By Nicholas King
Quickly music path to developing lasting company worth in the course of the entrepreneurial administration of start-ups, buy-outs and company venturesCovers the most important components of company, from figuring out entrepreneurial administration and aligning the pursuits of traders and marketers to selecting your go out direction and maximizing your returnExamples and classes from a number of the world's such a lot enterprising businesses, together with Michael Bloomberg's recipe for promoting your solution to the head, Jurgen Klein's Jurlique and Sherry Leigh Coutou's Interactive Investor overseas. Plus rules from the neatest thinkers and practitioners together with Max Boisot, Neil Churchill, Peter Drucker, Josh Lerner, Will Schmidt and Howard StevensonIncludes a word list of key recommendations and a finished assets advisor
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Extra resources for Enterprise Express (Express Exec)
Coutou says she initially resisted the bid. She believed that, with £50mn cash in the bank, the company could have weathered the storm and reached profitability by the end of 2001. But, she says, the other principal shareholders felt it was in the best interest of the company to accept the offer. The early investors made a healthy return; she claims even those who came in the later rounds of funding made a three to four times return on their money. Coutou says she had to let go of her original vision, that an independent company could deliver on the promise of a service that integrates on-line advice and financial transactions.
To the entrepreneur, the opportunity is so big, it’s blindingly clear that it will work. It’s this strength of conviction, the former 3i executive believes, that makes an entrepreneur more prepared to go into uncharted territory, something that many successful business people studiously avoid. An entrepreneur, by comparison, is happy to deal with the uncertainty of a start-up or rapid change in a growing enterprise. ‘‘He’s prepared to do it when there are limited reference points,’’ he says. Certainly, someone who is not comfortable living with a degree of uncertainty is unlikely to relish an entrepreneurial path, where the daily diet is taking decisions with far from perfect information.
An entrepreneur, by comparison, is happy to deal with the uncertainty of a start-up or rapid change in a growing enterprise. ‘‘He’s prepared to do it when there are limited reference points,’’ he says. Certainly, someone who is not comfortable living with a degree of uncertainty is unlikely to relish an entrepreneurial path, where the daily diet is taking decisions with far from perfect information. What constitutes a reference point is a matter of individual experience. A businessperson contemplating a management buy-out has more points of reference than an emigrant to a new country, with little to lose.