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The Resource Center has all the info you'll need From content to user feedback, the resource center has the information you need for every level of the entrepreneurial process.
Going global is on the wish list of many U.S. entrepreneurs, especially given the sour American economy. But how to go about it? One leading venture capitalist offers some clues.
Small healthcare companies have a vested interest in seeing hospitals develop better supply chain programs. Now one new study gives those hospitals a blueprint for streamlining their supply chains and boosting their chances of finding room for new healthcare vendor partners in the process.
Doing business in the rough-and-tumble arena of underdeveloped countries involves adhering to global business basics, such as researching markets thoroughly, while coping with surprises, writes a veteran international entrepreneur who first took his company overseas three decades ago. In entering the "emerging markets," entrepreneurs need to keep close tabs on how (and if) they will be paid, as well as on local managers overly eager to make sales.
David Neeleman is Chairman and CEO of JetBlue Airways Corporation. JetBlue, which began operations in 2000, serves 23 U.S. cities with 57 new Airbus A320 aircraft. JetBlue is Neeleman's third successful launch in the
aviation business, His goal is to bring people back to air travel by offering low fares, friendly service and a high quality product. JetBlue was rated "Best Domestic Airline" at Conde Nast Traveler's 2003 Readers' Choice Awards for the
second consecutive year, and was runner-up for "Best Domestic Airline" at Travel & Leisure magazine's 2002 and 2003 World's Best Awards. Neeleman's career in the airline industry began in 1984 when he co-founded Morris Air. As
president of Morris Air, he implemented the industry's first electronic ticketing system and pioneered a home reservationist system that is now the foundation of JetBlue's call center. Neeleman sold Morris Air and took the electronic
ticketing to Open Skies. He sold Open Skies to Hewlett Packard in 1999. During this period, Neeleman acted as a consultant to WestJet Airlines, a successful Canadian low-fare start-up airline.
Bringing a technology-based product to market involves assessing customers' needs and convincing them that yours is the solution, rather than trumpeting its innovative features, writes the founder of a videoconferencing company. Included are various tactics for engaging in what the author calls "relationship selling" and likens to the venerable board game of Checkers.
SpaceX is the third company founded by Mr. Musk. Prior to SpaceX, he co-founded PayPal, the world's leading electronic payment system, and served as the company's chairman and CEO. PayPal has over twenty million
customers in 38 countries, processes several billion dollars per year and went public on the NASDAQ under PYPL in early 2002. Mr. Musk was the largest shareholder of PayPal until the company was acquired by eBay for $1.5 billion in October
2002. Before PayPal, Mr. Musk co-founded Zip2 Corporation in 1995, a leading provider of enterprise software and services to the media industry, with investments from The New York Times Company, Knight-Ridder, MDV, Softbank and the Hearst
Corporation. He served as Chairman, CEO and Chief Technology Officer and in March 1999 sold Zip2 to Compaq for $307 million in an all cash transaction. Mr. Musk's early experience extends across a spectrum of advanced technology
industries, from high energy density ultra-capacitors at Pinnacle Research to software development at Rocket Science and Microsoft. He has a physics degree from the University of Pennsylvania, a business degree from Wharton and originally
came out to California to pursue graduate studies in high energy density capacitor physics & materials science at Stanford.
Netpreneurs--entrepreneurs who are building Internet-related businesses--are a breed apart, argues the writer. In building a new economy with vastly different attributes, these business owners must react quickly, adapt deftly, and zero in on specialties, or "niches," conducive to online commerce, says the author, who founded a software company in the 1970s and, more recently, a non-profit organization dedicated to helping communities take advantage of the Internet.
After many years studying sales organizations and working as a consultant, this entrepreneur offers practical tips for ensuring your sales force and compensation plans are highly effective. His premise: start with a great salesperson and pay them what they are worth. Otherwise, your sales compensation plan won't be worth anything.
William McDonough is an internationally renowned designer and one of the primary proponents and shapers of what he and his partners call 'The Next Industrial Revolution.' Time magazine recognized him
in 1999 as a 'Hero for the Planet', stating that "his utopianism is grounded in a unified philosophy that-in demonstrable and practical ways-is changing the design of the world." Time magazine again recognized Mr.
McDonough and Michael Braungart as "Heroes of the Environment" in October 2007. In 1996, Mr. McDonough received the Presidential Award for Sustainable Development, the nation's highest environmental honor; and in 2003 earned the U.S. EPA
Presidential Green Chemistry Challenge Award. In 2004 he received the National Design Award for exemplary achievement in the field of environmental design. In October 2007, Mr. McDonough was elected an International Fellow of the Royal
Institute of British Architects. Mr. McDonough is the founding principal of William McDonough + Partners, an internationally recognized design firm practicing ecologically, socially, and economically intelligent architecture and planning
in the U.S. and abroad. He is also principal of MBDC, a product and systems development firm assisting prominent client companies in designing profitable and environmentally intelligent solutions. Mr. McDonough is a Venture Partner at
VantagePoint Venture Partners in San Bruno, California. Mr. McDonough is an Alumni Research Professor at the University of Virginia's Darden Graduate School of Business Administration, and Consulting Professor of Civil and Environmental
Engineering at Stanford University. He also serves as U.S. Chairman and member of the Board of Councilors of the China-U.S. Center for Sustainable Development. He is part of the Management Committee of HRH The Prince of Wales's Business
& The Environment Programme at Cambridge University. From 1994-1999, Mr
Mr. Martin joined Pacific Biosciences in 2004 as a seasoned executive with a 25-year track record managing leading edge technologies, new ventures, and high growth businesses. Previously, Mr. Martin was Chairman,
President and CEO of ONI Systems?a high-speed optical telecommunications company he founded in 1998 and took public in 2000. Named the Fastest Growing Company in Silicon Valley in 2001, ONI was sold to Ciena in 2002. After its sale, Mr.
Martin served as a consultant to Ciena, a CEO in residence at the venture capital firm of Kleiner Perkins Caufield and Byers, and was a Director at Cloudshield Technologies. Prior to ONI, Mr. Martin was President and Director of 3DO?an
interactive gaming company. His earlier experience includes running desktop engineering for Apple Computer and founding Ridge Computers?designer of the world's first commercial reduced instruction set computing (RISC) minicomputer. Mr.
Martin received a BS in Electrical Engineering at Rutgers University, New Brunswick, New Jersey. Mr. Martin currently serves on the Board of Directors of Pacific Biosciences and Infinera.
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