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Great news: MiniBoss Business School International is opened in 3 countries of Asia



"Hello Asia!"

- So the message of the founders of MiniBoss Business School International in Facebook begins.

And so begins a new chapter in the history of the international system of business education.

"This week we have launched MiniBoss Business School in 3 new countries Thailand, Philippines, Indonesia", - informs Olga Azarova.


Since September, also a new school will open in the Philippines.

"Let the children of the world be closer to each other, be involved in modern business education and grow in the environment of global leaders!", - the message says.


The Asian market has discovered amazing educational technologies, which enthusiastically begin to introduce. Innovations of business education MiniBoss are already working in the countries of Europe through the system of franchising.








How to Develop a Great Startup Idea




How do you come up with the next idea like Mark Zuckerburg with Facebook, Elon Musk with Tesla, Brian Chesky and Joe Gebbia with AirBNB, or Garrett Camp with Uber? I have been asked many times how to come up with a great business idea. After more research I believe this is one of the biggest barriers to young entrepreneurs. It all starts with the idea, but how do you come up with the next great thing?

Businesses Solve Problems

A useful tool is something that solves a problem. A few years ago someone was frustrated by not being able to join two boards, so they invented a nail and figured out something to use to drive that nail; the birth of the hammer. The real challenge of a great idea is making it personal. It isn’t finding just some problem to fix, it is finding the problem that you would love to fix.

Keep a “Problem Journal”

Carry a small notebook in your pocket. Every time you come across a problem write it down. Examples are “I hate scraping my windows” or “I hate sweeping” or “I hate waiting for taxis” or “I can’t pay rent” or “I hate hotels”. There are so many problems in the world, large and small. Just consciously thinking of these problems as opportunities has led to great companies and products like Roomba, Uber, and AirBNB (the latter two being billion dollar companies). This all possible because of an idea!

Solve Everyday Problems

About ten years ago, before I had the guts to go for it in entrepreneurship, I had a great idea. I lived in Wisconsin. They call it the frozen tundra for a reason. It was the middle of the winter and it just dumped about 8 inches of snow. As I was trying to warm up the car enough to de-ice the windshield so I could scrape it, I thought “wouldn’t it be awesome have something that you could just lay over the windshield before it snows that you could just pull off when you are ready to leave in the morning and never have to freeze your hands off as you scrape a window again?” But I never acted. This is a real problem and I thought of a real solution, but never tried to build a prototype to test the idea, something that would have cost me less than $50 to do. I have recently seen products on the market that do this exact thing. $50 and no follow through cost me potentially the opportunity of building that great idea into a very successful business.

Take your ideas from your journal and read through them. Which one drives you crazy? How can you fix it? If no great idea comes to you, go to the next one. Make drawings and follow through on testing your idea by building a prototype and using it yourself. Make changes to improve your solution. The point is solve YOUR problem first, then work on solving it for others. If it’s a common problem your potential customer base is huge and people will easily identify with your offering. This is how the unicorn businesses of Uber and AirBNB came to be.



Find a Problem You’re Passionate About
Business is not easy. You need to enjoy your work and feel passionate about the problem you are fixing so you can sell your idea to others. I mean sell in the literal sense and the figurative. You have to build passion for your idea in other people, get their buy-in the problem and solution.

So, what problem to you hate to face every day? What drives you bonkers? (Yeah, I’m bringing back bonkers.) This passion is the key to the rest of the development. You have to have something that will drive you through in the tough days of building the business. Yes, there will be tough days, but so many more great ones if you love your idea!

Create A Problem

Some of the greatest startups come from problems people didn’t even know they had. It’s innovation. Many entrepreneurs fail to come up with a great idea, because they don’t even really consider what is possible. To know what is possible, one must learn and expand their context. I am primarily a real estate guy and I can solve a lot of problems because I have studied a ton. I know the perceived limits and I love to push them. That is what a great start up does. You have to push the limits of something you love.

