By Max Finger, Oliver Samwer

ISBN-10: 3409114092

ISBN-13: 9783409114097

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


1. Introduction
1.1 function of the Study
1.2 examine Design

I. making a BUSINESS

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


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

IIl. transforming into THE BUSINESS

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


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

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

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The Ideal Startup 1t is very difficult to create a model of an ideal startup, but nonetheless we try to give a definition because it summarizes many of the lessons we tried to communicate in this first chapter: The ideal startup is a combination of opportunity, team and timing. The ideal startup addresses a huge market place that is receptive to a change or is just being created due to a paradigm shift, has a team that is sensitive enough to the demands of the market, and hits the market at the right moment, not too early and not too late.

Proposition: The company should be split equally among the founders. 7. The Role of the Founder The traditional type of company, where you own it all, control it all, keep it a certain style and retire on the basis of the company is called "Iifestyle-business" in the US. But if you really want to make something in enterprise today and build a sustainable business, you should build a business to create wealth. In America the most successful companies are not built for the ego of the founders, so that they can run a company and be CEO, but to create wealth.

Lt is important to build a board that brings complementary skills to the company and the board itself should consist of complementary board members. They might not be able to give you answers, but their questions might make you think about things you might otherwise have overlooked. An entrepreneur should therefore communicate frequently with bis board members. While trying to consult your board members as often as you can, you have to consider that the advisors are not there full-time. The advisory board cannot run your business.

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

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