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Editor’s Letter: Meet the Inc. 500 Class of 2010
There was a song we Girl Scouts used to sing as we swayed in sisterly harmony around the campfire. It went like this: “Make new friends, but keep the old/ One is silver and the other gold.” I know. Corny. But as I read through the names and company descriptions on this year’s Inc. 500, that sentimental lyric kept running through my head. Here’s why: I recognized a good number of companies from Inc. 500s past. Eighty-four companies returned for the second time, another 17 for the third. Growing at all during these past few years of recession, frozen credit, uncertain markets, and depressed business and consumer spending is noteworthy. Growing fast verges on incredible. It was good to see companies such as Monoprice , Morgan Borszcz Consulting , Skullcandy , Triplefin , Walz Group , and all the others continuing to do so well. Hats off to everyone at those companies. There were other companies that are first-timers on the list but not to Inc. or Inc.com . Like Pandora. When we first wrote about that company in an October 2007 cover story, founder Tim Westergren was trying to break out of perpetual start-up mode for his Internet radio site, which at the time had eight million listeners. This year, Pandora ranks at No. 253 with a three-year growth rate of 1,221.5 percent, more than $50 million in revenue, and 60 million true believers. If you come to this year’s Inc. 500|5000 conference, September 30 through October 2 in Washington, D.C., you can hear this clever and creative entrepreneur speak on the subject of “How I Got to Profitability.” Consider this a plug. I also came across the familiar names ModCloth (No. 2) and Thrillist (No. 93); their CEOs landed last year on our popular list of ” 30 Under 30 .” It was good, too, to see StumbleUpon , at No. 126, though not all that surprising, given that we’ve called upon CEO Garrett Camp for tips on how to be more productive. The rest of the ranking — the other four-fifths — comprises newcomers (the silvers, if I continue with the Girl Scout thing). Some have surprising histories, like the gunmaker Freedom Group (No. 217), which, 194 years after its founding, has 2,900 employees, $848.7 million in revenue, and a three-year growth rate of 1,360.8 percent. Then there’s The Elf on the Shelf (No. 222), a company that sprang from a family’s Christmas tradition. The Inc. 500 is all about fast growth. From 2006 to 2009, our No. 1 company, Ambit Energy , grew 20,369.4 percent. No. 500, three-time honoree AtTask , grew 603.6 percent. But numbers tell only part of the story. Behind the achievement of fast growth are CEOs whose success proves that no industry is too humble or too sophisticated for the truly ambitious. These are men and women who ferret out opportunities, unearth profitable niches, and then find confirmation of their ideas and strategies in the marketplace. Of course, they take pride in the achievement of fast growth. But if you read their stories in the pages that follow, you’ll find that their companies are much, much more than engines of growth. They are expressions of what’s important to them, of how they want to live their lives, engage their minds, treat other people, feed their families, and influence the world. So in the end, it’s not really about the numbers at all. But you knew that. janeb@inc.com Washington D.C. – Garrett Camp – AtTask – Girl Scout – Company Continue reading
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Tagged ambit energy descrip, ambit-energy, Business, christmas, companies, energy, freedom-group, garrett-camp, girl, group, ideas, morgan-borszcz, numbers, shelf, the-achievement, time
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What Kind of Entrepreneur Are You? Part 3
Most growth-oriented entrepreneurs are wired for starting, not running, a business. I call these folks “on-base hitters” because, unlike baseball’s “sluggers,” they focus on earning lots of little wins in the form of starting many small businesses instead of seeking out rare but fantastic successes. (Read more about “on-base hitters” and “sluggers” in Part 1 of this series.) Yesterday, in Part 2 , I described the Kolbe personality test, which allows you to measure yourself on four personality attributes that are predictive of your success and happiness in running a business. People with a high Quick Start score on the Kolbe test thrive in the chaos of a start-up. One of the reasons Quick Starts rarely grow large businesses is because all of that creativity makes them bad managers. If you’ve ever watched a 230-pound slugger try to lumber his way to first base, you know it’s not a pretty sight. Neither is watching a Quick Start entrepreneur try to manage a large team of employees. When the boss is a Quick Start, employees get frustrated trying to keep up with all of the new ideas. Employees have trouble determining which brainchild was just a passing thought and which needs their most urgent attention. People with high Fact Finder scores often see their Quick Start boss as an impetuous, superficial risk taker. That’s why most growth-oriented entrepreneurs