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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.
The report, “The Grass is Indeed Greener in India and China for Returnee Entrepreneurs,” is based on a survey of U.S.-educated Indian and Chinese professionals who had returned to their home countries and started businesses. These respondents cited economic opportunities, favorable conditions for starting a business and the speed of professional growth as the leading motivations for returning home. Family ties also played a significant role in attracting the entrepreneurs back to their native countries.
A business plan for entrepreneurs should engage the heart as well as the head, writes the author, who advises two plans-the formal document for bankers and investors, and then, the business plan that comes from your heart.
Julius Walls has the priviledge of leading a company that exists to give back.
Rick Wallace was appointed chief executive officer of KLA-Tencor Corporation on January 1, 2006. Wallace brings 17 years of experience at KLA-Tencor to his current role, and has held a variety of senior management
positions at KLA-Tencor. These include president and chief operating officer, executive vice president, overseeing the company's Reticle and Photomask Inspection Division, Films and Surface Technology Division, CTO Software and Customer
Groups, and executive vice president of KLA-Tencor's Wafer Inspection Group. He also served at KLA-Tencor as group vice president for the Lithography Control Group, as well as vice president/general manager and vice president of marketing
for the Wafer Inspection Division. He joined KLA-Tencor in 1988 as an applications engineer.
Greg was the founding investor in eHarmony and as CEO he has overall responsibility for leading all aspects of eHarmony's business. He has been closely involved with the company since its inception in 2000, recruiting
several members of the executive management team and contributing to many areas of the company's development and growth. Greg brings extensive experience working with high growth companies as an entrepreneur, investor, and executive. Greg
holds a BA from the University of California at Los Angeles, and an MBA from the Stanford Graduate School of Business. He has been cited on matters relating to investing and technology in the New York Times, San Jose Mercury News, and
BusinessWeek among other publications and he has made numerous broadcast appearances on CNBC. Greg's entrepreneurial endeavors include being a co-founder of Startup, an East Palo Alto non-profit that has provided business training for
nearly 500 aspiring entrepreneurs in that community since 1994. Additionally, Greg is a founding member of the Stanford Graduate School of Business Management Board.
Greg Waldorf, CEO of the online matchmaking service eHarmony.com, describes the essential components of a successful entrepreneurial career. He believes that working with great people, taking risks, adaptability, passion and timely execution of plans can lead to success for entrepreneurs. He draws parallels between the satisfaction found through finding the right career path and a fulfilling relationship.
DURHAM, N.C. - Hardly a day goes by when I don’t have a rookie entrepreneur ask for advice on raising money from VCs.
They usually have a fancy-looking business plan with detailed spreadsheets showing how their company will be worth billions by capturing just 1 percent of a market. All they need is some financing, and they’ll take the world by storm.
My advice is always the same: ditch the business plan, and buy a lottery ticket. Your odds are better, and you’ll suffer less stress.
From behind home plate, Jason Klein and Casey White look proudly at the Reading Phillies' flamethrower Phillippe Aumont. It's not his high-priced arm they're admiring, It's what he's wearing. "They're the only team with pink on their uniforms," White says.
The founder of a software development business had already agreed to be acquired by one company and was ready to sign the documents. Then another company came calling with a better offer. Loyal employees and a working partnership with the buyer turned out to be the crucial assets constituting the value of the business. The author concludes that you need to shop around and negotiate to find out what your company is really worth.
Entrepreneurs loath to seek mentoring should take at least one piece of advice: try it, you'll like it, writes the author who built a business by accepting help from smarter and more experienced founders. Included is a look at the workings of her relationship with her current mentor. (Originally Published October 2002)
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