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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.
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.
You don't need a lot of money to start a company, sometimes none at all.
The founder of two Internet businesses suggests tactics for protecting proceeds, minimizing taxes, and providing for a family's future upon the sale of a company.
The author asserts there are three tasks entrepreneurs need to do to attract the attention of angel investors. They are "the three shows": show up, show enthusiasm, and show humility.
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.
Richard Heckmann's gift to the University of California Riverside in Palm Desert was not just the money for a new entrepreneurship center, but also his continued time and expertise.
While it is true that large companies always can afford full market research programs, entrepreneurs running growing companies should know there is a vast array of data and information that can be obtained at little cost and time.
Entrepreneurs will find a host of business-building resources at nearby colleges and universities, among them books, brains and bodies, writes the author. Scour the libraries for printed materials, tap faculty for consulting jobs, and marshall students for research and staffing needs, he advises. In summing up, he offers valuable tips for getting acquainted and making the best use of campus resources.
How do you survive personally when your business goes bust? In an article that is both realistic and compassionate, the author lays out a financial plan for the seven lean years. Stash away cash during the fat years, downsize quickly once the handwriting is on the wall, and consider moving to a lower-cost geographic area are among his suggestions.
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.
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