ENTR4800 Class 3 - Guest Lecture by Assaf Weisz
•
0 likes•504 views
The document outlines steps to develop a successful business model: 1. Have a clear idea of how to address and fix an issue or problem. 2. Develop the idea into a model that can profitably produce and deliver value. 3. Continuously innovate and improve the model over time.
Report
Share
Report
Share
Download to read offline
Recommended
Building as you go – digital product design for smaller charities
The document discusses agile product development for smaller charities. It covers defining problems, developing minimum viable products (MVPs), scaling solutions iteratively, and common mistakes like failing to plan for contingencies. The overall message is that agile development allows charities to start small, test solutions, and build upon what works in a flexible manner.
How to Get More Oppportunites via LinkedIn
This document discusses how to get more opportunities via LinkedIn. It introduces Rod Sloane, a LinkedIn expert and consultant, and provides tips on focusing your LinkedIn profile and activities on your ideal prospects. It shares the story of Kenneth Stephens, an attorney who grew his law firm from nothing to success through persistent outreach on LinkedIn, connecting with thousands of people. The document encourages taking action on LinkedIn like Kenneth did to achieve business growth.
Virtual Apache Druid Meetup: AIADA (Ask Itai and David Anything)
Itai Yaffe (Tech Lead, Big Data group) @ Nielsen and David Bar (Software Architect) @ ForeScout:
At this Ask Me Anything-style virtual meetup, Itai and David answered questions about Apache Druid from the unique perspectives of an open-source Druid user (Itai) and Imply customer (David).
Building Local Economies: Enterprise Development, Entrepreneurship and Innova...
Focus on the South African membership of the Talloires Network.
Question: What is the intersection of community engagement and youth economic employment? How does job creation also address a wide array of societal challenges? How is employment also civic engagement?
ENTR4800 Class 9: Managing for Social Impact
This document summarizes a class on managing social enterprises for social impact. It discusses achieving both social and financial goals, identifying social goals through a theory of change, measuring social impact through both quantitative and qualitative metrics, and communicating social impact through conventional and unconventional marketing approaches. Managing social enterprises requires a balance of achieving social missions while also ensuring financial sustainability.
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
This document summarizes a class on financing options for social enterprises. It discusses:
1) Different financing options for social enterprises depending on their stage of development, ranging from grants to equity investments.
2) Factors that social investors consider, including the social benefits, management experience, a clear business proposal demonstrating financial sustainability, and capacity for financial oversight.
3) Specific criteria used by the Canadian Alternative Investment Co-op, an impact investment fund, focusing on the request amount, repayment terms, collateral, business case, risk mitigation, financial statements, and management practices.
Social enterprise for mrp conference 2011
This presentation was in conjunction with Chris Miller of The Mission Center and Julie Lawson of the Crime Victim's Advocacy Center. The presentation covers the ins and outs of social enterprise and presents several case studies.
Goal Setting in Social Entrepreneurship
"Goal Setting in Social Entrepreneurship" is from the lecture session that Syed delivered during the Social Entrepreneurship Development Programme for Youth in Assam Rajiv Gandhi University of Cooperative Management, Sibsagar, Assam.
Recommended
Building as you go – digital product design for smaller charities
The document discusses agile product development for smaller charities. It covers defining problems, developing minimum viable products (MVPs), scaling solutions iteratively, and common mistakes like failing to plan for contingencies. The overall message is that agile development allows charities to start small, test solutions, and build upon what works in a flexible manner.
How to Get More Oppportunites via LinkedIn
This document discusses how to get more opportunities via LinkedIn. It introduces Rod Sloane, a LinkedIn expert and consultant, and provides tips on focusing your LinkedIn profile and activities on your ideal prospects. It shares the story of Kenneth Stephens, an attorney who grew his law firm from nothing to success through persistent outreach on LinkedIn, connecting with thousands of people. The document encourages taking action on LinkedIn like Kenneth did to achieve business growth.
Virtual Apache Druid Meetup: AIADA (Ask Itai and David Anything)
Itai Yaffe (Tech Lead, Big Data group) @ Nielsen and David Bar (Software Architect) @ ForeScout:
At this Ask Me Anything-style virtual meetup, Itai and David answered questions about Apache Druid from the unique perspectives of an open-source Druid user (Itai) and Imply customer (David).
Building Local Economies: Enterprise Development, Entrepreneurship and Innova...
Focus on the South African membership of the Talloires Network.
Question: What is the intersection of community engagement and youth economic employment? How does job creation also address a wide array of societal challenges? How is employment also civic engagement?
