The Portable MBA in Entrepreneurship ^{2nd Ed.}

With the global marketplace now a reality, entrepreneurs and small businesses are seizing opportunities at a rate never before equaled. New markets emerge almost daily, offering boundless potential to those with the vision to see them, the courage to pursue them, and the persistence to capture them. But a keen eye, a strong heart, and a tenacious temperament do not guarantee success in this swirling maelstrom of competition. You'll also need a generous supply of the most precious commodity in the global marketplace—knowledge.

The Portable MBA in Entrepreneurship, Second Edition equips real-world entrepreneurs with the same state-of-the-art business knowledge and information taught to MBA candidates in top business schools. William Bygrave has reassembled his all-star team of professors, consultants, and entrepreneurs to expand and update this bestseller. Every chapter is brought into step with the times through a host of new case studies and examples, and the changing legal, tax, and regulatory climates for small businesses and entrepreneurs are examined and explained as well. New and updated topics covered in this indispensable Second Edition include:

• Using the Internet as both a source of opportunities and a resource for generating additional revenues
• Discovering the perfect business opportunity
• Creating a business plan
• Financing a business with venture capital or debt financing
• Managing for growth
• Protecting intellectual property
• Harvesting your business

Amazingly, while The Portable MBA in Entrepreneurship, Second Edition brings you the collective wisdom of some of the top guns in the academic and business worlds, you don't need an academic background to understand it. Featuring solid, substantive information written in a clear and engaging style, this book is your golden opportunity to get a five-star education in entrepreneurship at a take-out price.

1. The Entrepreneurial Process
• Critical Factors for Starting a New Enterprise
• Evaluating Opportunities for New Businesses
• Ingredients for a Successful New Business
2. Opportunity Recognition
• The Real World
• Relation to the Framework of Analysis
• Screening Opportunities
• Gathering Information
3. Entry Strategies
• Developing a New Product or Service
• Buying a Franchise
• Exploiting Partial Momentum from an Existing Product or Service
• Finding Sponsorship
• Acquiring a Going Concern
• Conclusion
4. Market Opportunities and Marketing
• Marketing as a Philosophy
• Marketing Management: Create a Marketing Plan
• Analyzing the Environmental Situation and the Market Opportunity
• Setting Marketing Objectives
• Formulating a Marketing Strategy
• Creating an Action Plan to Implement the Marketing Practices
• Conclusion
5. Creating a Successful Business Plan
• The Business Plan as a Selling Document
• Eight Reasons for Writing a Business Plan
• How Long Should the Business Plan Be
• The Executive Summary: Your Guiding Light
• The Company: What's Your Identity?
• Marketing Issues: Who Are the Buyers?
• Product/Service Issues: What Are You Selling?
• Sales and Promotion: How Do You Sell?
• Financial Issues: How Are You Doing?
• Targeting and Writing the Plan
6. Financial Projections: How to Do Them the Right Way
• What Are Financial Projections?
• Why Financial Projections Are Difficult to Produce
• Why Financial Projections Are Rarely Constructed Properly
• Who Should Produce Your Financial Projections?
• How to Produce Integrated Financial Projections
• General Relationships between the Projected Financial Statements
• Specific Relationships between the Projected Financial Statements
• Your Ultimate Goal: Positive Operating Cash Flows
• Knowing Your Numbers Cold Means Never Guessing About Them Unless You Must
7. Venture Capital
• When Not to Look for Venture Capital
• Tapping the Venture Capital Markets
• Obtaining Financing: Start Early
• Business Plans are Critical When Obtaining Venture Capital
• Get Professional Advice
• Finding the Right Investors
• Be Prepared for the Due Diligence Process
• The Cost of Venture Capital
• Emphasize the Non financial Payoffs of Investment in Your Venture
• Pricing the Deal: Think Like an Investor
• Developing a Pricing Model: A Case Study
• Structuring the Deal: Terns and Conditions
• Determining the Harvest Strategy
• Lessons from Losers
• Conclusion
8. Debt and Other Forms of Financing
• Getting Access to Funds — Start with Internal Sources
• Working Capital — Getting Cash from Receivables and Inventories
• Inventory
• Sources of Short-Term Cash — More Payables, Less Receivables
• Obtaining Bank Loans through Accounts, Receivable Financing
• Obtaining Bank Loans against Inventory
• Obtaining "Financing" from Customer Prepayments
• Choosing the Right Mix of Short-Term Financing
• Traditional Bank Lending: Short-Term Bank Loans
• Obtaining Term Loans from Insurance Companies
• Obtaining Term Loans from Pension Funds
• Equipment Financing
• Using Equipment Leasing as a Financing Strategy
• Obtaining Early Financing from External Sources
• Innovations and Trends in Business Financing
9. External Assistance for Startups and Small Businesses
• Why You Should Consider External Assistance Programs
• External Assistance Available Nationwide to Anyone in the United States
• External Assistance for Special Groups, Locations, and Industries
• External Assistance Available Primarily to State and Local  Residents
10. Legal and Tax Issues
• Legal Issues Involved in Leaving a Position
• Choosing an Attorney and Accountant
• Choosing the legal Form of Your Business
• Choosing a Name for the Business
• Potential Tax Pitfalls Related to the Initial Investment of the Founders
• Negotiating Stockholder, Member, and Partnership Agreements
• Legal and Tax Issues in Hiring Employees
• Insurance
• Raising Money
• Conclusion
11. Intellectual Property
• The Basics: What Is Protectable and How Should It Be Protected?
• The Internet
• International Protection for Intellectual Property
• Licensing and Technology Transfer
• Software Protection
• How to Avoid the Preliminary Pitfalls of Protecting Intellectual Property
• Conclusion
12. Franchising
• What Is Franchising?
• Historical Background
• Becoming a Franchisee versus Starting a Stand-Alone Business
• The Franchise Contract
• Noncontractual Considerations of Buying a Frachise
• How Selling a Franchise Is regulated
• Limitations of Franchisingh
• Conclusion
13. Entrepreneurs and the Internet
• What Is the Internet and Where Did It Come From?
• Internet Basics: Principal Features
• Getting Connected: On-Line Service versus Direct Connections
• Staying in Tune with the Internet Culture
• How an Existing Business Can Benefit from the Internet
• Internet-Related opportunities for the Creation of New Business
• Conclusion
14. Harvesting
• The Need for a Harvest Strategy
• Valuing the Harvest Opportunity
• The Options for Harvesting
• What Next?
• Conclusion
15. Entrepreneurship Economics
• Entrepreneurship Economics
• Emerging Theory of Entrepreneurship Economics
• A Typology of Entrepreneurs: Defining Survival and Success
• Dynamic Capitalism Typology: Understanding Entrepreneurship's Contribution to Economic Growth
• Economic Advice for Aspiring Entrepreneurs
• Conclusion
• Further Reading

There are gems in this, but it is mostly an American book.