Innovate and Challenge the Status Quo

Some great examples of my point are Microsoft, Apple, Facebook, and Tesla. What do all of these companies have in common? Innovation and being one of the originals in their market. They created a problem and solved it. Before Apple and Microsoft, people were just fine working they way they did. The status quo was comfortable, but once these men that were crazy enough to conceive of a world with a working computer sitting on every desk in every office in the world. This computing power was not just limited to large corporations any more. Now a small business can compete with large ones. Look how this one idea changed the world!


Startup Forum 2018/Ukraine

LEARN, LEARN, LEARN

You have to be committed to the idea enough that you are hungry to learn everything about it. This is the most important part of the puzzle. Doing a lot of research and learning to expand your context is like building the edge of the puzzle first: it gives you the basis to build everything else. You have to learn the market. What retailers would carry your product (if physical) or how you will get it in the hands of as many people as you can so you can solve the problem for them? Who is your ideal customer? Who are your competitors? How much would you pay to solve that problem? Go out and ask people. Start with friends and family, but then get out to malls or areas where your ideal customers would hang out. Read books, magazines, and online articles like this one to continually improve your knowledge. I will write another article on this another day.

The most useful startup idea is one
  • you love
  • that solves a problem that drives you bonkers
  • that you can produce on a large scale.
I hope you have enjoyed reading this as much as I have enjoyed writing it. Just remember, people want their problems solved. Do that and you will have a great business!

Origin

4 valuable lessons for startups from Nike




Nike does count itself amongst the world’s most famous brands. The iconic "swoosh" logo, coupled with innovations in shoe technology as well as a creative marketing and branding strategy keep the image of the company in high regards up to this day.
"Shoe Dog" tells the story of the company’s origins, told by none other than Phil "Buck" Knight, its founder. The book starts in the 1960s when Knight decides to travel the world at the age of 24. He has, what he calls "a crazy idea" — importing Japanese running shoes into the US. Not only is Knight a running enthusiast himself, he did develop this idea as part of his MBA program in Stanford.

After a successful start of business relations with the Japanese supplier Onitsuka (today part of Asics), Knight begins to sell designs by his own company. This strains the relationship to their suppliers and eventually leads to a separation. The company grows despite numerous setbacks and problems.

The memoir ends with the initial public offering in 1980, then adds some thoughts from present-day Knight.

It is an interesting journey, full of struggle and problems, but also full of hope and victories. Knight distributes small morsels of wisdom throughout the chapters. I’d like to show you what you can learn from him and his memoir.

"The cowards never started, the weak died along the way — that leaves us."


Lesson 1: It takes time to build

The book starts in 1962 when Knight first borrows some money to import shoes from Japan. He tries to peddle them to sports stores, but they already have enough on their shelves. He then starts by going to local track meetings (important in the next lesson). But it all takes time. Two years after his trip, he formally starts the company together with his old track coach, Bill Bowerman. Another three years later, the company needs to rent an office for the first time, and they only get a small room next to a bar. They grow consistently, but they are still a small company, a handful of people scattered all over the US. And only in 1972, the brand gets more widespread recognition, a full decade after Knight started out.

Sure, the 1960s were a slower time. There was no internet, globalization had barely started with China still being behind walls and the iron curtain firmly dividing the world.

Building a stable company that sells physical goods takes time. Not only for sales but especially for innovation, development and building trust.

As Knight tells it, there was no need for a quick win, the company not a way to get rich and then retire early. He is pushing growth and does take huge risks to make it happen. Yet, I got the impression that he did this not to be rich, but because of his "crazy idea": maybe the things that are in the market are not the end of the line. Maybe someone can develop something better, not only to sell more but to support others. And that took time. 

Lesson 2: Be enthusiastic and talk to the enthusiasts

Knight himself has been a runner all his life, he was part of the scene and knew coaches, runners, and their teams. It seemed to be a short, but steep way for some of his acquaintances from running in colleges to starting at the Olympics — the company’s co-founder Bowerman was team coach in 1968 and 1972. Knight drove to track competitions and meetings and schools and talked to the enthusiasts. It was not unheard of that coaches build or improved their runner’s shoes at home, and Knight with his new shoe company was right next to them, finding out about their problems. Today, we would call it user research, but it came more naturally to Knight: go to the people that care and know. Talk to them and learn from them. Jeff Johnson, the first employee, not only sets up a store but creates an experience for runners;

It also allowed them to be nearer to innovation: in the late 60s, the running tracks/ turfs went from being ash or dirt to a new synthetic material: tartan or rubber. New turf meant new physical properties in terms of grip, dampening etc. Because Nike (in this case Bowerman) were right there when the new surfaces were tested, they could respond quickly by developing a new shoe and sole fitting for this surface.

