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Entrepreneurs can best harness the marketing potential of the Internet by designing sites that employ tactics such as bundling product offerings, says the founder of a technology company.
Dunn is currently an Advisor to Social Ventures around the world and an Associate Consulting Professor at the Hasso Plattner Institute of Design (a.k.a d.school) at Stanford University. She left Hewlett-Packard in June,
2005 after 22 years, the last three years of which were spent as Senior Vice President of Corporate Affairs and Global Citizenship. In that role, she led HP's efforts on corporate social and environmental responsibility, government and
public affairs, and corporate philanthropy. Through the efforts of Debra's team, HP received widespread recognition and numerous global awards for leadership in Global Corporate Citizenship. She was elected an HP vice president in November
1999, and she was named general manager of HP's executive committee in 1998, leading the Agilent spin-off process. Dunn holds a BA in comparative economics from Brown University, and an MBA from Harvard School of Business. She serves on
the Boards of the Skoll Foundation, B Lab, Global Giving, and the Faculty of Sustainability.
Randy Komisar of KPCB and Debra Dunn, previously of HP, discuss entrepreneurship during the Entrepreneurial Thought Leader lecture series.
The founder of three companies in the outsourced shipping business advises entrepreneurs to turn to outsiders for all services that aren't core to the business.
At Jim Berlin's company, interns bring fresh energy and get practical experience.
Outsourcing provides a solution to a wide variety of tasks that may not be efficient for a company to handle itself, especially an early-stage business that needs to focus on its top priorities.
The founders of a provider of outsourced information technology services advise that entrepreneurial companies maximize trust with vendors.
Entrepreneurs who outsource assignments must choose contractors who know their industry and specify what they expect from them, says the founder of a consultancy.
Given rapidly moving changes in our marketplace, the challenge for the entrepreneurial company is how and when to grow. And this leads to other major questions that can be difficult to answer. What strategies should be used to facilitate growth? How do you know whether these strategies are appropriate for your business?
The founder of an Internet-services provider ignores the mantra of the boom years of the late 1990s that fast growth would equal fast profit and opted instead for what he calls a "sensible" approach to building a company. That is a business model based on the need to turn a profit and tactics for doing so, the author writes.
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