ENTR4800 Class 9: Managing for Social Impact
This document summarizes a class on managing social enterprises for social impact. It discusses achieving both social and financial goals, identifying social goals through a theory of change, measuring social impact through both quantitative and qualitative metrics, and communicating social impact through conventional and unconventional marketing approaches. Managing social enterprises requires a balance of achieving social missions while also ensuring financial sustainability.
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
This document summarizes a class on financing options for social enterprises. It discusses:
1) Different financing options for social enterprises depending on their stage of development, ranging from grants to equity investments.
2) Factors that social investors consider, including the social benefits, management experience, a clear business proposal demonstrating financial sustainability, and capacity for financial oversight.
3) Specific criteria used by the Canadian Alternative Investment Co-op, an impact investment fund, focusing on the request amount, repayment terms, collateral, business case, risk mitigation, financial statements, and management practices.
Social enterprise for mrp conference 2011
This presentation was in conjunction with Chris Miller of The Mission Center and Julie Lawson of the Crime Victim's Advocacy Center. The presentation covers the ins and outs of social enterprise and presents several case studies.
Goal Setting in Social Entrepreneurship
"Goal Setting in Social Entrepreneurship" is from the lecture session that Syed delivered during the Social Entrepreneurship Development Programme for Youth in Assam Rajiv Gandhi University of Cooperative Management, Sibsagar, Assam.
Preconditions for the social entrepreneurship developments
Workshop 2: Serbia – Social entrepreneurship and sustainability
Belgrad – Study Tour (28.02-03.03.2012)
The project „Overcoming the Digital Divide: Access for Rural Communities” / „Incluziunea digitală a comunităților rurale”
ENTR4800 Class 1: Definitions and Examples of Social Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
INDEV308 Class 5 - Financing Considerations for Social Enterprise
Theory: How do you construct a financial model for your social venture?
Practice: What are the main cost drivers and revenue streams for your social venture? What are the various types of financing that social enterprises require, and how does this vary over the lifecycle of the business?
http://www.socialentrepreneurship.ca/indev308
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308Marketing Management Short Notes
This document provides an outline and content for a marketing management course. It begins with definitions of marketing and marketing management. It then outlines the major topics to be covered in the course, including the nature and importance of products, pricing systems, distribution structures, and promotional activities. For each major topic, it lists the sub-topics that will be discussed and provides a high-level overview of the content to be covered. It also includes marketing management concepts like the marketing mix and the roles of a marketing manager. The document serves as a comprehensive guide for both instructors and students on the essential information to be covered in a marketing management course.
ENTR4800 Class 8 - Managing for Impact
This document summarizes a class on managing social enterprises for social impact. The class covered: [1] The responsibilities of managing both financial and social goals; [2] Measuring social impact through identifying goals, measuring outcomes, and addressing challenges; and [3] Communicating social impact to different audiences through clear messaging. The class provided frameworks for balancing social and financial value as well as examples of social impact measurement from organizations.
APS 1015H Class 5 - Financial and Costing Analysis for Social Enterprise
The class will use data from a real social enterprise and using Microsoft Excel to develop a basic costing analysis, and will also focus on identifying key financial considerations unique to social enterprise.
http://www.socialentrepreneurship.ca/
APS1015H Class 2 - Identifying Key Issues in Social Entrepreneurship
This class focuses on providing an overview of some of the most pressing social and environmental issues of our time, and explores a few innovative approaches that entrepreneurs have taken to respond to these issues. Students will use this class as inspiration for starting on their major group assignment
http://www.socialentrepreneurship.ca/aps1015h
Marketing Management
marketing, types of markets, 4p, 7p, 8p, stages of marketing, scope of marketing, selling and marketing, marketing concept
Marketing management full notes @ mba
This document provides an overview of marketing concepts and approaches. It discusses five concepts that guide a business's marketing activities: the production concept, product concept, selling concept, marketing concept, and societal marketing concept. The marketing concept views customers as central and focuses on satisfying customer needs. The document also defines key marketing terms like needs, wants, demands, products, value, exchange, and markets. It emphasizes that the most effective approach is to understand customer needs and wants.
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social Enterprise
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/APS1015 Class 2 - Systems Deep Dive
This lecture focuses the dynamics within systems, how to identify and analyze gaps as well as evaluate how change takes place within more complex systems. Students will be introduced to the process of systems mapping and will participate in a class exercise to create and analyze a systems map for a specific social system. Students may apply the lessons from this lecture to the preparation of their major assignment, which will be introduced in this class (due Class 9).
APS 1015 Class 1 - Intro to SE and Systems
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
APS 1015 Class 6 - Market Validation
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its “business potential”. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
APS 1015 Class 8 - Business Case for SE
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
The document summarizes key points from a lecture on financing options for social enterprises. It discusses the various types of financing available over the lifecycle of a social enterprise, from grants to equity investments. It also outlines what investors typically care about, including clear explanations of the business case, experience of management and board, financial projections, risk mitigation strategies, and capacity for financial management. The financing landscape and considerations for social enterprises are complex, involving different instruments suited to various stages of growth.