The important lesson here is one of enthusiasm and authenticity. It one of building trust by being trustworthy: here is the guy who is a runner, a fan, and he also happens to have a company that takes this sport seriously. A company that tries to improve upon the situation, for everyone, by focusing on the humans and not on the numbers.

 

Lesson 3: Being a manager vs being a leader

Incidentally, a portion of Nike core team was the opposite of sporty: one was bound to a wheelchair after an accident, two were morbidly overweight, some of them smoked 2 packs a day. Knight defies some modern views on management. He rarely responds to questions, letters or other correspondence. He doesn’t seem to be a "manager", but more of a leader.

The work they do is full of purpose — sometimes driven by spite and old grudges, but the first handful of people are looking for something outside of 9-to-5 workday in law firms or accounting offices.

Knight often quotes General McArthur:

"Don’t tell people how to do things, tell them what to do and let them surprise you with their results."

And later on, he admits that

"My management style wouldn’t have worked for people who wanted to be guided, every step, but this group found it liberating, empowering."


They are all dedicated to the purpose: making running better and find ways to contribute. Plus, they all share into important decisions, taking regular team retreats to work on bigger questions.

Knight doesn’t manage them, he enables them.


Lesson 4: They didn’t know where they were going

It’s always easy to tell a story after it happened. It is a great fallacy of our minds: because we know it happened, it was the only way it could have happened. Knight doesn’t set out to build an empire, nor does he want to disrupt or overturn the shoe markets.

He wants to make running better by improving the tools (shoes) and runner’s health. He struggles, he fights, and in the end, even after cracking $140 million in sales, he says

"But instead of cherishing how far we’d come, I saw only how far we had to go."

He admits to being an absent father, narrowly avoiding burnout, making rash and bad decisions. Surely, the company thrived and survived, but there was luck involved: it could have gone differently, but then today we wouldn’t be reading this story.

For entrepreneurs, the lesson should be this: focus on doing proper work today and on the things that you can control. Take chances and be bold. Listen and appreciate what everyone is doing. Don’t try to predict the future.

"Shoe Dog" is a remarkable book: by telling the story of the company, it never assumes the authority of "this is how you must do it". It highlights the individuality of each company’s way and how much it depends on circumstance and luck, but also how much it can grow with the right people and their dedication.

Thanks for reading!

The 5 stages of entrepreneurship




Stage One: Drive

What most people lack, and the reason we’re divided as a society between go getters and settlers, is drive.

When you are driven, you suddenly have time.

Why? Because you somehow make that time.

When you are driven, you suddenly can .

Why? Because you jump in.

When you are driven, you suddenly find that you’re doing it.

Why? Because you actually do it.

However, drive is like a drug, one we get used to, and we require more and more of it each day, just to make the initial growth into happening.

The farther up that false growth curve you go, the more drive you require to keep climbing the steep way ahead. The minute you slow down, you feel like you’re missing out, like your time is passing, like you are wasting your moment, like you fall back.

Unfortunately, at any point in time, for any person on Earth, drive will dry out. It’s the effect of the more you know the less you know.

As the fast initial progress reaches the plateau phase, people quit because they basically don’t believe there is a top to that mountain. So that is wave one quitters.

Quitters are awesome because at least they started.



Stage Two: Persistence

From the driven starters, some insist that there must be a top of the mountain they climb, and they start to hustle.

They run out of drive, but somehow find inside them the other rarest of things among human personalities: persistence.

Persistence is painful because it is a sobering up process from the high drive caused.

The persistent ones keep plowing at it, with no drive in their veins, but a bitter combination of pride and ambition, sweetened only by vague hope.

The persistent people are awesome because they suffer those last miles.

