Forget about problems and start your business today, you have an idea, you do not have capital, you do not have enough to be able to carry out your business.
You are an entrepeneur, you are a millennium or a baby boomer, this program its for you, it is designed can give you everthing you need to start or run your business.
Stop frustated with many requirements, and do what you can do, which is to give and offer services our comunity occupied
Many entrepreneurs, operating in the fog of uncertainty, worry that exploration will delay commercialization. They go, therefore, with the first practical strategy that comes to mind, deriding the deliberation and planning that accompany careful strategizing. As Richard Branson has famously claimed, “In the end you [have] to say, ‘Screw it, just do it’ and get on and try it.”
At the heart of our approach is the recognition that a go-to-market strategy for any innovation involves making choices about which customers to target, what technologies to apply, what organizational identity to assume, and how to position the company against which competitors. To complicate matters, the decisions are interdependent—the choice of customers influences the company’s organizational identity and its technology options.
We got a lot benefits for you , we can help you to start your own business.
The first step is to fill as many of the quadrants of the compass as possible with strategic options. This is no simple task. It involves gathering additional information and experimenting to some degree (but commitments should be modest until a choice is made).
Until the 1980s no one really taught entrepreneurship, and business academics had no apparent interest in how companies actually came into existence. They focused on preparing students for careers in giant banking, manufacturing, transportation, and consumer products enterprises. Then came Bill Gates and Steve Jobs. Eager to emulate their success, a growing number of MBA students insisted on getting instruction in what was soon called entrepreneurship. (The word “entrepreneur” was just coming into common usage.)
Ultimately, entrepreneurs know that starting a business is fraught with risk only they can manage. Their task is to make decision after decision in unforeseeable circumstances. As events (often determined by earlier decisions) unfold, they present opportunities or dangers that cannot be evaluated before making a choice. Launching and managing a start-up will never be reducible to a strategic framework, let alone run smoothly according to a preestablished plan. Ted Farnsworth, a serial entrepreneur who is now the chairman of Helios and Matheson, which owns the discount theater-subscription service MoviePass, told me, “For any new company there is only one thing to do: devise a new product and just put it out there. Then you can answer the only two questions that count: Are there customers? How much will they pay? As an entrepreneur, I’m constantly relearning the answers to these questions.”
Drafting a values statement in a silo and then mandating the team follow it is rarely effective. A person can’t just be told what to find meaningful — a values system is something that you develop over the course of years, and it is not easy to change overnight. In my company’s case, we included everyone on our small team in the process so that we could tap into values that people already held and uncover core values that we, as an organization, were already living. This helped us avoid those aspirational but essentially meanningles values that leaders often impose on an organization in an attempt to re-sculpt culture. Values unveiled with everyone participating are more likely to be unique to your company — and differentiated values are correlated with better performance.