APS1015 Class 6: Validation of Market-Based Solutions
The document summarizes a class on validating market-based social entrepreneurship solutions. It discusses recapping ideas from the previous class, screening entrepreneurial ideas through an internal process, and validation techniques. The internal screening process involves assessing ideas based on their social fit and business potential. Various validation techniques are then presented, including primary research methods like interviews, and developing an interview guide to gather feedback and test assumptions.
APS 1015 Class 7 - Market Validation
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a “live case” with a guest social entrepreneur.
Marketing management-by-philip-kotler-1
This document discusses key concepts in marketing for the 21st century. It covers the challenges businesses face in a new economy with increased information and connectivity. Major topics addressed include the tasks of marketing, core marketing concepts and tools, different company orientations toward customers and markets, and how businesses and marketers are responding to changes through strategies like e-commerce, globalization, and relationship marketing.
APS 1015 Class 7 - SE Considerations
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
Vision Values and Leadership- San Diego
Successful leaders execute on their goals and visions, which builds trust with others. They do the right things rather than just having a great vision. Vision and goals are important for leaders to articulate. Planning, focus, and perseverance are keys to achieving goals and becoming a successful leader.
8 simple questions inspired by 20 years of celebrating Canada's Best Managed ...
Applications are now open for the 2013 Best Managed Companies program. Learn more: http://www.bestmanagedcompanies.ca
Thinking like one of Canada’s Best Managed Companies is surprisingly simple…and that’s what so hard! But simplicity leads to clarity. And clarity leads to focus which leads to success.
That’s what twenty-plus years of working with Canada’s Best Managed Companies teaches us in Power of the Best.
We’ll show you how Canada’s Best Managed Companies responded to their challenges with simplicity, discipline and focus and by asking themselves questions about eight aspects of business, questions about innovation, talent, productivity and more.
Our “8 simple questions” were inspired by stories in the best-selling business book, Power of the Best: Innovative Strategies from Canada’s Best Managed Companies.
www.deloitte.com/ca/growthenterprises
More Related Content
Viewers also liked
Preconditions for the social entrepreneurship developments
Workshop 2: Serbia – Social entrepreneurship and sustainability
Belgrad – Study Tour (28.02-03.03.2012)
The project „Overcoming the Digital Divide: Access for Rural Communities” / „Incluziunea digitală a comunităților rurale”
ENTR4800 Class 1: Definitions and Examples of Social Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/
INDEV308 Class 5 - Financing Considerations for Social Enterprise
Theory: How do you construct a financial model for your social venture?
Practice: What are the main cost drivers and revenue streams for your social venture? What are the various types of financing that social enterprises require, and how does this vary over the lifecycle of the business?
http://www.socialentrepreneurship.ca/indev308
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...Social Entrepreneurship
Theory: What are the unique HR and operational considerations that social entrepreneurs need to incorporate in their social enterprise?
Practice: What strategies and techniques can social entrepreneurs apply to effectively execute the operational and HR aspects of their social venture?
http://www.socialentrepreneurship.ca/indev308Marketing Management Short Notes
This document provides an outline and content for a marketing management course. It begins with definitions of marketing and marketing management. It then outlines the major topics to be covered in the course, including the nature and importance of products, pricing systems, distribution structures, and promotional activities. For each major topic, it lists the sub-topics that will be discussed and provides a high-level overview of the content to be covered. It also includes marketing management concepts like the marketing mix and the roles of a marketing manager. The document serves as a comprehensive guide for both instructors and students on the essential information to be covered in a marketing management course.
ENTR4800 Class 8 - Managing for Impact
This document summarizes a class on managing social enterprises for social impact. The class covered: [1] The responsibilities of managing both financial and social goals; [2] Measuring social impact through identifying goals, measuring outcomes, and addressing challenges; and [3] Communicating social impact to different audiences through clear messaging. The class provided frameworks for balancing social and financial value as well as examples of social impact measurement from organizations.
