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A mature business facing altered circumstances might need to bring in a partner rather than just an employee, writes the author, who poses a series of questions for founders to address prior to making what could be a difficult leap.
The founder and CEO of American Reading Company, Jane Hileman, has seen her company grow from a few teachers ten years ago to 111 employees today who provide books and reading goals for students to encourage a love of reading. Hileman's goals are revenue growth, profitability, and success.
Netpreneurs--entrepreneurs who are building Internet-related businesses--are a breed apart, argues the writer. In building a new economy with vastly different attributes, these business owners must react quickly, adapt deftly, and zero in on specialties, or "niches," conducive to online commerce, says the author, who founded a software company in the 1970s and, more recently, a non-profit organization dedicated to helping communities take advantage of the Internet.
Many founders have cited the importance of access to mentoring and coaching that the peer-to-peer organizations, as well as industry groups, Chambers of Commerce, and trade associations, have provided for them.
Ron Rubin's profession is tea, but he is also steeped in giving back to student entrepreneurs.
Mentoring is fundamental for women entrepreneurs, writes the author, who ranks as a pioneer among entrepreneurial women for having launched a cable-programming network in the 1970s.
A helping hand from a beloved family member gave this author a gift more precious than a paycheck: the time and attention she needed to rebuild her career -- and her belief in herself.
Entrepreneurs should cultivate relationships with outsiders who can offer support and advice, even though "mentoring," as it's often called, is typically considered an instrument of corporate career-building. In this insightful article by an entrepreneur who founded a non-profit organization to pair owners of young companies with seasoned business owners, the author advises entrepreneurs to seek help from peers as well as superiors and from several outsiders rather than a single guru.
How do you know when it's time for life after entrepreneurship? Selling the most important asset in your life - the one you've poured heart and soul into - shouldn't be tied to the day Social Security kicks in. It should be a process started three to five years before the final event, as the planning for life after entrepreneurship is equally as important as your first business plan.
Julius Walls has the priviledge of leading a company that exists to give back.
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