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500 Hats , January 10, 2010 Developing new startup ideas - Chris Dixon , March 14, 2010 Batch Processing Millions and Millions of Images - Code as Craft , July 9, 2010 jQuery Plugin: Give Your Characters a NobleCount - The Product Guy , March 23, 2010 How do the sample Series Seed financing documents differ from typical Series A financing documents?
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but using no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Managing to specific goals, priorities, and a plan. Preparation and management of funding.
Yet a critical mistake I see many entrepreneurs make is that they hand over too much control to their third-parties. They outsource the critical negotiations and “trust their advisors to handle the details.&# You can’t outsource this to a recruiter. As an entrepreneur I have one company to sell. You name it.
A business plan is an “outward facing” document for external investors, or for C-level executives within your own company. Enough detail is required so that someone else can build it without you (outsourcing). Because this document is “outward facing” the tone and level has to change to be understandable by customers and investors.
Outsource what is non-strategic to optimize leverage. Smart entrepreneurs never outsource their core competency, and never rely on intellectual property they don’t own. Document processes and build online training videos so new people can come online quickly and consistently. Attract and relish investor funding.
If you can’t quantify or document your service for repeatability and new employee training, you will kill yourself trying to grow the business. Customers won’t pay to see your new employees learning on the job, and outsourcing the real work to a cheap labor source is a recipe for disaster.
My clients are typically entrepreneurs who have other jobs and are looking for help to get their side projects going but don’t have the time or skill set to launch it themselves. But there's often a gap between what a technical group like ours is looking for and what an entrepreneur is able to define. What keeps you up at night?
Outsource what is non-strategic to optimize leverage. Smart entrepreneurs never outsource their core competency, and never rely on intellectual property they don’t own. Document processes and build online training videos so new people can come online quickly and consistently. Attract and relish investor funding.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but using no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Managing to specific goals, priorities, and a plan. Preparation and management of funding.
Outsource what is non-strategic to optimize leverage. Smart entrepreneurs never outsource their core competency, and never rely on intellectual property they don’t own. Document processes and build online training videos so new people can come online quickly and consistently. Attract and relish investor funding.
Like it or not, you are now entering the dreaded realm of specifying and documenting “formal business processes.” I’m continually amazed at the number of entrepreneurs who go for months into a new business without really keeping a formal record of money spent or assets acquired. entrepreneur funding hobby investors startup'
For some reason, too many aspiring entrepreneurs I know seem to focus on “actions” rather than “results.” These are not the entrepreneurs that I want to support, since I’m well aware that running a startup is far more complex, albeit more satisfying, than most conventional roles in established enterprises.
Outsource what is non-strategic to optimize leverage. Smart entrepreneurs never outsource their core competency, and never rely on intellectual property they don’t own. Document processes and build online training videos so new people can come online quickly and consistently. Attract and relish investor funding.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Typically some production and delivery is outsourced, requiring formal contracts and documentation.
A common challenge faced by every entrepreneur is that they don’t have the bandwidth, interest or skills to do everything that is required to build their startup. Of course, they can outsource part of the work or hire employees, but that approach means more time and money to manage the work, which they don’t have.
These days, everyone wants to be an entrepreneur, pitching their latest and greatest new idea, and looking for someone to give them money. Talk is cheap, but entrepreneurs who show you a working model of their idea know how to execute. You should never outsource the management of your core technology.
Yet every entrepreneur I meet wants to talk about the idea, and rarely mentions the team. Thus I was happily surprised when I found the classic book, “ The Tech Entrepreneur’s Survival Guide ,” by Bernd Schoner, PhD, and cofounder of ThingMagic, which leans heavily on the people side of the equation. The operations superstar.
Yet every entrepreneur I meet wants to talk about the idea, and rarely mentions the team. Thus I was happily surprised when I found the classic book, “ The Tech Entrepreneur’s Survival Guide ,” by Bernd Schoner, PhD, and cofounder of ThingMagic, which leans heavily on the people side of the equation. The operations superstar.
These days, everyone wants to be an entrepreneur, pitching their latest and greatest new idea, and looking for someone to give them money. Talk is cheap, but entrepreneurs who show you a working model of their idea know how to execute. You should never outsource the management of your core technology.
A common challenge faced by every entrepreneur is that they don’t have the bandwidth, interest or skills to do everything that is required to build their startup. Of course, they can outsource part of the work or hire employees, but that approach means more time and money to manage the work, which they don’t have.
These days, everyone wants to be an entrepreneur, pitching their latest and greatest new idea, and looking for someone to give them money. Talk is cheap, but entrepreneurs who show you a working model of their idea know how to execute. You should never outsource the management of your core technology.
Customers don’t like to see you learning on the job or outsourcing. Define and document the service process you sell. You can’t measure, scale, or patent a service process that is not clearly documented. Tags: entrepreneur startup services critical success factors products. Make it happen. Marty Zwilling.
I’m continually amazed at the number of entrepreneurs who go for months into a new business without really keeping a formal record of money spent or assets acquired. Even if you are doing the work yourself, you need to document requirements, features, metrics, and milestones. Product development process. Funding process.
