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How To Know Your Side Project Is Ready To Be A Startup. Développement-Adresses Web. Les incontournables du business plan. Ne vous laissez pas impressionner par le business plan. S'il est bien construit, il sera votre meilleur allié ! Une vingtaine de pages peut suffire pour évaluer la viabilité de votre projet et convaincre l'ensemble de vos futurs partenaires. Quelques indications pour organiser vos idées. 1. La synthèse En 4 pages maximum, présentez votre projet de manière synthétique : l'entreprise, le marché, l'offre, la stratégie de développement, les principaux éléments financiers, la présentation de l'équipe et enfin l'utilisation des fonds et les étapes de développement de l'entreprise. 2. Son histoire Sa forme juridique Sa structure interne (organigramme, collaborateurs, localisation, actionnariat, conseil d’administration...). 3. 4.

État d'avancement : les réalisations à ce jour, risques et difficultés dans la mise en œuvre et coûts associés. 5. 6. Points forts Opportunités et motivation de l'équipe vis-à-vis du projet 7. Quelques conseils à retenir. Senior Webmaster. The 18 Mistakes That Kill Startups. October 2006 In the Q & A period after a recent talk, someone asked what made startups fail. After standing there gaping for a few seconds I realized this was kind of a trick question. It's equivalent to asking how to make a startup succeed—if you avoid every cause of failure, you succeed—and that's too big a question to answer on the fly. Afterwards I realized it could be helpful to look at the problem from this direction. If you have a list of all the things you shouldn't do, you can turn that into a recipe for succeeding just by negating.

In a sense there's just one mistake that kills startups: not making something users want. 1. Have you ever noticed how few successful startups were founded by just one person? What's wrong with having one founder? But even if the founder's friends were all wrong and the company is a good bet, he's still at a disadvantage. The last one might be the most important. 2. Startups prosper in some places and not others. Why is the falloff so sharp? 3. 4. 6 Habits of True Strategic Thinkers. In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic. " Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone.

This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better Think Critically “Conventional wisdom” opens you to fewer raised eyebrows and second guessing.

Interpret Ambiguity is unsettling. Decide. What To Do When You Don't Know What To Do - Leonard A. Schlesinger, Charles F. Kiefer, and Paul B. Brown. By Leonard A. Schlesinger, Charles F. Kiefer, and Paul B. Brown | 11:21 AM March 21, 2012 Are you frustrated? We know we are. Most of us prepared hard for the future we expected, and yet things aren’t working out as we had planned. All of this is extremely confusing and unsettling. This is not how we were told it was going to be. It hasn’t exactly worked out that way (even for those of us who are happy). We think the reason is pretty simple. You know the steps for dealing with a predictable universe: 1. We have become so indoctrinated with this way of thinking by our education and our organizations that it is more or less the only way we approach anything. But what is a very smart approach in a knowable or predictable future is not smart at all when things can’t be predicted.

In a world where you can no longer plan or predict your way to success, what is the best way to achieve your goals? You need a different approach. We have one. Based on the research of Saras D. 1. 2. 3. 4. Act.