are happiest—and most successful—in the start-up phase. In a start-up, new ideas are valued at a premium, and there are only a few employees to manage. To follow our baseball analogy, these types are happiest with the quick, regular success of getting on base a lot rather than hitting a rare home run. Here’s an informal quiz to identify whether you’re best suited to be an on-base hitter or a home run slugger. Answer each question with a simple “agree” or “disagree.” I get bored easily.I feel overwhelmed by complexity.I have higher employee turnover than is normal for my industry.I like proposing new ideas that some people think are “off the wall.”I started lots of little businesses before getting into the one I’m running today.I’m a big-picture person.I started a little business when I was in high school or university.I burn out when my business gets too complex. If you answered “agree” to more than four of the questions above, you’re probably a person who thrives on the variety of the start-up and would flounder running a larger business. Focus on just getting on base by launching the business and creating revenue and a positive cash flow; then either sell it or install a manager. Clearly, you won’t earn as much from the sale of one small business than you would if you hung on and built it up further, but by getting out quickly, you’ll retain the energy and creativity to devote to a new business. Collectively, a portfolio of successful start-up businesses in a career could easily surpass the financial success of one home run, and you’ll be infinitely happier along the way. John Warrillow is the author of Built to Sell: Turn Your Business into One You Can Sell. He has started and exited four companies. Most recently John transformed Warrillow & Co. from a boutique consultancy into a recurring revenue model subscription business, which was acquired by The Corporate Executive Board. In 2008 he was recognized by BtoB Magazine’s “Who’s Who” list as one of America’s most influential business-to-business marketers. Business – Small business – Quick Start – United States – High school Continue reading
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Tagged america, Business, companies, employee, energy, financial, financial planner quick start kolbe, finder, getting-on-base, industry, kolbe, kolbe quick start, kolbe quickstart, kolbe quickstart career, personality, quick-start, start, united-states, what is quick start personality kolbe, working with quick start boss kolbe
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Green chip start-up gets $48 million in funding
Silicon start-up Smooth-Stone seeks to use the power thriftiness of ARM processors to reduce the energy consumption at large data centers. Continue reading
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Tagged arm, Business, energy, energy-consumption, large-data, onsumption-at-large, power, power-thriftiness, reduce-the-energy
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UK start up announces £1bn solar panel "giveaway"
BusinessGreen.com Staff, BusinessGreen , Monday 9 August 2010 at 11:46:00 HomeSun promises to use new leasing model to cover upfront cost of domestic solar panels UK solar start up HomeSun will this week launch an ambitious £1bn plan to install free solar panels on 100,000 homes within the next three years. The company, which was launched by a group of executives from the energy, building and … Continue reading
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How to Open a Business in Brooklyn
For Alexis Miesen , Atlantic Avenue had all the makings of the quintessential Brooklyn thoroughfare that combines the charm of a small town with the pace of city life. With its colorful boutique storefronts, diverse dining options, smattering of coffee shops, and antique stores, she expected to see happy families strolling along the street sharing ice cream cones. There was one problem: There was no ice cream anywhere around. “It’s filled with all these fantastic bars and restaurants and shops and it just has this really great kind of energy. They have all these great amenities to the community but no great ice cream shop,” she said. “This is a gap in what other people are offering.” Less than three years later, Miesen and her partner Jennie Dundas had opened not only an ice cream shop on Atlantic Avenue, but also had rapidly expanded the franchise to two other Brooklyn locations, feeding summertime crowds that often form lines winding out the door. Blue Marble’s organic, grass-fed dairy-based ice cream has been praised on The Martha Stewart Show, CNN, and in a bevy of New York City publications. Brooklyn has become as much a brand these days as a location. Slap the word “Brooklyn” on a piece of clothing and it’s instantly edgy, and quite likely to sell. New York City’s most populous borough remains a popular place to start a business, and Miesen and Dundas are emblematic of the grassroots, DIY entrepreneurs across the borough who’ve found a niche, and a loyal fan base that helps spread their brand along the way. (Check out Inc.com’s slideshow on Brooklyn’s Best Entrepreneurs .) The surge of creative energy, young artists