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

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.


1. Introduction
1.1 goal of the Study
1.2 examine Design

I. making a BUSINESS

2. The Opportunities
2.1 different types of Opportunities
2.1.1 possibilities in line with a Paradigm Shift
2.1.2 possibilities in accordance with a brand new Product or enterprise Model
2.1.3 possibilities according to 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 speedy 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 means of chance reputation
2.3.1 Intuitive Approach
2.3.2 Analytical Approach
2.4 Refinement Process
2.5 study Process
2.6 common recommendation at the concept new release Process
2.7 assessment 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 historical past of the Entrepreneur
6. The Founders
7. The position of the Founder
7.1 administration of the corporate
7.2 possession of the Company
7.3 development a Sustainable Business
8. the perfect Startup


9. The Location
10. The Advisors
11. The aid gamers
11.1 felony Counsel
12. highbrow estate
13. The Funding
13.1 Milestone Financing
13.2 probability identity and Elimination
13.3 assets of investment
13.3.1 Bootstrapping
13.3.2 resources of out of doors Equity Angel Investors enterprise Capital company Investors preliminary Public delivering investment Strategy
13.4 picking an Investor
13.5 normal recommendation at the investment approach
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 conserving People
14.3.5 brushing aside People
14.4 Mission
14.5 details Flow
14.5.1 unfastened circulate of information Open-door, walk-in Meetings Sitting in Cubicles prestige conferences and Reports own Whiteboards All-Hands-Meetings CEO Lunches and worker Breakfasts
14.6 Communication
14.6.1 Formal and casual Communication
14.6.2 Direct and Open Communication
14.7 determination 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 hazard 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 relations Culture
14.10 maintaining 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 workforce
16. know-how and marketplace Orientation
17. the pliability
18. The Focus
19. The Execution
20. The community

IIl. transforming into 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


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

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The Location As we looked at the industry and the kind of people that were viable to build this company, there was just not anybody there. There were a few people there, but the depth of knowledge, the depth of understanding, the depth ofjinancial resources, the depth of partners was lacking. We did a study to determine where we should locate the company, if we wanted to be the digital sports company then you needed to be in the heart of the digital media. (Alan Ramadan, Quokka Sports) Location is important.

Now you are doing it alt in parallel and that requires a Iot more of the team to be in place early and more money. You need to get your markefing in place before you have a product. You need to have a sales person out early and as soon as you start to have revenue you even have to start thinking to get a Chief Financial Officer. You are building the company muchfaster. You are acting like a very big company very early. Getting press on your side, getting partners on your side, and all the influencers in the industry on your side.

Only if you get a team of really great people together, who share the same vision, and work together well as a team, you will create a very strong foundation for the company. Because everything in the company originates from the founding team and will grow out of that. Proposition: The founders need to have the same vision and values. Secondly, the dynamics of the founding team are incredibly important. In fact the number one thing that can kill a startup before anything eise can kill it, is the people.

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