Entrepreneurship Bootcamp - The Art of the Start - How to start a venture bac...Michael Altendorf
The document provides guidance on starting a venture-capital backed company. It discusses important considerations such as developing a great founding team, creating a business plan, identifying sources of funding, defining the product and market, developing a go-to-market strategy, and managing finances and revenues. Key questions are presented to evaluate ideas, markets, competitors, and determine what investors will want to know. Iterative testing of assumptions is emphasized throughout the startup process.
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
The document discusses various methods for raising capital to fund startup growth, including equity financing, debt financing, bootstrapping, government grants and loans, angel investors, venture capital firms, and strategic investors. It provides an overview of the advantages and disadvantages of each method, as well as examples of funding sources available in Arkansas, such as the Fund for Arkansas' Future angel fund and Arkansas Science & Technology Authority seed capital. The document emphasizes that having the right management team, product, and financial strategy are key to attracting investment.
The document discusses the problem of talented college graduates not pursuing careers as entrepreneurs and instead going into finance, consulting, and law. It proposes that redirecting this talent towards starting new businesses in communities across the country could help create millions of new jobs and transform the economy. The organization Venture for America is highlighted as working to solve this problem by connecting top graduates with startups and training them to become entrepreneurs. The goal is to launch a virtuous cycle of innovation, business building, and job creation.
February 2017 entrepreneur talk at Ateneo de Manila UniversityLouAnn Conner
This document provides an overview of entrepreneurship from a Silicon Valley perspective. It discusses ideation, funding, ecosystems, teams, and risk. Regarding ideation, it emphasizes validating ideas by getting feedback, testing assumptions, and learning from failures. For funding, it outlines stages from bootstrapping to IPO and what investors look for like traction, management team, and risks. Ecosystems that support entrepreneurship have investors, businesses, universities, and a government that provides infrastructure. Strong teams are emphasized over individual founders, and common risks businesses face are discussed.
The document introduces the Critical Factor Assessment (CFA) and Critical Factor Assessment Snapshot (CFA Snapshot) tools. The CFA is a diagnostic tool that identifies 42 critical risks that could lead to business failure. The CFA Snapshot analyzes these 42 factors according to 8 underlying risk categories. Both tools help entrepreneurs identify high risks and develop mitigation strategies to improve chances of success or decide not to proceed.
The document provides an overview of entrepreneurship in the technology sector. It notes that becoming a successful technology entrepreneur is difficult, as only a small fraction of high-tech business ideas and plans are funded. However, there are key reasons why individuals choose this path, including creating something novel, building long-term value, and having freedom. The document outlines characteristics of successful entrepreneurs, such as having a passion for their business, laser focus, and the ability to persevere despite challenges and risks.
Entrepreneurship Bootcamp - The Art of the Start - How to start a venture bac...Michael Altendorf
The document provides guidance on starting a venture-capital backed company. It discusses important considerations such as developing a great founding team, creating a business plan, identifying sources of funding, defining the product and market, developing a go-to-market strategy, and managing finances and revenues. Key questions are presented to evaluate ideas, markets, competitors, and determine what investors will want to know. Iterative testing of assumptions is emphasized throughout the startup process.
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
The document discusses various methods for raising capital to fund startup growth, including equity financing, debt financing, bootstrapping, government grants and loans, angel investors, venture capital firms, and strategic investors. It provides an overview of the advantages and disadvantages of each method, as well as examples of funding sources available in Arkansas, such as the Fund for Arkansas' Future angel fund and Arkansas Science & Technology Authority seed capital. The document emphasizes that having the right management team, product, and financial strategy are key to attracting investment.
The document discusses the problem of talented college graduates not pursuing careers as entrepreneurs and instead going into finance, consulting, and law. It proposes that redirecting this talent towards starting new businesses in communities across the country could help create millions of new jobs and transform the economy. The organization Venture for America is highlighted as working to solve this problem by connecting top graduates with startups and training them to become entrepreneurs. The goal is to launch a virtuous cycle of innovation, business building, and job creation.
February 2017 entrepreneur talk at Ateneo de Manila UniversityLouAnn Conner
This document provides an overview of entrepreneurship from a Silicon Valley perspective. It discusses ideation, funding, ecosystems, teams, and risk. Regarding ideation, it emphasizes validating ideas by getting feedback, testing assumptions, and learning from failures. For funding, it outlines stages from bootstrapping to IPO and what investors look for like traction, management team, and risks. Ecosystems that support entrepreneurship have investors, businesses, universities, and a government that provides infrastructure. Strong teams are emphasized over individual founders, and common risks businesses face are discussed.
The document introduces the Critical Factor Assessment (CFA) and Critical Factor Assessment Snapshot (CFA Snapshot) tools. The CFA is a diagnostic tool that identifies 42 critical risks that could lead to business failure. The CFA Snapshot analyzes these 42 factors according to 8 underlying risk categories. Both tools help entrepreneurs identify high risks and develop mitigation strategies to improve chances of success or decide not to proceed.