and recent graduates is putting Brooklyn on the map not just for its booming music scene but also as competition with San Francisco to see who will lead the next Internet revolution. Business owners say starting a venture in Brooklyn requires creativity, a careful study of neighborhoods, and a good deal of Web 2.0 savvy. We talked with several successful companies about why the county of Kings is a bubbling cauldron of entrepreneurship, and how to get in on the action. Opening a Business in Brooklyn: Why Brooklyn? While Brooklyn was once considered a sparse hinterland outside the bustling hub of Manhattan, now it’s seen as the roomier, cheaper, less chaotic alternative, with a more stable population, and a reputation for creativity that draws artists, developers, and investors from across the world. “It’s a community actually that appreciates a lot of handmade goods, ethnic foods,” said Catalina Castano, director of the Brooklyn Small Business Development Center. “It’s not only ethnically diverse but it’s also culturally diverse. People have really open minds.” For those looking to tap into the excitement of New York City without getting tapped dry on cash, Brooklyn can be the savior. The average rent for prime commercial corridors in Brooklyn such as Court Street, Fifth Avenue in Park Slope, and Bedford Avenue in Williamsburg is between $35 and $100 per square foot, according to a 2010 retail report produced by CPEX Real Estate. Compare that to $125 to $2,000 per square foot in most of Manhattan’s commercial areas. “It is a bit closer to the real world,” said Taylor Mork, owner of Crop To Cup, a family-farm centric coffee importer based near downtown Brooklyn. ”It’s not as fast-paced. I think people are willing to wait a little longer on their investment in you.” With 2.7 million residents, the demand for goods and services is multitudinous and diverse. The first step, experts say, is figuring out where you need to put your business to best serve your clientele. Dig Deeper: The View From Brooklyn Opening a Business in Brooklyn: Location, Location, Location Brooklyn’s neighborhoods all have unique flavors and demographics, so Castano and others said the initial question any new business should ask is: Who are my customers? If you’re a family retailer like the boutique Area Kids, the answer is Park Slope, and the busy pedestrian and commercial thoroughfares of 7th and 5th Avenues. “What I look for with kids stores is people pushing strollers,” said owner Loretta Gendville, who runs seven stores and spas in Brooklyn and two in Manhattan. “I want a high density with parents, moms. I like people that are at home, people that are with their kids during the day.” That means opening a space alongside kids hair salons, yoga studios and tea shops on those Park Slope streets. Trying for a bar? The influx of artists, a vibrant music scene and a surge in condo construction make Williamsburg a hot spot for bar hopping. If large-scale production is your game, the old manufacturing warehouse buildings on the north Brooklyn waterfront are considered prime real estate. When Rob Ferraroni was looking for a new location for his Ferra Designs metal fabrication shop 12 years ago, relocating to the Brooklyn Navy Yard seemed like a bold move. Now, people are clamoring to get into the property, and the ground-level, 10,000-sqare foot space in a former World War II building trades shop is coveted. A lot of his work is for clients in Manhattan, which is a quick hop across the bridge. “You need to be able to execute these ambitious projects, so you need room,” Ferraroni said. People also doubted Doug Steiner when he started building Steiner Studios on in the Navy Yard in 1999. But Steiner saw the potential for major growth, and the opportunity to fill a hole in the movie and television production market in New York City. Now Steiner Studios is the largest studio complex outside of Hollywood with aims of growing to a 50-acre campus, and New York City has helped roll out the welcome mat for the film industry in Brooklyn. “Everyone under 30 in the business now lives in Brooklyn. Manhattan’s gotten homogenized and nullified,” he said. “The light and the air and the view and the waterfront make this a really special place to come to.” In the tech community, the neighborhood of DUMBO (whose acronym stands for Down Under the Manhattan Bridge Overpass) is the hot trending ‘hood. For instance, drop.io, a private file-sharing service, moved to the area in 2008 to grow its business alongside a rising district of art galleries, performance spaces and a newly expanded Brooklyn Bridge Park. Another perk: an incredible view of the Manhattan skyline. “If you did it in Manhattan or Midtown or something, you’d basically have to get an office the size of a conference room,” said Steve Greenwood, drop.io’s head of applications. Instead, the company got a cheaper, spacious headquarters with exposed brick ceilings and enough space to use for both work and after-hours social and networking events. “The culture of DUMBO is very complimentary to starting up business,” he said. “This is a very creative, imaginative place.” Dig Deeper: How to Pick a Site for Your