A business plan is an “outward facing” document for external investors, or for C-level executives within your own company. Enough detail is required so that someone else can build it without you (outsourcing). Because this document is “outward facing” the tone and level has to change to be understandable by customers and investors.
If you can’t quantify or document your service for repeatability and new employee training, you will kill yourself trying to grow the business. Customers won’t pay to see your new employees learning on the job, and outsourcing the real work to a cheap labor source is a recipe for disaster. Are you ready to make it happen?
I’m continually amazed at the number of entrepreneurs who go for months into a new business without really keeping a formal record of money spent or assets acquired. Even if you are doing the work yourself, you need to document requirements, features, metrics, and milestones. Product development process. Funding process.
Like it or not, you are now entering the dreaded realm of specifying and documenting “formal business processes.” I’m continually amazed at the number of entrepreneurs who go for months into a new business without really keeping a formal record of money spent or assets acquired. The right question is “What is the minimum that I need?”
These days, everyone wants to be an entrepreneur, pitching their latest and greatest new idea, and looking for someone to give them money. Talk is cheap, but entrepreneurs who show you a working model of their idea know how to execute. You should never outsource the management of your core technology.
Yet every entrepreneur I meet wants to talk about the idea, and rarely mentions the team. Thus I was happy to see a new book, “ The Tech Entrepreneur’s Survival Guide ,” by Bernd Schoner, PhD, and cofounder of ThingMagic, which leans heavily on the people side of the equation. Outsourcing your core competency does not work.
Yet every entrepreneur I meet wants to talk about the idea, and rarely mentions the team. Thus I was happy to see a recent book, “ The Tech Entrepreneur’s Survival Guide ,” by Bernd Schoner, PhD, and cofounder of ThingMagic, which leans heavily on the people side of the equation. Outsourcing your core competency does not work.
All distributors are obliged to sign documents stating that they would not use any of their commissions for payments to foreign officials. Distributors willingly signed the required documents, since they were threatened by corporate with cancellation if they did not comply. However, in reality the U.S.
If you can’t quantify or document your service for repeatability and new employee training, you will kill yourself trying to grow the business. Customers won’t pay to see your new employees learning on the job, and outsourcing the real work to a cheap labor source is a recipe for disaster.
A common challenge faced by every entrepreneur is that they don’t have the bandwidth, interest or skills to do everything that is required to build their startup. Of course, they can outsource part of the work or hire employees, but that approach means more time and money to manage the work, which they don’t have.
Customers don’t like to see you learning on the job or outsourcing. Define and document the service process you sell. You can’t measure, scale, or patent a service process that is not clearly documented. In addition, the statistics show that over half of new startups, perhaps as high as 75%, provide services only (no product).
My name is Alon Shwartz and I’m the CTO and co-founder of Docstoc, a LA based start-up focused on sharing and finding documents: www.docstoc.com. Check my profile and documents on: www.docstoc.com/Profile/Alon. Tags: Business Docstoc docstoc.com entrepreneur Technology. More coming soon. Contact me at alon at docstoc.com.
My name is Alon Shwartz and I’m the CTO and co-founder of Docstoc, a LA based start-up focused on sharing and finding documents: www.docstoc.com. Check my profile and documents on: www.docstoc.com/Profile/Alon. Tags: Docstoc Technology entrepreneur docstoc.com Business. More coming soon. Contact me at alon at docstoc.com.
My name is Alon Shwartz and I’m the CTO and co-founder of Docstoc, a LA based start-up focused on sharing and finding documents: www.docstoc.com. Check my profile and documents on: www.docstoc.com/Profile/Alon. Tags: Docstoc Technology entrepreneur docstoc.com Business. More coming soon. Contact me at alon at docstoc.com.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Typically some production and delivery is outsourced, requiring formal contracts and documentation.
Outsource what is non-strategic to optimize leverage. Smart entrepreneurs never outsource their core competency, and never rely on intellectual property they don’t own. Document processes and build online training videos so new people can come online quickly and consistently. Attract and relish investor funding.
If you can’t quantify or document your service for repeatability and new employee training, you will kill yourself trying to grow the business. Customers won’t pay to see your new employees learning on the job, and outsourcing the real work to a cheap labor source is a recipe for disaster.
Good entrepreneurs are all about managing change, but too many forget that they have to change themselves as their dream evolves from a startup to a scalable business. When the business starts to scale, you need documented processes and people with the right skills and training who can do the right work without you.
A business plan is an “outward facing” document for external investors, or for C-level executives within your own company. Enough detail is required so that someone else can build it without you (outsourcing). Because this document is “outward facing” the tone and level has to change to be understandable by customers and investors.
If you can’t quantify or document your service for repeatability and new employee training, you will kill yourself trying to grow the business. Customers won’t pay to see your new employees learning on the job, and outsourcing the real work to a cheap labor source is a recipe for disaster.
Yet every entrepreneur I meet wants to talk about the idea, and rarely mentions the team. Thus I was happily surprised when I found the classic book, “ The Tech Entrepreneur’s Survival Guide ,” by Bernd Schoner, PhD, and cofounder of ThingMagic, which leans heavily on the people side of the equation. The operations superstar.
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