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Mexico’s Travesias Media Selected By Banamex to Publish Corporate Magazines

Mexico’s Travesias Media, founded by entrepreneur Javier Arredondo, announced that it was selected by Grupo Financiero Banamex, one of the largest banking operations in Mexico, to publish the group’s corporate magazines. Travesias has evolved to become a […]

January 30th, 2015 — by admin

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Wences Casares, Endeavor Entrepreneur and Global Board Member, Announces New Xapo Venture

Serial entrepreneur and investor Wences Casares, whose success story has been a testament to Endeavor’s model, recently announced the launch of Xapo, an online wallet and vault application for Bitcoin currency. One of the first entrepreneurs selected […]

March 14th, 2014 — by admin

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What makes an entrepreneur successful?

Reprinted from growvc.com. See original post here.

By Isaac Bullen

Growing up in Austin, Texas, I have encountered numerous brilliant minded businessmen who have gone on to create successful companies on their own. Michael Dell is the most notorious; he founded one of the largest computer manufacturing companies in the world. One of my contemporary college graduates went on to form Hey Cupcake, which started as nothing more than a food trailer, and has since grown to several locations. So, the question is, what makes these businesses successful?

Here are a few things I’ve learned from talking to other entrepreneurs, developing my own business ideas and listening to guest lectures:

1) The most important thing behind any successful entrepreneurial idea is a good concept. However broad that term may be, what is known is that the idea must feasible and money needs to be accounted for; pardon the pun. Know how much everything will cost to set up, use accurate figures to estimate returns and search for investors that will likely give the amount of money you need to begin. Keep this in mind before you start your actual business.

2) Often times, many guest lecturers are extremely vague in their wording. This just happens to be the nature of the business; again, no pun intended. Whether they are trying to protect their idea or they have nothing to say but broad generalizations, many lecturers tend to speak in ways that really do not contribute anything when speaking to a large audience. I find the best thing to do when attending a guest lecture with very vague information is to ask for specifics at the end. Make sure your question demands thought and could not be answered by just anyone, rather, specifically requires the knowledge of the person talking. They should be lecturing because they are experts; make them show their expertise.

3) Practice before you begin your business. I took an entrepreneur class in which we came up with the idea for a double sided peanut butter jar that would allow for access to either side of the container. The project took a lot of work without requiring the investment of any money. I was faced with challenges I could not have conceived of before I started actually doing the work.

Specifically, the question came down to would it be viable to charge extra money for a container with two lids. The cost of the extra lid would have to justify allowing access to all the contents of the jar. This question involved calling peanut butter manufactures as well as jar producers. Much of the information we hoped to get was classified as confidential, but by the end, we were able to conclude that it was not a viable concept.

4) As demonstrated with the previous point, your practice concept does not have to be a good idea. In fact, the idea really does not matter because this is just a test to fine tune your skills. Where you start to learn is how you go about collecting information, mitigating potential problems and estimating how much capital is required from investors in your idea. The key point here is entrepreneurial endeavors requires more work than initially meets the eye, and properly preparing for things that can happen will save you both money and time.

5) One of the most sobering pieces of advice I ever received was the fact of the matter is that most businesses fail. All the preparation in the world combined with a great concept does not guarantee success. Entrepreneurial endeavors are risky by nature. If, at the end of the day, your business fails, do not lie to yourself and pretend that there are feasible options when there clearly are not. Be honest with yourself and know when to cut your losses.

Keep in mind that good preparation, getting the most out of guest lectures by asking hard questions and developing a unique concept are some of the best ways to prepare for a life as an entrepreneur. It’s risky business, but the potential reward certainly can justify the required leap of faith.

Isaac resides in the UK and works in search marketing for companies like AON Hewitt, specialists in Auto Enrolment, fiduciary management and human capital consulting.

Good things come to those who ask

Reprinted from womenentrepreneursecrets.blogspot.com. See original post here.

By Jack Canfield

Good things come to those who ask!

Asking for what you need is probably the most underutilized tool for people. And yet, amazing requests have been granted to people simply because they’ve asked for it!

Whether its money, information, support, assistance, or time, most people are afraid to ask for what they need in order to make their dreams come true.

They might be afraid of looking needy, ignorant, helpless, or even greedy. More than likely, though, it is the fear of rejection that is holding them back. Even though they are afraid to hear the word no, they’re already saying it to themselves by not asking!

Do you ask for what you want or are you afraid of rejection?

