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Entrepreneur MagazineEntrepreneur Magazine

Entrepreneur Magazine December 2018

Entrepreneur magazine is the trusted source for growing your business and offers surefire strategies for success. Whether you are just thinking of starting a business, have taken the first steps, or already own a business, Entrepreneur offers the best advice on running your own company

País:
United States
Idioma:
English
Editor:
Entrepreneur Media Inc.
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12 Números

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access_time3 min.
it’s time to lay it all out

EARLY THIS FALL , I was having lunch with the CEO of a multibillion-dollar company called IAC. You may not know its name, but you definitely know its brands: Match.com, Tinder, CollegeHumor, Vimeo, The Daily Beast, and more. It’s a digital behemoth, and Joey Levin, its CEO, is as sharp as they come. When I first started covering business, lunches like these intimidated me. I was keenly aware of how much more knowledgeable these executives were than I was, and I felt the need to hide my deficiencies. But these days, I understand that the opposite is actually true: When you’re confident in your foundation, you’re able to admit shortcomings. My conversations with CEOs now tend to be about what we’re learning, and what we still want to figure out. So…

access_time6 min.
the ideas should never stop

Ladies’ underwear has long been revolutionary territory—bras burned, girdles sacked. But when Sara Blakely, a 27-year-old fax machine saleswoman, discovered she was making less than her male colleague at the same job, she was inspired to take scissors to tights to invent what would give power to the pantie (and anyone who wore it), and launch her own business. Twelve years later, she landed in Forbes as the youngest self-made female billionaire in the world. You know the story: Blakely’s company, Spanx, started with $5,000, is now to shapewear what Kleenex is to tissue, baptized by Oprah as a “favorite thing” and worn unapologetically by the famous, from JLo to Reese Witherspoon. It’s even made its way into MoMA. Blakely, who was inducted into Babson College’s Academy of Distinguished Entrepreneurs…

access_time3 min.
“why i give away my product”

One summer night in 2017, a friend texted me at 1 am with some news. A chocolate company she knew was leaving its retail space on Abbot Kinney Boulevard in Venice, Calif. Did I want to take over the remaining three years of the lease? she asked. I replied instantly: Yes! The next morning, I told my team about my decision… sort of. “We’re doing a fun little thing,” I said, trying to make it seem light and easy and not costly or work-intensive. I didn’t want to spook them; I’m definitely the risk-taker of the group. But in truth, I’d committed us to a lot of unknowns. We were an online-focused business trying to get Americans to drink mushroom tea. That alone is a tough task. Now we were about…

access_time6 min.
ceo double duty

Jaclyn Johnson didn’t set out to run two startups at the same time. In fact, she never planned to launch one. The first came from necessity. At 23, after an unexpected layoff, Johnson took on freelance marketing projects to pay her bills. When her workload got big enough, she formed No Subject marketing agency, counting L’Oréal and Microsoft as clients. And there it was: company #1. That created another necessity. As a first-time founder, Johnson craved connection with other young women entrepreneurs, so she started organizing small gatherings in Los Angeles where female founders could talk frankly about their businesses and share and seek advice. She called the meetings Create & Cultivate, and the demand grew rapidly. “Brands were emailing me asking when the next one was and when tickets were going…

access_time2 min.
how to handle office conflict

1/ Confront it. “If people come to me with a conflict, my first question is whether they’ve addressed the person or people directly. If they haven’t, I send them back. I’m clear about this expectation from day one, and employees’ performance reviews include ranking their ability to provide constructive feedback. Aligning incentives to this value has led to a zero-drama, zero-gossip workplace.” —LAUREN SCHULTE, CEO and founder, The Flex Company 2/ Know when to cut ties. “I subscribe to the notion that there are three sides to every story—yours, mine, and the truth that lies somewhere in between. Addressing conflicts and working to find mutual goals, together, is the best way to handle clashes and even find ways to collaborate more deeply. All that said, sometimes issues can’t be resolved. And sometimes dissolution is…

access_time3 min.
inside anheuser-busch

ANHEUSER-BUSCH occupies an interesting space in beer. The maker of Budweiser was once America’s dominant beer producer, known for its St. Louis roots. Then it became a subsidiary of the Belgium-based AB InBev, the world’s largest beer company. As the beer industry shifts—with craft makers on the rise, and more drinkers moving to wine and spirits—it’s been experimenting with its own brands and buying up others (like Goose Island). And its new, eight-story commercial strategy office in New York City’s Chelsea neighborhood signals the company’s desire to stay nimble despite its size. The space is designed by TPG Architecture and contains many features straight out of the tech-startup design playbook: a central staircase meant as much for congregating as traveling, and many carved-out spaces for staffers to quickly discuss everything…

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