By Max Finger, Oliver Samwer

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

http://www.quora.com/Where-can-I-find-Samwers-book-Americas-most-successful-start-ups-An-Entrepreneur-Handbook

Contents:

1. Introduction
1.1 function of the Study
1.2 learn Design

I. making a BUSINESS

2. The Opportunities
2.1 varieties of Opportunities
2.1.1 possibilities according to a Paradigm Shift
2.1.2 possibilities in line 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 speedy 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 technique of chance popularity
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 learn Process
2.6 common recommendation at the inspiration iteration Process
2.7 assessment of a company Idea
3. The Homework
3.1 Defining the industry Need
3.2 Defining the Customer
3.3 Defining the industry 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 construction a Sustainable Business
8. the right Startup

II. LAUNCHING THE BUSINESS

9. The Location
10. The Advisors
11. The aid 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 resources of out of doors Equity
13.3.2.1 Angel Investors
13.3.2.2 enterprise Capital
13.3.2.3 company Investors
13.3.2.4 preliminary Public providing
13.3.2.5 investment Strategy
13.4 selecting an Investor
13.5 common recommendation at the investment method
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 holding People
14.3.5 brushing aside People
14.4 Mission
14.5 details Flow
14.5.1 loose circulate of information
14.5.1.1 Open-door, walk-in Meetings
14.5.1.2 Sitting in Cubicles
14.5.1.3 prestige conferences and Reports
14.5.1.4 own Whiteboards
14.5.1.5 All-Hands-Meetings
14.5.1.6 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 consequence Orientation and Management-by-Objectives
14.9 Key features of a winning Culture
14.9.1 A group paintings Culture
14.9.2 An Egoless tradition
14.9.3 A Meritocracy of ideas
14.9.4 A danger 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 relations Culture
14.10 preserving 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 feel of Urgency
14.11.5 features of a Leader
15. The administration crew
16. know-how and industry Orientation
17. the pliability
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

IV. THE ENTREPRENEUR

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 probability angle
30.5 No worry of Failure
30.6 skill to Learn
30.7 Entrepreneurship is particularly 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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Additional resources for America's Most Successful Startups: Lessons for Entrepreneurs

Example text

A way to manage that this does not become a growth restraining element or even a company killing failure is to bring in senior management with more experience than the entrepreneur has as early as possible and that usually means giving up substantial equity to an outsider. Venture capitalists will often advise or sometimes even force the entrepreneur to bring in an experienced management team. Bringing in experienced management does not mean, that you have to Ieave the company, it just means that you will take on a different role.

They had bad managerial responsibility and they knew what a big company looked like. Thus they were very well equipped to strategically guide and 34 The Role of the Founder manage the company until today. Also, sometimes the faunder is able to grow fast enough. However, even then you should always ask yourself if there is not a better personout there to run the company. You constantly have to keep Iooking at yourself. And there might be people out there that are not only stronger than you in areas where your weaknesses are, but also in areas where your strengths are.

The value of the company, irrespective of other personal interests. Besides, often careers and lifes are built around companies in a way where companies are considered much more as projects for some time, not necessarily as a lifetime thing. And projects sometimes succeed and sometimes fail. And then people go to other projects and then start again. Failing or succeeding with a venture is often followed by starting another venture. People frequently see the company as distinct from themselves and their career.

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