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A technology entrepreneur loses his shirt on his first company, regroups and starts a second, and lives to advise others about how to get it right.
Pairing with charities enables entrepreneurial companies to offer a morale-boosting perk to employees while enhancing traditional marketing strategies, says the founder of a consultancy that facilitates such sponsorships.
For entrepreneurial companies and their established counterparts, joint ventures and strategic alliances bring mutual benefits that each would otherwise be unable to achieve independently.
Jack Stack gives back to entrepreneurship in a variety of ways, but one of his main contributions has been through delivering a consistent message: employees at all levels of a company should think and act like they own it.
When Frieda Caplan went into business for herself, she was the only woman in the produce industry. That gave her a national presence, but the real reason for her success was that her company filled an important niche. Now it's the leading distributor of specialty fruits and vegetables. Along the way, the founder learned some important lessons about financing. And she's still going to work every day-with her daughters.
When Michele McGeoy sold her first software start-up, she thought she was doing the best thing for her stakeholders. But, a few years later the new owners resold the company out of state, leaving her and her employees out of work. Having lost control by giving up ownership, McGeoy found a better solution for her next venture: She empowered employees by making them stakeholders and created a culture that promotes healthy growth.
Pittsburg, Kansas and Pittsburg State University benefit from the broad generosity of Gene Bicknell, who gives because "it's the right thing to do."
Are today's newly wealthy entrepreneurs robber barons or 21st-century heroes? Those who profit from the process of wealth creation are under increasing pressure to apply their skills and business experience to philanthropic ventures.
When cash flow turned positive and profits started coming in, the co-founder of an Internet start-up sought his advisory board's approval for new expenses. What he got was a barrage of questions: "Where are next year's projections? What's your mission statement?" As the business grew, the board made sure it stayed on track financially, raising prices as well as morale. And when the company was acquired, everybody cashed in.
Three dogs, two guys, and one 59-cent biscuit cutter add up to powerful national public relations: A high-brow bakery for dogs becomes the toast of prestigious publications and broadcast outlets (The Wall Street Journal, the cover of Forbes, People magazine and The Oprah Winfrey Show). In this engaging article, its co-founder serves up tips that are as tough as the business is winsome for your doing the same. Among the suggestions: massage that rookie from the local weekly.
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