Why Every Entrepreneur Needs to Take Entrepreneur Mentorship Programs

Read this article to learn why you need to enroll in entrepreneur mentorship programs. As a young entrepreneur, it is easy to fall into the trap of “I’m on the top of the world” or “I know everything about business” after getting first few tastes of success. However, you may feel stuck at times and may feel the need to reach out and connect with people for help.

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Entrepreneurial Mindset 101 – A Positive Mindset Is A Powerful Skill To Develop

Before I go any further, I want to discuss the idea of a mindset. We all have a brain. In that brain, we place our thoughts, feelings, ideas and our concepts. When you start your own business, your business will take a lot of your time. In addition, you will have to sustain that business for as long as maybe 3 years before you see a return on investment.

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Benefits Of Being Wealthy – Check Out These Amazing Benefits

It is great to be wealthy. In fact, the pursuit of wealth can be a noble initiative. You can do a lot of things if you have the necessary wealth. Being wealthy is a great advantage. Let’s examine some of the things that come with being wealthy.

• One of the biggest advantages of being wealthy is that you can have the best comforts in life. Practically everything in the world is available in return for money. Being wealthy enables you to have the best houses to live in.

• You are able to provide the best education for your children. Some of the best schools and colleges in the world are exclusive for the wealthy people. Studying in such schools has its own advantages.

• You can visit every place on the earth. Visiting exotic places can help broaden your vision and expose you to many cultures in the world. Experiencing them can be a great education for your children.

• Being wealthy, it is natural that you would end up having similar friends and acquaintances. This can help you to forge better relations with them and multiply your wealth.

• You have the advantage of buying in bulk at the best stores in the world. You also have the advantage of investing in a wide range of securities.

• You can do your share of philanthropy by donating a part of your wealth to charitable organizations and medical institutes. This can help the poor and underprivileged people have decent educational and medical facilities.

• One of the noblest initiatives can be taking up the educational responsibilities of poor children. There are people in the world who have the talent but not the means to pursue higher education. You can pitch in with your contribution.

There are hundreds of things that you can do if you have the necessary wealth with you.

Here is the next thing for you to do!

You must develop some skills in order to be a successful entrepreneur. Certain skills include;

1. The skill of being discipline because many start up businesses require around 2 years of hard work before a proper return on investment is made.

2. The skill of being a closer. A closer is someone who is good at closing deals or transactions. In order to be a good closer, you must educate yourself of how to talk to clients.

3. The skill of being ambitious. You will have to have a certain level of drive to be a successful businessperson.

Article Source: http://EzineArticles.com/9731250

4 Founder Mistakes That Make Most Startups Fail

This is indigenous to the tech startup scene, but it definitely crops up elsewhere too. There is a mythology, perpetuated almost entirely by the Silicon Valley VC set, that a startup is somehow a new and trendy concept whose primary model is basically “raise lots of money, acquire as many users as possible, and then figure out how to monetise them or sell to someone who can”.

It’s a seductive idea because, for the founder, it bypasses the daunting prospect of having to worry about revenue, sales and all those other scary things. This feels great of course, because it allows the founder to stay in their comfort zone and indulge the satisfaction of making the perfect product without having to rely on sales to get there. In reality, it’s merely delaying the day when the company has to face rejection and criticism from potential customers.

It’s an approach that taps deep into our human fear of rejection and failure and promises a comforting alternative where these fears can be avoided altogether. It’s such a powerful fear for most that an enthusiastic, widespread and elaborate mythology has developed around this type of “business model”, with the sole purpose of trying to affirm something that we want to be true. But it isn’t true: a startup is a business, and sooner or later it needs to make money. Founders who realise this and have a plan to monetise from the start are far more likely to succeed.

2) Underestimating the importance of cashflow
I learned this lesson the hard way when my first business was snuffed out almost instantly by a lack of cash. The rate at which the cash ran out was much faster than I expected, but the speed at which the rest of the business fell apart as a result of running out of cash was alarming. Thankfully I was only 24 and was able to recover fairly quickly, but I see the mistake being repeated over and over again with new startups.

