INDUSTRY INSIGHTS YOUR PEERS ARE READING
Loyalty is a hard-earned commodity. There are several times when stakeholder loyalty is tested to the limit. For employees, a late or missed payroll is the ultimate test of corporate loyalty, divorced even from an employee’s ability to make do without a paycheck. MORE
Close. At many board meetings, I can be counted upon to ask, “Where’s the bottleneck this month?” Senior management is usually prepared with an answer, and a good discussion of resource availability and application follows. Sometimes, the bottleneck is not so visible to the CEO. MORE
I expect that you have a story about how insurance saved you lots of money in your past. As usual, I have a story to make your hair stand on end. But first: here’s a fact. MORE
Close. I’ve been sued as a board member too many times over the past twenty-five years of board service. Five times. Does that shock you? It does me. Entrepreneurs blaming their board for failures of a fragile, early stage company. MORE
Here is one that is so important to the continued health of a growing company that it cannot be overstated. It’s a bit complex for novices. But hang in there as I explain a bit about accounting classification of assets and liabilities. Differences between types of assets and liabilities. MORE
Last week we introduced the subject of non-compete agreements. Let’s dive a little deeper and present some “gray area” scenarios to consider. Then we’ll address the success or failure of the buyer with your product… First the obvious case in point. MORE
What a powerful set of three questions. These are so succinct, so well defined, so precise that everyone in sales and everyone involved in marketing must be able to answer these three questions without pause, and convincingly. MORE
Expect a board member to give a meeting a month, emails and phone calls between. Urgent issues require more of all. Board members are usually busy people, often running other companies or serving on multiple boards. MORE
And d oing both well usually wins the day. This is one of those arguable insights, where both sides win. Dell is a great example of emphasis upon fast, creating a customized computer in 48 hours or less, bringing in assemblies and components just-in-time to make the assembly line. MORE
I’ve been working with early stage companies and their intellectual property protection plans for years. But only recently did I read a clear document on the risks and rewards of patent strategy. MORE
You’re building a company from your vision and a passion, and lots of people are going to tell you that you have this or that wrong, and that it just won’t work. Business plans rarely survive market contact. MORE
Think you don’t use negotiation most every day of your life? From the time we learn to manipulate our parents from the crib to today, we learn to negotiate to obtain our wants and needs. As we grow, we negotiate constantly with our parents, then with our peers. MORE
Entrepreneurs tend to remain in the business niche they know best. Usually that means one they once or recently spent time in as an employee or manager within a company where they had little or no ownership. Are you one of those? MORE
Here’s yet another story that you may identify with – or have yet to experience in your business life. It’s one of those that define your leadership for all to see, sometimes based upon decisions made in the moment – such as this one. A story of a CEO’s snap judgment call. MORE
Close. Ever get bad advice? We all have in our past. Ever take that advice without question because the person giving it was an investor, a superior in rank, the chairperson of your board? I’ll bet you have at least one story of bad advice taken and being bitten as a result. MORE
Last week we introduced the subject of non-compete agreements. Let’s dive a little deeper and present some “gray area” scenarios to consider. Then we’ll address the success or failure of the buyer with your product… First the obvious case in point. MORE
This week, we continue our series on marketing and positioning. There can be nothing more important in your business planning that selecting the proper pricing niche, making your story clear using that niche, and the defending your position against the competition. MORE
we_are_wat we_are_watching_you. Close. If you have been in management or an entrepreneur long enough, you will have experienced the gray area of decision-making where ethics, the law, your needs and expediency all collide. MORE
You’re building a company from your vision and a passion, and lots of people are going to tell you that you have this or that wrong, and that it just won’t work. Business plans rarely survive market contact. MORE
Here’s a question that should strike close to home. Professional investors like to quote this mantra to anyone who will listen. Fail fast,” they say. But what if you believe so strongly in your budding enterprise that this seems to be the most ill-advised directive you’ve ever heard? MORE
Close. How much risk you and your company are willing and able to tolerate over time? Most people believe that early stage companies should take risks aggressively because there is less to lose and much more to gain with each risky bet or decision. MORE
So, you are close to selling your company, and counting the profits a bit early. Well, that’s human nature. Here’s a thought for you to recall later when and if the event happens. Remember those who got you there. MORE
Well, you may not be alone. Many executives and managers have made the mistake of using the financial and sales forecast to plan and execute hiring of new employees – so that they could be trained and up to speed when the demand arrives. The balance between preparedness and cost. MORE
Ever think about growing your business with the plan to sell it someday, cashing in on your hard-earned work over the years? Or if you’re an employee with stock options, are you aware of the increases in value you can make with your efforts? MORE