APS 1015H Class 5 - Financial and Costing Analysis for Social Enterprise
The class will use data from a real social enterprise and using Microsoft Excel to develop a basic costing analysis, and will also focus on identifying key financial considerations unique to social enterprise.
http://www.socialentrepreneurship.ca/
APS1015H Class 2 - Identifying Key Issues in Social Entrepreneurship
This class focuses on providing an overview of some of the most pressing social and environmental issues of our time, and explores a few innovative approaches that entrepreneurs have taken to respond to these issues. Students will use this class as inspiration for starting on their major group assignment
http://www.socialentrepreneurship.ca/aps1015h
Marketing Management
marketing, types of markets, 4p, 7p, 8p, stages of marketing, scope of marketing, selling and marketing, marketing concept
Marketing management full notes @ mba
This document provides an overview of marketing concepts and approaches. It discusses five concepts that guide a business's marketing activities: the production concept, product concept, selling concept, marketing concept, and societal marketing concept. The marketing concept views customers as central and focuses on satisfying customer needs. The document also defines key marketing terms like needs, wants, demands, products, value, exchange, and markets. It emphasizes that the most effective approach is to understand customer needs and wants.
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social Enterprise
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social EnterpriseSocial Entrepreneurship
Definitions and Examples of Social Entrepreneurship
Theory: What is social entrepreneurship? What distinguishes social entrepreneurship from traditional entrepreneurship?
Practice: What is social enterprise? How is it different from social entrepreneurship? How does it differ from traditional business?
http://www.socialentrepreneurship.ca/entr4800/APS1015 Class 2 - Systems Deep Dive
This lecture focuses the dynamics within systems, how to identify and analyze gaps as well as evaluate how change takes place within more complex systems. Students will be introduced to the process of systems mapping and will participate in a class exercise to create and analyze a systems map for a specific social system. Students may apply the lessons from this lecture to the preparation of their major assignment, which will be introduced in this class (due Class 9).
APS 1015 Class 1 - Intro to SE and Systems
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
APS 1015 Class 6 - Market Validation
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its “business potential”. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
APS 1015 Class 8 - Business Case for SE
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
The document summarizes key points from a lecture on financing options for social enterprises. It discusses the various types of financing available over the lifecycle of a social enterprise, from grants to equity investments. It also outlines what investors typically care about, including clear explanations of the business case, experience of management and board, financial projections, risk mitigation strategies, and capacity for financial management. The financing landscape and considerations for social enterprises are complex, involving different instruments suited to various stages of growth.
APS1015 Class 6: Validation of Market-Based Solutions
The document summarizes a class on validating market-based social entrepreneurship solutions. It discusses recapping ideas from the previous class, screening entrepreneurial ideas through an internal process, and validation techniques. The internal screening process involves assessing ideas based on their social fit and business potential. Various validation techniques are then presented, including primary research methods like interviews, and developing an interview guide to gather feedback and test assumptions.
APS 1015 Class 7 - Market Validation
Students will be exposed to methods for evaluating the “business potential” of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a “live case” with a guest social entrepreneur.
Marketing management-by-philip-kotler-1
This document discusses key concepts in marketing for the 21st century. It covers the challenges businesses face in a new economy with increased information and connectivity. Major topics addressed include the tasks of marketing, core marketing concepts and tools, different company orientations toward customers and markets, and how businesses and marketers are responding to changes through strategies like e-commerce, globalization, and relationship marketing.
APS 1015 Class 7 - SE Considerations
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
Viewers also liked (20)
Preconditions for the social entrepreneurship developments
Preconditions for the social entrepreneurship developments
ENTR4800 Class 1: Definitions and Examples of Social Entrepreneurship
ENTR4800 Class 1: Definitions and Examples of Social Entrepreneurship
INDEV308 Class 5 - Financing Considerations for Social Enterprise
INDEV308 Class 5 - Financing Considerations for Social Enterprise
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...
INDEV308 Class 6 - HR, Operational and Legal Considerations for Social Enterp...
APS 1015H Class 5 - Financial and Costing Analysis for Social Enterprise
APS 1015H Class 5 - Financial and Costing Analysis for Social Enterprise
APS1015H Class 2 - Identifying Key Issues in Social Entrepreneurship
APS1015H Class 2 - Identifying Key Issues in Social Entrepreneurship
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social Enterprise
ENTR4800 Class 1: Introduction to Social Entrepreneurship and Social Enterprise
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
ENTR4800 Class 5 (Part 2): Financing Considerations for Social Enterprises
APS1015 Class 6: Validation of Market-Based Solutions
APS1015 Class 6: Validation of Market-Based Solutions
Similar to ENTR4800 Class 3 - Guest Lecture by Assaf Weisz
Vision Values and Leadership- San Diego
Successful leaders execute on their goals and visions, which builds trust with others. They do the right things rather than just having a great vision. Vision and goals are important for leaders to articulate. Planning, focus, and perseverance are keys to achieving goals and becoming a successful leader.
8 simple questions inspired by 20 years of celebrating Canada's Best Managed ...
Applications are now open for the 2013 Best Managed Companies program. Learn more: http://www.bestmanagedcompanies.ca
Thinking like one of Canada’s Best Managed Companies is surprisingly simple…and that’s what so hard! But simplicity leads to clarity. And clarity leads to focus which leads to success.
