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Who are the "players" in entrepreneurship?, a Kauffman Foundation white paper, offers insights on the universe of people a startup founder will need to work with in order for the company to be a success.
One of the questions I get asked the most is some version of "what do you think of crowdfunding?" I usually answer with some noncommittal answer about how it is going to be important, but no really knows how it will impact the trajectory and success of startup companies. After all, the notion of banding together through social media to fund the development of a prototype, documentary film or art project has been going on for many years now.
Adam Coomes is a prime example of an entrepreneur who has seen the best of times and the worst of times. He has been a part of several startups and has gone through the peaks and valleys of these experiences. They've consisted of fast-paced ventures and ventures that have been put on the backburner. He has never worked in the corporate world and never intends to. Adam will always be an entrepreneur.
"Raising capital in the Midwest is a lot different than raising on the coasts," said Kurt Brenkus, CEO of Wisconsin-based Aver Informatics. "We had to hit the streets making the rounds with angel investors."
Adam Berk had a vision of creating an online library where neighbors could borrow tools and electronics from one another. Why buy a fancy camera you only needed to use once for a big trip? Why invest the money in physical tools for a home remodeling project if you are never going to need them again? Adam and his best friend Dave spent 5 years creating this utopian community, neighborrow, powered by a new form of currency. Their business model was to eventually white label the product and sell it to large apartment buildings and others who wanted to facilitate a borrowing community. But they never achieved their vision.
"User entrepreneurs" have founded more than 46 percent of innovative startups that have lasted five years or more, even though the group only creates 10.7 percent of all U.S, startups.
Interviewees shouldn't expect traditional questions when they're applying for a position at Limeade, a corporate wellness space focused on building high-performance workforces.
Entrepreneurship is flourishing on campuses around the country. In classrooms and through co-curricular programs and competitions, students on diverse campuses, at universities large and small, representing disciplines across the spectrum, have the opportunity to understand the role of entrepreneurship in the economy, explore innovation, test their own ideas, and learn what they need to know to be entrepreneurs.
When considering the optimal number of founders for any new entrepreneurial adventure, the calculus extends well beyond simple formulas seemingly supported by observations of startup cohorts within specific industries. Famous technology twosomes that come to mind include David Packard and William Hewlett of Hewlett-Packard, Steve Jobs and Steve Wozniak of Apple, Paul Allen and Bill Gates of Microsoft, Larry Page and Sergey Brin of Google. In these examples, it is widely observed that these buddy teams complemented each other well in the early formative years of their companies.
In a piece for the Harvard Business Review, Kauffman's director of private equity Diane Mulcahy debunked six VC myths to empower founders when negotiating for funding.
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