America's Most Successful Startups: Lessons for - download pdf or read online

By Max Finger, Oliver Samwer

ISBN-10: 3409114092

ISBN-13: 9783409114097

The degree thesis of Max Finger and Oliver Samwer which they wrote at their collage WHU - Otto Beisheim institution of Management.


1. Introduction
1.1 function of the Study
1.2 learn Design

I. making a BUSINESS

2. The Opportunities
2.1 kinds of Opportunities
2.1.1 possibilities in keeping with a Paradigm Shift
2.1.2 possibilities in keeping with a brand new Product or company Model
2.1.3 possibilities in keeping with a Me-too Product
2.2 chance Recognition
2.2.1 Markets that change
2.2.2 Markets which are badly understood.
2.2.3 Markets which are large
2.2.4 Markets which are quickly growing
2.2.5 Markets the place the Incumbent avid gamers can't move
2.2.6 Markets the place there's little Competition
2.3 means of chance popularity
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 learn Process
2.6 common recommendation at the suggestion new release Process
2.7 review of a company Idea
3. The Homework
3.1 Defining the industry Need
3.2 Defining the Customer
3.3 Defining the industry Size
3.4 Defining the industry Timing
4. The Window of chance
5. The heritage of the Entrepreneur
6. The Founders
7. The function of the Founder
7.1 administration of the corporate
7.2 possession of the Company
7.3 development a Sustainable Business
8. the appropriate Startup


9. The Location
10. The Advisors
11. The aid avid gamers
11.1 felony Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 threat identity and Elimination
13.3 assets of investment
13.3.1 Bootstrapping
13.3.2 assets of outdoor Equity Angel Investors enterprise Capital company Investors preliminary Public delivering investment Strategy
13.4 opting for an Investor
13.5 basic recommendation at the investment procedure
14. The Culture
14.1 significance of Culture
14.2 Values
14.3 People
14.3.1 Recruiting People
14.3.2 Attracting People
14.3.3 discovering People
14.3.4 maintaining People
14.3.5 pushing aside People
14.4 Mission
14.5 details Flow
14.5.1 loose move of information Open-door, walk-in Meetings Sitting in Cubicles prestige conferences and Reports own Whiteboards All-Hands-Meetings CEO Lunches and worker Breakfasts
14.6 Communication
14.6.1 Formal and casual Communication
14.6.2 Direct and Open Communication
14.7 determination Making
14.8 outcome Orientation and Management-by-Objectives
14.9 Key features of a winning Culture
14.9.1 A staff paintings Culture
14.9.2 An Egoless tradition
14.9.3 A Meritocracy of ideas
14.9.4 A possibility Culture
14.9.5 A "no prestige, no ego, blue-jeans" tradition
14.9.6 A "don't-let-the-others-down" Culture
14.9.7 A enjoyable Culture
14.9.8 A relatives Culture
14.10 retaining the tradition whilst the corporate is Growing
14.11 Leadership
14.11.1 construction a Vision
14.11.2 construction Teams
14.11.3 Reinforcing the Culture
14.11.4 making a feel of Urgency
14.11.5 traits of a Leader
15. The administration crew
16. know-how and marketplace Orientation
17. the flexibleness
18. The Focus
19. The Execution
20. The community

IIl. turning out to be THE BUSINESS

21. The Partners
22. the sport for Mindshare
23. The Breakthrough
24. the 1st Customers
25. The Competition
26. the expansion Management
26.1 humans
26.2 Processes
26.3 Management
26.4 Communication


27. The Motivation
28. The Doubts
29. The Sacriflces
30. The features of an Entrepreneur
30.1 Visionary
30.2 self assurance
30.3 group Spirit
30.4 possibility angle
30.5 No worry of Failure
30.6 skill to Learn
30.7 Entrepreneurship is especially personal
30.8 experience of Reality
30.9 endurance
30.10 Commitment
30.11 event
30.12 Salesmanship
30.13 status of an Entrepreneur
31. Summary
32. Appendix

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Additional info for America's Most Successful Startups: Lessons for Entrepreneurs

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So what the founders do is they cash out, exit and start another one. That one they can then maybe grow to a 1000 employees and then they cash out, and exit, and start another one again. Proposition: Many companies grow faster than their founders can leam. Bill-Gates-type of people start a company and run it for their life. That is extraordinary. Butthat is not what usually happens. Ordinarily somebody starts a company, grows it to a certain point and then gives up the CEO job, becomes chairman of the board and then exits and starts another company.

You do not have to spend a Iot of money on expensive marketing studies. Usually, five customers is enough. If you find five people you think should be interested based on your concept and you show your prototype to them and they really want it, the idea is real. They better really want it, because it is not enough that they think it is kind of a good idea. But if five people really want it you are probably onto something. If one or two or three people kind of do not understand, there are two possibilities: one is that it is not a good idea, the other is that you are not presenting it in a very coherent way so that they cannot understand.

Try to attract the most outstanding personalities in the industry who can really provide leverage to your business. Because people are going to evaluate your venture by who you are with. 11. The Support Players Lawyers, tax consultants, and accountants, who have experience with startups and their needs, are important support players. An entrepreneur should not underestimate the importance of these support players, and always try to get only excellent players in this field, too. Always think big, and pick accounting and law firms which might be too "big" for your company at the time.

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America's Most Successful Startups: Lessons for Entrepreneurs by Max Finger, Oliver Samwer

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