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Entrepreneurs : Article

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Phantom Stock Gives Sense of Ownership
Jhaveri Hemal
3/30/2006
Article Resource
Summary:

To help motivate and reward his senior-level sales force, this entrepreneur writes that he uses phantom stock to allow associates to feel they own a piece of the company while retaining his full ownership of the firm. This compensation plan is based on sales reps' performance or time, and can serve as the basis for junior-level bonuses.

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Turning Sales Compensation On Its Head
Wardlaw Townsend
3/30/2006
Article Resource
Summary:

Rather than viewing compensation plans as a motivational tool, this entrepreneur believes they should be considered a means for managing risk and protecting the company's cash assets. He explains his firm's model, which is based on transferring more risk to sales associates, sharing resources across clients, and tying a portion of base salary to reaching certain revenue-related milestones.

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Entrepreneur Invests in Biotech Education for a Stronger America
Wiggans Tom
4/1/2006
Article Resource
Summary:

For Tom Wiggans, starting a successful pharmaceutical company wasn't enough; he has also worked tirelessly to support the biotechnology industry as a whole.

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Bringing Experience to the Board
Marion Vicki
5/1/2006
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Summary:

This serial entrepreneur shares the story of how she came to understand the importance of recruiting experienced entrepreneurs to her board of directors. In one instance a new director advised her to hold off accepting an offer for her company, enabling the company to grow and gain value for potential sale later.

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Establishing a Scientific Advisory Board
Roth Duane J
5/1/2006
Article Resource
Summary:

With board directors focusing more time on financial compliance, this author asserts life sciences and technology companies often neglect management of their technology-based product development. Entrepreneurs should establish scientific advisory boards to provide them with expert technology oversight and also to provide their formal boards with objective overviews of company technology.

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Partnering with a Key Director
Anderson Peyton
5/1/2006
Article Resource
Summary:

This entrepreneur, passionate in the belief that Internet commerce was a huge opportunity, weathered the risk and realization of being an early player in the dot.com arena. Read how this CEO and cofounder overcame personal fear and desperation to heed the advice of the company's first board director.

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A Guide to Drucker's Systematic Innovation
Goldstein Burton B Buck
5/8/2006
Article Resource
Summary:

This accomplished entrepreneur matches practical tips from Peter Drucker's book, Innovation and Entrepreneurship, with innovative product moves developed by real-life growth companies. The entrepreneur author shows how these companies apply key tactics, such as tracking demographics and customer preferences, that are detailed as principles by Drucker.

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Finding Great People for Your Team
Herold Cameron
5/8/2006
Article Resource
Summary:

This veteran entrepreneur, who currently works as COO at a fast-growing company, relays his experiences hiring the key people for his teams. To recruit top talent, he recommends several key hiring tactics, including establishing a hiring forecasting plan and exercising patience and caution during the hiring process.

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My Secret Sauce: Interdisciplinary Thinking
Leonsis Ted
5/8/2006
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Summary:

This veteran entrepreneur and longtime AOL executive explains how "interdisciplinary thinking" continues to shape his approach to succeeding as an entrepreneur and in his overall professional and personal lives.

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Building Your Company's Innovation Strategy
Klopp Kenneth Hap
5/10/2006
Article Resource
Summary:

The entrepreneur who founded and ran The North Face (from its inception onward) tells his story about how his company was driven by the overwhelming need for innovation and a solid innovation strategy. To succeed in his industry, the author reveals his step-by-step method he used to innovate and eventually surpass the competition while building one of the industry's venerable brands.

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