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

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 tuition of Management.


1. Introduction
1.1 objective of the Study
1.2 examine Design

I. making a BUSINESS

2. The Opportunities
2.1 sorts of Opportunities
2.1.1 possibilities according to a Paradigm Shift
2.1.2 possibilities in response to a brand new Product or company Model
2.1.3 possibilities in accordance 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 acceptance
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 learn Process
2.6 common suggestion at the concept new release Process
2.7 assessment of a enterprise 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 history of the Entrepreneur
6. The Founders
7. The function of the Founder
7.1 administration of the corporate
7.2 possession of the Company
7.3 construction a Sustainable Business
8. the perfect Startup


9. The Location
10. The Advisors
11. The help gamers
11.1 felony Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 probability id and Elimination
13.3 assets of investment
13.3.1 Bootstrapping
13.3.2 assets of outdoor Equity Angel Investors enterprise Capital company Investors preliminary Public providing investment Strategy
13.4 settling on an Investor
13.5 common suggestion at the investment procedure
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 pushing aside People
14.4 Mission
14.5 details Flow
14.5.1 loose circulate 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 choice Making
14.8 outcome Orientation and Management-by-Objectives
14.9 Key features of a winning Culture
14.9.1 A staff 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 protecting the tradition whilst 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 features of a Leader
15. The administration staff
16. expertise and industry 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 features of an Entrepreneur
30.1 Visionary
30.2 self belief
30.3 crew Spirit
30.4 chance angle
30.5 No worry of Failure
30.6 skill to Learn
30.7 Entrepreneurship is especially personal
30.8 experience of Reality
30.9 patience
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

With this prototype you try to fmd out what people pay. Also find out what other players in the industry charge for similar products and what their revenue model look like. Then you start to model your pricing and revenue model. If your typical profile of a customer is this, multiply the number of customers with that profile and you are beginning to get the total available market. This is not rocket science. The fact is that you will never get real numbers. Often there is no complete data. One of the first things an entrepreneur learns to work with is incomplete data.

Fourthly, depending on the business model, a high-tech company should typically have at least three key people: It should have a market visionary, someone who understands the market, the customer and the problern the customer has. It also has to have a product or technology visionary, who understands the product and technology and how it rnight be applied, but does not necessarily understand all the problems that the market has. And it needs a business execution person, because the idea itself if worth zero.

Still I am happy that we did start early because it put us in the position to have a lot of stuft when the market hit oft. (Bill Porter, Etrade) Proposition: Do not be too early, nor too late in the market. Be ahead of the curve by a short period of time. 4. The Window of Opportunity When you want to launch your venture the fundamental question is how fast you need to build your company. The answer to this question depends on the time window of the opportunity. Is it a one-year-opportunity, is it a two-year-opportunity or is it a decadeopportunity?

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

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