Why does this happen? Similarly to the previous point, it’s largely avoidance psychology: the prospect of running out of cash triggers the primal fear of failure so people will go to surprising lengths to avoid facing it. Naivety is also often a major factor: spending too much on the less important things such as big plush offices and equipment, hiring too many people too quickly, failing to hustle and negotiate better deals on costs, and other such missteps. Lack of information is a common problem too, as critical cash drains like tax, insurance and travel costs are often either underestimated or simply not accounted for in the early forecasts.

All of which is avoidable with some proper planning and research before you dive in. Founders who are willing to spend the time doing that (often tedious) groundwork are giving themselves a much better chance of success.

3) Focusing on the sexy stuff
Being successful in business is hard work, everybody knows that. But what separates many successful founders from the rest is their ability and willingness to do the tedious, repetitive work that drives a business forward day in and day out. In other words, pushing through the grind instead of focusing entirely on the sexy and glamorous work.

The problem is that it’s very easy to be extremely busy as a founder, as there are so many things to do at any given point. And as human beings we naturally gravitate towards the things we enjoy first, leaving the boring slog work until later. As a result, many founders who are guilty of ignoring the truly hard work probably don’t even realise it, only to scratch their heads when it all goes wrong.

By grind work I am not specifically referring to admin – which can easily be automated or outsourced in a number of low cost ways today – but rather activities such as analysing your customer behaviours every day, trawling through social channels daily to build up momentum, writing regular blog posts that nobody seems to read, speaking to tax advisors about R&D credits, filling out patent and trademark forms, building and testing marketing and sales automations, and all the other energy-sucking bits of unsexy work that go into building a business’s early momentum. These are all things that a founder must be willing to do themselves at first, knowing that the reward is much further down the line. Many founders make the mistake of believing that they are above this type of work from day one, and they are nearly always wrong.

4) Giving up too easily
This is a big one, but I see it derail people so often (myself included, in my earlier ventures). At some point, the general struggles of starting a business up from scratch will become overwhelming, and some major problem will push the founder to the edge of wanting to quit. I refer to this as the wall, in reference to the wall that marathon runners hit when their body starts screaming at them to give up.

This is often a critical milestone in a business’s development. Just as in a marathon, a person’s ability to push through this wall is a huge determining factor in their likelihood of finishing the race, and business is no different. But really, this is the central essence of running any kind of business. The ability and fortitude to overcome difficult challenges is one of the foundational characteristics of any successful founder, and the struggle should be the fuel that drives them. Founders who expect, embrace and face challenges head-on will be amongst those left standing after the 90% have faded away.

Conclusion
The 90% statistic is accurate, but it is also an oversimplification of the landscape. Succeeding at business is not a game of chance, it is a battle of will where the most realistic, durable and pragmatic individuals thrive. Founders who have, or are willing to build, these characteristics will have the best chance of being in the 10%. Those who don’t or won’t, will be found out quickly enough.

Article Source: http://EzineArticles.com/9695943

Starting a Service Based Company

Every individual has to take into account, a basic set of guidelines when it comes to starting a service catering Company. The value of service should meet the expectation level of a customer in order to become popular. Many Companies agree that the value of a service should be measured by what the customer is willing to pay for, than on the cost of the services provided.

The purpose of any Company’s Service Management department is to ensure that it has the right combination of services in order to balance the investment it has made and the ability to meet business outcomes. Service Management department should contain a catalogue of all services that the Company has promised to its clients it will deliver, the services currently delivered and those that have been taken off the field of its competitors. It should also focus on the aspect the revenue received because of services.

For example, an individual starts a small Company based on services on which he/she is experienced. There will be important factors that he/she has to concentrate on. Some of the important factors that he/she has to consider are: demand, finance, knowledge, problem management and business relationship.

