credit. Revenue is also raised by offering shares to existing shareholders or employees.
On the other hand, public companies can be listed or unlisted, and are entitled to collect funds by providing securities in itself to the public, allowing the entity to raise large amounts of capital quickly. These shares are listed on the Australian Stock Exchange (ASX), excluding unlisted public companies. Due to the nature of their revenue raising capacity, public entities are also obliged to disclose corporate financial information and must abide by stringent compliance rules, further distinguishing them from private counterparts.

3. Shareholder Liability

There are two liability sub-categories of private companies: limited by shares or unlimited share capital. Companies limited by shares restricts the creditor liability of its shareholders to the nominal value of their shares. As the name suggests, shareholders of unlimited companies have no limit placed on their liability.
Public corporations fall into four liability sub-categories: limited by shares and unlimited share capital, like private companies, or limited by guarantee and no liability. Companies limited by guarantee restrict the liability of shareholders to the respective amounts they undertake to contribute in the event of it is wound up, as set out in its constitution. No liability companies are restricted to companies whose constitution defines its sole objects are mining purposes and must forego any rights to recover monies from a shareholder who fails to pay them.

4. Regulation

The regulatory bodies for companies also differ depending on their type, and whether they are listed or unlisted. Proprietary companies are unlisted and are regulated by ASIC. Conversely, public companies can be listed or unlisted. Depending on the activities they are engaged in unlisted public companies are regulated by ASIC or APRA, while ASIC, ASIX and APRA regulate listed public companies.

5. Disclosure

Generally speaking, disclosure requirements for private companies are not as stringent as those for public companies. They are impacted by its sub-classification though, determined according to its gross operating revenue and gross asset value. A company is classified as small when it is valued at less than $25 million and $12.5 million respectively, while a large company is defined as having revenue and assets greater than a small company. Unlike large companies, small private companies do not require an audit, or to file financial statements or a directors’ report.
Public companies share similar disclosure requirements to large private companies, but must also provide those reports to their shareholders, have requirements around Annual General Meetings (AGM) and must disclose their constitution to shareholders. Listed public companies share the same obligations, and must also disclose their remuneration report and have must provide notice to shareholders within 28 days of the AGM.

