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Candace Fleming’s résumé boasts a double major in industrial engineering and English from Stanford, an M.B.A. from Harvard, a management position at Hewlett-Packard and experience as president of a small software company.
But when she was raising money for Crimson Hexagon, a start-up company she co-founded in 2007, she recalls one venture capitalist telling her that it didn’t matter that she didn’t have business cards, because all they would say was “Mom.”
Another potential backer, reports Claire Cain Miller in The New York Times, invited her for a weekend yachting excursion by showing her a picture of himself on the boat — without clothes. When a third financier discovered that her husband was also a biking enthusiast, she says, he spent more time asking if riding affected her husband’s reproductive capabilities than he did focusing on her business plan. Ultimately, none of the 30 venture firms she pitched financed her company. She finally raised $1.8 million in March 2008 from angel investors including Golden Seeds, a fund that emphasizes investing in start-ups led by women.
A mature business facing altered circumstances might need to bring in a partner rather than just an employee, writes the author, who poses a series of questions for founders to address prior to making what could be a difficult leap.
The author, Jana Matthews, asserts that without policies and procedures, business growth becomes much harder to achieve. If you want to grow, you (the entrepreneur) have to stop doing everything yourself.
Owners of growing companies need to begin positioning them for sale early in the life of the firm and continue to take steps toward sale throughout the business's life, writes an entrepreneur and venture capitalist. Included are eight suggestions for doing just that.
Selling your business is similar to raising capital. The difference: you're selling the whole company. Selling your company, like raising money, includes preparing the business plan, financials, cash-flow projections, and demonstration of Sarbanes-Oxley compliance practices.
Regularly reviewing your business plan ensures that you meet the needs of a growing enterprise. This allows you to identify key growth areas that you want to target.
When Arthur M. Blank talks about entrepreneurship - what it takes to create, build and grow a company - he talks about principles. And, when he talks about principles, he talks about giving back.
Lessons learned, key qualities and insights that will help an entrepreneur to succeed.
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.
Entrepreneurship means risk, writes the author, a veteran journalist turn dot-com entrepreneur who lived to tell the tale in a best-selling book. In an equally frank article, he speaks about teetering on the brink of financial and marital collapse before securing financing, and advises fledglings to assess their tolerance for risk and level with loved ones before taking the risk-laden entrepreneurial plunge.
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