to page content
to site navigation
Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Why should any organization adopt collaboration? There's only one reason—value creation. After all, if we're not creating value, what's the point? With a growing consciousness for collaboration, many companies are investing in collaboration tools and technologies. These range from enterprise instant messaging and unified communications, wikis, and enterprise social media to virtual worlds, Web conferencing, and telepresence.
In a typical scenario, the months fly by after the collaboration tools are implemented. As the seasons change, decision-makers anticipate reaping the benefits of collaboration. And perhaps they can even point to successes within particular business units or functions. Often, though, it's the same old story. The company remains for the most part internally competitive, hierarchical, and command-and-control driven. The tools alone have failed to make the company collaborative. Worse yet, the tools may have created no real value, and the decision-makers who had pinned such high hopes on these tools are surprised.
Securing funding for a business, be it a startup or a growing company, involves establishing a reputation and building relationships, writes the author. Funding options multiply once the good word is out about an enterprise, she notes. Included are tips for getting loans and other financing for both new and established concerns.
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.
A business enterprise may be operated as a sole proprietorship, an unincorporated business association, or a corporation. In determining the form of business organization that an individual should enter into, consider alternative forms of business organizations, particularly LLCs.
Too many people become entrepreneurs with the wrong expectations, in my ebook I create real...
Creating value at every stage of the process, an entrepreneur rescues stone from sites threatened with destruction and gives it new life elsewhere. To manage multiple languages, locations, currencies and cultures, he relies on the Internet and high-speed telecommunications.
How do you decide on a merchant account provider? How much does an account cost? This guide gives quick tips for business owners that want to set up
With the market for early-stage capital beginning to bounce back, I'm once again fielding calls from entrepreneurs wanting to know how much of their company to give away to investors to raise the money they need to launch their businesses or take them to the next level.
Unfortunately, there's no easy answer to this question. An established business with sales, profits and cash flow may sell for five to 10 times earnings before interest, taxes, depreciation and amortization. But it's a lot harder to put a price tag on an early-stage venture that consists of a business plan, a web site and the founder's hopes and dreams. As a result, negotiations between start-ups and prospective investors often turn into angry arm-wrestling matches that end with both sides walking away empty-handed.
When Art Reisman cofounded a tech company, they had little cash and a good technology idea. Reisman shares two key bootstrapping lessons they learned: use open source technology to develop new software applications and bag indirect selling for do-it-yourself direct selling.
First-year undergrads at Babson College in Wellesley, Mass. have come up with 16 new businesses as part of a management and entrepreneurship course. Each team was made up of approximately 30 students and the businesses vary from imitation sunglasses to wireless mice with 1GB USB storage to an accessory locating gadget.
The class, Foundations of Management and Entrepreneurship is a seven-credit, year-long focus on the world of business where student teams invent, develop, launch, manage and liquidate a business. Students study entrepreneurship, marketing, accounting, organizational behavior, information systems and operations. Babson provides up to $3,000 as startup money for these student endeavors and the businesses will run throughout the spring semester. Any profits are donated to a local community service agency of the team’s choice.
Want to get connected? Sign up to receive regular news, polls and updates from The Kauffman Foundation.
A robust online curriculum for entrepreneurs.
Explore Founders School >
A network of U.S. cities facilitating a weekly entrepreneur education program. Go to 1 Million Cups >
Whether you are starting or growing a company, FastTrac will help you live your dream at each stage.
Get started with FastTrac >