Written by Jay Turo on Sunday, October 14, 2007
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.
Written by Jay Turo on Monday, October 1, 2007
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.
Written by Jay Turo on Monday, September 24, 2007
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.
Written by Jay Turo on Monday, September 17, 2007
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.
Written by Jay Turo on Thursday, September 13, 2007
Written by Jay Turo on Tuesday, September 11, 2007
On the sixth anniversary of the 9/11 attacks, brought to the forefront of everyone's minds naturally and unfortunately comes the discussion of the terrorism threat, both in its perception and reality.
Written by Jay Turo on Wednesday, September 5, 2007
Written by Jay Turo on Tuesday, August 28, 2007
A fundamental metric in measuring the value of a business is the degree to which it can generate recurring, repeat profitable revenue from its customers. From businesses as diverse as wireless data providers to potato chip manufacturers, the ability of a business to both consistently predict its future revenue streams and retain its existing customer base on an ongoing basis have traditionally been considered "holy grail" metrics of business value.
Written by Jay Turo on Tuesday, August 21, 2007
With financial headlines dominated by the recent declines in the stock and bond markets, a creeping sense of economic foreboding has entered into the thought and decision-making processes of managers across the corporate spectrum.
Written by Jay Turo on Tuesday, August 14, 2007
The recent stock market correction, mostly triggered by both the perception and reality of a burgeoning credit crunch in the real estate sector, has driven most media coverage regarding the robustness (or lack there-of) of the overall investment markets. For managers of emerging and middle market companies, the questions that naturally are a) is this credit crunch real and will it continue and b) how will it affect their access to capital -- both debt and equity?
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