Business Opening a Business in Brooklyn: Finding and Understanding Your Customers If there’s one thing people say is almost unanimous across Brooklyn it’s that borough residents tend to be fiercely loyal and supportive of their local businesses. But how can you earn that loyalty? Business owners said Brooklyn is ripe with ways to discover and cultivate a customer base, even before you decide on a permanent location. Mork spent months pitching his Crop to Cup coffee all over Manhattan only to be met with blank stares. In 2008, he decided to set up a $100-a-day booth at the first outing of the Brooklyn Flea, now a wildly popular market-style showcase of local artisans and antique dealers held in the Fort Greene neighborhood. There, his company’s credo of farmer-centric coffee found an eager audience. Within a few years, his coffee was on the shelves at several nearby businesses, and he recently opened a Crop To Cup caf Continue reading
Finding the Bill Gates of Sixth Grade
Untold numbers of lemonade stands bear witness to the fact that young people are excited by the idea of making money. “In the biographies of entrepreneurs, you see they were all testing the water when they were young,” says Nancy Koehn, a professor of business history at Harvard Business School. “It’s not all nature — we can help nurture entrepreneurs by teaching them, and the earlier the better.” Unfortunately, few schools bother to do so. One outfit picking up that slack is the Network for Teaching Entrepreneurship. Better known as NFTE, the organization has made efforts that have been highly celebrated — and with good reason. Since entrepreneur Steve Mariotti founded the nonprofit in 1987, NFTE has reached more than 280,000 young people in low-income communities; it now has programs in 21 states with more than 1,500 teachers. With funding from corporations, foundations, and individuals, NFTE offers classroom programs for middle- and high school students as well as intensive business camps. Students learn the nuts and bolts of balance sheets and business plans, and get real-world perspective from volunteer business people. Independent studies of the program show a significant impact. NFTE graduates in New York City, for example, were found to start businesses at four times the rate of their peers. Nearly seven in 10 alumni in the Washington, D.C., area were the first in their family to start a business. Ping Fu, founder of the software firm Geomagic and a former Inc. Entrepreneur of the Year, witnessed firsthand the excitement entrepreneurship sparks in young people. Three years ago, her daughter, then a seventh grader, and some friends came up with a business idea: a teashop modeled on the teahouses in Fu’s native China. “I thought that would be a great opportunity to teach them entrepreneurship as well as math,” Fu recalls. Fu showed the four girls how to estimate costs and sales. When the projections showed a money-losing operation, Ping challenged the girls to solve the problem by coming up with new products to sell or changing their business model. The girls researched tax issues, interviewed local coffee-shop owners, studied how margins would improve as sales increased — everything that prospective business owners would need to think about. The exercise, Fu says, was a great success in demystifying the process of starting a business. And she says the girls were at the perfect age to learn that lesson. “Middle schoolers are more enthusiastic than high schoolers,” Fu says. “The high school kids are so busy preparing for college that they aren’t as open-minded as middle schoolers, and they don’t have the time. These young kids are sponges; they get excited very easily.” Bottom Line Putting ideas into action may be the biggest challenge for entrepreneurs. Teaching youngsters how to do it is among the best investments we can make. Entrepreneurship Education for All The Immigrant Advantage Finding the Bill Gates of Sixth Grade How Incubators Speed the Start-up Process How to Make More Manufacturers Student Loan Breaks for Entrepreneurs A Tax Cut for Angels How Business-Plan Competitions Reward Innovation Cutting Incorporation Bureaucracy An Energy Policy for Entrepreneurs Why It’s Time to Revamp the SBIR How States Can Attract Venture Capital Government Data for Entrepreneurs Why We Need More Funding for Big Science Stop Enforcing Noncompetes Why Microfinancing Works Business – Network for Teaching Entrepreneurship – Harvard Business School – New York City – Entrepreneur Continue reading
How to Make More Manufacturers