Stage Three: Quitting

Right after persistence wears out, one finds itself at the top!

But behold, no breathtaking scenery, no peak to stick your flag into, no selfie to take from the top of the world. Not even above the clouds. Just an endless field of boredom stretching on and on into the horizon.

This is the walk of quitting. It is like a walk of shame, only that you throw tomatoes at yourself:

What was I thinking?

The walk of quitting is so long and boring, that most people simply stop there and camp out for the rest of their lives. Then they come up with personal development theories that teach success is not everything in life. Bullshit.

Those who keep going, at some point, fall into the dip.

The dip is the final test of the quit zone.

The dip is when the boredom of nothing happening pushes you over the cliff with bad news, when the cloud fails your user database, when your partner quits, when your market gets a behemoth player, when it’s not enough that no weight went away for four months in a row, now you got gastritis and must eat more often.

Those who stand the quitting zone are so awesome for having strength of character.

Stage Four: Vision

The quitting zone is followed by the vision zone, when the true growth starts.

The problem is that the vision zone comes right after the dip.

People are beat up, tired, bored, with zero faith, and suddenly they must climb again. Only the few talented, free and/or lucky, have the vision of what is happening.

Most will see the climb after the dip as another dip, only some see it as the inflection point.

They know they are back on the way up.

Only those, therefore, have the vision, which in fact they had from the very beginning, which in fact to them was their drive in the first place, instead of desire or curiosity.

You could see as a fine observer right at the beginning who has vision powered drive and who simply burns calories and ideas (and dollars). That’s what makes a good early investor.

People with vision are awesome because they are the ones who prove that "anything is possible".

Stage Five: Mission

The mission zone is when those who had the vision of their growth understand the unique opportunity to actually put meaning into the world.

A true mission has exponential potential.

Those who find their mission are the rare people that take it upon themselves to change something, or make something last.

They become personally invested, not in short term objectives or shallow whims, but large, long term, deep and meaningful promises, which they make, openly or not, to the world itself.

Most people stop at having vision.

Vision and growth bring a lot of comfort. Money flows, wealth builds, success is present, there is very little incentive to assume a mission. A mission can take a serious hit at the "winning" that vision brings.

Missions are the things which bring sudden deaths to promising mavericks, who fall from the sky, like shot down ducks.

However, a successful mission is the true exponential growth ingredient. Nothing booms like a supersonic engine without a mission powering it.

So, are you an entrepreneur? What stage are you in?

Origin

International Accelerators Speak Out on the Top 4 Components for Startup Success




If anyone could unravel the mystery of why some startups succeed and others fail, it would be the business accelerators. They have a front-row seat with real-world experience. Their reputation is on the line, and rapid turnover is not their friend. They have a vested interest in seeing their clients succeed.

Work/Action

As Alyse Daunis, Program Manager, of Launch Alaska says, "Startups need doers. Doers live for building things and executing. Founders who execute intelligently and quickly are more likely to succeed".

"In the early days, the founder(s) need to be hands-on with all parts of the business - the technology, sales, finances, etc. It is inevitable that they will need to do things outside their comfort zone and do them at least well enough to get others to buy in", says Elza Seregelyi, director of L-SPARK Canadian Business Accelerator.



Eric Mathews, founder and CEO, of Start Co adds, "… action removes doubt. A startup’s main advantage is speed of learning. You learn what works and doesn’t work when you take action, run tests, get feedback, and iterate. You can’t be an entrepreneur in an armchair -you must do".

And Greg Wright, founder, of HATCH pitch says, "(Maintaining) a relentless focus on doing whatever it takes (acting, not talking)".

Customer Focus

Ashish Bhatia, founder/MD, of India Accelerator offers, "Don’t focus too much on funding! Focus on solving the right problem, the right way. Focus on basics; customers, their experience and retention".

"(Having) a deep understanding of the market (you) plan to serve, its size and realistic revenue potential, and the needs of the customers there. Apply technology to solve real customer problems better than anyone else is currently doing it", says Jason Cole, CEO, of Da Primus Consulting.