Consider this: Rejection is just a concept. There is really no such thing as rejection! You’re not any worse off by hearing no than you were before you asked. You didn’t have what you asked for before you asked and you still don’t, so what did you lose?

Being rejected doesn’t hold you back from anything. Only YOU hold yourself back. When you realize that there’s no merit to rejection, you’ll feel more comfortable asking for things. You may just need a bit of help learning how to ask for what you want.

How to Ask for What You Want

There’s a specific science to asking for and getting what you want or need in life. And while I recommend you learn more by studying The Aladdin Factor, here are some quick tips to get you started:

1. Ask as if you expect to get it. Ask with a positive expectation. Ask from the place that you have already been given it. It is a done deal. Ask as if you expect to get a “yes.”

2. Assume you can. Don’t start with the assumption that you can’t get it. If you are going to assume, assume you can get an upgrade. Assume you can get a table by the window. Assume that you can return it without a sales slip. Assume that you can get a scholarship, that you can get a raise, that you can get tickets at this late date. Don’t ever assume against yourself.

3. Ask someone who can give it to you. Qualify the person. Who would I have to speak to get… Who is authorized to make a decision about… What would have to happen for me to get…

4. Be clear and specific. In my seminars, I often ask, “Who wants more money in their life?” I’ll pick someone who raised their hand and give them a quarter, asking, “Is that enough for you?” “No? Well, how would I know how much you want? How would anybody know?”

You need to ask for a specific number. Too many people are walking around wanting more of something, but not being specific enough to obtain it.

5. Ask repeatedly. One of the most important Success Principles is the commitment to not give up.

Whenever we’re asking others to participate in the fulfillment of our goals, some people are going to say “no.” They may have other priorities, commitments and reasons not to participate. It’s no reflection on you.

Just get used to the idea that there’s going to be a lot of rejection along the way to the brass ring. The key is to not give up. When someone says “No”— you say “NEXT!” Why?

Because when you keep on asking, even the same person again and again…they might say “yes”…

…on a different day
…when they are in a better mood
…when you have new data to present
…after you’ve proven your commitment to them
…when circumstances have changed
…when you’ve learned how to close better
…when you’ve established better rapport
…when they trust you more
…when you have paid your dues
…when the economy is better
…and so on.

Kids know this Success Principle better than anyone. They will ask the same person over and over again without any hesitation. (can you relate?)

Getting a good perspective on rejection and learning how to ask will make a world of difference for you as you work toward your goals. Practice asking and you’ll get very good at it! You’ll even speed your progress by getting what you need, or improving yourself in order to get it later.

Make a list of what you need to ask for in all areas of your life, and start asking.

Remember, ANYTHING IS POSSIBLE… if you dare to ask!

Jack Canfield is founder of the billion-dollar book brand Chicken Soup for the Soul and a leading authority on Peak Performance and Life Success. His success tips are offered are www.FreeSuccessStrategies.com.

Start-up dilemma: to sell or not to sell

Reprinted from informationarbitrage.com. See original post here.

By Roger Ehrenberg

There is almost nothing more exciting – or debilitating – than the acquisition offer received by an early-stage company. It is generally the single most polarizing event in a start-up’s young life, often pitting acquirer vs. investors, founders vs. investors and founders vs. founders. It is an event that must be handled with great care or else the process can leave lasting scars on an organization, its founder dynamics and its morale.

The investor perspective is heavily informed by the types of investors in the syndicate. If, for example, a company has only taken angel financing, the economics of an early exit can often be compelling for both founders and investors. For a company that has taken in $1.5 million at a $5 million post-money valuation (angels hold 30% of the company via the seed round) and receives a $20 million offer, the angels get a quick 4x return while the founders collect $14 million pre-tax dollars. Not too shabby. While more professional angels might balk at such a quick sale, others will likely chalk up the win and recycle the gains into new investments. The founders, meanwhile, just pocketed a nice chunk of cash. For the first-time entrepreneur, this is surely a life-changing event and one which lays the foundation for a career of less stressful risk-taking now that the house is paid for and the college fund is overflowing. Even if the founders started the company with the goal of building a massive enterprise, a real offer with real cash and real wealth creation is enough to flip more than a few founders from idealist to pragmatist. And the founders have to be honest about this and the investors need to be ok.

Diego Piacentini (SVP, Int’l Retail, Amazon) on designing an e-commerce strategy [Transcript]

Endeavor is pleased to make public the following transcript from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.

