On Bloomberg Businessweek, Sharon Nunes urges readers to "unleash their inner entrepreneur", as she shares the lessons she learned while launching a new business unit at IBM.
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Just what is an entrepreneur? According to Jeff Stibel, writing for HBR.org, entrepreneurship can be likened to a disease. Explaining his reasoning, he says: "Having it myself, I am not always sure it is a good thing. That so many people wish to suffer from it just tells me they don't understand it."
Is your great idea good enough, and can it become profitable and deliver a return on any investments? Although there's no real way of finding out until you try, business website Inc.com offers some start-up preparation tips.
Writing for the Wall Street Journal's website, Rosalind Resnick, founder and CEO and Axxess Business Consulting Inc, highlights the mistakes that start-up entrepreneurs make. Resnick admits that "when it comes to starting a successful business, there's no surefire playbook that contains the winning game plan".
Writing for HBR.org, Stever Robbins says it is important for entrepreneurs to develop their communication skills, warning that "silence isn't golden; it's dangerous".
The challenge of attracting talented people to a start-up business is discussed by Issie Lapowsky on Inc.com. The author observes that good employees are valuable and essential for growth. With that in mind, she imparts some advice for entrepreneurs looking to recruit the right kind of people for their business.
Martin Zwilling of Forbes.com provides entrepreneurs with a ten-point guide to measuring the progress of their start-up, revealing the signs that are likely to impress financial backers.
Stever Robbins uses his blog on HBR.org to define "advanced entrepreneurship", and attempt to answer the question, "What makes an entrepreneur successful?"
On Forbes.com, Martin Zwilling outlines a recipe for a great business plan, revealing the ten essential ingredients.
According to the author, investment-grade business plans usually consist of around 20 pages, which should also contain these ten key elements that matter most to business owners and investors…
Starting a part-time business can be a low-risk entry into entrepreneurship, says Eric Markowitz of Inc.com. He offers some advice on getting your business idea off the ground in your spare time.
On Bloomberg Businessweek, Karen E. Klein examines entrepreneur Sasha Gurke's advice on keeping a business thriving – the overall theme of which is: think like an engineer.
On Fast Company, Mark Suster advises entrepreneurs on using PR firms for their start-up companies. He says: "One of the most frequent questions entrepreneurs ask about when they raise a little bit of money or are getting close to launching their first product is whether they should hire a PR firm.
Are you finding it difficult to attract top talent to your company? Do you need ideas for finding extraordinary employees to help with your venture?
If so, Verne Harnish offers some advice on the Fortune website in the form of the following five tips:
Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.
Everybody would like to make money – and success will usually depend on the degree of enterprise that is intelligently applied to the business idea.
The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality.
Managers are constantly asked to behave like entrepreneurs.
All companies today want to stay or become entrepreneurial.
But what are the attributes of the entrepreneur? The most convincing list by far was assembled by Geoffrey A.Timmons in an article published by the Harvard Business Review in 1979. He found that entrepreneurs required the following nine qualities:
People are the key to organisational success, and also the cause of corporate failure.
Entrepreneurs don't on the whole read management books, and most such books don't seem to be written for them - especially those who run smaller businesses. After all, there's a vast gulf between the scale of business that employs at most 100 people and a payroll in the tens of thousands. The large company can turn over £1 million, not in a good year, but an everyday hour.