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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.
Turkey offers quite a sophisticated platform for entrepreneurs. It has a diversified industrial base, a relatively stable political and economic environment, a critical mass of willing early adopters, a considerable talent pool, a strong domestic market and underserved neighboring markets. Yet, currently only 6 out of 100 people are entrepreneurs – a very low rate given the country’s level of development. What challenges does Turkey need to address in order to unleash entrepreneurship as a force for economic growth?
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.
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.
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.
As a child growing up in Chihuahua, Mexico, Cecilia Levine's English vocabulary didn't include "entrepreneurship," but she certainly could see the difference it made in people's lives. What she couldn't see then was how entrepreneurship would provide her with the tools, resources and passion to improve the lives of thousands on both sides of the U.S.-Mexican border.
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.
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.
This article outlines the purpose of the Six DisciplinesT approach, explains in brief the value of some of the tools used in this methodology, and provides useful links, especially to the Six Disciplines Web site. The site provides entrepreneurs with a way to see what implementation might be like and offers examples of companies that have put Six Disciplines to work in their companies. The process is designed specifically for small and mid-sized companies with more than twenty employees.
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.
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