Interference (or venture company ) is an innovative product that is intended to eliminate the need for a market, process or service offering, overall showing a fast growth and established a new institution is. An enterprise is usually a small business, partnership, or organization set up to quickly expose a scalable business model. Initiatives often introduce new technologies in areas such as internet, e-commerce , computer, telecommunications or robotics. Although not all enterprises operate in the field of technology, the term Tüm enterprise esel has gained international expansion at the end of the 1990s in the time of the Dot Com Balloon , where a large number of internet-based companies were founded . The exact definition of the term "enterprise" is widely discussed. However, all definitions follow the definition of US Small Business Administration as a "technology-oriented and high-growth enterprise". The. Growth potential m reference may mean growth in business, growth in the number of employees, or both, but it may also mean that the entity will scale and offer its products and services to a larger or broader market. Entrepreneur-mentor Steve Blank and Bob DorfOne of the popular definitions made by the initiative is "an organization established to search for a repeatable and scalable business model". In this context, the reason why the word ayır search geleneksel is used is to differentiate the advanced stage initiatives from traditional small businesses such as restaurants opened in a saturated market. Examples of restaurants, such as the already existing and well-known business models, implement an attempt to discover an unknown or innovative business model to make a major impact on markets. Examples of this great influence include the online market Amazon , the "application" based transportation service Uber or the search engine Google ; all these companies have been pioneers in the development of their own market categories.Blank and Dorf argue that initiatives are not small models of large corporations: an enterprise is a temporary organization to discover product / market alignment and a business model, while a large company has already found a lasting product / market fit and a well-defined, fully validated test. It has been designed to implement a replicable and scalable business model that has been approved and approved, stable, clear, unambiguous. Blank and Dorf also say that an attempt has been unsuccessful in failing to find out what works and what isn't working in its quest to find a repeatable, high growth business model. Paul Graham , "An initiative is designed to grow fast. Being newly established does not make a company" venture ", or an enterprise has to work on technology, venture capital investment, or" exit. " Everything we associate with the initiatives comes after growth ". Graham also points out that an entrepreneur's initiative is to dedicate himself to solving a more difficult problem than an ordinary company solves. "You are devoting yourself to finding rare ideas that provide rapid growth." Aswath Damodaranthe value of an enterprise is "only in the future growth potential". Damodaran's definition emphasizes the development stage rather than the sector or structure of the company. In addition, it states that an enterprise has the following characteristics, but not limited to: the absence of past and past financial balance, dependence on private capital and a statistically very low survival rate. evolution Interventions can be in any form and size. One important step is to establish a co-founder team to provide key skills, expertise, financial resources and other elements necessary to conduct research in the target market. An initiative usually begins with producing a veya lean product ept or a prototype to develop, verify, or calculate new ideas or business concepts . In addition, the founders of the initiative conduct research to better understand their ideas, technologies, business concepts and their commercial potential. Partnership Agreement in the early stages to approve the ownership, participation and commitment of the founders and investorsmakes. This agreement also specifies the rights to the intellectual property and assets to be produced by the enterprise. Business models for initiatives are usually found with a "top-down" or "bottom-up" approach. A company can stop being an entrepreneur by completing some stages such as opening or buying publicly. Companies can also fail or can completely stop the operation. This is the usual result for many initiatives, because these companies are developing inventions that offer a great deal of innovation, which may not work as expected, or even sometimes not demanded by a market. Or, if they do business in high-risk sectors, they may find it difficult to find investors or customers to support their products or services. The size and maturity of the entrepreneurship ecosystem in which they are established and developed in the success and volume of enterprises are also effective. In an entrepreneurial ecosystem, individuals (entrepreneurs, venture capitalists, angel investors, mentors), institutions and organizations (business and entrepreneurship programs managed by the best research universities and institutes, universities or colleges, non-profit entrepreneurship support organizations, governmental entrepreneurship programs and services, chambers of commerce), incubators , acceleratorsThere are companies and initiatives related to the initiative and success. The region that contains all these elements is considered as a "strong" entrepreneurship ecosystem. Some of the most well-known entrepreneurship ecosystems; Silicon Valley in California , Boston ( Massachusetts Institute of Technology ) and WISTA (one of the best research regions ) where top computer companies and top universities such as Stanford University form an effective enterprise environment , Berlin is the place of initiatives. Investors' areas of greatest interest in an initiative can be listed as follows: a strong founder team, a balanced risk / profit profile (high profit potential of the risks of untreated, sector-changing innovations)and scalability (the likelihood that the enterprise can expand its operations to more markets and customers). Interventions are often associated with low costs (called "bootstrapping" by financing the resources of the founders), high risk and high return on investment. Successful initiatives are generally more scalable than resident companies, ie they have a faster growth potential with a limited capital, labor or area investment. Timing is often the most important factor in the greatest enterprise successes, but is also considered by many serial entrepreneurs and investors as the most difficult to master. Interventions have several options for funding . Venture capital companies and angel investors can help companies to start their operations with a certain amount of shares in return for seed investment. Venture capitalists and angel investors offer financing to many initiatives with the expectation that few are successful and earn money for them (all funding is called 'portfolio'). In practice, many venture founders thanks to their own financing (" bootstrapping "These funding sources include small debts from family or friends, gifts, savings or credit card balances, and factorization is another option, but not specific to these initiatives. an example of this is the search for funding from a large number of individuals by explaining the idea. Business partnership Initiatives generally require partnerships with other firms to operate business models . In order to attract the attention of other businesses, they have to adjust their internal features such as management styles and products according to the market situation. In 2013, they developed two ideal profiles, known as structures or archetypes, for the commercializing of Helmet and Linton inventions . The inherent profile of these advocates that the initiative should have a gradual incremental invention (based on an earlier standard) when determining a non-entrepreneurial management style. This profile is more successful in finding a company partner in a dominant design market. Against this profileIn the inventor profile, there is a highly entrepreneurial management style and a radical invention or a sector-changing innovation is being developed. This profile is more successful in finding a company partner in a market without dominant design (defined standards). New ventures should adapt to one of these profiles to commercialize other inventions and find a company partner while commercializing their inventions. The initiative can find a company partner to achieve a much higher chance of success. culture A local entrepreneurial culture is vital for a strong enterprise ecosystem. Compared to traditional companies, there is a more unusual or comfortable attitude in the clothing founders, office areas and marketing activities of the entrepreneurs. 2010s initiative founders in the year business meeting in hooded sweatshirtsThey can wear sports shoes and more comfortable clothes. Some initiatives include entertainment facilities such as pool tables, table tennis tables and tilt game machines for the purpose of creating an attractive, entertaining working environment in their office, stimulating team spirit and development, and encouraging imagination. Some approaches, such as the use of gibi grass-type yapıl organizational structures that allow ordinary employees to communicate with founders and top executives in ordinary language, are being implemented to increase productivity at the workplace and thus to move the company to higher heights. Douglas McGregor in a study in 1960says that prizes and penalties for workplace stability are not necessary because some people are born with motivation to work without incentives. Some initiatives do not use a rigid command-control hierarchical scheme, including managers, managers, supervisors, and employees. Some initiatives offer them the option of stock to increase the motivation of their employees (so the employees gain as the company evaluates). Removing such stressors allows employees and researchers in an enterprise to be less attached to the work environment around them, focusing on completing the task in their hands and thus having the potential to achieve very good things for their companies. Today, this culture has evolved to large companies aiming to bring the bright minds of promising initiatives into their teams. As an example, many companies have taken great steps to make them feel at home, so employees can bring their dogs to workplaces. The biggest goal in changing the culture of an enterprise office is to ensure that people feel as comfortable as possible and thus to obtain maximum efficiency from them. Even as in the case of Heineken recently, some companies can even hide how big they are to attract certain groups. Founding Partners The founding partners are those who have worked in the first establishment of the initiatives. Any person can be a founding partner, even a company may even be a founding partner. Most of the time, however, the founding partners are entrepreneurs, engineers, hackers, venture capitalists, web developers, web designers, and people who have previously been involved in an innovative (usually high-tech) company. In order for a person to identify himself as a founding partner, it is sufficient for him to agree with other founding partners or to obtain permission from a committee of managers, investors or shareholders. In cases where contracts such as Partnership Contracts are not available, disputes may arise as to who is the founder partner. Enterprise Investment Enterprise investment is an action to invest in an early stage venture. Some initiatives take additional investment in several stages of their growth as well as their own contributions. All of the initiatives that attempt to buy investment are not successful in this search. Funding demand is a bit easier for ventures thanks to JOBS law. Investment Development After the Great Depression, where speculative investments in uncontrolled small companies increased, the enterprise investment was mostly a process of spreading by mouth to mouth among the family / friends, business angels or venture capitalists of an entrepreneur. This has