Overview: In part 1 Diego Piacentini discusses the strategies and future of e-commerce and how it can change your business. In part 2 Mr. Piacentini discusses the challenges if e-commerce, and how to best use it to your advantage.

Bio: Diego Piacentini has served as Senior Vice President International at Amazon since joining the company in February 2000, and is a member of the Amazon executive team. He is responsible for all International retail operations: Amazon.co.uk, Amazon.de, Amazon.fr, Amazon.co.jp, Amazon.cn and Amazon.it. Prior to joining Amazon.com, Diego was Vice President and General Manager of Apple Computer Europe. He joined Apple Computer in 1987 and was promoted to the post of general manager for Apple Europe in 1997. Before joining Apple Computer, he held a financial management position at Fiatimpresit in Italy. Diego serves on the advisory boards of the Foster School of Business at theUniversity of Washington and of Endeavor, a global non-profit organization helping entrepreneurs in developing countries. Diego is also on the board of the Maasai Association (www.maasai-association.org) supporting their education and health initiatives in Kenya. Diego holds a degree in economics from Bocconi University of Milan. An Italian national, he has traveled and worked across Europe, Asia, Africa and the Americas.

Full Transcript:

Part 1:

If you have a product, you love the product, you will sell it online. One of the first recommendations is always consider having multiple channels. Make your website as good as you can, but also put your product in existing marketplaces if they do exist. There are many marketplaces in the world that are global. One is Amazon.

One of the great things about Amazon is that we are investing a lot in technology that allows sellers from one country to list on Amazon and display the product in all the 8 countries on Amazon.

What does that mean? If you want, we can manage logistics. We can have your company focus at what they’re good at, which is designing, selling, manufacturing your products, and then Amazon can focus on what it is good at, which is how to bring in commerce, customer relations, shipping products, and receiving products. (more…)

After all, what is an angel investor?

Reprinted from Endeavor Brazil’s Endeavor Mag. See original post here.

By Cássio Spina

Translated by Jack Connor

The term Angel Investor, or Business Angel, was coined in the U.S. in the early twentieth century to describe investors who bankrolled the production costs of Broadway plays, taking risks and providing implementation assistance in order to take part in the financial rewards. The concept evolved into investments made by individuals, usually professionals or successful entrepreneurs in start-ups, providing not only financial capital but also intellectual support for an entrepreneur through their experience and knowledge. This is how it ended up being known as Smart Money.

For their investment, the Angel-Investor receives a minority equity share and has no executive position in the company, rather acting as an advisor guiding entrepreneurs and participating in strategic decisions, greatly increasing their chances of success as well as accelerating development.

The angel investment in a company is usually done by a group 2-5 investors, both for dilution risk as well as to share the commitment. It is worth noting that the current trend for performing the most efficient angel investment is by designating an investor-leader (Lead Investor or, sometimes just as a Deal Leader) that makes the pre-project evaluation and negotiates with the entrepreneur, which is then presented to other angel investors (in this case called followers). With this investment method the process is faster and more effective, as accomplishing the whole process as a group can be exorbitantly slow, since it can be a challenge to reconcile investors’ schedules for even a simple meeting, not to mention that consensus can take months to reach.

Of course, the lead investor must receive additional compensation for his added dedication, not necessarily in money, but by having a different percentage share of the business, as they must make more time available to accomplish this whole investment process. Nothing prevents a single angel investor from acting as a business leader for one company and a follower for another, it actually allows them to increase productivity and opportunities. On the other hand, if the main activity of the angel investor is with another company, and they have little willingness to engage in the entire investment process, it is recommended that they become a follower.

Salim Ismail on Singularity University [Transcript]

Endeavor is pleased to make public the following transcript from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.

Overview: Salim Ismail, successful angel investor and entrepreneur, former vice president of Yahoo! and current executive director of Singularity University discusses what Singularity University is and does and how technology will radically change the future.

Bio: Salim is a successful angel investor and entrepreneur – his last company, Angstro, was acquired by Google in August 2010. He has operated seven early-stage companies and is a frequent speaker on internet technologies, private equity and entrepreneurship. For the last two years, Salim has been the Executive Director of Singularity University, which is training a new cadre of leaders to manage exponentially growing technologies. Prior to that, Salim was a Vice President at Yahoo! and the Head of Brickhouse, Yahoo!’s internal ‘ideas factory’ where game-changing ideas were brought in, built and launched. The unit analyzed thousands of ideas and launched four products during that year, the latest being Fire Eagle. He also serves as co-founder and Chairman of Confabb.com, co-founded PubSub Concepts and is also on the board of Breakthrough (www.breakthrough.tv), a global human rights organization focused on violence against women, racial justice, and immigrant rights. He Twitters his thoughts at @salimismail.

