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Looking for Opportunities Now? How to Write a Business Plan for Raising Venture Capital Top Seven Capital Raising Mistakes 20 Reasons Why You Need a Business Plan Top 10 Private Placement Memorandum (PPM) Mistakes The Secrets to Their Success? 25 Quotes From Famous Entrepreneurs The 6 Untold Reasons Why Businesses Fail 7 Entrepreneurs Whose Perseverance Will Inspire You Top 7 Myths About Starting a Business Business Exit Strategy: Planning to Sell Your Business How to Make a Business Plan Capital Raising Resource Center
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Written by Jay Turo on Tuesday, November 20, 2007
It's an easy trap to think of market research as a data point collections process when in actuality, it's a creative undertaking where synthesis, strategies, and ideas are paramount.
Written by Jay Turo on Tuesday, November 13, 2007
The tremendous clutter of 21st Century communication creates unique challenges in being heard above the noise when attempting to gather market research data. This is especially true when attempting to gather data via telephone surveying and/or email surveying on a stand-alone basis. For traditional telephone surveying, advanced voicemail and caller ID technologies have significantly reduced the percentage of connected market survey calls.
Written by Jay Turo on Monday, November 5, 2007
In our experience of assisting with their business plans more than 1000 startups, small businesses, middle market and Fortune 500 companies, we have noted the following common business plan pitfalls:
Pitfall #9: Not Including Successful Companies in the Competitive Discussion.
Written by Jay Turo on Monday, October 29, 2007
In 1995, Paul Graham co-developed the web-based application, Viaweb, which was subsequently acquired by Yahoo in 1998. Later, in 2002, he conceived a spam filter that inspired most current filters. Paul is currently a partner at Y Combinator, a venture firm that specializes in funding early stage startups.
In a recent article that Graham wrote entitled "The Hardest Lessons for Startups to Learn," Graham offers many insights and lessons that virtually all entrepreneurs can use.
Written by Jay Turo on Monday, October 22, 2007
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.
Written by Jay Turo on Monday, October 15, 2007
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.
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 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.