Skip to main content
main-content

Über dieses Buch

Second Stage Entrepreneurship shows the aspiring entrepreneur how to create significant growth as their company scales its way to the top through the development of organizational structure; from setting up an effective company culture; to structuring an effective sales team; to helping create stand out customer interactions.

Inhaltsverzeichnis

Frontmatter

Introduction

Abstract
REAL LEARNING MOMENTS COME OUT OF challenging and difficult situations and experiences. Founding a business is certainly one that belongs in the challenging category. It takes vision, determination, market timing, and capital resources to make it a success. Starting a business and making it grow beyond the initial start-up has been a lifelong passion for me. Over the years, my partners and I have been fortunate to make that dream a reality more than once.
Daniel J. Weinfurter

Chapter 1. Grow or Die

Abstract
STARTING A COMPANY IS HARD WORK. Every entrepreneur can attest to that fact. Assembling the capital, creating systems, hiring staff, finding customers, keeping the momentum going to make it a success—these tasks are all-consuming. It is no wonder that owners become so invested in their start-ups that when it comes time to take the business to the second stage of development, they often hesitate, or even stall. The business is running well and making a profit. The staff is working at capacity and content. The temptation is to rely on the current systems, products, and talent to take the company to the next level.
Daniel J. Weinfurter

Chapter 2. New Capital Sources

Abstract
PERHAPS NO TOPIC DRAWS SUCH heated controversy among entrepreneurs as how to finance second-stage growth. Unless the start-up is so successful that it has accumulated a substantial war chest of cash to fund the push to the next level, new capital will be needed. There are a variety of sources for new capital, each of them with its own set of issues concerning accountability, control, and profitability for the second-stage entrepreneur. Needless to say, the typical founder prefers the option with the least strings attached, but given the size of the funding required, this may not be feasible.
Daniel J. Weinfurter

Chapter 3. Install a Board of Directors

Abstract
ENTREPRENEURS ARE MAVERICKS. Many of them have left the corporate world to pursue their dream of starting their own business. They’ve put their heart and soul (and money) into their new start-up and made it successful. They’re used to making their own rules, doing things their own way. The last thing they want is to have to listen to a board of directors give advice about what they should be doing, right?
Daniel J. Weinfurter

Chapter 4. Create, Don’t Compete

Abstract
BUILD A BETTER MOUSETRAP. For most people, this is just another tired cliché we’ve all heard a thousand times. But to entrepreneurs, it’s a rallying cry. Whether they are frustrated by the lack of quality coffee or by the agonizingly slow hiring process in most companies or by a significant market need that is left unfulfilled, they have a vision about how to provide something different, something unique, something better, and they seize the opportunity—and make money doing it.
Daniel J. Weinfurter

Chapter 5. Hiring Smart!

Abstract
STAFFING TO SCALE IS ONE OF THE most important steps to ensure your success for your second-stage company. The real challenge, and the opportunity, is to find people who have the right combination of skills, experience, and passion to succeed that is needed to help you grow your business.
Daniel J. Weinfurter

Chapter 6. The New Model for Selling

Abstract
SECOND-STAGE ENTREPRENEURSHIP IS THE moment of truth. This is the stage where your company grows up. You are no longer sitting in your house or garage or in an open space with rented desks shouting to your coworkers about ideas that will move the business forward. It is time to think less about survival and more about growth.
Daniel J. Weinfurter

Chapter 7. Managing Beyond Metrics

Abstract
SALES GROWTH IS VITAL for any company making the leap to second-stage growth. We’ve established the importance of hiring the best sales people, based on a combination of criteria including experience, talent, potential, and intelligence. With strong investment in a new and expanded sales force, the future is bright and your growth assured.
Daniel J. Weinfurter

Chapter 8. Growth Marketing

Abstract
THE WORDS SALES AND MARKETING are often used in the same sentence in business discussions and articles as though they are part of one catchphrase. To many, it may appear as though sales and marketing are just different words for the same or similar activities. After all, the ultimate function of both is to influence a purchase decision. However, this is a misconception and often leads to wasted time and resources. It is important to know the differences between these two business functions to make them work for you. Naturally, as executed within a company, they support the efforts of the company to secure clients and revenue. But that’s where the similarities end.
Daniel J. Weinfurter

Chapter 9. The Total Customer Experience

Abstract
MOST PEOPLE UNDERSTAND THAT GREAT companies—the ones we talk about, write about, and are passionate about—base much of their ongoing success on what is called the total customer experience. From the first contact to final fulfillment, these companies make sure that every interaction with their customers delivers satisfaction. They have made this part of their cultural DNA; they understand that a commitment to an exemplary level of customer service is vital to success because the best spokesperson for any business is a completely satisfied customer.
Daniel J. Weinfurter

Chapter 10. Culture Matters

Abstract
AT FIRST, THE CONCEPT OF CORPORATE culture might seem a bit too abstract for any discussion of the fast-paced, brass-tacks process of bringing a company to second-stage growth. After all, is this concept of a company’s “character” or, as Entrepreneur magazine defines it, “a blend of the values, beliefs, taboos, symbols, rituals, and myths” too subjective to make a difference?1
Daniel J. Weinfurter

Chapter 11. The Keys to Effective Leadership

Abstract
WARREN BENNIS, THE LEGENDARY organization expert and pioneer of modern leadership principles, famously said, “Leadership is the capacity to translate a vision into reality.” Taking this statement a bit further, we can characterize leadership as the quality that inspires people to do their best every day. Without effective leadership, any organization will flounder and get lost in a thicket of conflicting agendas and priorities. Without inspired leaders, an organizations mission, vision, values, and direction become unclear and growth suffers.
Daniel J. Weinfurter

Backmatter

Weitere Informationen

Premium Partner

    Bildnachweise