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Guide to Competitive Intelligence (CI)
10/11/2007
Summary:

Understanding market competition is an integral part of establishing a viable business strategy. Used for both short- and long-term purposes, business intelligence can inform decisions related to pricing, advertising, marketing, and branding. Public and private resources, as well as professional research services, are profiled here. And there are several additional links for you to gather competitive intelligence on competitive intelligence.

Go To Source (www.work.com)
You Always Start the Last Company
10/18/2007
Summary:

Hindsight is 20/20, or so the saying goes. It's useful to learn from the mistakes you made in your last venture, but realize that they might not apply to this venture. So, focus on things you can control (not your competition), be passionate about revenue (or hire someone who is), and remember that, as the author points out, "it's easier to keep spending under control than it is to get spending under control."

Go To Source (www.burningdoor.com)
Zero to $1 billion
10/18/2007
Summary:

Companies that hit $1 billion in annual revenues share seven traits, recent research shows. This lengthy article explores the concept in some depth with examples. If you want more, read the book "Blueprint to a Billion" by David Thomson.

Go To Source (money.cnn.com)
How to Get the Attention of a Venture Capitalist
10/18/2007
Summary:

What's the best way to communicate with funding sources? Guy Kawasaki provides both best-case and worst-case tactics for tracking down and capturing the money you need to grow.

Go To Source (blog.guykawasaki.com)
Should Entrepreneurs Be Worried About Convertible Notes as a First Financing Event?
10/18/2007
Summary:

There are pros and cons associated with using a convertible note structure before doing a Series A round of investment. A venture capitalist explains the ins and outs with a brief, straightforward introduction, including blog comments from other sources.

Go To Source (www.askthevc.com)
Why Managing by Facts Works
10/4/2007
Summary:

"Just the facts" was police sergeant Joe Friday's credo. It seems that any CEO would do well to practice the same approach. This eye-opening article explains why using facts to make major management decisions is the best, as well as the most obvious, way to be successful in business.

Go To Source (www.strategy-business.com)
Seven Essential Elements of Leading Change
10/18/2007
Summary:

Resistance to change is common and understandable. So the change you envision can lead to all the positive growth you want for your company, implement these seven tips. Your chances of making change stick will go way up.

Go To Source (sixdisciplines.blogspot.com)
Using Scorecards With Your Board
10/11/2007
Summary:

A venture capitalist explains how key performance indicators (KPIs) are best compiled and used. They should be straightforward covering financial items and people, probably no more than 20, tied to specific managers, and coordinated by the CFO. Sales should be handled as a separate category.

Go To Source (www.vcconfidential.com)
Pipeline Management
10/4/2007
Summary:

Sales forecasts made by salespeople are usually overoptimistic and often inaccurate. This article offers the basic processes and thinking behind successful forecasting systems that rely on history instead of hope.

Go To Source (www.vcconfidential.com)
Work-life balance
10/4/2007
Summary:

This blog entry by a Chief Happiness Officer tackles an important topic from the European point of view. It's a useful reminder that not all of your employees are as zealous about your vision as you or your senior executives. Some will perform better if you keep that in mind.

Go To Source (positivesharing.com)

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