III webinarium

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Dawid Matuszewski
6 lat temu
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1 III webinarium Współfinansowany ze środków Europejskiego Funduszu Rozwoju Regionalnego w ramach Programu Operacyjnego Współpracy Transgranicznej Republika Czeska - Rzeczpospolita Polska PRZEKRACZAMY GRANICE

2 The transition phase from a startup to a company is probably the most difficult part for a serial entrepreneur. The entrepreneur can sometimes be more focused on the vision than the product -- Forbes 2013

3 Do everything yourself Few job descriptions Making key decisions Making hiring decisions Vision + execution Manage the product Sporadic reviews Sole visionary Sole salesperson Delegating Defined Roles Accountability of others Vetting hiring decisions Vision and manage execution Manage the people Scheduled reviews Letting others innovate Hiring others to sell Entrepreneur CEO *samples from StartUpManagement.org

4 Spending 50%+ of your time with your people Becoming self aware of your strengths and weaknesses Inspiring innovation Managing by Objectives Appreciating operational detail Reviewing the sales process Joining CEO peer group Think about your brand Having a financial officer (CFO) and HR manager

5 Leading product development is equal to ability to manage a company Relying too much on Lean management Not the right balance between managing vs. reviewing the product evolution Funding vs. Business Model Not complementing a geek/technical culture with a sales/marketing and revenue culture

7 Product Product Development Sales/Revenue

8 4 Initial keys to look for - Hidden Gold: there might be one employee who covers more territory/sales than all others combined, study how that employee works - Find the motivator: what pushes you and your new employees faster, is it success with clients or product innovation - Stay focused: lack of focus by the leadership will led to the end of the company before it begins - Professionalize process: develop metrics that define long-term growth

9 Greater Tampa Chamber of Commerce The Startup Scholars Program is an initiative which aims to encourage innovation as a part of our community culture and increase instances of entrepreneurial success. Our mission is to increase the competitiveness of the Tampa Bay business community by addressing and nurturing Tampa's entrepreneurs and related business innovation in any industry sector. Our volunteer team held focus groups and meetings with leaders in the creative and technology communities. The Startup Scholars program is built on this advice from the community.

10 The Chamber identified three entrepreneurs and will engage them in a mentorship program which will provide guidance and assistance in three critical areas: seed capital, best management practices and sales growth.

11 A professional gap analysis or needs assessment provided to the entrepreneur that focuses on specific critical success factors. A FIT Two membership to the Greater Tampa Chamber of Commerce, allowing the entrepreneur to take advantage of the Chamber's networking program and free educational offerings through the Competitive Edge Series. A mentor selected by the Chamber's Business Innovation subcommittee to assist the entrepreneur in navigating the startup landscape. Recognition as a Startup Scholar attendance to all paid events to network within the community.

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