The document provides an overview of entrepreneurship in the technology sector. It notes that becoming a successful technology entrepreneur is difficult, as only a small fraction of high-tech business ideas and plans are funded. However, there are key reasons why individuals choose this path, including creating something novel, building long-term value, and having freedom. The document outlines characteristics of successful entrepreneurs, such as having a passion for their business, laser focus, and the ability to persevere despite challenges and risks.
The document discusses corporate venturing and provides lessons from a case study. It begins by outlining reasons for corporate ventures including making money, subsidizing R&D, finding new technologies, and attracting talent. It then details a case study of a chairman's initiative at one company that provided funding and support for employee ideas. Key lessons from the case include the importance of an internal innovation ecosystem and barriers to corporate innovation. The document concludes with next steps around sourcing talent, assessing venture risks, studying past innovation histories, and setting goals.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
European Startups -- Raising Funding in Silicon ValleyPeter Szymanski
The document discusses raising funds from Silicon Valley investors for Polish startups. It outlines nine key factors that Silicon Valley venture capital firms look for when investing, such as rapid growth, a large potential market, a proven management team, and a strong economic model. It emphasizes that reference checks with past portfolio companies are the best way for Polish entrepreneurs to select investors, and advises setting up a U.S. affiliate to legally accept American funding.
For the narrated version with original fonts, visit:
http://venturecompany.com/videos/sovc
After the preeminent presentation on The State of Venture Capital has been viewed (bullet-by-bullet) by close to 11,000 people, we revised The State of Venture Capital, narrated and updated it with the latest findings from 2012.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
Today entrepreneurship has become one of key drives for the development of all the countries in the world and it is very crucial for any economy. The objectives of achieving sustained economic and industrial development, regional growth and employment generation, life support conservation and implementing technological advancements have always depended on entrepreneurial development.
Start-ups and Spinouts: the Fuzzy Front-End & the Hard Yards… is it worth it...Brian McCaul
This document discusses startups and spinouts, and whether they are worth pursuing. It notes that while startups are often touted as job creators, research shows only a small percentage of high-growth firms are responsible for new job creation. Successful startups tend to have proprietary technology, network effects, economies of scale, and strong branding. University spinouts in particular help commercialize new technologies and can stimulate innovation and enterprise ecosystems. While most startups fail, taking more risks through early-stage funding could help identify the high-growth firms of the future. Creating a lean startup process may help startups test ideas faster and fail early.
This document provides an overview of strategies for companies to involve workers as partners through stock ownership plans. It discusses how stock options can be used to incentivize employees and align their interests with the company's goals. Specific programs described include Qualifying Stock Option plans, Employee Stock Ownership Plans (ESOPs), and companies offering stock purchase packages or equal shares to all employees. The aim is to create closer bonds between workers and their workplace through shared ownership.
The document provides information and advice for choosing the right business, including doing self-analysis to understand your strengths, risks, and passions. It discusses various business options like franchising, buying an existing business, or starting your own, and considerations for each. The goal is to help the reader feel more confident about evaluating their next steps in starting or acquiring a business.
Group4: Small Knowledge - Intensive Enterpriseauto2480
The document discusses key concepts around entrepreneurship including definitions of an entrepreneur, the origins of the term, theories of entrepreneurship, and types of technology entrepreneurs. It also examines the link between creativity, entrepreneurship and innovation. Entrepreneurs are defined as individuals who create new businesses by taking risks and exploiting opportunities, often through developing or applying new technologies to meet market needs. Creativity, risk-taking and innovation are seen as important traits of successful entrepreneurs.
Tom Hood, CEO of MACPA and the Business Learning Institute, gave a presentation on the future of accounting professionals. The presentation covered several topics:
1. Changes in the accounting profession such as new standards, globalization, and the use of new technologies like XBRL.
2. Emerging issues like the changing workforce as different generations enter the profession, and the need for accountants to expand their skills and take on more strategic advisory roles.
3. Trends that will impact organizations like the CGMA designation which recognizes management accounting expertise, and initiatives like integrated reporting that evaluate organizational performance more holistically.
Entrep special report fan li (cristhel molina pdf)Cristhel Molina
Fan Li was an advisor and prime minister during the Spring and Autumn Period in Ancient China who is considered the modern-day billionaire of his time. As an advisor, he encouraged Emperor Gou Jian to live humbly to rebuild their state of Yue after being captured. Later, Fan Li became a successful businessman and developed principles of business in his work "The Art of Trade". These principles included understanding human psychology, adapting to changes, and avoiding price wars. He outlined 12 rules for business success focusing on traits like trustworthiness and 12 safeguards against risks like dishonesty. Fan Li's teachings emphasize the importance of business ethics and social responsibility.
