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The Resource Center has all the info you'll need From content to user feedback, the resource center has the information you need for every level of the entrepreneurial process.
It's easy for an entrepreneur to kill any chance of raising money for his or her venture. Just fall into the trap of arguing one of the three great myths of business detailed in this article.
In every company there are a series of critical paths-courses to a conclusion that employees have to run, under intense time pressure, to keep the company meeting goals and hitting objectives so that it keeps moving forward. If someone is blocking the critical path, then that person has to get out of the way. If he or she cannot find a way to get out of the critical path, then the CEO has to step in and clear the way so that the race can continue.
Mentors help us confront adversity, seize opportunity, learn from mistakes, understand our strengths and grow as leaders. Learn how to be an effective mentor to other entrepreneurs. (Published Oct 2002)
There's a very practical reason for a values-based, morally rigorous view of entrepreneurship. That is usually the only viable way for an entrepreneur to do business in the long run, the author asserts.
It is now part of the lives of many professional women in the developed world to worry about what to do to improve the lot of their less fortunate sisters.
Like every salesperson, I have a set quota I'm responsible for meeting each month. The difference is, it's self-imposed since I'm my own boss. Small-business owners might be happy to learn there is a formula to help you reach your goals consistently each month.
Jonathan Boutelle and Rashmi Sinha, founders of the presentation-sharing site SlideShare, describe the entrepreneurial process as a series of pivots. Boutelle explains it's not just a jump, but an evolving growth of stages that leads to an idea that can start a business. From there, Sinha says that focused execution keeps the vision moving forward. By continually measuring the activity, they both believe that entrepreneurs can better recognize the growth stages of their company.
JOYUS Founder and Chairman Sukhinder Singh Cassidy says entrepreneurs should leverage trademark strengths and lean in all the way when it's time to deliver. In this lecture, Singh Cassidy explores concepts such as defining operational range, using data to support gut beliefs, and developing the big ideas teams and customers can rally around.
For this start-up phone company, global expansion was always the founder's goal. Human resources, timing and focus assured its long-distance success. Owning its own networks also enabled it to enter foreign markets without making deals with monopolies.
Tom Siebel is Chairman of First Virtual Group, a diversified holding company with interests in commercial real estate, agribusiness, global investment management, and philanthropy. Siebel was the founder, chairman, and
CEO of Siebel Systems, which merged with Oracle Corporation in January 2006. Founded in 1993, Siebel Systems became a global leader in application software with more than 8,000 employees in 32 countries, over 4,500 corporate customers, and
annual revenue in excess of $2 billion. Prior to Siebel Systems, Siebel served as CEO of Gain Technology and held various management positions at Oracle. He is a frequent industry spokesman and the author of three books, including
Taking Care of eBusiness and Cyber Rules, published by Doubleday, and Virtual Selling, published by the Free Press. Siebel is a graduate of the University of Illinois at
Urbana-Champaign, where he received a BA in history, an MBA, a MS in computer science, and a PhD with honors in Engineering.
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