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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.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm. The author advises companies to examine four areas: scheduling, flexibility, telecommuting, and childbirth leaves. Increased productivity will be the company's reward.
Companies that turn to contractors must structure both the business and the specific nature of the work accordingly, according to a software-company entrepreneur. On the business side, founders need to retain a competent attorney and match the right worker to the job; on the tech side, they must require that contractors produce their work within a framework that can be replicated for other projects, the author advises.
Fickle clients, fast growth, creative people -- crazy business! This entrepreneur watched his firm grow swiftly and his financial records become increasingly more complex, all while doing business with people whose first priority was not finishing the project on budget. He shares his experience dealing with creative workers, a quickly growing business, and his solution: strictly managed cash flow.
Entrepreneurs need to be leaders to motivate people to undertake the daunting task of turning a vision into a tangible entity, says the founder of the nation's largest pediatric home healthcare provider.
Specialized or technical advice or skills not closely related to your company's core objectives can often be handled effectively by outside contractors. Typically less expensive that hiring full-time staff, potential outsource services should be carefully considered with these topics in mind: expertise, experience, proposals, and attitude.
Careful measurement and management of your partnerships can protect entrepreneurs from entering into agreements with the wrong strategic partners, and it can provide a sound basis for making the most of productive partnerships.
This entrepreneur and former banking executive shows how she used market research to discover the opportunity for an unexpected new venture. She researched ways around obstacles, identified solutions, and stayed creative--until one day, she found herself at the helm of a very successful business.
Finding and using market information to anticipate customer demands can provide invaluable business growth information.
The author discusses how to get the most from a buy-sell agreement, encourages entrepreneurs to detail very specifically what happens when ownership changes occur, and elaborates on the language required for valuation of the shares.
As the first indicator of profitability, a firm's gross margin will establish the goals that will drive the action plans of almost every department. The second indicator, Operating Expenses, should be assessed just as carefully.
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