That’s what twenty-plus years of working with Canada’s Best Managed Companies teaches us in Power of the Best.
We’ll show you how Canada’s Best Managed Companies responded to their challenges with simplicity, discipline and focus and by asking themselves questions about eight aspects of business, questions about innovation, talent, productivity and more.
Our “8 simple questions” were inspired by stories in the best-selling business book, Power of the Best: Innovative Strategies from Canada’s Best Managed Companies.
www.deloitte.com/ca/growthenterprises
Learning from nanovation
This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Jonathan Rechtman - Winning Partnerships
Global Shaper Training by Jonathan Rechtman - Winning Partnerships. The art of getting others to help achieve your goals.
Connecting with Impact Investors
As a social entrepreneur, how do you connect with impact investors? What is different about impact investing vs. typical tech investing? This hands-on, interactive workshop was given to winners of The Tech Awards in an all-day retreat.
The key here is to practice, try new things, and practice some more. You can do this yourself by going to events or conferences and keep giving your short elevator story over and over, taking new risks, tweaking, and trying again.
Surrey Real Estate Investors Club - Strategy Selection
This presentation covers the basics of why and why not to invest in real estate and how to get started.
Working with your Board of Directors by Rachael Barrett
Presentation reviewing board member roles and responsibilities for nonprofit fundraising on May 21, 2015 to the Nonprofit Executive Directors (NED) group on LinkedIn (http://bit.ly/nedgroup) and Meetup (http://bit.ly/nedmeet).
What the hell is tech a startup?
I put this presentation together because I kept getting asked what a tech startup was. I realized if the mission we had with The Phat Startup was ever going to create entreprenerus instead of just entertaining the ones that already exsist, we had to educate. So here is a general description of a tech startup that I will use to speak to people in urban communities.
Custom scouts_making_the_ask_small_screen
The document provides guidance on how to effectively fundraise for the Otschodela Council's capital campaign. It outlines three key components to develop for fundraising asks: 1) Become comfortable with fundraising by viewing it positively, 2) Create personalized solicitation strategies by finding connections between donors and the organization, and 3) Set the stage for productive dialogue by structuring meetings to make donors feel valued. Specific tips are provided for running solicitation meetings, including introducing yourself, actively listening to donors, presenting the organization's case, making the funding ask, and following up after meetings. The overall message is that human connection is important for inspiring philanthropy.
Transformational Growth
The document outlines 8 steps to bring transformational growth to a business: 1) Decide you want exponential growth and what you're willing to change to achieve it, 2) Write down your goals and dreams clearly, 3) Share your dreams with others to gain support and input, 4) Take daily action towards your goals through planning, sharing ideas, etc, 5) Continuously learn new skills, 6) Regularly celebrate progress and accomplishments, 7) Track your progress towards milestones, and 8) Help others along their journey by sharing experiences and advice. The author emphasizes that transformational growth requires daily discipline and following simple steps consistently over time.
"Is Your Net Working?"
This presentation discusses the importance of networking, especially in times of crisis. It provides some key statistics about unemployment rates and notes that most people network when they need something or are in trouble. However, the presentation advocates networking from a position of strength. It discusses growing one's network by targeting influencers and champions within the network. The presentation emphasizes perceived value and how one is seen by others. It stresses becoming an expert in one's field and having a positive attitude. The overall message is that opportunity plus action equals success, and attendees are encouraged to apply what they've learned and connect with someone new.
Marcus Segal ZYNGA
This document provides lessons and advice for starting a new business or startup. It discusses raising money, hiring great teams, and time management. Some key points:
- Raising money is challenging - most VC funds only 6 out of 1,000 plans and 60% of funded startups fail or are acquired.
- When raising money, have a clear vision and concise plan. Don't be desperate and it's worth waiting for the right investor.
- Hiring is critical - seek a mix of generalists and specialists. Have senior leaders interview and avoid inflated titles.
- Time management is important for entrepreneurs. Balance "either/or" thinking and launch when ready.
Ask and You Shall Receive: How to Effectively Fundraise During a Global Pandemic
Ask and You Shall Receive: How to Effectively Fundraise During a Global PandemicElizabeth (Liz) Ngonzi
This document provides tips and strategies for fundraising during the coronavirus pandemic. It discusses how to make your mission relevant, focus on relationships, embrace timing adjustments, and innovate while staying true to your mission. Emergency grants of $11.3 billion have supported over 4,000 nonprofits. Recommended resources for fundraising during this time are also listed.Being Human: Even When it's Difficult
When your content is complicated (think financial services, healthcare, etc.), it's hard to be human. But that's when it's most important. Here's how you can maintain your humanity in the face of obstacles.
