By Max Finger, Oliver Samwer

The degree thesis of Max Finger and Oliver Samwer which they wrote at their college WHU - Otto Beisheim university 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 objective of the Study
1.2 examine 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 accordance with a brand new Product or company Model
2.1.3 possibilities in line 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 strategy of chance acceptance
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 examine Process
2.6 common suggestion at the thought iteration Process
2.7 evaluate 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 industry Timing
4. The Window of chance
5. The historical past 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 best Startup

II. LAUNCHING THE BUSINESS

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 danger id and Elimination
13.3 resources of investment
13.3.1 Bootstrapping
13.3.2 resources of outdoor 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 picking 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 protecting People
14.3.5 pushing aside People
14.4 Mission
14.5 info Flow
14.5.1 loose circulation 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 selection Making
14.8 outcome 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 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 relatives 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 group
16. expertise and marketplace 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 features of an Entrepreneur
30.1 Visionary
30.2 self belief
30.3 workforce 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 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 resources for America's Most Successful Startups: Lessons for Entrepreneurs

Example text

If you are good they will back you and want you to have an incentive to succeed. The best guarantee you have therefore is performance. No one is going to keep you just because you had the initial idea or founded the company. Proposition: Control depends on how much value you bring to the business, it is not the number of shares you have. 3 Building a Sustainable Business The reward of sharing management and ownership of the company is having built and being part of a large, successful and sustainable company.

It's hard. (Mitch Kapor, Kapor Enterprises) 3. The Homework Once you have recognized the opportunity you should do some serious homework before launehing your business. 1 Defining the Market N eed First and foremost, you should spend a tremendous amount of time clearly understanding the customer needs. The first six months you should just talk to customers trying to understand their need and to validate your idea. Once you understand the need, it is then a Iot easier to explore technology and design a product.

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. Any single one of those characteristics, if it is bad enough, kills the venture. No single one of them being good enough can make it. So no single big market opportunity alone will compensate for a lousy team and inadequate timing. Pretty much all these pieces have to be there in order for it to work.

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