Найти книгу: "Main Street Entrepreneur"

100 Cities. 100 Entrepreneurs. 9 Keys for Success.Main Street Entrepreneur offers a unique look at what it takes to create a successful and thriving business. Lifelong entrepreneur, business consultant and university professor Michael Glauser rode 4,005 miles in 45 days, spent 246 hours on a bike seat, climbed 165,748 vertical feet, and interviewed more than 100 entrepreneurs in 100 cities along the way to discover the secrets to entrepreneurial success.Glauser has distilled hours of interviews and research to present the nine keys for:• Building a purpose-driven business• Meeting important community needs• Developing a supporting cast• Working with a zealous tenacity• Giving mind-boggling customer service• Diversifying revenue streams• Giving back to the broader community• And ultimately, creating the lifestyle of your dreamsReaders will learn how to achieve their own dreams and won’t need a 30-page business plan, venture capital, or an exit strategy. All they need to do is implement nine keys for success. Not everyone can build a Facebook, Google or eBay, but anyone with passion and tenacity can do what these entrepreneurs all across America are doing.

Content

Foreword

Introduction to boost technology

Lessons from history

Turbochargers: past and present

Nitrous oxide: from the beginnings to the present day

Aspiration: theory and basic principles

What you should know about turbochargers

Turbocharger boost pressure control

The strategy to prevent the turbocharger turboyam

What you should know about turbochargers

Cooling the intake charge

Injection water and other alternative solutions

Fuels and fuel additives

Fuel

Air intake system

Injection of nitrous oxide

Exhaust system

The process of combustion and ignition system

The engine management system

Increased engine durability

Lubrication system

Cooling system

Modification of the factory engine supercharged

Testing theory in practice and a few thoughts

The question about the source of additional income has always been central in identifying the essence of entrepreneurship. For the study of any dynamical and structural extensive system requires a lot of intellectual effort. Having learned the essence, identifying potential internal and external display can clearly represent the structure and dynamics of the phenomena deduced. Specifying the study by examining the individual elements, and identifying cause-effect relationship of the dynamic state of the phenomenon and the world around him. International entrepreneurship as a phenomenon involved in the activity in many areas of society. The knowledge of his nature will allow all stakeholders to harmonize the internal mental processes and environmental reality. The consumer uses to access the world's goods. The entrepreneur is critical and represents their innovative ideas. Businessman realizes in practice commercial projects. The State creates conditions for personal development and political and economic means affect the cross-border commodity and cash flows, international payments.

Although new ventures’ competitive positioning and their founders’ social networks are both recognized as important in the context of transition economies, not much is known about their multiplicative effect on performance. We build on the strategic management literature and social network theory to develop theoretical predictions about the role of competitive strategies and social capital for entrepreneurial performance. These are tested with survey data from Bulgaria. We find that both the venture’s competitive strategic positioning and the founder’s networking positively influence performance. The hypothesized moderating effect of networking for the relationship between differentiation strategy and performance received only tentative support. Contrary to expectations, we find a negative moderating effect of networking for the relationship of cost leadership with performance. These results suggest that the entrepreneur’s network plays a role in shaping how strategies influence performance by possibly upholding differentiation and deemphasizing cost leadership strategy. Implications for managerial practice and public policy are discussed.

«Made in Italy» is a worldwide label for fashion and luxury brands. It suggests top quality as well as a sense of distinction and it is closely linked to famous brand names as well as entrepreneurs like Giorgio Armani, Miuccia Prada, Gianni Versace. Nevertheless, behind the sparkling names, made in Italy hides a set of entrepreneurial forms that are at the heart of peculiar Italian savoir-faire for fashion and luxury goods and that were, indeed, at the heart of the economic development of the country. Design, production and distribution of fashion and luxury goods in Italy have solid foundations in a diffuse network of independent enterprises that ensured economic and cultural development and innovation. The free, yet coordinated, initiative of small entrepreneurs, firmly rooted in the traditional structure of the Italian society, constitute the economic and social fabric behind the success of some of the well known large groups of the high end of the fashion and luxury system. This fabric of diffuse entrepreneurship is also actually ensuring the necessary variety of initiatives and countermeasures to face the crisis of this sector and to invent new solutions against the de-manufacturing and the fierce concurrence of the developing countries.

The story traces the history of the eponymous street in a New England city, presumably Boston, from its first beginnings as a path in colonial times to a quasi-supernatural occurrence in the years immediately following World War I.