"(Keep) a laser focus on the customer", says Joe Bush, executive director, of Worcester CleanTech Incubator. Susan Langdon, executive director, of Toronto Fashion Incubator adds, "(Use) Innovation: Develop a product or service that's more innovative and desirable than what your competitors are offering".

Empathy

"It sounds incredibly counterintuitive, but those who practice grace, generosity and peace are more likely to succeed due to their inherent capabilities and perceptions of life and business", says Lauren Tiffan, director of Ocean Accelerator.

"Understanding the customer’s situation. I love founding teams where at least one person has firsthand experience in the customers’ world so they inherently understand the pains and opportunities. But even so, founders still need to validate their assumptions", adds Elza Seregelyi, director, of L-SPARK Canadian Business Accelerator.



Nobu Kumagai, founder and managing partner of Wildcard Incubator, offers "Compassion. This along with "gratitude" are both taught from notable entrepreneurs in Japan who (achieved) success during the post-war period. Successful founders and businesspersons, historically and across the Pacific, possess this compassionate mindset, to empower those surrounding (them), including co-founders, co-workers, customers, intermediaries,and so on".

Persistence

"Willingness to listen and learn, persistence, and the ability to excite others about their idea", says Christian Busch, CEO of German Accelerator Tech NY.

"Determination and resilience in the face of disappointment", adds Keith Hopper, CEO of Danger Fort Labs.

Eric Mathews, founder and CEO of Start Co says, "Perseverance is the X-factor. There will be troughs of sorrow, pits of despair, crashes of ineptitude, but understand that the obstacle is the way forward. Know that there are only two steps on the path: start and never stop".



Other desirable qualities the respondents mentioned more than once included sales, cashflow management, team building, coachability, resourcefulness and basic business and social skills. Jim Bowie, site manager/associate director of the University of Central Florida Business Incubation Program thinks another desirable quality is, "The ability to be a persuasive communicator and focus on sales".

Ben Hsieh, program manager of Nest added, "Time management, interpersonal/communication skills and quick learner".

We are grateful to the accelerators who have shared their experiences to help us better understand and reinforce what it really takes to be a successful startup. After all, it’s their business to know!

Stay tuned for more great advice about entrepreneurship from accelerators who have seen it, lived it, and learned from it!

Origin

MINIBOSS INTELLECTUAL PROPERTY




Scientific and Methodological Center of MINIBOSS Business School has introduced a series of innovations - our program and methods.

The MINIBOSS Business School Innovation (know-how) includes:
BRAND NAME: MINIBOSS Business School ®
TRADEMARK: MINIBOSS Business School ®

COPYRIGHT:

I. COPYRIGHT for Students Books:
Fundamentals of Economics (MINIBOSS)
Family Economics (FAMILYMAN)
Generate ideas (GENERATOR)
Create a company (BUSINESSMAN)
The city economy (MAYOR)
Career Choice (PROFESSION)
Project management (STARTUPER)
Business History (GREAT ENTREPRENEURS)

II. AUTHOR'S PROGRAM training course:
Personal growth
Talents building
Team building
Ropes Course
Leadership
Theory of Inventive Problem Solving (TRIZ)
Oratory
Project Management
Business Planning

III. THE AUTHOR'S METHOD OF TEACHING includes:
• MiniBoss Interactive lessons Standards
• MiniBoss Business games Standards
• MiniBoss Case study Standards
• TRIZ for «MiniBoss»Standards
• MiniBoss Business-studio Standards

IV. AUTHOR'S PROGRAMS AND TEACHING METHODS for TEACHERS

V. AUTHOR TRAINING PROGRAMS AND METHODS for PARENTS

VI. KNOW-HOW (SECRETS) INCLUDES:
• Model of the educational process and practice
• Forums of the socially responsible business
• National Championships for entrepreneurship among students
• World Championships for entrepreneurship among students
• Business trips
• Summer and Winter Business Camps
• Professional Internship
• The student support system during training (special awards, scholarships, recognition) and Support system for the student after graduation from the Bureau of European Business Development (EBRB) and the European Association of Business Development (EARB).

MiniBoss Business School International

Кен Робинсон. Новый взгляд на систему образования