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Obtaining financing to commercialize intellectual property is tricky, because intangible assets may have value independently of the business built upon them. In a dot-com world where knowledge is currency, cost and revenue are no longer adequate measures of value. Inventor David Martin's business is soaring on the wings of software that factors new elements into the equation for putting a price on intellectual property.
"If you truly believe in the potential of your company to change the world for the better, there’s no excuse for settling for an acquisition."
I was reading through this month's Inc. magazine earlier when this quote caught my eye. My first thought was to challenge the notion. There are specific occasions when an acquisition is exactly what a company needs to move forward or to move on. This is just how things work, but the bold words sparked my interest enough to turn the page. I flipped to Issie Lapowsky’s feature with Vimeo founder Jake Lodwick. Lodwick was fired a year and a half after selling Connected Ventures, the parent company of Vimeo and College Humor, to InterActive Corp, an Internet company that owns the likes of match.com, Urbanspoon, and dictionary.com. After the acquisition, he felt stripped of his creativity. Where innovation once dwelled, process was introduced. Lodwick was fired a week and a half before he planned to quit. This experience backs his words of advice to entrepreneurs who think an acquisition means nothing will change within the mission of an organization. Lodwick bitterly states that "in fact the mission was lost, and everything will change."
Businesses that can align their product and service offerings with both their business strategy and the customers' needs will grow the strongest businesses and maintain their success in the long run.
Addressing limitations and liabilities helps entrepreneurs analyze their business's ability to produce products, deliver services, and create new products and services.
Warren Packard, Managing Director of Draper Fisher Jurvetson, and Andrew Frame, CEO of Ooma, present 10 lessons for building a successful start-up. They highlight the importance of dislocating large markets, active recruiting, organizational design, board construction, alignment of vision, managing mis-hires, building for scalability, product development, intellectual capital, and mentorship in establishing a lasting enterprise that adds value in the marketplace.
Exporting Regulations and Policies stated by the Department of Agriculture
In the entrepreneurship and economic development realms, the word “high-growth” is tossed about loosely, often used to define that rare, illusive, overnight success of a startup. But a recent study by Kauffman has proved that high-growth firms aren’t as hard-pressed to find as we thought … so long as you’re looking in the right places.
Niche companies needn't be intimidated by their large corporate competitors because even the biggest companies must be adept at marketing differently to discreet audiences, writes the author, who founded the country's leading black-owned media concern. The solution is to stick to your specialty, maintain excitement with new ideas, and commit resources to expanding the brand.
Business conflicts are inevitable, which means you need legal counsel to guide you through potential litigation. This article is a comprehensive review of alternative courses to litigation, including arbitration, mediation, and private judging.
In the race to get new medical devices to market, companies encounter FDA speed bumps that slow down the process. But would we really be willing to accept the risks that would accompany fast FDA approvals?
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