to page content
to site navigation
Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
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.
Exit strategies for startups are limited these days, so a company should start working early to track down potential acquirers. Read about startup acquisition.
"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.
Many forms of advertising can be used by companies today but the only effective form of advertising is the one that reaches the eyes and ears of your intended audience.
What makes a great team? Hiring employees who are smart and capable isn't enough. Read more for tips on what to look for when hiring employees for your startup.
An entrepreneurial company just past the start up stage faces the issue of how to find customers for its product or service, price it right and get the word out, writes the founder of a software company and also a previous business. Meeting the challenges of phase two sets the stage for substantial growth, the author says.
Exporting Regulations and Policies stated by the Department of Agriculture
Want to get connected? Sign up to receive regular news, polls and updates from The Kauffman Foundation.
A robust online curriculum for entrepreneurs.
Explore Founders School >
A network of U.S. cities facilitating a weekly entrepreneur education program. Go to 1 Million Cups >
Whether you are starting or growing a company, FastTrac will help you live your dream at each stage.
Get started with FastTrac >