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Mexico’s Ver De Verdad Launches First Mobile Eyecare Network in Mexico

Ver de Verdad, founded by Endeavor Entrepreneur Hugo Moreno González, is a retailer of  affordable, high- quality and stylish eyeglasses and accessories primarily serving low-income Mexican consumers. The retailer recently announced that it is introducing […]

October 31st, 2014 — by admin

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The National Spotlights Endeavor’s Growing Presence in the Middle East

The UAE news outlet The National recently profiled Endeavor’s work in the region, including the formation of the Endeavor UAE affiliate in 2013. In the article, contributor Neil Parmar highlights the growing interest in scale-up entrepreneurship […]

January 6th, 2014 — by admin

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Attention MBA students: become an eMBA intern this summer!

The 2012 eMBA job board is now open! If you are an MBA student interested in working with an Endeavor Entrepreneur this summer, please CLICK HERE browse our first batch of project offerings, and apply to the ones that interest you.

We advise you to first register and upload your resume (no cover letter needed) and then apply to projects (no need to upload your resume again, but please do include a cover letter).

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About the eMBA Program

Each year, Endeavor recruits MBA students from leading US business schools to spend 10 weeks during the summer working with our entrepreneurs on-site as “eMBAs.” The three primary areas of focus for the eMBA projects are strategy, operations, and financing. Typically 30 – 35 MBAs are placed on the ground each summer.

Thus far, over 300 MBA students have been placed with entrepreneurs in all of Endeavor’s country locations after a highly competitive application process. Endeavor ranks among the top 2% of recruiters at Harvard Business School & Stanford, and recruits from other leading schools including MIT-Sloan, Wharton, Columbia, Kellogg, Yale SOM, and INSEAD.

Click here to see an Endeavor Entrepreneur describing the impact of an eMBA on his company in South Africa.

You may also browse a selection of eMBA blog posts written by last year’s alumni on our Voices from the Field page.

To learn more about the eMBA Program, please contact us at emba@endeavor.org.

Seth Godin: The trap of social media noise

Reprinted from sethgodin.typepad.com. See the original post here.

If we put a number on it, people will try to make the number go up.

Now that everyone is a marketer, many people are looking for a louder megaphone, a chance to talk about their work, their career, their product… and social media looks like the ideal soapbox, a free opportunity to shout to the masses.

But first, we’re told to make that number go up. Increase the number of fans, friends and followers, so your shouts will be heard. The problem of course is that more noise is not better noise.

In Corey’s words, the conventional, broken wisdom is:

– Follow a ton of people to get people to follow back
– Focus on the # of followers, not the interests of followers or your relationship with them.
– Pump links through the social platform (take your pick, or do them all!)
– Offer nothing of value, and no context. This is a megaphone, not a telephone.
– Think you’re winning, because you’re playing video games (highest follower count wins!)

This looks like winning (the numbers are going up!), but it’s actually a double-edged form of losing. First, you’re polluting a powerful space, turning signals into noise and bringing down the level of discourse for everyone. And second, you’re wasting your time when you could be building a tribe instead, could be earning permission, could be creating a channel where your voice is actually welcomed.

Leadership (even idea leadership) scares many people, because it requires you to own your words, to do work that matters. The alternative is to be a junk dealer.

The game theory pushes us into one of two directions: either be better at pump and dump than anyone else, get your numbers into the millions, outmass those that choose to use mass and always dance at the edge of spam (in which the number of those you offend or turn off forever keep increasing), or

Relentlessly focus. Prune your message and your list and build a reputation that’s worth owning and an audience that cares.

Only one of these strategies builds an asset of value.

8 tips for successful online marketing

Reprinted from www.wamda.com. See the original post here.

By Esraa Haidar

The online world can be tough to navigate sometimes, especially if you are trying to sell or market a product or service. There are so many websites, tools and strategies out there that promise you customers and sales contracts. Sometimes they work, but the truth is, there’s more to online marketing than simply having a Facebook page and creating some Google Ads.