This document provides an overview for entrepreneurs on raising a first round of capital from venture capitalists (VCs). It discusses why entrepreneurs may want to raise money from VCs due to their experience, networks, and ability to provide follow-on funding. The document outlines what VCs look for in investments and the due diligence process. It provides tips for entrepreneurs in preparing their pitch and presentation, including focusing on the team, market opportunity, and business model. The document also discusses term sheets, expectations, and typical valuation ranges for seed, Series A, and Series B rounds.
The document discusses how business management can benefit from entrepreneurship and opportunities recognition. It notes that most traditional business models have remained unchanged, while entrepreneurship and small businesses are major drivers of economic growth. It then outlines the principles of effectuation, a decision-making process used by expert entrepreneurs in uncertain situations. This includes leveraging means, affordable loss, partnerships, and co-creating the future rather than predicting it. The conclusion is that adopting an entrepreneurial approach to learning and knowledge of effectuation principles seems practical for businesses.
The document provides an overview for starting your own eLearning business, including why you should start one, who should start one, what it takes to get started, how to find and retain clients, pricing, project execution, and considerations for the future. It discusses traits of successful entrepreneurs, developing a business plan and legal/financial setup, marketing strategies like networking and blogging, managing client expectations, pricing models, and common myths and reasons businesses can fail. The presentation ends with encouraging questions and contact information for following up.
This document discusses Finland's startup ecosystem and opportunities to support scalable startups. It notes that job growth will increasingly come from new companies, not existing ones, and outlines six types of startups. It argues that scalable startups offering unknown solutions will provide the most jobs but require a strong ecosystem. However, Finland currently lacks experienced entrepreneurs and policies that encourage risk-taking and startups. The document recommends Finland focus public funding on attracting private incubators and venture capital rather than directly funding companies to best support scalable startups and future job growth.
تربية أسماك البلطي
الباب الأول : أسماك البلطي :
- أنواع أسماك البلطي :
النيلي .
الحساني .
الأخضر .
الجليلي .
الموزمبيقي .
الباب الثاني : أسس إنشاء المزارع السمكية :
- الأسس التى تبني عليها دراسة جدوى المشروع .
- أسس اختيار المزرعة السمكية :
اختيار الموقع .
جغرافية الموقع .
طبيعة التربة .
المورد المائى .
- أنواع أحواض الأسماك :
أحواض الأراضي المستوية .
أحواض السدود والحواجز الصناعية .
- مراحل الإنشاء .
- تقسيم المزرعة ومواصفاتها .
عدد الأحواض .
حجم الأحواض .
عمق الأحواض .
شكل الأحواض .
ميول الجسر .
معالجة التربة .
- تقسيم أحواض المزرعة السمكية :
أحواض الأمهات .
أحواض الأقلمة .
أحواض التهجين .
أحواض التحضين .
أحواض التربية :
احتياجات أحواض التربية
أحواض التسمين .
أحواض البيع .
- أنظمة الاستزراع السمكي :
النظام الغير مكثف .
النظام شبه المكثف .
النظام المكثف .
استزراع البلطي فى الأقفاص العائمة .
الاستزراع السمكي المتكامل .
زراعة الأسماك مع مزارع البط .
زراعة الأسماك فى حقول الأرز .
- أعمال تحضيرية تتم فى أحواض الحضانة والتربية :
تنظيف الأحواض .
ضبط عمق المياة .
تسميد الأحواض .
- الأعمال المتبعة فى إدارة الأحواض :
فحص الأحواض .
تنظيف المصافي والمرشحات .
مراقبة سلوك الأسماك .
الباب الثالث : مفاهيم مهمة فى تربية أسماك البلطي :
- مفاهيم الاستزراع السمكي .
- مفاهيم هامة فى التربية .
- مفاهيم فى تخزين الزريعة .
- مفاهيم فى معدلات التخزين فى الأحواض .
- مفاهيم فى الطاقة التحميلية ( السعة التحميلية ) .
- مفاهيم فى نوعية طرق الاستزراع :
الاستزراع المتعدد : إيجابيات - سلبيات
الاستزراع الفردي .
- مفاهيم فى تجهيز أحواض الاستزراع :
تجفيف الحوض .
تطهير الحوض .
التسميد الابتدائي للحوض .
نقل الزريعة .
- المشكلات الأساسية فى حوض التربية :
نقص كمية الأكسجين .
زيادة درجة حرارة الماء ( التغير فى درجة الحرارة ) .
الحموضة الزائدة والقلو
Presentation: Innovation and EntrepreneurshipIntelCAG
INNOVATION AND ENTREPRENEURSHIP
The following slides have been created by Intel for public use. Share or use the presentation in its entirety or as individual slides, as desired.