At the age of 53, after years of working as a developer for a large software firm, Karen Snyders was ready to be her own boss. Her idea was to create a product she had long coveted but been unable to locate: beautifully crafted knitting supplies made from sustainable bamboo. Snyders sensed her designs would be a hit. The question was where to find the equipment and tools needed to bring them to life. She wound up at TechShop in Menlo Park, California. Founded by Jim Newton four years ago as a kind of playground in which do-it-yourself geeks and hobbyists could mess around with cool machine tools, TechShop has become a de facto incubator for an astounding array of start-ups. Cash-strapped inventors have used the shop’s lathes, laser cutters, welding equipment, 3-D printers, and shop tools to make prototypes for projects that include green computer-cooling and drip-irrigation systems, technical scuba gear, and low-cost infant warmers for developing countries. “Previously, the funding needed for serious tools was an enormous impediment to innovation,” says TechShop’s CEO, Mark Hatch, a former Kinko’s executive. “Advances in computer-aided manufacturing software and an 80 percent drop in the price of machine tools over the past two decades have completely changed the economics of starting up in the hardware space.” TechShop members pay just $100 a month. That was well within Snyders’s budget. She took a class on how to use TechShop’s laser cutter and developed some prototypes, and she now has her own business, Karatstix. “TechShop was really key to me doing this,” Snyders says. “If I had seen the machine and how much it was without using and testing it, I just would have given up.” TechShop has 650 members in Menlo Park; 150 at a second location in Raleigh, North Carolina; and 300 signed up for a San Francisco branch scheduled to open this summer. A San Jose, California, shop will open this fall, and TechShop is considering teaming up with co-working group The Hub and commercial developer Forest City to build clusters of entrepreneurs and artists in Boston, New York City, Los Angeles, and Washington, D.C. The U.S. Department of Commerce has approached the company about opening branches in Detroit and other economically distressed cities. Shared spaces like TechShop’s can fuel the creation of all kinds of companies. In San Francisco’s largely Hispanic Mission District, for example, a nonprofit called La Cocina is helping would-be food entrepreneurs make the jump from home-based businesses to true commercial enterprises. In the five years it has been operating, La Cocina has worked with about 100 clients, 90 percent of them women, all low income by the standards of the U.S. Department of Housing and Urban Development. La Cocina clients go through a rigorous application process before starting a six-month preincubation period, during which they work on marketing, product, and operations issues and carefully study the feasibility of their proposed businesses. After that, the focus shifts to finding financing — most businesses need less than $2,000 to start up, says the program’s executive director, Caleb Zigas — and getting access to markets. Clients also get access to a commercial kitchen at below-market rates. “I would be in a completely different place if not for La Cocina,” says Jill Litwin. A graphic artist transplanted from the East Coast, Litwin was La Cocina’s first client when she came in with the idea for Peas of Mind, a line of healthy frozen kids’ food. The program helped connect her with legal assistance, a food scientist, and eventually a factory to expand production. Litwin now has two employees, and Peas of Mind products can be found in supermarkets nationwide. Last year, the company closed a round of equity financing to help it expand again. Bottom Line Plenty of Americans have the desire to make actual stuff, not just software. What they lack are the tools. Entrepreneurship Education for All The Immigrant Advantage Finding the Bill Gates of Sixth Grade How Incubators Speed the Start-up Process How to Make More Manufacturers Student Loan Breaks for Entrepreneurs A Tax Cut for Angels How Business-Plan Competitions Reward Innovation Cutting Incorporation Bureaucracy An Energy Policy for Entrepreneurs Why It’s Time to Revamp the SBIR How States Can Attract Venture Capital Government Data for Entrepreneurs Why We Need More Funding for Big Science Stop Enforcing Noncompetes Why Microfinancing Works TechShop – Business – United States – San Francisco – California Continue reading
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Tagged Business, california, economics, energy, entrepreneurs, government, housing, immigrant, innovation, new york, science, tools, united-states, urban
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How Incubators Speed the Start-up Process
Most start-ups don’t need much money to get going. But that doesn’t mean they don’t need help. That’s where so-called seed accelerators come in — outfits like Y Combinator in Silicon Valley; the aforementioned TechStars in Boulder, Boston, and soon Seattle; and the Capital Factory in Austin. A mashup of angel investing, speed dating, and geek camp, most seed accelerators adhere to the same basic model: A group of seasoned entrepreneurs and investors selects a few founders with sound business ideas; hands over a little cash and a place to work for a couple of months; and provides lots of hands-on coaching, strategizing, and butt kicking in exchange for a modest equity share in the company. David Cohen, who launched TechStars in 2006 after founding three technology companies, says he was always frustrated with the relationships he had had with angel investors. “Most angel investors have a couple of coffee-shop meetings, write a check, and then cross their fingers,” he says. “At TechStars, investors and mentors actually work with the companies for three months. At the end of that time, you’ve become part of the team — and you know whether or not you want to invest more.” About 70 percent of TechStars’s alumni have gone on to raise angel or venture funding or reach profitability without outside investors. Of the 150 or so start-ups launched from Y Combinator since 2005, about a dozen have been acquired in multimillion-dollar deals, including Reddit (acquired by Cond Continue reading
