1. "Let him that would move the world, first move himself” Socrates Ian Hardcastle - Zhang Guo – Daniel Caballeros – Nicole Camacho – Kimberly Cafarelli

2.  Good Opportunities address important market needs.  Any Big Problem is a Big Opportunity: No Problem, no solution, no company.  Find a “Long wave”, immutable trend that will last.  Important to match capabilities and interests  Mobilize Resources

3.  Innovations in Energy  Information Technology  Bio-Engineering

5.  Bootstrapping  Using whatever resource you have at hand  Savings Account  Credit Cards  Grants – Free Money  Catalog of Federal Domestic Assistance  Very Selective  Medicine  Technology

6.  Bank Loans  Builds creditworthiness  Full Ownership of Business  SBA Loans

7.  Finding Investors  Venture Capital  Other peoples money  High Risk/High Return

8.  Not all risk can be removable  Entrepreneurs are people that are willing to take risk  Focus on managing risk instead of taking risk  Two types of risk in a new venture:  The risk of the uncertainty surrounding the business (External Risk)  The Market Risk  Operational Model Risk  Financial Model Risk  The risk of what is at stake if the business fail (Internal Risk)  Opportunity Risk  Financial Risk

9.  External Risk  The risk surrounding the business  Internal Risk  The risk inside the business

10.  The Market risk  A large enough market to support the business  Whether the market is growing  What trend exist in the industry  How competition is structure  Distribution of products/services  Operational Model Risk  A business’s internal operation to deliver goods and services to customers effectively  Financial Model Risk  The “number” issue that determines if a business can work or not

11.  Opportunity Risk  A risk that comes if the business fails and it allows you to do something else with your time and money  Financial Risk  The tangible value that you and the investor lose if the business fails

12.  Strategic Planning  Rely on subjective assumptions & qualitative marketing research  Interview potential clients & relevant business partners  Information to be collected in order to decrease level of “uncertainty”  Macro environment  Competitive trends  Consumer behavior trend  Partial SWOT

13.  Business Model  Branding  Business Website or Webpage  Communication  Public Relations

14.  Mission statement  Target audiences

15.  Develop a logo or company name

16.  “About us” section highlighting the business’s mission statement  Keywords for search optimization

17.  Send emails or letters to clients, influential third-parties, or customers

18.  Social Media Strategy

19. Growth is one of the most essential elements to make your new venture successful.

20.  Organization Life Cycle Model  Churchill & Lewis’ Growth Model

21.  Introduced in 1972  As new ventures grow they are faced with different opportunities, threats and changes  Each stage must go through a “crisis” in order to move to the next stage of growth.

22.  Lacks important elements that are needed for a business to grow such as:  Networking and making relationships with clients and other vendors  Securing finances of the company  Keeping up with new technologies  Does not take into consideration the size of the business; one dimensional

23.  Revised version of Greiner’s model.  Introduced in the early 1980’s  Published in the Harvard Business Review in 1983  Covers more specifics and detail than Greiner’s model, especially relating to management.

24.  Each stage breaks down into different management factors:  Managerial style  Organizational structure  Extent of formal systems  Major strategic goals  Owner’s involvement

25.  http://www.growthmanagementconsulting.com/liability.html http://www.growthmanagementconsulting.com/liability.html  http://www.tameer.org.pk/images/The_Five_Stages_Of_Small_Business_Growth.pdf http://www.tameer.org.pk/images/The_Five_Stages_Of_Small_Business_Growth.pdf  http://managingnewventures.wikispaces.com/file/view/TMT+Change.pdf/301312676/TMT %20Change.pdf http://managingnewventures.wikispaces.com/file/view/TMT+Change.pdf/301312676/TMT %20Change.pdf  http://www.inc.com/encyclopedia/organizational-life-cycle.html http://www.inc.com/encyclopedia/organizational-life-cycle.html  http://www.getbusymedia.com/small-business-stats/ http://www.getbusymedia.com/small-business-stats/  http://smallbusiness.dnb.com/business-finance/business-loans/3521-1.html http://smallbusiness.dnb.com/business-finance/business-loans/3521-1.html  http://sbinformation.about.com/od/creditloans/a/businessfunding.htm http://sbinformation.about.com/od/creditloans/a/businessfunding.htm  http://guides.wsj.com/small-business/franchising/how-to-finance-a-franchise-purchase/ http://guides.wsj.com/small-business/franchising/how-to-finance-a-franchise-purchase/  http://www.entrepreneur.com/article/222652 http://www.entrepreneur.com/article/222652  http://smallbusiness.chron.com/risks-starting-new-business-4195.html http://smallbusiness.chron.com/risks-starting-new-business-4195.html  http://findarticles.com/p/articles/mi_m3257/is_1_54/ai_59177136/ http://findarticles.com/p/articles/mi_m3257/is_1_54/ai_59177136/