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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.
In the first three years of running her printing solutions company, Wendy Fergerson borrowed roughly $60,000 per month on credit cards without paying any interest. Out of that experience, she recommends credit cards as a way to bootstrap a company as long as you pay attention to the details on each card for which you apply.
To succeed in business, entrepreneurs must understand the language of business, which enables them to evaluate financial reports and make better decisions.
Entrepreneurs looking for seed capital should consider Toronto TSX Venture Exchange's Capital Pool Company (CPC) program, which allows companies to go public by merging with a CPC.
This finance expert explains the Sarbanes-Oxley (SOX) law and how it impacts public and private companies. This author shows the upside and downside of SOX compliance and asserts private companies aiming to grow (and go public) should take steps to become SOX-compliant early on.
Historical financial information can be a great tool to jumpstart the budgeting process if care is taken to adjust for any incorrect or misleading information.
Budgeting, forecasting, and projecting mean fundamentally the same thing--estimating future amounts based on information you already know.
The founder and CEO of American Reading Company, Jane Hileman, has seen her company grow from a few teachers ten years ago to 111 employees today who provide books and reading goals for students to encourage a love of reading. Hileman's goals are revenue growth, profitability, and success.
Compare actual financial figures to your budget at least monthly. You may need to adjust the budget during the year to reflect new information.
Billing and collecting your accounts receivable (A/R) in a timely manner is key to optimizing cash flow and you need to have a way to monitor A/R at least on a weekly basis.
Recounting the tale of founding and growing two companies, one which ultimately failed, the author argues that the key message about cash in a high growth business is raise more than you need, and spend less than you have.
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