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Tagged angel investment powerpoint presentation, angel investor, angel investors, boston, capital, capital-factory, companies, dating baby iron love. ning, energy, entrepreneurial, entrepreneurs, government, immigrant, innovation, iron.ning.dating email.com, science, seattle, student
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Entrepreneurship Education for All
In the late 1970s, about 500 colleges and universities offered courses in entrepreneurship. By 2005, more than 2,000 did so. Yet there has been no corresponding surge in start-up activity. “The things we’ve been trying on campuses have had a marginal impact, if that,” says Dane Stangler, a researcher at the Kauffman Foundation. To be sure, there are individual programs that have a proven record of generating real companies. What they generally have in common is a belief that entrepreneurship training is for everyone — not just M.B.A.’s, but engineers and art students, too. A good case in point is MIT. The school’s students and alumni start 200 to 400 businesses a year. One of the keys to that success is the school’s Entrepreneurship Center. Launched in 1991, the center serves the university’s five schools, acting as the nexus for entrepreneurship classes, clubs, and activities; connecting business students with scientists; and providing physical space, advice, and access to a network of entrepreneurs and investors — all with the goal of creating new ventures. “We’re the DMZ where the geeks can meet the suits and make companies,” says the center’s managing director, Bill Aulet. Few schools, of course, can compete with MIT. The good news is that they don’t have to. You don’t need to be a tech hub to sell the idea of entrepreneurship as a career choice. Consider a program called The Launch Pad at the University of Miami, a private university in South Florida. Started in 2008, The Launch Pad invites students and alumni to submit a plain-English pitch about an idea for a company. Everyone who pitches an idea gets free advice. About 10 percent of applicants are selected to enter an individualized venture-coaching program, in which they work with volunteers from the local business community. Launch Pad staff helps students as needed, whether with financial projections or presentation skills. “Business is intimidating to people studying something else,” says Susan Wills Amat, the program’s co-founder. “Business people speak a different language and are very assertive. We get kids who are nervous about sharing and give them confidence and a support system.” In the less than two years since the program started, nearly 500 ideas have been submitted, and 45 businesses have been formed. Only about 20 percent of participants have been business students. Among the breakout companies: a streetwear line, Voler La Rue; Audimated, a social media platform for connecting indie music artists and fans; and Elemental Stereo, which makes stereo systems for golf carts and boats. Dan Thibodeau, co-founder of URoomSurf, a college-roommate matchmaking site, says he and his partner, Justin Gaither, couldn’t have done it without help from the center. “Neither of us had ever run an e-commerce company before,” says the 24-year-old. Today, URoomSurf has 16 staff members and more than 80,000 registered users. The Launch Pad model is easily replicable, and Amat hopes it will go national. In April, the charitable arm of investment firm the Blackstone Group announced a $2 million grant to bring the Blackstone LaunchPad, modeled on Miami’s program, to the Detroit-area campuses of Wayne State University and Walsh College. Bottom Line Arts and humanities and science students need entrepreneurship education every bit as much as b-schoolers. Entrepreneurship Education for All The Immigrant Advantage Finding the Bill Gates of Sixth Grade How Incubators Speed the Start-up Process How to Make More Manufacturers Student Loan Breaks for Entrepreneurs A Tax Cut for Angels How Business-Plan Competitions Reward Innovation Cutting Incorporation Bureaucracy An Energy Policy for Entrepreneurs Why It’s Time to Revamp the SBIR How States Can Attract Venture Capital Government Data for Entrepreneurs Why We Need More Funding for Big Science Stop Enforcing Noncompetes Why Microfinancing Works University of Miami – Business – Massachusetts Institute of Technology – Blackstone Group – Wayne State University Continue reading
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Tagged blackstone, Business, energy, entrepreneurs, government, immigrant, innovation, school, science, university