Private v public companies

Comparison of public and private companies 
1. Introduction
There are numerous differences between private and public companies, some derived from statute while others are derived from practice. The general rule is that any company which is not a public company is a private company.
Very broadly stated the most important difference between a public company and a private company is that a public company is intended as a vehicle not only for a business but also for public investment in that business, whereas a private company is the private concern of the persons engaged in the business incorporated in it.
The only substantial advantage of a public company is that if the public company satisfies the conditions for listing, its shares can be listed or dealt with on a recognised Stock Exchange, thus enabling the company to raise equity capital by offering shares to the public, and also permitting shareholders to buy and sell their shares very easily. In return for this benefit, and to protect public investors, public companies are subject to considerably more stringent controls than private companies. Many UK “public limited companies” (“PLCs”) are, however, not,  listed on a Stock Exchange, so the owners should carefully consider whether they are happy to comply with these extra burdens, or whether they should consider re-registering as a private company.
The following paragraphs contain some of the most important distinctions in law between public and private companies. Please note that this list is not exhaustive.
Unless otherwise stated, none of the provisions contained in Paragraphs 2 to 13 below apply to private companies. Further, as appears in Paragraphs 14 to 22 below, private companies may also do a number of things which public companies may not do.
2. Minimum share capital for public companies
In the case of a public company the nominal value of its allotted share capital must not be less than the authorised minimum, at present £50,000, (the Euro equivalent is currently about €59,000).
3. Allotment of shares
A public company may not allot shares unless at least one-quarter of their nominal value and the whole of any premium has been paid up.
4. Registrar’s certificate for public company doing business
A public company may not do business or exercise any borrowing powers unless the registrar of companies has issued a certificate under the Companies Act 2006 or the company is re-registered as a private company. Before issuing a certificate, the registrar must be satisfied that the nominal value of the company’s allotted share capital is not less than the authorised minimum, and the company must deliver a statutory declaration complying with the Companies Act 2006. Accordingly, no public company may do business until it has shareholder funds of a value equal to at least one-quarter of the authorised minimum.
5. Non-cash consideration for shares
A public company may not allot shares as fully or partly paid up (as to their nominal value or any premium on them) otherwise than in cash if the consideration for the allotment is or includes an undertaking which is to be, or may be, performed more than five years after the date of the allotment. If the allotment for non-cash consideration is permissible, then an expert’s prior valuation and report on the consideration given is usually required. In any event, a public company may not allot shares in consideration of an undertaking to do work or perform services.
6. Acquisition of non-cash asset in initial period
A public company formed as such may not enter into an agreement with a subscriber to its Memorandum of Association for the transfer by him during the ‘initial period’ of any non-cash assets (whether to the company or some other person) if the consideration to be given by the company is worth one-tenth or more of the company’s nominal share capital then in issue. Such an agreement may be validated if:
  1. the consideration received by the company and any non-cash consideration given by it are independently valued, and a report is given to the company within six months of the agreement;
  2. the terms of the agreement are approved by ordinary resolution of the company; and
  3. copies of the resolution and the report have been circulated to members of the company, no later than the giving of the notice of the meeting at which the resolution is proposed.
7. Disapplication of pre-emptive rights
Unlike a private company, a public company may not exclude altogether the preferential rights conferred by law on its existing equity shareholders to subscribe for new shares or other equity securities and which it offers for subscription in cash: it may only dis-apply those provisions for a limited period.
8. Distribution of profits
Like a private company, a public company may make distributions to its shareholders only out of the excess of its accumulated realised profits (so far as not already utilised by distribution or capitalisation) over its accumulated realised losses (so far as not previously written off in a reduction or reorganisation of capital duly made); but unlike a private company, a public company is prohibited from making a distribution if its net assets are less than the aggregate in value of its called-up share capital and its un-distributable reserves. The distribution must not reduce the amount of those assets to less than that aggregate.
9. Treatment of shares held by or for public company
Where shares in a public company are forfeited or where a company acquires shares in itself in which it has a beneficial interest, such shares, unless previously disposed of, must be cancelled within three years of such forfeiture or acquisition. In general, a public company may not take mortgages, charges or liens over shares in itself.
10. Duty of directors on serious loss of capital
If the net assets of a public company are reduced to half or less of its called-up share capital, its directors must, not later than 28 days from the earliest day on which that fact is known to a director of the company, duly convene an extraordinary general meeting, to be held not later than 56 days from that day, for the purpose of considering whether any, and if so what, steps should be taken to deal with the situation.
11. Restrictions on loans and quasi-loans
Where a group of companies includes a public company, not only are loans to directors prohibited (as is the case with private companies and groups of private companies), but transactions (‘quasi-loans’)[1] in the nature of or in substitution for loans to such directors are also prohibited.
12. Company secretary
