"How to Succeed as a Small Business Owner ... and Still Have a Life!" An "owner's manual" for small businesses! Put your business on "auto-pilot." Learn how to ... - Use your business as a tool to enhance your personal life - Set ambitious goals and achieve them - Develop a real, working business plan - Use values to provide guidance to your staff - even when you're not at the office - Get the right people on your team and keep them there - Delegate effectively - Create a "self-healing" culture that practically fixes its own problems - And much more "If you own a small business, or are thinking of starting one, you need Bill Collier's wonderful book. Bill writes clearly and succinctly as a small business owner who learned how to do it right. His book is a much-needed guide for anyone who wants to get the most out of the small business experience." -- Bo Burlingham, editor-at-large of Inc. magazine About the Author: Bill Collier is a long-time entrepreneur who knows what it's like to have to "make payroll." Bill earned success the hard way - grinding it out for years after starting his first business, and learning from his own mistakes. After a good first few years, his company hit a wall. Morale was low, employee turnover was high, and cash flow was awful. In near desperation, he discovered a number of common-sense management approaches that saw his firm through years of prosperity. Product Details: Printed: 164 pages, 6.00" x 9.00", perfect binding, black and white interior ink, full color paperback cover ISBN: 0-9777-7850-9 Publisher: Porchester Press Copyright: (c) 2006 Bill Collier Language: English Country: United States Edition: First Edition

"Your business can earn more for your family while you have a fulfilling life." All too often, small business owners settle for less than the best life has to offer thinking they have to choose between financial success and family time. Do you want financial success? Then you'd better be prepared to sacrifice you family life. Do you want more quality time with loved ones? They you can forget about taking your samll business to the next level. Renowned financial planner Louis Barajas knows you can have both. You don't have to choose between giving up successful finances and abandoning your family. Written for "ordinary folk who have more dreams than education, capital, or resources," Small Business, Big Life will show you how to build a business that creates both money and meaning, and that provides a legacy for you and your family. What is Barajas' secret? Whether in his East Los Angeles office or on the road speaking as an author and small business expert, Louis Barajas teaches his clients a unique, integrated approach to balancing the professional and the personal. The book contains Four Cornerstones for a Big Life Five Steps of Building a Small Business, Big Life 22 Temptations of a Business Owner Let Louis Barajas show you how to make your business work for you, and not the other way around. Small Business, Big Life is not just a plan for financial success?it's a blueprint for a truly fulfilling life.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

A New York Times, USA Today, and Wall Street Journal bestseller In this iconic bestseller, popular business blogger and bestselling author Seth Godin proves that winners are really just the best quitters. Godin shows that winners quit fast, quit often, and quit without guilt—until they commit to beating the right Dip. Every new project (or job, or hobby, or company) starts out fun…then gets really hard, and not much fun at all. You might be in a Dip—a temporary setback that will get better if you keep pushing. But maybe it’s really a Cul-de-Sac—a total dead end. What really sets superstars apart is the ability to tell the two apart. Winners seek out the Dip. They realize that the bigger the barrier, the bigger the reward for getting past it. If you can beat the Dip to be the best, you’ll earn profits, glory, and long-term security. Whether you’re an intern or a CEO, this fun little book will help you figure out if you’re in a Dip that’s worthy of your time, effort, and talents. The old saying is wrong—winners do quit, and quitters do win.

Think big, buy small. Are you looking for an alternative to a career path at a big firm? Does founding your own start-up seem too risky? There is a radical third path open to you: You can buy a small business and run it as CEO. Purchasing a small company offers significant financial rewards—as well as personal and professional fulfillment. Leading a firm means you can be your own boss, put your executive skills to work, fashion a company environment that meets your own needs, and profit directly from your success. But finding the right business to buy and closing the deal isn't always easy. In the HBR Guide to Buying a Small Business, Harvard Business School professors Richard Ruback and Royce Yudkoff help you: Determine if this path is right for you Raise capital for your acquisition Find and evaluate the right prospects Avoid the pitfalls that could derail your search Understand why a "dull" business might be the best investment Negotiate a potential deal with the seller Avoid deals that fall through at the last minute

Offers techniques and strategies for increasing income while cutting work time in half, and includes advice for leading a more fulfilling life.

The self-employment revolution is here. Learn the latest pioneering tactics from real people who are bringing in $1 million a year on their own terms. Join the record number of people who have ended their dependence on traditional employment and embraced entrepreneurship as the ultimate way to control their futures. Determine when, where, and how much you work, and by what values. With up-to-date advice and more real-life success stories, this revised edition of The Million-Dollar, One-Person Business shows the latest strategies you can apply from everyday people who--on their own--are bringing in $1 million a year to live exactly how they want.