The document discusses corporate venturing and provides lessons from a case study. It begins by outlining reasons for corporate ventures including making money, subsidizing R&D, finding new technologies, and attracting talent. It then details a case study of a chairman's initiative at one company that provided funding and support for employee ideas. Key lessons from the case include the importance of an internal innovation ecosystem and barriers to corporate innovation. The document concludes with next steps around sourcing talent, assessing venture risks, studying past innovation histories, and setting goals.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
European Startups -- Raising Funding in Silicon ValleyPeter Szymanski
The document discusses raising funds from Silicon Valley investors for Polish startups. It outlines nine key factors that Silicon Valley venture capital firms look for when investing, such as rapid growth, a large potential market, a proven management team, and a strong economic model. It emphasizes that reference checks with past portfolio companies are the best way for Polish entrepreneurs to select investors, and advises setting up a U.S. affiliate to legally accept American funding.
For the narrated version with original fonts, visit:
http://venturecompany.com/videos/sovc
After the preeminent presentation on The State of Venture Capital has been viewed (bullet-by-bullet) by close to 11,000 people, we revised The State of Venture Capital, narrated and updated it with the latest findings from 2012.
Startups are small teams, most often between five and 100 people. They’re backed by intelligent investors and led by visionary founders. They’re innovating, experimenting, growing, and most importantly for you—they’re hiring. (ALL the time—often even if they don’t post job listings.)
Today entrepreneurship has become one of key drives for the development of all the countries in the world and it is very crucial for any economy. The objectives of achieving sustained economic and industrial development, regional growth and employment generation, life support conservation and implementing technological advancements have always depended on entrepreneurial development.
Start-ups and Spinouts: the Fuzzy Front-End & the Hard Yards… is it worth it...Brian McCaul
This document discusses startups and spinouts, and whether they are worth pursuing. It notes that while startups are often touted as job creators, research shows only a small percentage of high-growth firms are responsible for new job creation. Successful startups tend to have proprietary technology, network effects, economies of scale, and strong branding. University spinouts in particular help commercialize new technologies and can stimulate innovation and enterprise ecosystems. While most startups fail, taking more risks through early-stage funding could help identify the high-growth firms of the future. Creating a lean startup process may help startups test ideas faster and fail early.
This document provides an overview of strategies for companies to involve workers as partners through stock ownership plans. It discusses how stock options can be used to incentivize employees and align their interests with the company's goals. Specific programs described include Qualifying Stock Option plans, Employee Stock Ownership Plans (ESOPs), and companies offering stock purchase packages or equal shares to all employees. The aim is to create closer bonds between workers and their workplace through shared ownership.
The document provides information and advice for choosing the right business, including doing self-analysis to understand your strengths, risks, and passions. It discusses various business options like franchising, buying an existing business, or starting your own, and considerations for each. The goal is to help the reader feel more confident about evaluating their next steps in starting or acquiring a business.
Group4: Small Knowledge - Intensive Enterpriseauto2480
The document discusses key concepts around entrepreneurship including definitions of an entrepreneur, the origins of the term, theories of entrepreneurship, and types of technology entrepreneurs. It also examines the link between creativity, entrepreneurship and innovation. Entrepreneurs are defined as individuals who create new businesses by taking risks and exploiting opportunities, often through developing or applying new technologies to meet market needs. Creativity, risk-taking and innovation are seen as important traits of successful entrepreneurs.
Tom Hood, CEO of MACPA and the Business Learning Institute, gave a presentation on the future of accounting professionals. The presentation covered several topics:
1. Changes in the accounting profession such as new standards, globalization, and the use of new technologies like XBRL.
2. Emerging issues like the changing workforce as different generations enter the profession, and the need for accountants to expand their skills and take on more strategic advisory roles.
3. Trends that will impact organizations like the CGMA designation which recognizes management accounting expertise, and initiatives like integrated reporting that evaluate organizational performance more holistically.
Entrep special report fan li (cristhel molina pdf)Cristhel Molina
Fan Li was an advisor and prime minister during the Spring and Autumn Period in Ancient China who is considered the modern-day billionaire of his time. As an advisor, he encouraged Emperor Gou Jian to live humbly to rebuild their state of Yue after being captured. Later, Fan Li became a successful businessman and developed principles of business in his work "The Art of Trade". These principles included understanding human psychology, adapting to changes, and avoiding price wars. He outlined 12 rules for business success focusing on traits like trustworthiness and 12 safeguards against risks like dishonesty. Fan Li's teachings emphasize the importance of business ethics and social responsibility.
This document provides an overview for entrepreneurs on raising a first round of capital from venture capitalists (VCs). It discusses why entrepreneurs may want to raise money from VCs due to their experience, networks, and ability to provide follow-on funding. The document outlines what VCs look for in investments and the due diligence process. It provides tips for entrepreneurs in preparing their pitch and presentation, including focusing on the team, market opportunity, and business model. The document also discusses term sheets, expectations, and typical valuation ranges for seed, Series A, and Series B rounds.
