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.
Before you can create a winning brand strategy, you've got to have a winning product or service to promote.
As an entrepreneur, it is important to take periodic inventory of your assets so that they can be leveraged. Conducting an intellectual property audit can help create both incremental revenue streams and new opportunities.
A leading African-American entrepreneur exposes that things have changed for entrepreneurship in the wake of the terrorist attacks of September 11th. The tragedy is hurting large companies (on whose boards he sits), which in turn is having a ripple effect on the smallest entrepreneurial shop, he writes.
Operating under a mandate to prepare for the worst in order to achieve the best, the author, an African-American woman entrepreneur in the male-dominated metals industry, writes that preparation has been critical to facing the challenges presented by the economic difficulties and post-terrorist environment of this difficult year 2001.
Entrepreneurship means risk, writes the author, a veteran journalist turn dot-com entrepreneur who lived to tell the tale in a best-selling book. In an equally frank article, he speaks about teetering on the brink of financial and marital collapse before securing financing, and advises fledglings to assess their tolerance for risk and level with loved ones before taking the risk-laden entrepreneurial plunge.
Risk is the essential element of entrepreneurial life but it can and must be managed if company founders are to build profitable enterprises, writes the author, who has founded companies and is currently a venture capitalist helping others do the same. To control risk, he advises listening to instinct, managing to a plan, and working the financials so that there is enough money to fund the need.
A culture of fun and respect for customers and employees pervades this family-owned furniture business that has been sold to legendary investor Warren E. Buffett, writes the author. Culture is what can't be taken away, even after a company is sold, as both the author and his brother are still actively involved, he notes.
Service companies aiming to grow fast enough to attract financing need to address the weaknesses inherent in such business models, says the founder of a human-resources consultancy.
Effective business planning is critical to an entrepreneurial company's long-term success and its ability to raise capital and grow successfully. A properly prepared Business Plan should tell a story, make an argument and conservatively predict the future. All companies have different stories to tell, different arguments to make and different futures to predict, so they must resist the temptation to copy from others or to follow a rigid outline.
A business model that aims to consolidate in the fragmented tour-packaging industry must rely on the entrepreneurial owners of the local businesses it acquires, according to the writer. A case is made for developing the people who will build the business, rather than, as is practice for many consolidators, putting them out of business.
Want to get connected? Sign up to receive regular news, polls and updates from The Kauffman Foundation.
