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

By Max Finger, Oliver Samwer

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


1. Introduction
1.1 function of the Study
1.2 examine Design

I. making a BUSINESS

2. The Opportunities
2.1 varieties of Opportunities
2.1.1 possibilities in line with a Paradigm Shift
2.1.2 possibilities in keeping with a brand new Product or company Model
2.1.3 possibilities according to 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 quick 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 reputation
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 study Process
2.6 basic recommendation at the proposal iteration Process
2.7 overview of a company Idea
3. The Homework
3.1 Defining the industry Need
3.2 Defining the Customer
3.3 Defining the marketplace Size
3.4 Defining the marketplace Timing
4. The Window of chance
5. The heritage 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 precise Startup


9. The Location
10. The Advisors
11. The help avid gamers
11.1 felony Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 possibility identity and Elimination
13.3 resources of investment
13.3.1 Bootstrapping
13.3.2 assets of out of doors Equity Angel Investors enterprise Capital company Investors preliminary Public supplying investment Strategy
13.4 identifying an Investor
13.5 normal recommendation at the investment method
14. The Culture
14.1 significance of Culture
14.2 Values
14.3 People
14.3.1 Recruiting People
14.3.2 Attracting People
14.3.3 discovering People
14.3.4 protecting People
14.3.5 pushing aside People
14.4 Mission
14.5 details Flow
14.5.1 loose circulation 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 end result Orientation and Management-by-Objectives
14.9 Key features of a profitable 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 probability 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 kinfolk Culture
14.10 holding the tradition while the corporate is Growing
14.11 Leadership
14.11.1 construction a Vision
14.11.2 development Teams
14.11.3 Reinforcing the Culture
14.11.4 making a experience of Urgency
14.11.5 features of a Leader
15. The administration workforce
16. expertise and marketplace Orientation
17. the flexibleness
18. The Focus
19. The Execution
20. The community

IIl. becoming 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 traits of an Entrepreneur
30.1 Visionary
30.2 self belief
30.3 workforce Spirit
30.4 possibility perspective
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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Extra info for America's Most Successful Startups: Lessons for Entrepreneurs

Sample text

Proposition: You need to Iet go controJ. The point can come where you have to Iet somebody eise be CEO. Management of the Company 33 As an entrepreneur you really have to be able to let go control. To do so, you need to be very honest with yourself about your own capabilities. You may be a good technical officer, but you may not be the best manager. And when the business gets bigger and there is a lot more management to do, you have to be able to recognize the need to bring in experienced management.

Only talking to customers reduces market risk, which is the most difficult risk to address. Market risk Defining the Market Need 21 describes the uncertainty whether customers will be willing to buy your product. Talking with customers allows you to test your idea and to improve it and thus reduces market risk, which makes your venture more attractive to investors and ensures you a higher valuation since it reduces the likelihood offailure ofyour venture tremendously. When talking to potential customers about the product, you almost have to simulate selling it to them already.

1 Management of the Company The most important implication of this professional way to Iook at a company is that you may let someone eise be CEO. In fact, the majority of the successful startups are at some stage run by a CEO who the founders brought in to run the company. Proposition: You need to Iet go controJ. The point can come where you have to Iet somebody eise be CEO. Management of the Company 33 As an entrepreneur you really have to be able to let go control. To do so, you need to be very honest with yourself about your own capabilities.

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