This is one of my favorite insights, since I lived this one in a positive exit from my computer business. Types of business buyers expanded. Most people will tell you that there are two kinds of eventual buyers for your business: financial and strategic. MORE
It is tough to lose your best employees wanting to advance their careers. Sometimes you can be the coach, helping them even if it means losing them. MORE
Early stage investors have been arguing over this for years. Do they bet on the entrepreneur (jockey) or the business idea and plan (the horse)? This is serious stuff. MORE
Think you don’t use negotiation most every day of your life? From the time we learn to manipulate our parents from the crib to today, we learn to negotiate to obtain our wants and needs. As we grow, we negotiate constantly with our parents, then with our peers. MORE
Close. We all do it… to our own detriment. So, let’s make a pact that we will try, if not succeed, to handle our incoming messages more efficiently. Personal time management helps immensely to make a better manager of you and me. MORE
Here comes another story. Of course. This one may be like one or more you have experienced in your company. It is a story about focus upon the customer, first. MORE
Give one percent equity to each outside board member vesting over four years of service. Many early stage CEOs and board members have asked for some guidance regarding pay and time commitments for board members. Here is my best advice, based upon many boards and many years. MORE
Here’s a question that should strike close to home. Professional investors like to quote this mantra to anyone who will listen. Fail fast,” they say. But what if you believe so strongly in your budding enterprise that this seems to be the most ill-advised directive you’ve ever heard? MORE
Early stage investors have been arguing over this for years. Do they bet on the entrepreneur (jockey) or the business idea and plan (the horse)? This is serious stuff. MORE
Close. There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding. MORE
Entrepreneurs tend to remain in the business niche they know best. Usually that means one they once or recently spent time in as an employee or manager within a company where they had little or no ownership. Are you one of those? MORE
This week we contacted royalty licensing expert, the well-respected Arthur Lipper, asking the magic question. Why are you so strongly sold on royalty licensing as the most effective way to finance a tech-based early stage company? MORE
Berkonomics
SEPTEMBER 13, 2018
This is one of my favorite insights, since I lived this one in a positive exit from my computer business. Types of business buyers expanded. Most people will tell you that there are two kinds of eventual buyers for your business: financial and strategic.
Berkonomics
NOVEMBER 1, 2018
So, you are close to selling your company, and counting the profits a bit early. Well, that’s human nature. Here’s a thought for you to recall later when and if the event happens. Remember those who got you there.
Berkonomics
OCTOBER 18, 2018
Loyalty is a hard-earned commodity. There are several times when stakeholder loyalty is tested to the limit. For employees, a late or missed payroll is the ultimate test of corporate loyalty, divorced even from an employee’s ability to make do without a paycheck.
Berkonomics
FEBRUARY 14, 2019
Early stage investors have been arguing over this for years. Do they bet on the entrepreneur (jockey) or the business idea and plan (the horse)? This is serious stuff.
Berkonomics
FEBRUARY 14, 2019
Early stage investors have been arguing over this for years. Do they bet on the entrepreneur (jockey) or the business idea and plan (the horse)? This is serious stuff.
Berkonomics
FEBRUARY 7, 2019
Think you don’t use negotiation most every day of your life? From the time we learn to manipulate our parents from the crib to today, we learn to negotiate to obtain our wants and needs. As we grow, we negotiate constantly with our parents, then with our peers.
Berkonomics
JANUARY 31, 2019
Last week we introduced the subject of non-compete agreements. Let’s dive a little deeper and present some “gray area” scenarios to consider. Then we’ll address the success or failure of the buyer with your product… First the obvious case in point.
Berkonomics
JANUARY 31, 2019
Last week we introduced the subject of non-compete agreements. Let’s dive a little deeper and present some “gray area” scenarios to consider. Then we’ll address the success or failure of the buyer with your product… First the obvious case in point.
Berkonomics
AUGUST 2, 2018
This week, we continue our series on marketing and positioning. There can be nothing more important in your business planning that selecting the proper pricing niche, making your story clear using that niche, and the defending your position against the competition.
Berkonomics
APRIL 5, 2018
I expect that you have a story about how insurance saved you lots of money in your past. As usual, I have a story to make your hair stand on end. But first: here’s a fact.
Berkonomics
JULY 26, 2018
What a powerful set of three questions. These are so succinct, so well defined, so precise that everyone in sales and everyone involved in marketing must be able to answer these three questions without pause, and convincingly.
Berkonomics
NOVEMBER 29, 2018
I’ve been working with early stage companies and their intellectual property protection plans for years. But only recently did I read a clear document on the risks and rewards of patent strategy.
Berkonomics
JANUARY 10, 2019
You’re building a company from your vision and a passion, and lots of people are going to tell you that you have this or that wrong, and that it just won’t work. Business plans rarely survive market contact.