Online marketing at its core is about creating great brand recognition, so that even if a customer doesn’t make a purchase in a given moment, they are well aware that your products exist. For a marketer, that is often more than enough. To build brand awareness, here are a few tips:

- Online = Offline. Just because it is online does not mean we forget the basics of marketing. We still have to know who our target audience is, where are they located ( in this case which websites are they on), what their preferences are, and so on.

- Your website is your hub. With the burst of social media sites, some startups might find it satisfactory to have a Facebook page alone. But how much information can you really put on a Facebook page? Be sure to invest in creating a useful website that clearly showcases your products and services and your portfolio of clients as you grow.

- Create your image. Make sure you have a consistent image online and the way to do that is to make sure what you have on your website is consistent with your Facebook page. And keep your information current, both on your company page and personal pages. You don’t want people searching for you online and thinking that you are still employed for your ex-employer just because you forgot to update your LinkedIn account.

- Social media should be social. In order to truly engage in online marketing you need to engage with your customers through social media sites. Ask them how the food was, or what they thought of that sweater they bought. Engaging your customers online requires time, monitoring, and incentives, so make sure you have these three components. There is no use in having 10,000 fans on Facebook if none of them are interacting on the page.

- Create your own content. People love images, interesting information and something that is not copied because they probably saw it somewhere else. Get creative, because in the online world everyone’s attention span is generally far less than in the real world.

- Monitor. Keep your eyes open because you don’t know when someone might decide to say something about your product or service and you’ll need to make sure you are there to respond, whether it’s negative or positive. People like to feel pampered, especially online, so if someone says something nice, about your restaurant for instance, you should at least say thank you. Monitoring also helps you know how successful your campaigns were, so that you can improve them next time.

- Experiment. Marketing is not a quick fix or one-size-fits-all solution. Even if Facebook Ads gave your competitors great results, they might not work for you, so make sure you have researched the marketing tools you are going to use and don’t spend all of your marketing budget in one place at once. What might work today might change tomorrow since the pace of the online world is so fast. Your customers might be all on Facebook today but suddenly decide to have Google + accounts. You want to be ready for this.

- Stay up to date. Online marketing requires that you know what is going on not only in your industry but in other industries as well, such as what the hottest websites are, whether there is a new online phonebook directory in which you should register, or a new social media platform or service you should sign up for.

Generally, online marketing is similar to greeting your customer when they enter your store. You want to give a pleasant smile and introduce yourself, but you do not want to bombard them with questions and follow them around; you want to leave a good impression even if they don’t make a purchase. Marketing has transformed over the years and we as entrepreneurs need to remember that with this online revolution we can no longer rely on brochures and billboards. Word of mouth has become the “ word of the web,” and customers are creating our marketing strategies without us realizing it. We must learn to adapt and accept the fact that online marketing is going to be a new phrase on our yearly budgets.

Esraa currently owns and manages Consult-E Marketing, which provides companies with innovative marketing solutions throughout Lebanon. She is passionate about making change in people’s lives, and established Consult-E because she wanted to help small companies succeed. Esraa is part of various entrepreneurial organizations in Lebanon, including Bader, the MIT Enterprise Forum, and Cisco Entrepreneur Institute in Lebanon. She was also a finalist in the MIT Arab Business Plan Competition in 2010, and recently received mentorship from the Mowgli Foundation.

Getting the Arab youth into employment

Reprinted from www.wamda.com. See the original post here.

By Tom Speechley

Throughout 2011, youth from across the Arab world have occupied streets, squares and other public places to protest a lack of inclusion, a lack of dignity and a lack of social justice. The most cited cause uniting the protesters is a desire for inclusion in the process of governance, primarily as a means to address these concerns.