The document discusses how business management can benefit from entrepreneurship and opportunities recognition. It notes that most traditional business models have remained unchanged, while entrepreneurship and small businesses are major drivers of economic growth. It then outlines the principles of effectuation, a decision-making process used by expert entrepreneurs in uncertain situations. This includes leveraging means, affordable loss, partnerships, and co-creating the future rather than predicting it. The conclusion is that adopting an entrepreneurial approach to learning and knowledge of effectuation principles seems practical for businesses.
The document provides an overview for starting your own eLearning business, including why you should start one, who should start one, what it takes to get started, how to find and retain clients, pricing, project execution, and considerations for the future. It discusses traits of successful entrepreneurs, developing a business plan and legal/financial setup, marketing strategies like networking and blogging, managing client expectations, pricing models, and common myths and reasons businesses can fail. The presentation ends with encouraging questions and contact information for following up.
This document discusses Finland's startup ecosystem and opportunities to support scalable startups. It notes that job growth will increasingly come from new companies, not existing ones, and outlines six types of startups. It argues that scalable startups offering unknown solutions will provide the most jobs but require a strong ecosystem. However, Finland currently lacks experienced entrepreneurs and policies that encourage risk-taking and startups. The document recommends Finland focus public funding on attracting private incubators and venture capital rather than directly funding companies to best support scalable startups and future job growth.
تربية أسماك البلطي
الباب الأول : أسماك البلطي :
- أنواع أسماك البلطي :
النيلي .
الحساني .
الأخضر .
الجليلي .
الموزمبيقي .
الباب الثاني : أسس إنشاء المزارع السمكية :
- الأسس التى تبني عليها دراسة جدوى المشروع .
- أسس اختيار المزرعة السمكية :
اختيار الموقع .
جغرافية الموقع .
طبيعة التربة .
المورد المائى .
- أنواع أحواض الأسماك :
أحواض الأراضي المستوية .
أحواض السدود والحواجز الصناعية .
- مراحل الإنشاء .
- تقسيم المزرعة ومواصفاتها .
عدد الأحواض .
حجم الأحواض .
عمق الأحواض .
شكل الأحواض .
ميول الجسر .
معالجة التربة .
- تقسيم أحواض المزرعة السمكية :
أحواض الأمهات .
أحواض الأقلمة .
أحواض التهجين .
أحواض التحضين .
أحواض التربية :
احتياجات أحواض التربية
أحواض التسمين .
أحواض البيع .
- أنظمة الاستزراع السمكي :
النظام الغير مكثف .
النظام شبه المكثف .
النظام المكثف .
استزراع البلطي فى الأقفاص العائمة .
الاستزراع السمكي المتكامل .
زراعة الأسماك مع مزارع البط .
زراعة الأسماك فى حقول الأرز .
- أعمال تحضيرية تتم فى أحواض الحضانة والتربية :
تنظيف الأحواض .
ضبط عمق المياة .
تسميد الأحواض .
- الأعمال المتبعة فى إدارة الأحواض :
فحص الأحواض .
تنظيف المصافي والمرشحات .
مراقبة سلوك الأسماك .
الباب الثالث : مفاهيم مهمة فى تربية أسماك البلطي :
- مفاهيم الاستزراع السمكي .
- مفاهيم هامة فى التربية .
- مفاهيم فى تخزين الزريعة .
- مفاهيم فى معدلات التخزين فى الأحواض .
- مفاهيم فى الطاقة التحميلية ( السعة التحميلية ) .
- مفاهيم فى نوعية طرق الاستزراع :
الاستزراع المتعدد : إيجابيات - سلبيات
الاستزراع الفردي .
- مفاهيم فى تجهيز أحواض الاستزراع :
تجفيف الحوض .
تطهير الحوض .
التسميد الابتدائي للحوض .
نقل الزريعة .
- المشكلات الأساسية فى حوض التربية :
نقص كمية الأكسجين .
زيادة درجة حرارة الماء ( التغير فى درجة الحرارة ) .
الحموضة الزائدة والقلو
Presentation: Innovation and EntrepreneurshipIntelCAG
INNOVATION AND ENTREPRENEURSHIP
The following slides have been created by Intel for public use. Share or use the presentation in its entirety or as individual slides, as desired.
This document discusses the Technology Innovation and Entrepreneurship Center (TIEC) in Egypt. It provides an overview of TIEC, including its mission to stimulate innovation-based economic growth. It outlines TIEC's strategy, which focuses on inspiring, innovating, and impacting through learning, localizing, and leapfrogging. The strategic pillars of TIEC include innovation culture, clusters and optimization, an innovation brand and prize program, intellectual property exchange, and improving the business environment. The document provides examples of initiatives under each pillar, such as a cloud computing technology center, to position Egypt as a leader in ICT innovation.
The document discusses corporate entrepreneurship and intrapreneurship. It defines intrapreneurship as using entrepreneurial skills within an existing organization, noting that intrapreneurs have access to existing company resources but less freedom than entrepreneurs. The document contrasts intrapreneurs and entrepreneurs and shares a quote from Thomas Edison about learning from failures during the process of innovation.
