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A leading African-American entrepreneur exposes that things have changed for entrepreneurship in the wake of the terrorist attacks of September 11th. The tragedy is hurting large companies (on whose boards he sits), which in turn is having a ripple effect on the smallest entrepreneurial shop, he writes.
Hiring the disabled allows entrepreneurs greater productivity, lower labor costs, and lucrative tax benefits, in addition to engendering goodwill, says a company founder who employs brain-injured workers.
Global growth is essential for entrepreneurial companies but must be managed to overcome challenges such as language barriers and tax-related paperwork, says the founder of a Harley-Davidson licensee.
Entrepreneurs, in particular, are having troubles with today's widespread age-disconnect between managers and employees. The many twentysomethings who are launching companies these days hire workers who are both younger and older than they are, writes the author, a frequent EntreWorld contributor. She maintains that to manage this so-called "generation gap," you'll need to build a common understanding based on your company's values.
With the nation's ethics deteriorating in the wake of widespread corporate scandal, entrepreneurs need to examine questionable practices in their own milieu, such as inflating expectations to attract funding, writes the author. Included is a look at the unlikely course this former high-tech company founder has taken in order to adhere to principles.
Operating under a mandate to prepare for the worst in order to achieve the best, the author, an African-American woman entrepreneur in the male-dominated metals industry, writes that preparation has been critical to facing the challenges presented by the economic difficulties and post-terrorist environment of this difficult year 2001.
Doing business in the rough-and-tumble arena of underdeveloped countries involves adhering to global business basics, such as researching markets thoroughly, while coping with surprises, writes a veteran international entrepreneur who first took his company overseas three decades ago. In entering the "emerging markets," entrepreneurs need to keep close tabs on how (and if) they will be paid, as well as on local managers overly eager to make sales.
Selling your business is similar to raising capital. The difference: you're selling the whole company. Selling your company, like raising money, includes preparing the business plan, financials, cash-flow projections, and demonstration of Sarbanes-Oxley compliance practices.
Since the economic crisis broke out, capitalism has been under the microscope. Many have blamed evil businesses and market forces for the financial meltdown, and have lost confidence in private-sector engagement strategies for recovery. Luckily, in this country many more have experienced the positive impact of entrepreneurship either directly and indirectly. In a March 2009 survey, 63% of respondents said they “prefer giving individuals the incentives they need to start their own businesses as opposed to allowing the government to create new jobs directly.” A look at the role of new businesses in the economy reveals that it is not a matter of rejecting capitalism but rather of allowing more entrepreneurs into the economy.
When President Obama will deliver his first State of the Union address is still unclear. However, with 80 percent of the population believing that new economic growth and jobs will come from entrepreneurs, discussion around what his address should include in terms of policies that encourage new start-ups is already underway.
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