been the case since the Stocks Act , which came into force in 1933 in the United States . Many countries have enacted similar laws to prohibit the demand and supply of unregistered stocks, including stocks offered by enterprises. A new ' Accelerator ' by Y Combinator in 2005investment model was introduced. In this model, the initiatives were trained with a program similar to a training camp, thus enabling them to become more systematic. Following Y Combinator , accelerators with similar models emerged in many parts of the world. Since then, the accelerator model has become widespread and the accelerators have become key institutions of any enterprise ecosystem. In many countries, there are no limits limiting public investment in investment. However, there may be some limits such as limiting the amount that the companies can demand from their investors. Due to the positive development and growth of mass funding, many countries are actively updating their regulations for mass funding. Investment Tours When it comes to an enterprise investment, there are different types of stages in which an investor may be involved. The first one is called "seed investment". Seed investment is usually done at a very early stage, while the product is still at the prototype level. Angel investors invest in this level. The next round is called Series A. At this level the company is now able to attract attention and may even be able to get even revenue. Series A tours include venture capitalists as well as angel investors or super-angel investors. The next rounds are called Series B, C and D. These three rounds are round trips to the public. Venture capital companies or private equity companies participate in these tours. Online Investment The first investment-based mass funding platform known for initiatives was published in February 2010 by Grow VC . The first US -based company, ProFounder, introduced a model that allows enterprises to invest directly on the website. ProFounder decided to close down because of legislative regulations, which prevented them from continuing, because they had driven their model to the US market before the JOBS Act. After the positive impact of the JOBS law on mass funding , mass funding platforms such as SeedInvest and CircleUp in the US in 2011 , investiere , Companisto and Seedrsplatforms such as Europe, Ourcrowd is in Israel . The purpose of these platforms was to simplify the process and to produce solutions to two problems in the market. The first problem was the lack of access to capital from the initiatives and the length of time required to end an investment round. The second problem was that the process was too messy and the number of investment projects for investors was very low. In-house entrepreneurship Large or established companies often establish ov internal initiatives teşvik to promote innovation . These new business divisions continue their operations very close to the rest of the company. These institutions as examples of Bella Corporation 's established in the research unit of Bell Labs , Target Corporation ( Dayton ' s began as an internal initiative in the big chain stores) and Microsoft 's that threedegrees can be developed by an internal initiative. Continuous Entrepreneurs Unsuccessful entrepreneurs, or Başar re-starters, ve begin to resume approximately the same activities in the same sector after a while, and are therefore more likely to become a better entrepreneur. However, some researches indicate that entrepreneurs who have started again have been intimidated more in Europe than in the USA. Trends and Obstacles If the value of a company depends on the technology it has developed, it is very important to get the copyrights of its ideas for its founders. Economy magazine The EconomistHe estimated that the value of up to 75 percent of publicly traded companies in the US came from intellectual property (40 percent in 1980). Often, 100 percent of the value of a small enterprise comes from intellectual property. Therefore, it is very important that technology-based initiatives develop a strategy that will protect their intellectual property as early as possible. Initiatives, especially those who develop new technologies, can sometimes make huge gains to their founders and investors. The most recent example of this is Google, whose founders have a billionaire thanks to their stock values. However, the failure rate of enterprises is very high. One of the most common causes of failure is the end of their money before the enterprises can take the next round of investments or move to enough land to keep themselves alive. When this happens, the enterprise may not be able to pay the salary of its employees. Sometimes these companies are purchased by other companies if they are deemed worthy. However, often sinking companies can pay their employees very little in return for their labor. In spite of the establishment of initiatives in all kinds of business and around the world, some sectors and regions have been particularly associated with initiatives. The Internet balloon at the end of the 1990s is known by many initiatives, some of which provide internet access, and some of them provide services over the internet. Most of the best-known venture ecosystem in this venture activities - northern California 'in Silicon Valley ' was found in the. The spark that sparked the "Silicon attempts" at Stanford Industrial Park was a personal issue between the employees of Shockley Semiconductor in 1957 and the company's founder, Nobel laureate and inventor William Shockley . Employees who left the company immediately established Fairchild Semiconductor . A few years later , the presence of Fairchild began to be felt in the sector. The founders started to leave the company and started to establish new companies to realize their newest ideas and followed them in the same way. This process gained speed and the movement, which began at Stanford 's research park, turned into an avalanche of enterprise. In just 20 years, the eight founders of Shockley led to the emergence of 65 new organizations and continued to establish new companies.

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