to page content
to site navigation
The Foundation's primary site.
Global news, events, and resources.
The national learning program for entrepreneurs.
A new approach to developing the next generation of high-growth firms.
Access to university research and innovation.
The Kauffman Foundation's charter school serving Kansas City.
Encouraging the aspirations of young people.
The platform for business plan competitions.
College preparation and access for urban youth in Kansas City.
A guide to Kauffman Foundation and partner resources, for aspiring entrepreneurs.
News and announcements from the Foundation.
From our vice president of Entrepreneurship.
From our vice president of Advancing Innovation.
News from Global Entrepreneurship Week
News about this education program for entrepreneurs.
Tweets for the eMed Community at Entrepreneurship.org
News from the Kauffman Labs program.
From our business plan competition service.
Contribute to the community seeking to improve entrepreneurship and innovation measurement.
A look at entrepreneurship from the Kauffman Foundation's Thom Ruhe.
Tracks research and policies that are accelerating economic growth and changing the world.
Brings to light various policies and initiatives to advance innovation and drive economic growth.
A selection of our videos
Take our video and audio with you.
Explore many of our publications.
Join the discussion on our LinkedIn site.
Join us on Google's social service.
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.
Candace Fleming’s résumé boasts a double major in industrial engineering and English from Stanford, an M.B.A. from Harvard, a management position at Hewlett-Packard and experience as president of a small software company.
But when she was raising money for Crimson Hexagon, a start-up company she co-founded in 2007, she recalls one venture capitalist telling her that it didn’t matter that she didn’t have business cards, because all they would say was “Mom.”
Another potential backer, reports Claire Cain Miller in The New York Times, invited her for a weekend yachting excursion by showing her a picture of himself on the boat — without clothes. When a third financier discovered that her husband was also a biking enthusiast, she says, he spent more time asking if riding affected her husband’s reproductive capabilities than he did focusing on her business plan. Ultimately, none of the 30 venture firms she pitched financed her company. She finally raised $1.8 million in March 2008 from angel investors including Golden Seeds, a fund that emphasizes investing in start-ups led by women.
A mature business facing altered circumstances might need to bring in a partner rather than just an employee, writes the author, who poses a series of questions for founders to address prior to making what could be a difficult leap.
The founder of a placement agency recommends that entrepreneurs join various types of peer groups to piece together the support and contacts necessary to launch and build a company.
Physician turned venture capitalist Drew Senyei sees education as society's great equalizer.
Picnik's Jonathan Sposato helped orchestrate one of the Seattle tech community's highest profile M&amp;A deals of the year when he sold the online photo editing service to Google. The feat was even more impressive given that it marked the second time that the 43-year-old Internet entrepreneur had sold a company to the search giant. And Sposato did it all without taking a dime of venture capital.
So, how did he pull it off? Sposato offered his thoughts on bootstrapping as well as his tips for selling companies in a talk at Seattle Lunch 2.0 last Friday. We were there, taking notes and shooting video. Here are some of the highlights, including Sposato telling the crowd that he and co-founders Mike Harrington and Darrin Massena didn't take venture capital money because they were "greedy."
The author, Jana Matthews, asserts that without policies and procedures, business growth becomes much harder to achieve. If you want to grow, you (the entrepreneur) have to stop doing everything yourself.
A software company has to make choices: stick to consulting or build a product, pick the right technology, convince systems integrators to use it and introduce it to their customers. The hardest is deciding how much money you can afford to lose. Good management and execution got this company past the IPO and made it a profitable winner.
Specialization led to market domination for this manufacturer of videogame accessories. To improve his company's overseas sales, he's reviewing marketing strategies and listening to local managers. Coordinating packing, shipping and back-office functions with its acquirer is also helping the business expand.
Owners of growing companies need to begin positioning them for sale early in the life of the firm and continue to take steps toward sale throughout the business's life, writes an entrepreneur and venture capitalist. Included are eight suggestions for doing just that.
Selling your business is similar to raising capital. The difference: you're selling the whole company. Selling your company, like raising money, includes preparing the business plan, financials, cash-flow projections, and demonstration of Sarbanes-Oxley compliance practices.
Want to get connected? Sign up to receive regular news, polls and updates from The Kauffman Foundation.
© 2013 Ewing Marion Kauffman Foundation. All Rights Reserved.