Demand: The popularity of demand stems upon the fact that any new individual starting a Company based on services should have understood, anticipated the importance of influence that the customer can have for his/her type of services. The owner as well the staff should keep tabs on “capacity” to confirm that the services promised to the customer will be provided on time and when it is needed.

Finance: A proper method and source of funding is needed by a Company for designing, developing and delivering services that should comply with the needs of the customer. The financial aspect should have information on costs, issues, benefits and problems that have to be tackled.

Business relationship: A transparent relationship should be established and maintained between the Company and customer. It should also identify customer needs and ensure the services promised to the customer are provided even if the requirements change according to circumstances. Normally, a receptionist or service desk is the first point of contact for a service oriented Company. Extreme care has to be taken in this aspect, because a Company will have excellent parameters and staff but if the service desk is not up the mark, it will lose its position in the market within a short frame of time.

Knowledge: The very purpose is to share ideas, information and experience to confirm that these factors are available at the opportune moment at the required time. A database of issues, problems tackled should be maintained as this will not only save cost but also time in rediscovering knowledge.

Problem Management: An experienced individual or efficient team should be in place to tackle any kind of problems. The team or individual should take steps in the direction to not only solve the problem, but should also identify the root cause if any, keep a tab on recurring problems, design workarounds if needed and minimize the time to restore service as quickly as possible.

A team that is interested in constant learning and redefining themselves according to the circumstances should be selected.

Article Source: http://EzineArticles.com/9734766

Faith in a Seed, Investment in the Roots: Cultivating the Garden of an Entrepreneurial Venture

Henry David Thoreau once stated, “Though I do not believe that a plant will spring up where no seed has been, I have great faith in a seed. Convince me that you have a seed there, and I am prepared to expect wonders.” While I appreciate this quote, I think that it perhaps puts too much emphasis on the seed (or idea) alone. While a seed is necessary, I feel that attention should turn towards the roots (processes, goals, human capital, etc.) that single seed can lead to developing.

In fact, this observation reminds me of the recent Western Carolina University Leadership Development tour of the Cradle of Forestry in Western North Carolina, where I learned of the approach to life (and development) that an oak tree will adopt. Interestingly, in its first approximately 20 – 25 years of life an oak tree will spend ~70% – 80% of its energy and resources developing a robust and pervasive root system. In this example, while the seed is the starting point, it is the root system of a future, mighty oak that serves as the real genius of its development.

I think it is important to reflect on the oak tree’s approach to life. Instead of growing tall and strong first, the oak tree stays small and chooses initially to grow deep, deep into the earth. An oak tree grows with their long or end game in mind, not for the instant gratification and short-term results. This approach to life carries a lesson for all of us as human beings, but takes on a particularly relevant lesson for those of us who, as Machiavelli stated, “choose to take on a new order of things” in the form of innovation and entrepreneurship.

For example, when you think about an entrepreneurial venture, what you see standing above the surface is but a fraction of the energy and results of the effort invested in that organization or idea. For the purpose of this article, the primary components of a start-up’s root system are as follows:

• Value Proposition – identifies an aspect of your product/service that makes your offering appealing to potential customers and helps sell and market that product. This serves as the cornerstone to your venture.
• Talent Development/Cultivation – a basic strategy for bringing in, developing, inspiring, and maintaining the best talent associated with your venture with the greater goal of sustainability. Additionally, talent development can help maintain consistency, trust, and more exceptional customer service or product development, while aligning with the application of your value proposition.
• Strategic/Business Plan – frames your venture in a standard way by providing objectives and methods/strategies for reaching them. This is a recognized document that potential funders can relate to and it serves as a more accurate and robust expansion of your idea/product, the value proposition, and the stakeholders involved.

Finally, as an entrepreneur, the most valuable lesson to take away from the mighty oak is to remember to stay true to your roots. By doing this, you will invest your time, energy, expertise, and resources into your roots. If you nurture your roots, they can support you as you continue to grow to new heights and new depths!

Article Source: http://EzineArticles.com/9709815