But underlying this cause is the lack of inclusion in the economy. Unemployment is the biggest security threat facing the Arab World today. In some Arab countries, the proportion of those under the age of 26 and out of work is as high as 25%, one of the highest youth unemployment rates in the world. The economic loss arising from youth unemployment exceeds $40–50 billion annually across the Arab world, equivalent to the GDP of countries such as Tunisia or Lebanon.

Although this may seem bad enough, the real issue facing the region is that the future looks much bleaker. Taking the United Nations Development Program’s (UNDP) assessment in 2009 that 51 million new jobs must be created by the end of 2020 merely to stand still on unemployment, at face value, we see that the Arab countries must, in effect, increase the number of employment positions in the region by around 50% over the 10 years to 2020.

Looked at another way, from the same UNDP report, we would need to grow our economies at an annual rate of 7.6%, to generate the requisite employment opportunities. This, just for unemployment not to get worse. And indeed our economies are growing at much lower rates these days. For countries without large fiscal surpluses, that is both a massive challenge and an even more massive liability if they fall short. For countries with significant fiscal surpluses there will be no real escape in the final analysis. The cost will inevitably need to be passed on and the cost will be huge. The entire Arab world faces being engulfed by the impact of rapidly rising unemployment.

How to avoid these scenarios and create the necessary economic and employment growth? Investment and related reform is the only solution. Investment is required in infrastructure, in education and directly into private sector enterprise. It is estimated from studies in the U.S. that every billion dollars of investment in infrastructure can create 18,000 direct and downstream jobs. Investment in ports, airports, financial centers and industrial zones are good examples.

Yet faced with the magnitude and urgency of the task, infrastructure investing is but a relatively small part of the solution. Nor is employment by the state going to provide a solution. Put simply, there aren’t any more jobs to give out and what more jobs can be manufactured will not be sustainable in the long term. Employment on a mass scale needs to be delivered by sustainable private sector economic growth and for that we need to invest heavily in the private sector and educate our youth to be able to fill the private sector jobs that are then generated.

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New Year’s greeting from Endeavor’s CEO and President

As we begin a new year, we wanted to reflect on some of Endeavor’s milestones in 2011 and share our excitement for the year ahead.

We couldn’t be prouder of our Endeavor Entrepreneurs (656 and growing!). Last year, their companies generated an estimated $4.5 billion in revenues, and they’ve created 150,000 jobs. Beyond that, they continue to be stellar role models for the next generation of innovators. Check out more top metrics here; and be sure to download our 2011 Impact Report [PDF].

Endeavor now has offices in 15 countries, including newly launched operations in Lebanon, Indonesia, and soon Saudi Arabia. And with expansion teams scoping Morocco, Malaysia, Poland, and Greece, we’re getting closer to our audacious goal of 25 countries by 2015.

Even as we grow, Endeavor remains a family—from our entrepreneurs to boards, from our VentureCorps to our supporters. Last year, our global network of 2,500+ business leaders and MBAs volunteered 37,000 hours of mentoring. And we’re grateful to have launched or renewed partnerships with top-notch organizations: Abraaj Capital, Bain & Company, Barclays Capital, Dell, Ernst & Young, JP Morgan, Omidyar Network, SAP and Zennström Philanthropies.

Last year we started focusing on how to expand our reach and our services. With the remarkable help of a team of Bain consultants, we have built a strategy we’re calling “Endeavor 3.0.” Propelled by our incredible 200-person worldwide team, we’re making improvements to enhance and standardize the “Endeavor Experience” that entrepreneurs have from the moment they enter the network.

A key part of Endeavor 3.0 is sustainability. We are harmonizing our entrepreneur give-back programs worldwide to help affiliates continue to find the next generation of great entrepreneurs and provide them with exceptional services. At the same time, we launched a revolutionary new program called Endeavor Catalyst, a high-impact vehicle that uses donated capital to allow us to co-invest in our entrepreneurs—in a neutral, unbiased way. When these investments produce returns, proceeds will go both to support Endeavor’s operations and back into Catalyst. We’re thrilled to have pre-raised $6 million from our founding “Entrepreneurs’ Circle”—Edgar Bronfman, Jr., Reid Hoffman, Michael Cline, Mike Ahearn, Arif Naqvi, and Pierre Omidyar.

