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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.
At the 2012 Health Innovation Summit, entrepreneurs offered advice to medical companies for designing successful new health apps and devices.
Giving back to the community-and engaging one-on-one with charitable operatives, the press, and other local constituencies-enables small businesses to increase exposure at little cost, says the founder of a national moving franchiser.
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.
Going global takes guts, the author asserts. You have to confront the unknown and make it look easy when it's not.
Make e-mail your ally to enhance the way you market and sell products and services over the Internet, writes this technological entrepreneur. As you turn to e-commerce, turn first to e-mail to develop a list of potential customers who also want to hear from you, get the word out about your offerings, and eventually customize your pitches for individual buyers, the author advises. Just avoid the big e-mail no-no: spamming.
Small and growing companies are discovering lucrative new markets abroad. Developing countries are importing products, tech know-how and system support and offering franchising, licensing and distribution opportunities. If your company is expanding abroad, you need to know what you're getting into.
Thinking about hiring in Canada, registering property in Armenia, or enforcing a contract in Denmark? This tool provides comparisons across 175 different economies.
DioGenix, in Gaithersburg, Md., was founded in 2009 after CEO Larry Tiffany and his senior management team saw a clear clinical need: monitoring disease progression of multiple sclerosis (MS). Tiffany has an extensive background in biotech, as an IP attorney, and as a senior executive at small and mid-size biotech companies. Before DioGenix, he was senior vice president and general manager of genomics for another genomics research company, Gene Logic.
Understanding reimbursement issues for new medical devices and therapeutics is an important part of bringing a product to market. Read more for tips from entrepreneurs who have been through this process.
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