2019 Financial Inclusion & Disability Resource Summit Presentation
2019 Financial Inclusion & Disability Resource Summit Presentation
-Gain more insight and learn about opportunities that are available for persons with disabilities
Anatomy of a Startup Ecosystem
This document outlines the key components of a startup ecosystem and provides suggestions on how to develop each component. It identifies 10 core elements: entrepreneurs and leaders, community, talent, terroir, corporate patrons, mentors, services and support, access to capital, spaces and places, and communication platforms. For each element, it provides a brief definition and lists strategies for cultivating and strengthening that aspect of the startup ecosystem. The overall aim is to provide thoughts on how to build a robust local startup community and environment.
How to fundraise & bootstrap in 2014
This document provides an overview of fundraising and bootstrapping strategies for startups in 2014. It discusses investors and what to know about them, such as most having no startup experience. Fundraising requires traction like 5000 users or $5000 in revenue. Bootstrapping options include the "kamikaze style" of working alone with no outside income for years or the "normal style" of balancing work and fundraising over time. Overall, the document advises startups to demonstrate traction and solve painful problems to attract investors and build sustainable businesses.
Hiring and firing 11 29-2011 chicago
The document provides advice and guidance for leadership, hiring, and business strategy. It emphasizes the importance of having a clear vision, goals, and plan. Good leaders execute on their goals and recruit experts in different areas to help realize their vision. Leaders should study both successes and failures to learn, and hire people who are stronger in areas where they are weak. The document also provides tips on assessing job candidates, negotiating terms, and using one's time effectively.
Rising youth outreach presentation
TakingITGlobal is looking for young people aged 15-30 to design and implement community service projects through their RisingYouth program. The program provides grants up to $1500 to fund projects, as well as ongoing support. Projects are intended to empower youth to address local challenges and share their stories of community impact. Youth can get help developing ideas and applying for funding from Youth Engagement Activators located across Canada. The goal is to help young people turn their passions into positive actions that shape the world.
n nIInn tthhiiss iissssuueenn Discover...how you c.docx
n n
IInn tthhiiss iissssuuee::
nn Discover...
how you can you can
become a more powerful
and effective leader by
applying the 21 Laws of
Leadership to your life.
nn Understand...
the truth behind five major
myths about leadership:
(1) the management myth;
(2) the entrepreneur myth;
(3) the knowledge myth;
(4) the pioneer myth; and
(5) the position myth.
nn Master...
the leadership growth
process, which proceeds
from not knowing what you
don't know, through know-
ing what you don't know, to
developing the ability to
lead instinctively.
nn Compensate...
for your weaknesses by
following three steps to
surround yourself with
people whose strengths
complement your short-
comings.
nn Succeed...
by using the Law of
Explosive Growth: If you
want growth, you must
lead followers — but if you
want explosive growth, you
have to lead leaders.
n n
The 21 Irrefutable Laws
of Leadership
Follow Them and People Will Follow You
Revised & Updated 10th Anniversary Edition
by John C. Maxwell
A summary of the original text.
While times change andtechnology marches for-
ward, the principles of lead-
ership are constant and stand
the test of time. There are
four ideas to keep in mind as
we explore The 21 Irrefutable
Laws of Leadership:
1. The laws can be learned.
Some are easier to under-
stand and apply than oth-
ers, but every one of them
can be mastered.
2. The laws can stand
alone. Each law comple-
ments all the others, but
you don't need one in
order to learn another.
3. The laws carry conse-
quences. If you ignore
them, you will be unable
to lead well. If you imple-
ment them, people will
follow you.
4. These laws are the
foundation of leader-
ship. Once you learn the
principles, you have to
apply them to your life to
achieve your full potential
as a leader.
n n
1. THE LAW OF THE LID:
LEADERSHIP ABILITY
DETERMINES A PERSON'S
LEVEL OF EFFECTIVENESS
The ability to lead is the "lid"
that determines a person's
effectiveness. The lower an
individual's ability to lead,
the lower the lid on his poten-
tial. The better a person is at
leading, the higher the lid on
his potential for achievement.
For example, in the 1930s,
Dick and Maurice McDonald
opened one of the first fast
food restaurants. By the
mid-'50s, their annual rev-
enue was $350,000, and they
Volume 17, No.9 (2 sections). Section 2, September 2008.
© 2008 Audio-Tech Business Book Summaries 17-18.
No part of this publication may be used or reproduced
in any manner whatsoever without written permission.
To order additional copies of this summary, reference
Catalog #9082.
took home about $100,000 each year. But despite their success, they were not true leaders.
They tried to franchise their restaurants, but sold only 15 licenses, of which only 10 became
actual restaurants.
