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How do you know when it's time for life after entrepreneurship? Selling the most important asset in your life - the one you've poured heart and soul into - shouldn't be tied to the day Social Security kicks in. It should be a process started three to five years before the final event, as the planning for life after entrepreneurship is equally as important as your first business plan.
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.
An entrepreneur turned mergers and acquisitions specialist advises owners selling a privately held company to secure representation and educate themselves about the process.
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.
Entrepreneurs must have a strategic reason for expanding and execute according to a plan that works for their company, says a cofounder of a major oil-change service company.
Entrepreneurs aiming to expand need to keep their eye on the regional, national, or global markets they covet while preserving and enhancing existing client relationships, says the founder of a private swim school that is poised for growth.
For entrepreneurial companies and their established counterparts, joint ventures and strategic alliances bring mutual benefits that each would otherwise be unable to achieve independently.
It's easy for an entrepreneur to kill any chance of raising money for his or her venture. Just fall into the trap of arguing one of the three great myths of business detailed in this article.
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.
Winning interscholastic new venture competitions and real-world financing entails focusing on markets rather than technology or planning, says a venture capitalist who judges such contests.
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