Berkonomics
JULY 19, 2018
And d oing both well usually wins the day. This is one of those arguable insights, where both sides win. Dell is a great example of emphasis upon fast, creating a customized computer in 48 hours or less, bringing in assemblies and components just-in-time to make the assembly line.
Berkonomics
JANUARY 24, 2019
Entrepreneurs tend to remain in the business niche they know best. Usually that means one they once or recently spent time in as an employee or manager within a company where they had little or no ownership. Are you one of those?
Berkonomics
JANUARY 24, 2019
Entrepreneurs tend to remain in the business niche they know best. Usually that means one they once or recently spent time in as an employee or manager within a company where they had little or no ownership. Are you one of those?
Berkonomics
JULY 12, 2018
Close. At many board meetings, I can be counted upon to ask, “Where’s the bottleneck this month?” Senior management is usually prepared with an answer, and a good discussion of resource availability and application follows. Sometimes, the bottleneck is not so visible to the CEO.
Berkonomics
JULY 5, 2018
Ever think about growing your business with the plan to sell it someday, cashing in on your hard-earned work over the years? Or if you’re an employee with stock options, are you aware of the increases in value you can make with your efforts?
Berkonomics
JUNE 28, 2018
Close. There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding.
Berkonomics
JUNE 21, 2018
Close. How much risk you and your company are willing and able to tolerate over time? Most people believe that early stage companies should take risks aggressively because there is less to lose and much more to gain with each risky bet or decision.
Berkonomics
JUNE 14, 2018
we_are_wat we_are_watching_you. Close. If you have been in management or an entrepreneur long enough, you will have experienced the gray area of decision-making where ethics, the law, your needs and expediency all collide.
Berkonomics
MARCH 8, 2018
Give one percent equity to each outside board member vesting over four years of service. Many early stage CEOs and board members have asked for some guidance regarding pay and time commitments for board members. Here is my best advice, based upon many boards and many years.
Berkonomics
JANUARY 17, 2019
Here’s a question that should strike close to home. Professional investors like to quote this mantra to anyone who will listen. Fail fast,” they say. But what if you believe so strongly in your budding enterprise that this seems to be the most ill-advised directive you’ve ever heard?
Berkonomics
JANUARY 17, 2019
Here’s a question that should strike close to home. Professional investors like to quote this mantra to anyone who will listen. Fail fast,” they say. But what if you believe so strongly in your budding enterprise that this seems to be the most ill-advised directive you’ve ever heard?
Berkonomics
JUNE 7, 2018
Close. We all do it… to our own detriment. So, let’s make a pact that we will try, if not succeed, to handle our incoming messages more efficiently. Personal time management helps immensely to make a better manager of you and me.
Berkonomics
MAY 31, 2018
It is tough to lose your best employees wanting to advance their careers. Sometimes you can be the coach, helping them even if it means losing them.
Berkonomics
MAY 24, 2018
Here’s yet another story that you may identify with – or have yet to experience in your business life. It’s one of those that define your leadership for all to see, sometimes based upon decisions made in the moment – such as this one. A story of a CEO’s snap judgment call.
Berkonomics
MARCH 29, 2018
Close. Ever get bad advice? We all have in our past. Ever take that advice without question because the person giving it was an investor, a superior in rank, the chairperson of your board? I’ll bet you have at least one story of bad advice taken and being bitten as a result.
Berkonomics
MAY 17, 2018
Here comes another story. Of course. This one may be like one or more you have experienced in your company. It is a story about focus upon the customer, first.
Berkonomics
MARCH 17, 2018
Close. I’ve been sued as a board member too many times over the past twenty-five years of board service. Five times. Does that shock you? It does me. Entrepreneurs blaming their board for failures of a fragile, early stage company.
Berkonomics
DECEMBER 20, 2018
This week we contacted royalty licensing expert, the well-respected Arthur Lipper, asking the magic question. Why are you so strongly sold on royalty licensing as the most effective way to finance a tech-based early stage company?
Berkonomics
MARCH 15, 2018
Expect a board member to give a meeting a month, emails and phone calls between. Urgent issues require more of all. Board members are usually busy people, often running other companies or serving on multiple boards.
Berkonomics
MAY 10, 2018
Here is one that is so important to the continued health of a growing company that it cannot be overstated. It’s a bit complex for novices. But hang in there as I explain a bit about accounting classification of assets and liabilities. Differences between types of assets and liabilities.
Berkonomics
JANUARY 10, 2019
You’re building a company from your vision and a passion, and lots of people are going to tell you that you have this or that wrong, and that it just won’t work. Business plans rarely survive market contact.
Berkonomics
MAY 3, 2018
Well, you may not be alone. Many executives and managers have made the mistake of using the financial and sales forecast to plan and execute hiring of new employees – so that they could be trained and up to speed when the demand arrives. The balance between preparedness and cost.
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