In addition to donating, we hope you’ll also stay engaged via our website and ever-popular blog, and by connecting on Facebook, Twitter, and YouTube.

Together, let’s make 2012 a truly high-impact year!

Best wishes,
Linda and Fernando

Linda Rottenberg
Co-founder and CEO, Endeavor

Fernando Fabre
President, Endeavor

2011 Endeavor highlights from around the world!

In 2011, Endeavor Entrepreneurs around the world saw the fruits of their labors materialize in the form of increased growth, new facilities, awards for entrepreneurship, and productive relationships with Endeavor mentors and partners. Check out our Impact Report for a detailed look at our highlights, or click here for top metrics.

The following are just a few “top stories” from Endeavor’s offices around the world in 2011. While by no means a complete picture, they provide a glimpse into some of our most recent milestones. Be sure to visit the respective country homepages and the Endeavor blog for more insights and highlights!

Argentina

– AlaMaula, led by Endeavor Entrepreneur Diego Noriega, is acquired by eBay
– SocialMetrix, run by Endeavor Entrepreneurs Martin Enriquez, Juan Manuel Damia, and Gustavo Arjones attracts the first equity investment of DMGT in Argentina
– Endeavor companies expand internally, including Conexia in Colombia, SocialMetrix in Mexico, Lenor in Colombia, Technisys in Chile, Promored in Peru and Uruguay, Keepcon in Brazil, and Smowtion in the U.S.
Globant acquires U.S. company Nextive
Medix and Maqtec open new production facilities

Brazil

– Entrepreneurs donate $700,000 through Give-Back Program
– Educational programs run in 26 of Brazil’s top universities, involving more than 400 professors in almost every state of the country, training 2,000 students in the first year
– Workshops and summits engage 7,000+ total participants and drives over 1 million unique visitors to Endeavor Brazil website
– First official paper about high-impact entrepreneurs in Brazil is written in partnership with IBGE, Brazil’s national statistics office
– Endeavor Brazil publishes first national research study about Brazilian entrepreneurship education
– Endeavor Brazil launches new regional satellite offices
– During the annual Global Entrepreneurship Week, Endeavor Brazil reaches 3 million participants and works with 500 partners, winning two global awards in the last three years

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Under30CEO best entrepreneur interviews of 2011

Reprinted from under30ceo.com. See original post here.

Over the past year we have had the chance to talk with some of the most successful and interesting entrepreneurs. Every time we are blown away by the new things we learn and the amazing stories behind their success. Below is a small recap of some of the best and most viewed entrepreneur interviews from 2011.

1. Seth Godin – Seth Godin Interview: The Riskiest Thing We Can Do Right Now is Nothing

2. Tim Sanders – Stop Waiting and Start Making Decisions Now with Tim Sanders

3. Barbara Corcoran – Interview with Barbara Corcoran on Starting, Scaling and Investing in Businesses

4. Sharon Lechter – How Sharon Lechter’s Marketing Genius Sold Over 27 Million Books

5. Eric Ries – How and Why The Lean Startup is Becoming the Standard for Hockey Stick Growth

6. Catherine Cook – 32 Million Users and Growing – Catherine Cook founder of myYearbook.com

7. Lauren Bush – Interview: How Lauren Bush is Tackling World Hunger with FEED Projects

8. Chris Russo – How to Conquer the Online Media World with Chris Russo of Big Lead Sports

9. Kyle Smitley – Not Taking No For an Answer: Kyle Smitley Founder of Barley & Birch

10. Amos Winbush III – Rockstar Lifestyle to Hot Tech Startup: Amos Winbush III of CyberSynchs

Check out all of our entrepreneur interviews

280 must-read books for entrepreneurs, according to under30ceo.com

Reprinted from Under30ceo.com. See the original post here.