From the full remarks:

Salim: Singularity University is a nonprofit organization in Silicon Valley. We are a nonprofit and educational university founded by Google, Nokia, Kauffman Foundation, etc. And we basically pivot around the idea that computing is going up exponentially. You are familiar with Moore’s law, right? It shows that price performance of computing has been doubling every 18 months for 60 years. And this is driving a lot of the innovation and underpinning a lot of the destruction that is happening in the world today.

Hiten Shah on expansion & making data-driven decisions [Transcript]

Endeavor is pleased to make public the following transcript from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.

Overview: Hiten Shah, CEO at KISSmetrics, discusses the state of data analytics today and the challenges ahead, and offers some advice on how to make good data-driven decisions.

Bio: Hiten started on the Internet by founding a Internet marketing consultancy, ACS. He then went on to create Crazy Egg, an analytics tool that visualizes the user experience on a website. Now with KISSmetrics he is building a data driven solution for to help online businesses make better business decisions. Hiten is passionate about helping other entrepreneurs and startup people.

Full Transcript:


Let me begin by giving some background on myself and how I think about metrics. I went to UC Berkeley undergrad and prior to that I only ever had one job which was a summer internship at a medical devices company in Orange County. From early on, I realized that I wanted to start my own company versus working for someone else.

Actually, it started when I was six years old. My dad said then that you shouldn’t work for anyone. He is a physician; he goes to work, he makes money for every hour that he works, and he says if you are an entrepreneur it’s not like that. You can scale your time better. Yes, it’s harder, but it’s usually a better life, and the funny thing he said is you usually use your brain more.

So when I got out of college, my current co-founder was still in high school and he had one customer paying $3,500 a month for SEO. He was very good at it. He knows everyone in the industry. Even before high school, he was trying to build his own website. So he basically got in touch with all the SEO experts at the time. That was when it wasn’t as crowded and there were a lot of good people, and bad people. He hired a lot of them. He’s very entrepreneurial. I actually stayed in college 5 and a half years and made some money while I was there so I decided to convince him that we should start a company. I didn’t know what I was going to do except that I couldn’t do anything like work for someone else. (more…)

Andre Ferreira on Brazil’s economic prospects [Transcript]

Endeavor is pleased to make public the following transcript from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.

Overview: Andre Ferreira (Ernst & Young, Brazil) describes the economic prospects of Brazil in an intimate Q&A session. Andre Ferreira works in strategic growth markets for Ernst and Young in Brazil.


Andre: Today the objective is to understand what you guys are looking for with Brazil and Latin America. So would you like to know a little about Brazil? The size? The issues?

Question: Issues and culture and how you perceive foreigners.

Andre: Recently we had a great newspaper, a financial newspaper. In the first page we saw that Brazil is issuing visas for foreigners working in Brazil at a higher level than ever before. Nowadays we have few resources in terms of human capital. This has become a challenge nowadays so foreigners are very welcome. In Brazil, one of the challenges is the government. They do not provide enough resources for our population. In the last 8 years, we faced a huge change. More than 40 million people went from the poor to the middle class. And they are looking for health assistance, for education, so those kinds of businesses became very huge businesses. As a result, there are a lot of people we need to prepare to work. This is good for education and in the coming years we will have better prepared people. In the last five years, three or four or five private university companies became listed companies. We have an issue, which is education, but we also have opportunity for the companies that are looking to fill those positions. It is the same in the health field.

This is a picture of Brazil. We have the regulation, but it is not so clear. The rules are references, not to be fully in compliance with. We used to say that we pay taxes as the richest country, but we receive as a poor country. This is why there are a lot of opportunities for private companies that fulfill those needs. Nowadays, Brazil is experiencing a boom due to the transition and change of power. More than that, we have those sporting events in 2014 and 2016 and we need more infrastructure facilities. This is also a challenge because we need some investment from the government. When we look at Brazil 10 years ago and we look at Brazil now, we notice a dramatic change and many opportunities. In the beginning of any company and any business, there are few resources, few management resources, few human resources, but nowadays everyone is looking for ways to invest in Brazil. There are a lot of opportunities. My suggestion depends on your business. You can have different ways to get there. You have to evaluate very well and try to find a reliable company to invest in. (more…)

On being a leader

Reprinted from informationarbitrage.com. See original post here.

