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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.
The toughest and most important job of an entrepreneur is to select the people to bring into his or her company. The author suggests a way to do this: listen for the electricity.
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.
Julius Walls has the priviledge of leading a company that exists to give back.
Entrepreneurs make great decisions when they critically analyze the situation.
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.
Entrepreneurs often have only one opportunity to make a good impression on potential investors. Goff includes recommendations to ensure that pitches have a better chance of gaining interest from angel investors.
The co-founders of a public relations and events-management firm discuss the role of negotiation in enabling them to operate as equal partners. Balance, trust and skills are necessary for the give-and-take involved, and the authors provide suggestions for achieving that.
Risk is the essential element of entrepreneurial life but it can and must be managed if company founders are to build profitable enterprises, writes the author, who has founded companies and is currently a venture capitalist helping others do the same. To control risk, he advises listening to instinct, managing to a plan, and working the financials so that there is enough money to fund the need.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm. The author advises companies to examine four areas: scheduling, flexibility, telecommuting, and childbirth leaves. Increased productivity will be the company's reward.
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