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

By Max Finger, Oliver Samwer

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


1. Introduction
1.1 objective of the Study
1.2 learn Design

I. making a BUSINESS

2. The Opportunities
2.1 kinds of Opportunities
2.1.1 possibilities in line with a Paradigm Shift
2.1.2 possibilities in accordance with 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 quick growing
2.2.5 Markets the place the Incumbent avid gamers can't move
2.2.6 Markets the place there's little Competition
2.3 technique of chance acceptance
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 examine Process
2.6 basic suggestion at the proposal iteration Process
2.7 overview of a company 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 marketplace Timing
4. The Window of chance
5. The heritage 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 development a Sustainable Business
8. the right Startup


9. The Location
10. The Advisors
11. The aid gamers
11.1 criminal Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 probability identity 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 supplying investment Strategy
13.4 deciding on an Investor
13.5 basic suggestion at the investment technique
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 holding People
14.3.5 brushing aside People
14.4 Mission
14.5 info 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 choice Making
14.8 end result Orientation and Management-by-Objectives
14.9 Key features of a profitable 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 relations Culture
14.10 protecting the tradition while the corporate is Growing
14.11 Leadership
14.11.1 development a Vision
14.11.2 construction Teams
14.11.3 Reinforcing the Culture
14.11.4 making a experience of Urgency
14.11.5 characteristics of a Leader
15. The administration crew
16. know-how and marketplace Orientation
17. the pliability
18. The Focus
19. The Execution
20. The community

IIl. growing to be 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 crew Spirit
30.4 threat perspective
30.5 No worry of Failure
30.6 skill to Learn
30.7 Entrepreneurship is particularly personal
30.8 experience of Reality
30.9 endurance
30.10 Commitment
30.11 event
30.12 Salesmanship
30.13 status of an Entrepreneur
31. Summary
32. Appendix

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Extra resources for America's Most Successful Startups: Lessons for Entrepreneurs

Example text

Three months after we founded the company one of the founders who was Vice President of Marketing stood up and said: This company is getting way bigger than I ever thought. We are growing so fast already, I think I should step aside and we have to bring in a world-class Vice President of Marketing. Another founder had been with another startup before that failed and he said: lf one guy had had the courage that you have to say something like that and to do Management of the Company 35 that, we would probably still be around today.

That means that if you hit a point of time where as the founder your skills do not match up with what the company needs, you are not only willing to step aside but to help in the transition process to bring in somebody who is a better manager to run the company. You must have the attitude that you have started the company, butthat the company is something which has its own right to live and grow, and you must let others take it over who can grow it more. You must be an egoless entrepreneur. Only then the company will sustain itself when you are gone.

The board is probably the most important resource you can use to talk about some of the critical decisions affecting the company. You have to have somebody with experience who has been over the mountain and knows what it Iooks like so that they can guide. 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.

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