By Roger Ehrenberg

I’m a Midwestern guy and I was raised to be polite. And while 18 years in the markets put some dents in the veneer, I will say that being blunt, straight-forward and honest is a quality I appreciate in others. There was a very good post titled On Honesty in Startupland, where this notion of being able to receive tough feedback (hopefully delivered in a respectful way) versus hearing sugarcoated BS is important for growth. I firmly agree. This post was largely written from the perspective of an outsider giving feedback to an insider, e.g., an investor, consumer or another tech entrepreneur offering feedback to a founder. However, equally as important is the dynamic working in the other direction, from the founder out towards investors and others. And this is where I’ve seen some mistakes made that are a direct function of inexperience and/or a latent desire to please rather than to lead.

For instance, there are times when a founder just needs to tell their investors “This is the way I want it done.” It can relate to business strategy, financing dynamics or any other issue that impacts the company and where a clear decision is required. This is not to say that input shouldn’t be solicited and feedback taken: it absolutely should be. But the buck ultimately has to stop with the CEO, and if the CEO cedes effective leadership to the Board it will create both an unhealthy dynamic and an untenable situation as more real-time decisions need to be made. And truth be told, what the CEO thinks is right may not agree with what the Board thinks is right. And this is ok, as long as people are heard and their views are respected. But the CEO needs to lead. Period.

I have found that many first-time entrepreneurs grapple with this issue. They’ve never taken angel or venture money. They have a huge sense of obligation to leverage the syndicate they’ve assembled. They also are somewhat cowed by the amount of experience and force of personality sitting around the table. It requires a high degree of self-confidence and esteem to really lead in the face of people with years more experience than you. However, they invested in you because of your vision and your capacity to drive the business. They want to see you step up and lead. But there are times when they can’t help themselves and become overly controlling (which is in the DNA of many successful people) unless actively managed by the CEO.

They key take-away is as follows: don’t confuse the desire to please with the obligation to listen. A good CEO takes in lots of feedback from smart people, is a keen listener and extracts the best insights from each. But just because feedback was offered doesn’t mean it needs to be taken. Be respectful but be firm. And by all means, be a leader.

Roger Ehrenberg is the founder and Managing Partner of IA Ventures. Roger currently sits on the boards of BankSimple, Kinetic Global Markets, Metamarkets, Recorded Future, and The Trade Desk, and is a Board observer of SavingStar. Formerly, he served on the boards of Alphacet, Buddy Media, Global Bay Mobile Technologies, Magnetic, Selerity and Stocktwits. For his complete bio, click here.

The multiplier effect: an op-ed by Mariano Amartino

Reprinted from Mariano Amartino’s blog, Denken Über.

Original post here; translation appears below, followed by the original version in Spanish.

By Mariano Amartino

Translated by Jack Connor

The people at Endeavor just released this video which is a collection of more than 200 interviews with selected entrepreneurs asking the question “How can a country where everything seems to be going bad have such a thriving Technology community?” And it’s interesting to see that the numbers show this sector is still growing.

Now it’s interesting to see a detail that many people miss, which is the constant back and forth that exists in every healthy ecosystem in existence; for example, mentoring and strategic advice form a part of the individuals and the network which the video mentions.

In the video they name several entrepreneurs who have been successful in their time and who are now more generous than anyone could’ve hoped; some examples from the video include Wences Casares, Marcos Galperin, and Andy Freire (it would be impossible to mention all of them without forgetting someone). But something which particularly caught my attention is how they map out Argentine tech companies created since 1999 until today (within their range of influence, not 100% of them), and how they measure the influence of each one based on three parameters:

– Were mentors for other entrepreneurs
– Invested in other business
– New businesses created by ex-employees

Which is coherent enough to understand the relationships which exist in this market. Looking close up you’ll see that the world is smaller than could’ve been imagined, and that the relationship between influential businesses (based on these three parameters) with other less influential enterprises is gigantic.

Now this leaves me thinking that if in this complicated, competitive, and jealous business environment we have been capable of creating more than 81,000 employees and more than $1.5 billion in revenue…What would we be capable of doing if we amplified the spectrum of influence over small and innovative businesses?. Putting forth an example: looking strictly at the numbers from Patagon’s exit its weight is incomparable relative to that of Digital Ventures, but looking at the video you’ll see that the positive, multiplicative influence on this ecosystem makes its importance come closer thanks to constant investing activity (un example of two people who always surprise me by their generosity: Casares y Voltes, who are always available to give advice or respond to an email.)