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Revitalizing the American Dream
We need more start-ups. A lot more of them. New companies mean new ideas, new approaches, new products and services, and new jobs. What’s more, in the wake of the Wall Street meltdown and the catastrophic oil spill in the Gulf of Mexico, a wave of start-ups could spark a new sense of optimism about what businesses can actually accomplish — something else this country sorely needs. We are not just talking about the fast-growing “gazelle” companies that expand at double-digit rates — though we could certainly use more of them. Nor is this solely about sparking, say, a green business boom or the creation of more tech companies or a bunch of cool new iPhone apps — though we like all of those, too. Instead, what we are seeking is a kind of rebooting of the entrepreneurial ideal — the notion that starting a company is a viable option for all Americans, regardless of where they come from. This country has long been a haven for entrepreneurs. Ten years into the 21st century, it’s time to rethink exactly what that means. Given our anemic and largely jobless economic recovery, this is more important than ever. Young companies — those younger than six years old — provide the bulk of new jobs; in 2007, they accounted for 64 percent of them, according to a 2009 survey by the Kauffman Foundation that looked at start-up formation since the 1970s. John Haltiwanger, an economist at the University of Maryland, came to a similar conclusion in a more recent study: His research found that start-ups account for only 3 percent of total U.S. employment but almost 20 percent of gross job creation. Unfortunately, creating new companies is easier said than done. The rate of business creation has remained stubbornly constant over the years. Since the early 1990s, the number of start-ups has hovered at about 500,000 a year, according to a survey by the Kauffman Foundation. This has been the case during booms and busts, whether taxes were rising or falling, and whether venture capitalists were irrationally exuberant or largely recalcitrant. Clearly, some new thinking is required. That’s what Inc. aims to provide in the pages that follow. We spent months talking to economists, entrepreneurs, academics, politicians, and policymakers about what can be done to spark a renaissance of American entrepreneurship. What we ended up with was a game plan to help revitalize the American economy. This is not just a matter for elected officials. Sure, issues such as immigration and tax policy need to be addressed. But we also need action by schools, corporations, nonprofits, investors, and entrepreneurs themselves. The good news is that you don’t have to look too hard to find approaches that work. Indeed, we discovered an entire infrastructure of programs, policies, and ideas designed to stimulate business formation. These programs need to be studied, emulated, fine-tuned, and scaled. And their leaders need to be acknowledged and brought into the national conversation about the economy. Step 1: Take Entrepreneurship Out of the Business Schools Arts and humanities and science students need entrepreneurship education every bit as much as b-schoolers. Universities as diverse as MIT and the University of Miami have created model programs for training students in the fundamentals of business formation. More programs like these should be created. Read more Step 2: Tap the Best and the Brightest Wherever They May Be Entrepreneurs from all over the world want to start companies in the United States. Our immigration policy should reflect that, by offering short-term visas to would-be entrepreneurs who are in the country on H-1B or student visas. If those visa holders create companies that create jobs, then we should offer them green cards. Read more Step 3: Our Education System Should Foster Entrepreneurship Among the Young Putting ideas into action may be the biggest challenge for entrepreneurs. Teaching youngster–especially middle-school students–how to start businesses is one of the best investments we can make. Programs such as the National Foundation for Teaching Entrepreneurship offer a good model; educators should also take small steps such as adding the biographies of great entrepreneurs to the standard curriculum. Read more Step 4: Speed the Start-up Process Most start-ups don’t need much money to get started. But that doesn’t mean they don’t need help. That’s where incubators and seed accelerators such as Y Combinator in San Francisco and TechStars in Boulder, Colorado, come into play. Investors, entrepreneurs, and city officials across the country should jump on the bandwagon. Read more Step 5: Give Manufacturers the Tools They Need to Get Started Plenty of Americans have the desire to make actual stuff, not just software. What they often lack are the tools to get their ideas off the ground. Shared manufacturing spaces such as TechShop in Menlo Park, California, can provide aspiring manufacturers with access to sophisticated prototyping equipment. We need more of these facilities. Read more Step 6: Cut College Graduates Some Slack The rising level of student-loan debt among recent college graduates may well