In contrast, Ray Kroc joined them in 1954 and proved himself a powerhouse of leadership. He
assembled a team of the sharpest people he could find, worked hard, and sacrificed for the
b ...
Similar to ENTR4800 Class 3 - Guest Lecture by Assaf Weisz (20)
8 simple questions inspired by 20 years of celebrating Canada's Best Managed ...
8 simple questions inspired by 20 years of celebrating Canada's Best Managed ...
Surrey Real Estate Investors Club - Strategy Selection
Surrey Real Estate Investors Club - Strategy Selection
Working with your Board of Directors by Rachael Barrett
Working with your Board of Directors by Rachael Barrett
Ask and You Shall Receive: How to Effectively Fundraise During a Global Pandemic
Ask and You Shall Receive: How to Effectively Fundraise During a Global Pandemic
2019 Financial Inclusion & Disability Resource Summit Presentation
2019 Financial Inclusion & Disability Resource Summit Presentation
n nIInn tthhiiss iissssuueenn Discover...how you c.docx
n nIInn tthhiiss iissssuueenn Discover...how you c.docx
More from Social Entrepreneurship
APS 1015 Class 9 - Final Presentations
This document provides information about the final presentations for the APS 1015: Social Entrepreneurship class taking place on Thursday, May 22, 2014. It lists the instructors, Norm Tasevski and Alex Kjorven, and titles for two of the presentations: "The Business Case – Clean Care" and "The Business Case – Public Inc.".
APS1015 Class 5 - Intervening in Systems Part 2
This class will focus on the remaining 2 elements of the system intervention process: financial modeling and target setting. Students will be led through the process of understanding how to determine a viable business margin for their venture, and how to set reasonable yet motivating business targets that guide business model execution.
APS 1015 Class 4 - Intervening in Systems Part 1
This class will focus on understanding how to design solutions to a gap in a social system and looks at the first two steps in the system intervention process. Students will be led through an interactive Empathy Mapping exercise followed by an introduction to Business Modeling and the components of a business model canvas.
APS 1015 Class 3 - SE Workshop
This lecture will be structured workshop-style, in collaboration with Clean Care and Public Inc. Students will be introduced to these two real-life social enterprises and have the opportunity to better understand the social problems these organizations are trying to solve and the challenges they are facing in doing so. This workshop is the first step in analyzing the two beneficiary organizations as part of developing proposed solutions, which make up the final assignment.
APS 1015 Class 10 - Managing for Impact
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team. This class will also feature a “live case” with a guest social entrepreneur.
APS 1015 Class 12 - SE Issues
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them. This lecture will feature a guest speaker.
APS1015 Class 11 - Scaling Considerations
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
APS 1015 Class 8 - Social Enterprise Considerations
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
APS1015 Class 5 - Intervening in Systems
This class will focus on understanding how to design solutions to a gap in a social system. Students will understand the differences between market-based and non-market based solutions and the limitations of each, and will learn how best to design an intervention for each type of solution using Human-Centered Design tools.
APS1015 Class 3 - Systems Analysis
This lectures focuses on analyzing the gaps that exist within larger systems (e.g. society-wide) and the role each sector in our society (public, private and nonprofit) plays to either reinforce or remove those gaps.
APS1015 Class 2 - Systems Deep Dive
This lecture will be structured workshop-style. Students will work with Engineers without Border to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
APS1015 Class 1 - Introduction to Social Entrerpreneurship
This document summarizes the first class of a social entrepreneurship course. It introduces the instructors and outlines the agenda, which includes introductions, reviewing the syllabus and class structure, defining social entrepreneurship, discussing what motivates social entrepreneurs, and an introduction to social systems. The class will also discuss what was learned and preview the next week's topic. Key topics covered are defining social entrepreneurship, distinguishing it from traditional entrepreneurship and different sectors, and how disruption can create social change by changing business models and systems.
APS1015 Class 11: Emerging Issues in Social Entrepreneurship
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them.
APS1015 Class 10: Scaling Social Entrepreneurship
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
APS1015 Class 9: Managing for Social Impact
This document summarizes a class about managing social enterprises for social impact. It discusses achieving both social and financial goals, including identifying social goals, measuring social value created, and communicating impact. Key points include balancing social and financial objectives, embedding social goals across business operations, using both qualitative and quantitative metrics, and targeting communications to different audiences like investors and governments. Measurement challenges like attribution and feasibility are also addressed.
APS1015 Class 7: Considerations for Social Enterprise
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
APS1015: Class 4 - Disruption as Systems
This document summarizes a guest lecture about intervening in social systems through business model disruption. The key points made are:
1. Systems are made up of interlocking business models, and systems change when business models change.
2. Disruption involves fundamentally changing business models, such as moving from ownership to sharing, disintermediating processes, unlocking inventory, commoditizing value sources, and changing capital risk sequences.
