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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.
Bill George, a Harvard business professor and the author of '7 Lessons for Leading in Crisis,' puts forth some proposals to revive employment growth in a declining job market.
For aspiring and active entrepreneurs, financing growth isn't always a matter of taking readily available funding. In this article, Jeff Gordon, who founded two companies in the decade since graduating from college, says the entrepreneur really seeks the best "engine" for fueling growth, which isn't necessarily money. He offers tips for choosing from an array of monetary and nonmonetary options.
A leading African-American entrepreneur exposes that things have changed for entrepreneurship in the wake of the terrorist attacks of September 11th. The tragedy is hurting large companies (on whose boards he sits), which in turn is having a ripple effect on the smallest entrepreneurial shop, he writes.
Don Grimm spreads his giving back around through nonprofit and for-profit boards to tech transfer and angel investing.
When cash flow turned positive and profits started coming in, the co-founder of an Internet start-up sought his advisory board's approval for new expenses. What he got was a barrage of questions: "Where are next year's projections? What's your mission statement?" As the business grew, the board made sure it stayed on track financially, raising prices as well as morale. And when the company was acquired, everybody cashed in.
A business plan isn't as useful for raising financing as the prevailing entrepreneurial wisdom holds, argues the founder of an Internet marketing concern. Instead, focus on building the business and the money will follow.
Timothy Haahs tells people he's discovered an approach to managing his engineering and architectural design firm that makes recruiting and retaining top employees easy through his secret weapon ... giving.
One sentence was all it took. It came down to a quick choice, and the one he chose probably wrecked his career.
Two hardworking entrepreneurs start an online publishing venture as a virtual company. They think they can communicate because they're wired. So, why are they always meeting at the local coffee shop? Profitable but inefficient, their business needs office space in order to grow beyond the launch phase--and, like parents, the founders have to get out of its way.
Businesses become more valuable when they have certain characteristics that add up to strategic advantages in the marketplace. Regardless of a company's ultimate objective--growth, acquisition or IPO--its owners can create, maximize and sustain value by driving it toward those characteristics. A management consultant explains the tools of his trade and reminds readers that price and value are not identical. Some factors, such as growth, are industry-specific, which is why new-economy companies and their stocks are fetching such extraordinary prices.
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