Over the past several weeks and months, we've put together some entertaining "Just For Fun" articles related to business planning, marketing, and general business topics.

Here are links to those articles -- Enjoy!

10 Famous Product Failures and the Advertisements That Failed To Sell Them

7 Most Embarrassing Celebrity Business Plan Failures

Heisman Winners Who Achieved Business Success

The Most Annoying Commercials of 2007

5 Miserable Business Failures of 2007

Business Plans and Endorsement Ideas for Washed Up Celebrities

5 Reasons Why You Shouldn't Drink Too Much At Your Office Christmas Party

The best entrepreneurs and executives at fast-growing companies have the ability to move efficiently and profitably from ideation to execution, and then from execution back to ideation and then back to re-focused execution. And they do so regarding all aspects of their businesses -- marketing and sales, operations and finance.

Most entrepreneurs and managers of companies seeking outside capital vastly underestimate how long it will take them to successfully complete a financing. Here's the reality check: in our experience, we've seen that, on average, a company and a management team seeking financing should budget between 500 and 1000 work-hours to the capital-raising process, spread out over a 6 month time period.

Read the full article here.

Can be read here at - http://blog.guykawasaki.com/2007/10/ten-questions-1.html - all aspiring entrepreneurs should take in this advice - in general Guy's blog is one of the best (if not the best) out there re venture capital, entrepreneurship, and technology.

A business plan, in its essence, is the process of mapping out with as much accuracy as possible, what the future of an enterprise or business initiative will be. To forecast effectively, the business plan strategist must intelligently evaluate and synthesize available industry and market data into a plan of action supporting credible market and financial projections. To do so effectively, it is paramount to efficiently differentiate between business data and business intelligence.

When working with our clients to develop their business plans, we often reach a place where a fear arises that can best be illustrated by the moment where entrepreneurs asking the question, "What if this doesn't work?"

Entrepreneurship and business planning, by their natures, inherently contain the very real possibility, and often probability, of goals not being attained -- and of the corresponding losses of time, money, reputation, and often the concurrent growth of self doubt.

Entrepreneurs and managers of startup companies and small business often under-value the "root" value of their enterprises. Similar to how a car, if it simply runs no matter how poor its condition, has a baseline value, so does a business.