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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.
For entrepreneurial companies and their established counterparts, joint ventures and strategic alliances bring mutual benefits that each would otherwise be unable to achieve independently.
Executed well, franchising can be a solution to the challenge of harvesting intellectual capital to achieve the goal of driving business growth. If it is right for your company, consider making it work, the author says.
Many founders have cited the importance of access to mentoring and coaching that the peer-to-peer organizations, as well as industry groups, Chambers of Commerce, and trade associations, have provided for them.
This introduction provides a basic overview of buy-sell agreements and describes the three basic types.
A buy-sell agreement that properly anticipates all of the challenges and dynamics of rapid expansion is a must. The author asserts many entrepreneurs often are so excited to get the company started that the details typically addressed in a buy-sell agreement are overlooked.
A strong knowledge of markets and values and knowing up front what you want to achieve are keys to successful negotiations. This entrepreneur tells the story of how the creative structuring of a unique deal became a success for all parties involved.
Entrepreneurs need to be leaders to motivate people to undertake the daunting task of turning a vision into a tangible entity, says the founder of the nation's largest pediatric home healthcare provider.
Why the Hurt Locker is an excellent example of film making entrepreneurship.
Ron Rubin's profession is tea, but he is also steeped in giving back to student entrepreneurs.
Why should any organization adopt collaboration? There's only one reason—value creation. After all, if we're not creating value, what's the point? With a growing consciousness for collaboration, many companies are investing in collaboration tools and technologies. These range from enterprise instant messaging and unified communications, wikis, and enterprise social media to virtual worlds, Web conferencing, and telepresence.
In a typical scenario, the months fly by after the collaboration tools are implemented. As the seasons change, decision-makers anticipate reaping the benefits of collaboration. And perhaps they can even point to successes within particular business units or functions. Often, though, it's the same old story. The company remains for the most part internally competitive, hierarchical, and command-and-control driven. The tools alone have failed to make the company collaborative. Worse yet, the tools may have created no real value, and the decision-makers who had pinned such high hopes on these tools are surprised.
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