3. Characteristics of disruptions are that they initially provide lower quality but good enough products at lower margins but higher volumes, and ultimately grow the market by serving non-consumers.
APS 1015: Class 4 - Intervening in Social Systems
This document summarizes a class on intervening in social systems through leverage points and gap analysis. It discusses analyzing the current and desired states of a social system, and mechanisms to control inflows and outflows to maintain the desired state. Interventions can target correcting loops by slowing or speeding them up. However, focusing only on loops may not build resilience. A better approach is helping systems self-organize and adapt through new structures and behaviors. Guest speakers provided examples of social entrepreneurship creating leverage points in systems.
APS1015 Class 3: Gap Analysis within Social Systems
The document discusses gap analysis within social systems. It provides an overview of key concepts for understanding social systems, including systems mapping, cause and effect chains, the vicious circle, vulnerability and resiliency. The document outlines how to perform a gap analysis by describing the current state versus the future ideal state. This includes analyzing inflows, outflows and changeable/unchangeable parameters. The document also introduces PESTEL analysis as an additional technique for identifying gaps within a social system.
APS1015 Class 2: Deep Dive into Social Systems
This lecture will be structured workshop-style. Students will work with Engineers without Borders to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
More from Social Entrepreneurship (20)
APS 1015 Class 8 - Social Enterprise Considerations
APS 1015 Class 8 - Social Enterprise Considerations
APS1015 Class 1 - Introduction to Social Entrerpreneurship
APS1015 Class 1 - Introduction to Social Entrerpreneurship
APS1015 Class 11: Emerging Issues in Social Entrepreneurship
APS1015 Class 11: Emerging Issues in Social Entrepreneurship
APS1015 Class 7: Considerations for Social Enterprise
APS1015 Class 7: Considerations for Social Enterprise
APS1015 Class 3: Gap Analysis within Social Systems
APS1015 Class 3: Gap Analysis within Social Systems
Recently uploaded
Part 2 Deep Dive: Navigating the 2024 Slowdown
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top 10 Free Accounting and Bookkeeping Apps for Small Businesses
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsMaksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA)
Lemberg PMO School 2024
Website – https://lembs.com/pmoschool
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSSZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
TIMES BPO: Business Plan For Startup Industry
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Profiles of Iconic Fashion Personalities.pdf
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
The Genesis of BriansClub.cm Famous Dark WEb Platform
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
DearbornMusic-KatherineJasperFullSailUni
My powerpoint presentation for my Music Retail and Distribution class at Full Sail University
3 Simple Steps To Buy Verified Payoneer Account In 2024
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How MJ Global Leads the Packaging Industry.pdf
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Call8328958814 satta matka Kalyan result satta guessing
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Digital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Recently uploaded (20)
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
Top 10 Free Accounting and Bookkeeping Apps for Small Businesses
Top 10 Free Accounting and Bookkeeping Apps for Small Businesses
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
The Genesis of BriansClub.cm Famous Dark WEb Platform
The Genesis of BriansClub.cm Famous Dark WEb Platform
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
ENTR4800 Class 3 - Guest Lecture by Assaf Weisz
- 2. Step 1: Love something or be really pissed off by it. Step 2: Get an idea on how to fix it. Step 3: Make it into a model. …then continuously innovate
- 8. “Although Canada25 had a broad base of volunteers and a strong network of supporters, we were unable develop a sustainable funding base to support the growth of the organization across the country. Canada25 worked hard to involve those who wished to contribute and to support the work of governments and other organizations who sought our input, but it became too difficult to continue to do this effectively with volunteers alone.”
- 10. • 480 young entrepreneurs in year one • 60 requests for incubation/consulting • Invitations to speak at funder roundtables • Dozens of testimonials • Re:Vision 2010 • YSEC Loan
- 11. Business Models a rationale for producing and delivering value profitably
- 12. 1. Know what you want
- 13. 1. Know what you want 2. Money, like gravity, doesn’t have a conscience.
- 14. 1. Know what you want 2. Money, like gravity, doesn’t have a conscience 3. Get over your identity crisis
- 15. 1. Know what you want 2. Money, like gravity, doesn’t have a conscience 3. Get over your identity crisis 4. Use data-driven decision making to get there
- 16. 1. Know what you want 2. Money, like gravity, doesn’t have a conscience 3. Get over your identity crisis 4. Use data-driven decision making to get there 5. Build a business independent of you
- 17. 1. Know what you want 2. Money, like gravity, doesn’t have a conscience 3. Get over your identity crisis 4. Use data-driven decision making to get there 5. Build a business independent of you 6. Be committed to your cause and permiscuous with your means