A private company does not have to appoint a company secretary, unless its Articles require it to do so. A public company must have a company secretary and it is the duty of the directors of a public company to take all reasonable steps to ensure that the secretary of the company is a person who appears to them to have the requisite knowledge and experience to discharge the functions of secretary to the company, and who complies with the statutory requirements. Whereas a private company secretary need not be specially qualified or experienced, the secretary of a public company must be someone with the appropriate knowledge and experience, e.g. a barrister, a solicitor or a chartered secretary.
13. Company investigations
In addition to their powers to issue securities to the public, public companies have a statutory power (not conferred upon private companies) to enquire into the existence of interests in their shares (either on their own initiative or upon the requisition of a members holding one-tenth of the voting capital).
14. Form and filing of accounts
A public company must submit its accounts to its members in a general meeting within 6 months of the end of its accounting period: a private company has up to 9 months. A small or medium-sized private company may be exempt from the obligation of having its accounts audited and may file abbreviated accounts.
A private company which qualifies as small or medium-sized may be exempt from certain provisions of the Companies Act relating to accounts and disclosure. A company (or a group containing such a company) is not eligible for small or medium-sized status (and relief from disclosure) if at any time during the year it was a public company, a banking or insurance company, an authorised person under the Financial Services and Markets Act 2000 or certain types of investment company.
15. Dormant companies
A private company which qualifies as a small company need not appoint auditors while it is dormant. A dormant company is currently required to file an abbreviated balance sheet with notes.
16. Financial assistance for acquisition by private company of its own shares
All companies are prohibited from giving financial assistance, either directly or indirectly, for the acquisition of their own shares. However, a private limited company is permitted to do so if a special resolution is passed following a statutory declaration of solvency by the directors and a report by the auditors.
The private company must have net assets which are not reduced by the acquisition, or, to the extent that they are reduced, the assistance is provided out of distributable profits.
17. Redemption or purchase of own shares out of capital
Subject in each case to strict compliance with the statutory safeguards (including a sworn solvency statement made by all directors), a private company may not only purchase its own shares or redeem any shares issued as redeemable shares out of its distributable profits (as may a public company), but may also effect such a purchase or redemption by applying assets representing its capital and non-distributable reserves.
A public company has to apply to the High Court if it wishes to reduce its share capital; for example in order to write off accumulated losses on the balance sheet, which is a costly procedure.
18. Disclosure of interests in shares
Persons entitled to interests in the shares of a private company carrying full voting rights need not disclose them to the company, and the company is not required to keep a register of such interests. A person who acquires an interest in the shares with voting rights in a public company may, in certain circumstances, come under an obligation to notify the company of his interest. A public company is required to keep a register of interests in its shares.
19. Sole director
A private company may have a sole director, whereas every public company[2] must have two directors.
20. Meetings and shareholder resolutions
A public company must hold an Annual General Meeting within 6 months of its financial year end. A private company does not need to hold an AGM unless its Articles require one. Shareholder resolutions in a public company have to be passed by the appropriate majority at a properly convened meeting, whereas most shareholder resolutions in a private company can be passed by a written resolution, which can be a quicker and simpler process.
21. Appointment of directors
Directors of a private company can be appointed at a general meeting by a composite resolution without further authorisation. At a general meeting of a public company, a single resolution appointing two or more directors may not be moved unless agreed by the general meeting without any vote being given against it.
22. Rights of a proxy
A proxy attending a general or class meeting of members in a private company has the same right as the member appointing him to speak at the meeting.
23. Practical differences between public and private companies.
There are a number of practical differences between public and private companies, including the following:
  • The directors of a private company usually hold or control all or a majority of its shares.
  • Shares in a private company are rarely traded, as there is no established market place and no readily ascertainable market price for them. Further, it is usual for the articles of association of private companies to impose restrictions on transfers of shares.
  • It is common for private companies to pay little or no dividends, especially where, as is often the case, the directors also hold all or most of the shares and are virtually the owners of the company;most of the profits being applied towards directors’ remuneration, and any surplus to reserves. Shareholders in a private company who are not directors may therefore receive no income return from their shares. However, if the failure to pay dividends in contrast with substantial payments of remuneration to directors amounts to unfair prejudice, non-director shareholders may have rights under the Companies Act 2006.
  • In the event of a dispute, minority shareholders in a private company are likely to be in a weak position. Their shares, as mentioned above, may yield no income and it is difficult to realise their capital value. Further, whereas commonly in a public company no single group of connected parties controls a majority of the shares, the opposite may be the case in a private company> In the event of a dispute, minority shareholders in a private company are likely to be in a weak position.
  • Whereas the directors and shareholders in a private company are frequently the same persons, there will usually be a significant difference in personnel in a public company.
  • In a public company, the position of a director is more like that of an employee paid to manage a business and shareholders are more likely to be investors, whether institutional or otherwise.

Approach to teaching

Methods there are many, principles but few, methods often change, principles never do