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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Determine the market potential of business's products or services by examining the key factors presented in this article.
During the planning process, entrepreneurs must evaluate their business model to ensure that the current model will support growth.
Exit strategies should be designed as a part of the overall plan for growth. The exit strategy plays a key role in determining the strategic direction for the company.
There are four basic strategies for growth--Market Penetration, Market Expansion, Line Expansion, and New Product Development. This article examines Line Expansion.
There are four basic strategies for growth--Market Penetration, Market Expansion, Line Expansion, and New Product Development. This article examines Market Expansion.
There are four basic strategies for growth--Market Penetration, Market Expansion, Line Expansion, and New Product Development. This article examines Market Penetration.
Using the four basic growth strategies--Market Penetration, Market Expansion, Line Expansion, and New Business Development--this tool helps identify potential growth opportunities for a business.
Tina Seelig is the Executive Director for the Stanford Technology Ventures Program where she is responsible for the management, operations, and dissemination efforts of STVP. In addition, Tina is the Director of the
Stanford Entrepreneurship Network and the co-Director of the Mayfield Fellows Program. Tina also teaches a course in the Department of Management Science & Engineering on Creativity and Innovation. Prior to joining STVP, Tina worked as
an entrepreneur, management consultant, author, and scientist. Tina received her Ph.D. from Stanford University Medical School in 1985 where she studied Neuroscience. Tina has worked as management consultant for Booz, Allen, and Hamilton,
has written several popular science books and has designed a series of educational games. Her books include The Epicurean Laboratory, Incredible Edible Science, and a series called Games for Your Brain. After Tina's first book was
published in 1991, she became interested in how books are marketed. This led her to start a company designed to help match books with buyers. The product was a multimedia system for bookstore customers, called BookBrowser. BookBrowser was
a kiosk-based system that allowed customers to identify books of interest. With the help of a team of engineers and graphic designers, Tina built the business and sold the company in 1993. After selling her business, Tina worked as a
Multimedia Producer for Compaq Computer Corporation. In this position Tina led a team of engineers, artists, scriptwriters, and education specialists through the design and implementation of a series of multimedia titles. Tina's current
position as Executive Director of the Stanford Technology Ventures Program takes advantage of her technical background, in addition to her experiences as a manager, entrepreneur, and educator.
Entrepreneurs make great decisions when they critically analyze the situation.
A business strategy incorporates business and personal goals into a competitive advantage that will successfully carry the business into the future.
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