Backtracking a little, if in this time period there were no accelerators or incubators (now there are two), and no specialized funds (now there are also two), if big business has a presence in this market (from MSFT to Google), and now there is a technology district and a National Agency of Science and Technology, why can’t we make this effect even bigger?

Where I’m going with this is that in order to sustain the success of these businesses (beyond just financial exit strategy) and ensure that there is an inspirational environment, an analysis is necessary of who are the successful nodes, how these nodes inspire others (because inspiration is invaluable when it’s real) and what makes these nodes successful to society so that we know what we should replicate and what we should not.

I don’t know if the phrase “multiplier effect” is correct or not, but we should, as an industry, see if we can really measure the influence of the people in our market so that we can learn from these parameters to compete better and more often…against others who may have a better infrastructure, but not the same spirit.


Original Spanish version

El efecto multiplicador: o como una red de emprendedores crea un ecosistema

La gente de Endeavor acaba de liberar este video que es un resúmen de más de 200 entrevistas a emprendedores de los seleccionados por ellos y preguntando ¿como puede ser que un país donde todo parece estar mal puede tener una comunidad tecnológica tan grande? Y es interesante ver que los números muestran que el sector sigue creciendo casi sin parar.

Ahora es interesante ver un detalle que muchos pasan por alto que es el constante ida y vuelta que se fomenta en cualquier ecosistema sano que exista, por ejemplo el mentoring o los consejos estratégicos forman parte de la cultura de algunas personas y de esa red que se menciona.

Dentro del video se nombra a algunos tipos que marcaron hitos en su momento y que hoy son bastante más generosos de lo que uno puede esperar; algunos ejemplos del video: Wenceslao Casares, Marcos Galperin o Andy Freire (y otros que sería imposible mencionar sin olvidar a alguno) pero si algo me llamó la atención es como mapearon las empresas de tecnología creadas en Argentina desde 1999 hasta hoy en día (dentro de su rango de influencia no el 100% de ellas) y como miden la influencia de cada una en base a tres parámetros:

– Fueron mentores de otros emprendedores

- Invirtieron en otras empresas

- Nuevas empresas creadas por ex empleados

Lo cual es bastante coherente para entender la relación que existe en este mercado, si uno mira de cerca va a ver que el mundo es más chico de lo que imagina y que la relación de empresas influyentes (basadas en estos tres parámetros) con otras menos influyentes es gigante.

Ahora, esto me deja pensando que si en este ambiente complicado, mercado competitivo y celoso, somos capaces de haber generado más de 81.000 empleos y más de u$s1.500 millones en ingresos en 2010… ¿que seríamos capaces de hacer si logramos ampliar el espectro de influencia de las empresas más chicas e innovadoras? Pongo un ejemplo: si uno mira los números fríos del exit de Patagon el peso relativo sobre Digital Ventures es incomparable pero si uno mira los parámetros del video va a ver que la influencia positiva o multiplicadora sobre el ecosistema se acerca un poco gracias a la acción constante de los fundadores (ej de dos personas que siempre me sorprenden por su generosidad: Casares y Voltes que están siempre dispuestos a dar un consejo o responder un mail).

Entonces vuelvo un poco atrás ¿si en este tiempo no había ni aceleradoras/incubadoras (ya hay dos), ni había fondos especializados (ya hay dos), si toda empresa grande tiene presencia en el mercado (desde MSFT hasta Google) y ahora hay hasta un distrito tecnológico y una agencia nacional de ciencia y tecnología porque no podemos hacer que este efecto sea más grande aún?

A que voy con esto a que así como sostengo que las cosas hay que hacerlas bien (más allá del éxito financiero) o que hay modas inspiracionales (“hu hu hurra.. da todo de vos!”) es necesario un análisis de quienes son los nodos exitosos, de como estos nodos inspiran a otros (porque la inspiración es valiosa cuando es real) y de que es lo que hace que estos nodos sean útiles a la sociedad para saber que cosas replicar y que cosas no.

No sé si la frase “efecto multiplicador” es correcta o no, pero deberíamos (como industria) ver si realmente se puede medir la influencia o no de las personas en nuestro mercado y que podemos aprender de esta parametrización para poder mejorar y así competir más y mejor… frente a otros que tienen mejores infraestructuras pero no sé si tanto espíritu.

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