This document discusses the planning and construction of fish farms. It covers fish farm planning considerations like available land, water, target production, and capital. It also describes two main types of fish farming systems - extensive (earthen pond) and intensive. For extensive systems, the document outlines pond design factors and considerations for pond shape, slope, and depth. It also lists the major buildings and equipment needed for a fish farm, including aeration equipment, nets, boats, pumps, and trucks. Proper planning and equipment selection are emphasized as essential for successful aquaculture.
This document discusses the design and construction of fish farms. It notes that fish farming has occurred for centuries using simple ponds and structures. It outlines important considerations for selecting a fish farm site, such as water availability, temperature, soil type, and proximity to markets. The document then describes extensive and intensive fish farming systems and provides details on designing earthen ponds, including pond shape, buildings, water supply and drainage, and bank construction. It stresses that proper design and construction are essential for successful fish production.
Fish farming involves raising fish commercially, usually for food. The most common fish species raised on farms are salmon, carp, tilapia, seabass, catfish, and cod. There is increasing demand for fish which has resulted in overfishing, so fish farming offers another source. Fish farms can be extensive or intensive. Extensive farms rely on natural food sources while intensive farms require artificial feeding and water treatment. Common fish farm systems include cages, ponds, composites of different fish species, and integrated systems that reuse water. Issues with fish farms include the use of wild fish in feeds and the high densities that can cause disease.
Aquaculture has been practiced for over 2500 years and originated in China, Egypt, India or other countries. It is defined as the production of fish through farming or rearing in confined waters. Major classifications of aquaculture include based on habitat, water flow, culture organism, culture method, culture system, and purpose. Trends in India include freshwater aquaculture of crustaceans, fish, and ornamental fish as well as saltwater aquaculture of shrimp and crabs. Global fish consumption has nearly doubled in the last 45 years from 9.01 kg/capita in 1961 to 17.1 kg/capita in 2007, driven by population growth and preferences for fish as an affordable source of protein
The document outlines Kenneth Morse's presentation at the 1st Global Competitiveness Forum on ICT as a driver of innovation and entrepreneurship. The presentation discusses desired outcomes of fostering entrepreneurship in Saudi Arabia through partnerships between government, businesses, and startups. It provides examples of technology adoption rates and opportunities for latecomer startups. Key factors for entrepreneurial success are identified. The presentation concludes with a discussion of trends in corporate venturing and partnerships between large firms and startups to drive productivity.
The document provides advice for writing business plans to raise funding. It emphasizes the importance of having an outstanding team, valuable technology, and compelling value proposition to solve customers' important problems. It also recommends seeking financial partners that can provide expertise, connections, and staying power. Overall, the key is to focus the plan on how and why customers will pay for the solution.
Marina Hatsopoulos. Entrepreneur, Director at Cynosure and Levitronix Technologies; Advisor, MIT Enterprise Forum Greece, The EGG accelerator, OK!Thess
How to raise your first round of capital - February 2017Jeffrey Bussgang
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This document summarizes a global market access workshop presented by Greg Horowitt of T2 Venture Capital. The workshop agenda included an overview of global markets, preparing for overseas entry, strategies for leveraging resources, and creating a market entry plan. Key topics discussed in the workshop included the importance of networks and partnerships in today's global business environment. The workshop also covered evaluating market opportunities, assessing risks, conducting market research, analyzing competitors, developing a value proposition, protecting intellectual property, and crafting an effective elevator pitch.
The document discusses various topics related to entrepreneurship including definitions of entrepreneurship, common mistakes to avoid when starting a business, the importance of management and boards of directors, sources of financing, and lessons learned from case studies of startup businesses. Entrepreneurship is defined as an orientation towards life that recognizes limitations and commits to changing imperfect situations wherever found. Successful businesses have in demand products customers advocate for, recurring revenue, sustainable advantages, and high margins and returns. Common mistakes include lack of clear leadership, low margins, and inadequate funding. Competent management and functional boards are key to business success.
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
This document compares the entrepreneurial ecosystems of Boston and Paris and discusses how they can learn from each other.
Boston is ranked the top startup hub in the US, with over $6 billion invested in 2016, while Paris is among the top six tech cities globally, with over 22,000 startups. However, Paris lags behind in capital invested and number of "unicorns".
The document outlines frameworks for innovation and entrepreneurship education. It discusses evaluating ideas through technical and market feasibility, managing risks, and emphasizing an experimental mindset. Entrepreneurship programs should develop both hard skills and a growth mindset in students.
Disciplined entrepreneurship involves 24 steps from inspiration to launch.
This document provides an agenda and overview for a presentation on strategies for business success. The summary includes:
1) The presentation covers frameworks and strategies for business success, including the Rockefeller Habits framework, people and strategy decisions, execution and metrics, and planning rhythms.
2) A key focus is on developing the right mindset for success, including being proactive, having optimism and faith, and focusing on controlling one's thoughts and actions.
