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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.
Entrepreneurs need a "just-right" business plan, one that provides a measuring stick for fast growth without overtaking performance, writes this computer-consulting entrepreneur.
A formal business plan, often considered an anathema to entrepreneurs who fancy themselves "do-ers" rather than thinkers, enables clear thinking, clarity of purpose and a benchmark against which ventures can measure success. Included are a list of do's and don'ts for entrepreneurs new to (or bewildered by) the essential planning process.
A business plan for entrepreneurs should engage the heart as well as the head, writes the author, who advises two plans-the formal document for bankers and investors, and then, the business plan that comes from your heart.
Entrepreneurs hoping to preserve wealth may want to avoid selling big stakes in their businesses to raise capital. The founder of a major mutual-funds company built his net worth by selling preferred, rather than common, stock.
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.
Make e-mail your ally to enhance the way you market and sell products and services over the Internet, writes this technological entrepreneur. As you turn to e-commerce, turn first to e-mail to develop a list of potential customers who also want to hear from you, get the word out about your offerings, and eventually customize your pitches for individual buyers, the author advises. Just avoid the big e-mail no-no: spamming.
Age is an issue for today's entrepreneurs, especially those in technology-based businesses, writes the author, who founded an Internet company right out of college. Younger entrepreneurs, he argues, are more likely than their elders to be technologically astute and to be creative and flexible, attributes that are integral to their companies and enable those enterprises to succeed. The author includes tips for using youth as an advantage in business.
Entrepreneurs of a certain age need to accommodate the changes in attitude on the part of the younger generation or risk becoming dinosaurs, writes the author, who turned to entrepreneurship after a career in the U.S. Army and at a major corporation. Today's young people are technologically savvy, casual about dress and deportment, and forward about expecting to advance at a younger age, he says. He includes tips for adjusting one's management style to help -- rather than change -- the new generation.
Entrepreneurs, in particular, are having troubles with today's widespread age-disconnect between managers and employees. The many twentysomethings who are launching companies these days hire workers who are both younger and older than they are, writes the author, a frequent EntreWorld contributor. She maintains that to manage this so-called "generation gap," you'll need to build a common understanding based on your company's values.
Accepting a loan from the most respectable source of business financing--namely a commercial bank--is a mistake for some entrepreneurs, argues the author, who recounts the tale of her company's demise subsequent to her signing a bank loan with overly stringent terms. She includes four pointers that can help you flag loans likely to go bad.
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