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It Takes Money to Make Money: Your Investment Model--Why Raising Less Money Is Better--Seriously!
Mullins, John; Komisar, RandyBook Chapter HBS-5370BC-EEntrepreneurshipFor most people who launch new ventures, it takes some up-front cash to open shop, and getting that cash is rarely easy. Investors worry about risk. Will the new venture make it in spite of the long odds? What is the potential return on their investment? As an entrepreneur, you are trying to figure out how to get started with as little investment as possible. Developing an investment model is a real challenge for most new ventures. But some compa...Starting at €8.20
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Avoiding Rocks and Hard Places: Your Gross Margin Model--Developing a Gross Margin Model that Will Generate Competitive Advantage
Mullins, John; Komisar, RandyBook Chapter HBS-5359BC-EEntrepreneurshipThere are five elements of any company's business model that determine whether a business or organization can survive and prosper: revenue, gross margin, operating expenses, working capital, and investment. If revenue is the lifeblood of a company, gross margin is the safety and security that is equally important. Generating adequate gross margins from your revenue ensures that there's money available to pay the rest of your company's costs. If e...Starting at €8.20
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Getting from Plan A to Plan B and Beyond--Building a Better Business Model
Mullins, John; Komisar, RandyBook Chapter HBS-5357BC-EEntrepreneurshipEvery aspiring entrepreneur has a Plan A. And virtually everyone believes that their Plan A will work. Unfortunately, they are usually wrong. But what separates entrepreneurs who succeed from those who don't is what they do when their first plan fails. Getting from Plan A to Plan B and beyond requires the development of a business model that really works. In this chapter, the authors describe why your Plan A--yes, yours--probably won't work, intr...Starting at €8.20
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Cash Is King: Your Working Capital Model--Why Thinking Strategically about Cash Flow Is Key to the Long-Term Success of Your Business
Mullins, John; Komisar, RandyBook Chapter HBS-5371BC-EEntrepreneurshipThink working capital isn't important to your business? Think again. It doesn't matter how clever your products or how keen your customers, if you haven't got working capital on hand, you'll be out of business in the blink of an eye. Some savvy entrepreneurs have sharply reduced the gross margins they need by developing working capital models that have disrupted their industries. Could you be the disrupter that does this to your industry? Or are ...Starting at €8.20
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Can You Balance a One-Legged Stool: Multidimensional Business Models
Mullins, John; Komisar, RandyBook Chapter HBS-5369BC-EEntrepreneurshipWhile you may think that your company can get away with having a strong revenue model or healthy gross margins alone, companies are most successful when the five elements of their business models--revenue, gross margin, operating expenses, working capital, and investment--work together. In this chapter, the authors examine three highly entrepreneurial companies whose success rested on their multidimensional business models: Zara, Amazon, and Celt...Starting at €8.20
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Guiding Your Flight Progress: The Power of Dashboards--Building a Better Business Model Through Trial and Error
Mullins, John; Komisar, RandyBook Chapter HBS-5361BC-EEntrepreneurshipAs entrepreneurs, many of our assumptions and initial plans are shaped by the examples of companies and business models that came before. But what happens when these analogs reach the limit of what they can tell us? A leap of faith is required, driven by a burning question that cannot be answered without some real-world data. Once hypotheses have been formed, we need to test them as quickly and cheaply as possible to measure the results of our ri...Starting at €8.20
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Don't Reinvent the Wheel, Make It Better: Assembling Analogs, Antilogs, and Leaps of Faith to Get to Plan B--Building a Better Business Model
Mullins, John; Komisar, RandyBook Chapter HBS-5362BC-EEntrepreneurshipEntrepreneurs drive economic growth all over the world. But the fact is, most successful ventures represent the evolution of a business idea over time--from initial concept, or Plan A, through multiple iterations--rather than the execution of an entrepreneur's original vision. How do you go from the germ of an idea to one that's truly compelling, with a viable business model to match? One tested approach is to learn from the experiences of others...Starting at €8.20
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Trimming the Fat: Your Operating Model--Learn from Competitors to Rethink Your Operating Costs
Mullins, John; Komisar, RandyBook Chapter HBS-5358BC-EEntrepreneurshipOperating costs are not glamorous. They are "below the line," and often get less attention than they deserve. But operating expenses, if not kept in check, can bankrupt a company. In this chapter the authors demonstrate how learning from your competitors can help you build an operating model that is central to the success of your business. They profile three exemplars: Ryanair, Oberoi Hotels, and ZoomSystems. This chapter was originally published...Starting at €8.20
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Getting Started on Discovering Your Plan B--Some Guiding Principles for Your Journey to a New and Better Business Model
Mullins, John; Komisar, RandyBook Chapter HBS-5376BC-EEntrepreneurshipWondering where to start in thinking about your business model? Worried about striking a balance between planning--which is essential to developing a strategic business model--and your entrepreneurial dream? In this chapter the authors share some lessons about why so many business plans simply don't deliver. They examine how best to get started on putting these lessons to work in creating your own business plan--whether you're considering a start...Starting at €8.20
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Air, Food, and Water: Your Revenue Model--Developing a Revenue Model that Paying Customers Will Support
Mullins, John; Komisar, RandyBook Chapter HBS-5360BC-EEntrepreneurshipThere are five elements of any company's business model that determine whether a business or organization can survive and prosper: revenue, gross margin, operating expenses, working capital, and investment. Revenue is to any business--and to most other organizations, too--as air, food, and water are to mankind--it is fundamental to survival. Without revenue, a business is as lifeless as a plant without water. This chapter examines six questions t...Starting at €8.20