inhibit them from starting businesses, driving grads into stable corporate jobs that will allow them to pay down their loans. The government should find a way to let college graduates who start businesses postpone loan payments for a few years while they get their ventures off the ground. Read more Step 7: Give Angel Investors a Tax Break A number of states including Wisconsin, Minnesota, and Ohio, offer angel investors a tax credit for backing early-stage ventures. More states should follow their lead, and so should the federal government. As Stephen Spinelli, co-founder of Jiiffy Lube, observes: “If I get an immediate tax credit, I get an immediate return. I know I would increase my investing if there was a tax credit.” Read more Step 8: Reward Innovation Through Business-Plan Competitions A revved-up contest economy will harness the competitive spirit to launch a wave of businesses. Programs such as New York City’s NYCApps and the nonprofit X prize should be expanded and encouraged. Read more Step 9: Cut the Incorporation Red Tape In New Zealand, an entrepreneur can register a business with one filing and be legal and legit in one day; in the U.S., it takes about six steps and six days. We need to make it easier for founders to register their start-ups. Hawaii’s approach, which involves an online step-by-step guide to registering a new business, should be adopted across the country. Read more Step 10: Pass an Energy Bill, Already Markets–and investors and entrepreneurs–abhor uncertainty. So let’s get serious about the emerging energy economy by creating an actual energy policy. Only then will companies be able to make informed investment decisions. Read more Step 11: Revamp the SBIR The Small Business Innovaton Research Program is a good idea that unfortunately supports a small number of companies that seem to excel only at getting SBIR grant money. The government should revamp the agency’s mission so that it provides seed capital and contracting opportunities to younger companies, and not just small companies. While we’re at it, let’s rename it the New Business Innovation Research Program. Read more Step 12: Grow Local Investment Communities at the State Level It’s foolish to try to duplicate Silicon Valley, but smart governments can do a lot to lure investors to their states. Since 1993, for example, New Mexico has committed funds to venture-capital firms with the requirement that they open an office in New Mexico and pledge that investments equaling the amount provided by the state were made in state. The results have been encouraging, and suggest that other states should nurture local VCs. Read more Step 13: Bring Government into the 21st Century Government entities have more resources–generally in the form of data–than officials realize. They need to follow San Francisco mayor Gavin Newsom’s lead and hand that raw material over to entrepreneurs. Read more Step 14: Fund Big Science As a percentage of gross domestic product, funding for scientific research has dropped from 2003 levels. What’s more, the federal contribution to R&D is now below 1 percent of GDP, a commonly accepted minimum goal for economically developed countries. Meanwhile, our global economic competitors are seizing the opportunity. We should reverse course, and fast. Read more Step 15: Stop Enforcing Noncompetes Midcareer executives are a rich source of entrepreneurial talent. But studies indicate that in states and in industries where noncompete agreements are commonly enforced, workers are forced to make career detours, finding their next positions outside the industry in which they had expertise. Noncompetes make it hard for people to start companies, and hard for start-ups to attract seasoned talent. Let’s follow California’s lead and stop enforcing noncompetes nationwide. Read more Step 16: Bank the Unbankable With Microfinancing Over the past few years, many mainstream banks have beefed up loan requirements or significantly cut back on small-business lending. Nonprofit microfinance lenders have come to play an ever more important role in bridging the funding gap. Cities and states should embrace these kinds of programs. Businesses that seem unbankable are often anything but–if you know what to look for. Read more It’s difficult, if not impossible, to say how many new companies Inc.’s 16-point plan would help create. We went over our proposals and performed some back-of-the-envelope calculations and estimate that implementing these ideas would spur the formation of at least 300,000 additional start-ups over the next decade or so. The number, we admit, is speculative. But blue-sky thinking is fine with us. The point is that the old models are no longer working. We need bold thinking about how a new wave of entrepreneurship can transform the American economy, spark innovation, and provide new jobs, new vibrancy, and new opportunities. That’s where you come in. What do you think of our plan? Is there anything missing? What do you think needs to happen to make this country more start-up friendly? We want to hear from you. Please post a comment below. United States – Business – Venture capital – Entrepreneur – Education Continue reading