The Launch. Start up your project

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  • How to prepare a business plan
    Nueno, P. (6 CDs equivalent to 10 on-campus sessions). With the participation of faculty members J. Roure, L. Renart, J.M. Rosanas and J. Estrada.
  • Getting Between the Balance Sheets
    Frodsham, D.; Liechtenstein, H.
    Palgrave Macmillan. 2010. 224 p.
    ISBN 0230252869
  • Aligning resources: control
    • "New challenges faced by companies in the era of the superinformed customer; the customer at the heart of the business; formulas for calculating customer equity..."
      IESE Insight
      Year: 2013 
      Companies are facing new challenges in the era of the superinformed customer. This issue of IESE Insight reviews some of the concepts and tools that managers can use to gear their organizations towards the customer without compromising their economic and operational viability. Peter Fader suggests that the customer must be positioned at the very heart of the business. That means concentrating on those that contribute the most in the long term, thus fostering a more personalized relationship with them. Julián Villanueva proposes formulas to calculate customer equity (the value of the client base) from the customer lifetime value and the variables involved in the process of acquiring and retaining customers. Using these elements, scorecards can be designed to monitor how and where value is created or destroyed in a language that is understandable to senior management and investors. Josep Tàpies and Lucía Ceja also look at how emotional ties can strengthen or undermine the smooth running of a family business and propose some good practices for generating positive "psychological ownership" in the new generations.
  • Aligning resources: funding
  • Aligning resources: organizing commercial activity
  • Aligning resources: preparing the business plan
    • The secret to a persuasive discourse
      Neill, Conor
    • The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
      Ries, E.
      Crown Publishing. 2011. 103 p.
      ISBN 9780307887917
  • Aligning resources: social networks
  • Aligning resources: references
    • "For inventive impact, focus your experience"
      Ghosh, Anindya; Martin, Xavier; Pennings, Johannes; Wezel, Filippo
      Year: 2013
      This study analyzes the development of companies that were once innovative, but with the passage of time and the emergence of new technologies, were unable to take the right steps. Some companies even went out of business or went bankrupt, as occurred with Kodak. Companies that work with emerging or evolving products must learn how to overcome technological limitations.
  • Aligning resources: teamwork
    • "How Virtuality Impacts the Way Teams Work"
      Leonardi, Paul M.; Bailey, Diane E.; Barley, Stephen R.
      Year: 2013
      This article discusses the different types of virtual work agreements that exist today and the impact that the different types of virtual work can have on organizational processes and structures. Taking the United States automotive industry as an example, the authors highlight how a traditional industry has reached a compromise with the new organizational challenges brought about by today's digital relations.
  • Invest and buy
    • "Entrepreneurial purchases: where to start?"
      Nieboer, Ian; Carenzo, Mathieu; Dávila Parra, Antonio
      Year: 2011  
      Buying an entrepreneurial project is a valid alternative and is often more attractive than a startup when beginning a project. A new study by the IESE Entrepreneurship and Innovation Center identifies strategies to follow to maximize the potential of stakeholders and identify the best opportunities.
    • "Successful strategies to grow from the outset"
      Foster, G.; Dávila Parra, Antonio; Haemmig, M.; Xiaobin, H.; et al.
      Year: 2011
      The early years of companies are vital to the development of innovations, as demonstrated by a study presented at the World Economic Forum in 2011. From interviews with the executives of major companies such as eBay and Microsoft, the authors reveal eight strategies associated with high growth in companies taking their first steps.
    • "How to get stakeholders on side"
      Huy, Quy; Zott, Christoph
      Year: 2010 
      New studies show that entrepreneurs could improve the performance of their companies if their behavior impacted others emotionally. Quy Huy from INSEAD and Christoph Zott from IESE Business School explain how transmitting one's own view on an emotional level influences the performance of companies and makes it possible to win over stakeholders. 
  • Strategies
    • "Strategies for attracting investors" 
      Zott, Christoph; Huy, Quy
      Year: 2009
      As access to resources becomes more complicated, many managers can see the world they knew disappearing and giving way to a new, very different world. All entrepreneurs have come up against the challenge of proving their solvency without being able to back it up with evidence. Their experience is very useful for managers who, perhaps for the first time, require financing for major projects that will boost their career. When attracting investors, successful entrepreneurs know that credibility is fundamental. To create a good impression, they use a series of strategies that the authors have classified into four types. Through these symbolic but practical gestures, a skilled entrepreneur can win over the trust of investors, even when the entrepreneur has little experience. In the race to succeed with increasingly scarce resources, managers would do well to compare their strategies with this foolproof list.
    • "Prenuptial "agreements" in alliances"
      Reuer, J.; Ariño Martín, África; Mellewigt, Thomas  
      Year: 2006
      Publisher: Elsevier
      Original document: Entrepreneurial alliances as contractual forms
      Language: English
      Note: This research document was published in the Journal of Business Venturing, Vol. 21, No. 3, pages 265-400.
      Business alliances have their benefits, but they also pose significant challenges for the companies involved. To achieve their objectives, entrepreneurs must carefully study the initial conditions surrounding the agreement and the processes by which the alliance is managed. The initial conditions include the demographic and institutional features of the partners and the existing relations between them, as well as the structure chosen for the alliance and its characteristics, such as the terms of the agreement and the way it is governed. However, little is known about the terms of alliance agreements, especially in the field of startups. Moreover, it is understood that the type of alliance agreement depends on the structure chosen for governance, and that equity alliances involve greater complexity than non-equity alliances.