3) Great companies exemplify customer experience, having the right people and culture, leadership, and constantly learning and improving. Developing the right strategies is important for any economy.
This document discusses how startups can help large corporations adopt digital transformation and innovation. It recommends that corporations work with startups in various ways, such as through accelerators, competitions, and pilot projects. Startups can help corporations access new technologies, disaggregate services, and target new customers. The document also stresses that corporations must transform their talent, skills, culture and incentives to foster innovation. Experimentation and learning from startup best practices is key to achieving innovation at corporate scale.
The document provides an overview of key considerations for startups raising venture capital funding. It discusses that the founding team is the most important factor and that investors seek a large total addressable market opportunity. Investors want to see the potential for big returns, usually through acquiring a meaningful ownership stake in a very large company. Raising venture capital is just the beginning, as building a successful company is a long journey.
Selling in global markets - Taking your business to the USTiE Bangalore
Taking your business to the US workshop was headed by Mr.B V Jagadeesh.
Starting with the basics of Entrepreneurship and starting up a company to growth and expansion of the business, this presentation covers all the key points to keep in mind for expanding your business abroad.
The workshop also covered the following:
1. Lead Gen methodologies
2. Positioning
3. Building sales and channel teams
4. Picking the right geographies
5. Early adapters Vs late adapters
6. Product Marketing Needs
7. Importance of analyst relationship
8. Importance of demonstrating thought leadership
This document discusses strategies for building and growing a startup company to sell globally. It provides advice on building the right team, achieving product-market fit, positioning the product, winning early customers, expanding into new markets and geographies, fundraising and valuations. The key is executing well with the right people and attitude to deliver what customers want with innovation. Fine-tuning based on needs and bringing in the best talent regardless of money are important factors between success and failure.
The document discusses leveraging networks for venture development. It notes that entrepreneurs need skills and information outside of themselves, so networks are crucial. Successful startups often modify business plans and grow through networking. The document advocates establishing programs like Israel's to identify and develop technological solutions, encourage venturing and networking, and provide a pipeline of opportunities for investors.
Introduction to technology entrepreneurshipandrewmaxwell
The document discusses entrepreneurship and the entrepreneurial process. It covers four key points:
1. The entrepreneurial process involves four stages: identifying opportunities, developing a business plan, determining required resources, and managing the new enterprise.
2. Small businesses make up over 50% of all businesses in Canada and provide over half of private sector jobs. They are important drivers of innovation and job growth.
3. Entrepreneurship involves creating something new of value by taking on risks and using resources to pursue opportunities. Both entrepreneurs and intrapreneurs (inside existing companies) display traits like risk-taking and leadership.
4. Technology entrepreneurship involves either developing new technologies or finding new applications for existing
This summary discusses the risks of growth and how boards can better manage them:
- Many companies become so obsessed with growth that they forget the risks, which can destroy business value. Pursuing only growth and size is misguided and has led companies like Toyota and Starbucks into problems.
- Smart growth means managing the risks of growth. As companies prepare for better prospects after the financial crisis, boards must examine what growth means and how to mitigate its risks.
- A panel of directors and executives discussed that growth should not always be the top priority. It is important to maintain capabilities and invest in people as the business changes. Rapid growth that overstretches a company can lead to failures.
- Bo
This document discusses evaluating entrepreneurial opportunities using seven domains: 1) Market attractiveness, 2) Industry attractiveness, 3) Sustainable competitive advantage, 4) Alignment with entrepreneurial goals and risk tolerance, 5) Management team capabilities, 6) Connectedness across the value chain, and 7) Financial viability. It provides examples of analyzing opportunities across macro and micro levels, and emphasizes the importance of distinguishing between markets and industries. The seven domains framework helps entrepreneurs identify attractive opportunities and determine if ideas can successfully be converted into businesses.
Paper on driving_innovation_in_large_corporationsmitecenter
This document discusses how three large companies - Danfoss, Hewlett-Packard, and Qualcomm - have used business plan competitions to stimulate innovation. It describes how each company has run its own competition annually or biannually that is open to all employees. The competitions aim to develop entrepreneurial skills, identify new business opportunities, and promote innovation. Employees submit business proposals and finalists present to executive judges. Winning teams receive funding and resources to develop their ideas further. The competitions have led to new ventures being launched and increased innovation within the companies.
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This document discusses how three large companies - Danfoss, Hewlett-Packard, and Qualcomm - have used business plan competitions to stimulate innovation. It describes how each company has run its own competition annually or biannually that is open to all employees. The competitions aim to develop entrepreneurial skills, identify new business opportunities, and promote innovation culture. Employees develop new venture ideas and proposals in teams, and finalists present to executive judges. Winning teams receive funding and resources to develop proposals further. Over time, some proposals have led to new internal businesses or spin-outs, helping the companies harness entrepreneurship to drive innovation.
