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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.
Guy Kawasaki can't stop with ten, he goes to twelve and then two more. However, at the end he provides the user with a link to a good counter balance, "The Top Ten Truths of Real Marketers."
This article provides ideas on how you can respond to online customer feedback (especially when it's anonymous) to protect your company's reputation and to bolster your online marketing strategy.
Completely understanding your market allows you to confidently approach any customer, potential partner, or investor. This entrepreneur and angel investor outlines a five-step process for knowing breadth and depth of the market landscape.
Sooner or later, your company will confront a crisis that requires a public response. How much communications planning you've done can determine how well you handle that crisis and how well your company weathers it.
Tracking advertising results is not always possible, but these three strategies from the "Wizard of Ads" can help. A great copywriter does, too.
Going global is on the wish list of many U.S. entrepreneurs, especially given the sour American economy. But how to go about it? One leading venture capitalist offers some clues.
This article reviews the advantages and disadvantages of an internal sales method and helps entrepreneurs evaluate the most common types of internal sales methods--solo approach, direct sales force, and internet.
Competitive Intelligence Guide: Internet Intelligence Index - Links to over 600 intelligence-related Internet sites, covering everything from macro-economic data to individual patent and stock quote information.
Leaving presentations to chance is like embarking on a trip without a map (hat tip to Amanda Schnieders for the metaphor). If you don't know where you're headed and how you'll get there, you may not reach your destination.
At age 25, Laura Sanko was a founding member of a startup that raised $3.5 Million from some world-famous investors and the Founder’s Fund. The business model was simple: a website that rented high-end jewelry for special occasions for a fraction of the retail value of each piece. Three years later, the investment money was all gone and while the site continued to operate, it had failed to meet the investors’ expectations.
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