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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.
This checklist, derived from the book, Mastering the Rockefeller Habits, includes a set of key tasks for entrepreneurs to undertake every day in running their company. Examples include setting up an executive situation room for rapid-response meetings, ensuring company alignment of quarterly goals, and establishing an efficient internal communications stream.
This article is a fine overview of the elements necessary for instituting successful change. Key is "human capital management," which means that your people must be a part of the process from the beginning.
A summary of major tax consequences related to selling a business is provided in this article. Issues covered include capital gains tax, tax treatment of individual company assets, and a discussion of state tax obligations.
Business owners and their advisers should carefully plan and take appropriate steps to avoid litigation traps in selling their companies, such as not performing due diligence on potential buyers or signing an ambiguous letter of intent without a counsel's review.
This article, published by a law firm, details the major components typically involved in the buying and selling of a company, including the purchase and sale agreement, confidentiality agreement, and letter of intent.
Jim Collins's Good to Great Diagnostic Tool is for entrepreneurs and organization leaders who are working to improve their professional performance. This tool offers set of worksheets covering four major areas: disciplined people, disciplined thought, disciplined action, and building greatness to last.
A due diligence checklist can provide a comprehensive assemblage of company information an entrepreneur needs in advance to negotiate effectively. This checklist is used by Corey Schwartz, entrepreneur and finance expert, in his negotiations to buy and sell companies.
This video excerpt features Roger Dawson discussing a common negotiations pitfall known as nibbling and shows how you can avoid falling into this trap before closing a deal.
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.
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."
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