By Max Finger, Oliver Samwer

The degree thesis of Max Finger and Oliver Samwer which they wrote at their college WHU - Otto Beisheim institution 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 learn Design

I. making a BUSINESS

2. The Opportunities
2.1 different types of Opportunities
2.1.1 possibilities in accordance with a Paradigm Shift
2.1.2 possibilities in accordance with a brand new Product or company Model
2.1.3 possibilities in keeping 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 quickly growing
2.2.5 Markets the place the Incumbent 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 normal suggestion at the thought iteration Process
2.7 evaluate 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 construction a Sustainable Business
8. the right Startup

II. LAUNCHING THE BUSINESS

9. The Location
10. The Advisors
11. The help gamers
11.1 felony Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 possibility identity and Elimination
13.3 assets 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 supplying
13.3.2.5 investment Strategy
13.4 settling on an Investor
13.5 basic suggestion 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 preserving People
14.3.5 disregarding People
14.4 Mission
14.5 info Flow
14.5.1 unfastened move 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 consequence 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 family members Culture
14.10 holding the tradition while the corporate is Growing
14.11 Leadership
14.11.1 construction a Vision
14.11.2 development 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 crew
16. know-how and industry 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 characteristics of an Entrepreneur
30.1 Visionary
30.2 self assurance
30.3 crew Spirit
30.4 threat angle
30.5 No worry of Failure
30.6 skill to Learn
30.7 Entrepreneurship is especially personal
30.8 experience of Reality
30.9 endurance
30.10 Commitment
30.11 adventure
30.12 Salesmanship
30.13 status of an Entrepreneur
31. Summary
32. Appendix

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

Example text

A good lawyer will then introduce the entrepreneur to the venture capital community and clarify the legal points in the funding process. The funding process is continuous, so that you will need the lawyer in every single round. And when you decide to do strategic alliances, the lawyer will assist you to do the contracts. Eventually, a good law firm will help you to go public or get acquired. You should lookfor a law firmthat does not tel/ their clients what they can't do or what the law says they can 't do, but a firm that tells you what you can do, how you can do whaf you want to do and how you can be successful.

A very rapidly growing company usually grows faster than its founder can leam. You soon get to a certain size where you cannot manage the company anymore. If you start a business today, you probably could manage it when it has five employees. You could probably also manage it when it has 20 employees. But when it has 200 employees you would probably runout of your skills. At some point, may it be 2000 employees, the company will just outgrow you. The faster the company grows the sooner that will happen, because people's ability to learn and absorb all the experiences and gain the necessary managerial skills is limited.

Failing or succeeding with a venture is often followed by starting another venture. People frequently see the company as distinct from themselves and their career. They think about the company in a professional manner and that effects how they structure the company. Proposition: Build a business to create value, not for your ego. Do whatever it takes to increase the "value equation". This very professional view towards a venture in the sense that you do everything you can to increase the value of the company irrespective of all kinds of personal interests has important implications for the management and the ownership ofthe company.

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