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https://www.oeconsulting.com.sg/training-presentations]
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Kenmorse Whats Hot in Entrepreneurship/ Innovation
1. The Spirit of Invention, Innovation and High Tech Entrepreneurship: What’s Hot and What’s Not Kenneth P. Morse, Senior Lecturer and Managing Director MIT Entrepreneurship Center 55 Hayward Street, Room E39-115 Cambridge, MA 02142 USA phone: +1-617-253-8653 fax: +1-617-253-8633 e-mail: kenmorse@mit.edu http://entrepreneurship.mit.edu 12 November 2002
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15. Traditional vs. Entrepreneurial Career Paths High School University Big Company Retire High School University Practical Experience Management Training Well Managed, High Growth Firm Startup Venture Another Startup? Venture Capital or Angel Investor Never really retire
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17. Mission Statement of the MIT Entrepreneurship Center: To train and develop leaders who will make high tech ventures successful “ I want you to be the premier global center for entrepreneurship, and to be recognized as such.” “ We must not only be the best. We must also serve as a model for others and ensure that, together, we all make a significant global impact in this vital field.” MIT President Charles M. Vest, July 1996
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21. Working Definitions of Entrepreneurship “ Participation in the formation, development, and growth of a new enterprise.” Ed Roberts “ The pursuit of opportunity beyond the resources currently controlled.” Howard Stevenson “ The only problems worth solving are the impossible ones.” Ed Land
22. US News & World Report Rating of US Entrepreneurship Centers We like the trend; we are not yet satisfied. 1996--unrated
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28. The Demand for Our Academic Program is Growing and Deepening To be updated These numbers reflect room size constraints; demand is greater.
29. Autumn 15.389 Global Entrepreneurship Lab: Simon Johnson, Richard Locke, Ken Morse, Alex (Sandy) Pentland Fall H2 - Spring H1. ( 12 units ) 15.390 New Enterprises – 2 Sections: Howard Anderson, Noubar Afeyan (9 units ) 15.391 Raising Early Stage Capital: Shari Loessberg (6 units) 15.392 Business Plans that Raise Money: Russ Olive ( 6 units ) 15.393 Technology and Entrepreneurial Strategy: Fiona Murray (9 units) 15.396 Technology Sales and Sales Management: Howard Anderson, Tim Kraskey, Ken Morse (6 units) 15.399 Entrepreneurship Lab: Barbara Bund, Ken Morse, John Preston ( 12 units ) 15.835 Entrepreneurial Marketing Jin Gyo Kim (9 units) 15.968 Building a Biomedical Business Fiona Murray (9 units) 15.836 ProSeminar in New Product and Venture Development Drazen Prelec ( 9 units ) $50K Autumn November $1K Entries due IAP (January) 15.963 Technology and Competitive Strategy Joseph Jacobson, Fiona Murray (Continues through Spring) 15.974 Preliminary Venture Analysis and Personal Entrepreneurial Career Strategy Russ Olive ( 3 units ) 15.975 Nuts and Bolts of Business Plans Joe Hadzima (3 units ) 15.976 Starting and Building a Successful High Tech Venture Bill Aulet, Mike Grandinetti ( 3 units ) Marketing: An Introduction for Engineering Entrepreneurs Barbara Bund ( not for credit ) Special Course introduces MIT engineers to marketing strategies and customer needs Entrepreneurship Development Program (EDP) An intense one-week executive education course for entrepreneurs from around the world. $50K IAP February $50K Executive Summaries due Spring 15.390 New Enterprises – 2 Sections Howard Anderson, Noubar Afeyan (9 units ) 15.391 Raising Early Stage Capital Shari Loessberg ( 6 units ) 15.392 Business Plans that Raise Money Russ Olive ( 6 UnitsI ) 15.393 Technology & Entrepreneurial Strategy Fiona Murray, Joseph Jacobsen ( 9 units ) 15.394 Designing and Leading the Entrepreneurial Organization Diane Burton ( 9 Units ) 15.395 Entrepreneurship Without Borders Simon Johnson, Richard Locke ( 9 units ) 15.398 Entrepreneurs in High Technology: IT, Energy, Biotechnology Howard Anderson, Ellen Roy ( 9 units ) 15.399 Entrepreneurship Lab Barbara Bund, Ken Morse, John Preston ( 12 units ) 15.431 Entrepreneurial Finance. 2 Sections Antoinette Schoar ( 9 units ) 15.660 Strategic Human Resource Management Diane Burton (6 units) 15.835 Entrepreneurial Marketing Jin Gyo Kim (9 units) 15.968 Building a Biomedical Business Fiona Murray (9 units) $50K Spring April 2003 $50K Full Entries due The Academic Program is synchronized to the rhythm of the MIT$50K Entrepreneurship Competition
36. Student Organizations: MIT$50K Every MIT School participates in the MIT $50K Competition Spring ‘01 MIT $50K: 135 Entrants Spring ’02 MIT $50K: 110 Entrants