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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.
Guy Kawasaki can't stop with ten, he goes to twelve and then two more. However, at the end he provides the user with a link to a good counter balance, "The Top Ten Truths of Real Marketers."
If you come across a business term that is unfamiliar or unclear, Value Base Management.net probably can has a definition and an explanation. Check it out and be sure to bookmark it for future reference.
An updated design for your product may be the key to beefing up sales. Business 2.0 provides success stories focusing on new ergonomic designs, including Listerine, Solo Cup, and Gatorade.
This article provides a general sequence of steps to follow for developing the pricing of a new product. A bonus is frequent links to references in connection with business terminology used in the article.
Want to see how you stack up? Try this brief and informative test posted on author and entrepreneur Guy Kawasaki's Web site. Remember that the goal is to test knowledge, not capability. An A doesn't mean you're the next Steve Jobs; an F doesn't mean you're not.
Protecting your intellectual property is a vital function. Check this "wiki" based on an open IP forum focusing on small business to see pertinent advice and commentary from the global perspective.
Lesson seven in a thirteen-part course about starting a business, this module offers information, advice, checklists, and sample leases to determine the right location for your business--and the right deal.
An interim executive may be the answer to specific issues facing your growing company. Downsizing has made more high-caliber executives available and willing to help small businesses.
Successful bootstrapping requires getting your hands on cash and managing it wisely. This article points out uncommon sources of ready cash that go unused--negotiating extended payment terms from suppliers, for example.
Want to be an employer of choice? Don't simply ask employees for specific results. Train them in behaviors that produce those results--and then provide consequences that change and reinforce those behaviors. Part 1 of two parts, this article offers seven implementable suggestions for cracking the "motivational code."
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