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Your board should protect you!

Berkonomics

Even venture capitalists who sit on boards where they have significant investments often forget this point. They write in their investment documents that they will occupy a seat on the board for as long as they are invested in the company, thinking of this as a protection for their investment and tool for them to influence growth.

Class 282
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Take this test to predict your success:

Berkonomics

Ten tests for your business success: Is your market identifiable and accessible? Test yourself as to whether you can identify the size of your market niche, and whether you can overcome the many barriers to access customers within your niche. How large is your total market? Can you dominate that market?

Patents 156
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Can you guess 10 tests for your success?

Berkonomics

Ten tests for your business success: Is your market identifiable and accessible? Test yourself as to whether you can identify the size of your market niche, and whether you can overcome the many barriers to access customers within your niche. How large a total market? Can you dominate that market?

Patents 286
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Is it your brilliant plan or your execution?

Berkonomics

Tyson’s insight into the realities of the market. The ‘punch in the face’ is analogous to dealing with the business plan when it intersects with the realities of the market. I can’t recall any of my companies hanging onto its original plan after some level of market feedback. Tyson’s statement also addresses change.

Summary 156
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When to pivot from your original plan?

Berkonomics

We are not always smart about the market or the product. We may miss the context of the times and come to market too soon or too late. We might not have researched the market diligently or used a focus group or other market research. Early market experience can cause a need to pivot. My story of a great pivot.

Resource 156
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It’s mostly in the execution.

Berkonomics

The ‘punch in the face’ is analogous to dealing with the business plan when it intersects with the realities of the market. Email readers, continue here.] I can’t recall any of my companies hanging onto its original plan after some level of consumer feedback. Some label this as “Bet on the jockey, not the horse.”. Starting up'

Startup 245
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Once again: Is it the jockey or the horse?

Berkonomics

My answer always varies as I examine each deal, sometimes deferring and passing on an investment because of an uneasy feeling about the entrepreneur, even if the business plan seems able to capture the market. And what if that person admitted immediately that he or she had no team and was not the person to take this plan to market?