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Compensation for Board Members
11/8/2007
Summary:

In a young private company, a number of dynamics combine to make board membership appealing: appropriate vesting schedules, single trigger acceleration, retention efforts, handling reasonable board expenses, and more. Here is a detailed explanation of how to bring them all together for the best results.

Go To Source (www.feld.com)
Compensation for Outside Directors
11/8/2007
Summary:

Experienced entrepreneurs are commonly tapped to serve as outside directors for promising early-stage companies. VC and blogger Brad Feld provides some rules of thumb for compensating these valuable assets.

Go To Source (www.feld.com)
Competing for Market Share--Maybe
5/24/2007
Summary:

Winning a bigger slice of the market is a good thing. Right? Maybe yes, maybe no. Geoffrey Moore shares his thoughts on how to evaluate your strategy.

Go To Source (geoffmoore.blogs.com)
Competitive Analysis: Understanding the Market Context
7/19/2007
Summary:

Evaluating your Web site against your competitors' can be a daunting but invaluable undertaking. In this article, an expert provides practical advice, an in-depth process, and--a real bonus--complete examples of competitive analysis reports.

Go To Source (www.boxesandarrows.com)
Competitive Intelligence Programs: An Overview
8/2/2007
Summary:

Although somewhat out of date, this article provides a useful overview of the purpose and principles of competitive intelligence gathering as well as tips and techniques that still apply.

Go To Source (www.brint.com)
Competitor Intelligence
11/1/2005
Summary:

This resource discusses what defines competitive intelligence, the process of penetrating the veil of business secrecy, ethics and legalities, do's and don'ts, and assembling your team.

Go To Source (www.fuld.com)
Complementary Genius
8/2/2007
Summary:

Complements are products or services that are consumed together or that enhance the consumption of one another, such as movies and popcorn. This in-depth article offers grounding in the theory of complementarity in business; practical examples, such as IBM and Linux; and questions to help you determine what role, if any, this approach can play in the growth of your company.

Go To Source (www.strategy-business.com)
Conduct a Market Analysis
6/1/2007
Summary:

This tool will conduct market analysis to determine if there is a need for your idea or product/service, identify a new market, analyze your current market, gain a competitive advantage, and begin to establish a marketing plan.

Go To Source (www.regions.com)
Conduct a Market Analysis
8/2/2007
Summary:

A market analysis helps to determine whether the marketplace needs a new product or service. This article outlines the process for developing a marketing plan and offers additional resources to help gather useful information.

Go To Source (www.va-interactive.com)
Considerations for Founders
6/28/2006
Summary:

Many companies go under because of failure of the relationships among the team members. Teams often launch firms without talking about what they want to get out of the venture. This article shows how company founders can better structure their top team relationships to prevent problems down the road.

Go To Source (web.mit.edu)

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