By Matt Wilson

This is a list of the top business books of all time, in no particular order. At Under30CEO we are firm believers that the secrets to success can be learned from others who have been successful before. Many of these authors have spent a lifetime learning the lessons in these books the hard way. Luckily for us, their wealth of knowledge is presented in the books below. There are no excuses–get reading…and please let us know what you think should have made the list in the comments!

1. The Toilet Paper Entrepreneur by Mike Micalowicz

2. ReWork by Jason Fried, David Heinemeier Hansson

3. Entreleadership by Dave Ramsey

4. The Facebook Effect: The Inside Story of the Company That Is Connecting the World by David Kirkpatrick

5. The Lean Startup by Eric Ries

6. The Art of Non-Conformity: Set Your Own Rules, Live the Life You Want, and Change the World by Chris Guillebeau

7. The 22 Immutable Laws of Marketing by Al Ries & Jack Trout

8. Getting Everything You Can Out of All You’ve Got by Jay Abraham

9. The Parable of the Pipeline: How Anyone Can Build a Pipeline of Ongoing Residual Income in the New Economy by Burke Hedges

10. The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge

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How to turn your business into a commitment factory

Reprinted from ducttapemarketing.com. See the original post here.

By John Jantsch

You’re passionate, you care, you get it, you think about your business day and night, but let’s face it, you’ve got a big vision for that business and you probably can’t realize that vision all by yourself.

Your passion and commitment are essential, but it’s your ability to build passion and commitment for that vision in others that is going to be the key to growth.

You need committed and connected staff members. You need committed and loyal customers. You need to create a commitment factory.

Now I understand that the idea of the traditional factory, the kind that once manufactured goods and became a symbol of the industrial age, comes with some negative connotation.

A commitment factory, however, is my idea for the new model of business. A business that manufactures ideas, brilliance, passion and commitment in a community that chooses to join what might be more apply described as a cause.

Generating commitment is the new currency of American business and the most important task of a leader of a business defined in this manner is to guide passion and purpose in a way that encourages staff and customers alike to find, nurture and grow commitment around the things big and small that make a business something worth joining.

A loyal, committed, paying customer is the ultimate expression of a commitment factory.

Below are a handful practices to consider in the creation of a commitment factory.

Get the right people

Hire for fit is a common bit of advice, but fit means many things. What you need are people who want to excel at the exact work you need them to do. You need people who ask why you want them to do something instead of just how.

You’ll eventually need people that foster purpose, people that invent projects and people that operate process – these are rarely the same people.

Tell the story over and over

One of the acts involved in getting the right people is telling a story about why you do what you do in a way that attracts the people you need.

When you connect why with how in the form of a story you allow people to find their place in the story and that’s where commitment starts.

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VELA Interviews Allen Taylor, Endeavor’s Director of Global Networks

Seeking “Diamonds” and “Growth Engines” in Latin America: An Interview with Allen Taylor
Conducted by Alyson Sheehan

Reprinted from Venture Equity Latin America (VELA) ©2011 WorldTrade Executive, a part of Thomson Reuters

VELA: Please tell me about the International Selection Panel (ISP) held in Uruguay last month.

AT: It was the forty-first panel in Endeavor’s history and our last one of 2011. There were eighteen candidates, which were companies hailing from different Latin American countries, including Argentina, Uruguay, Brazil, Colombia, Chile, Mexico and elsewhere. We selected fourteen out of the eighteen as Endeavor Entrepreneurs, which was a fantastic result.

VELA: How do you define a “diamond” candidate versus a “growth engine” candidate in your selection process?

AT: Those are two profile types that we use as internal tools to help our panelists, who participate in the selection process, understand that companies within a range of different stages of development can be high-impact entrepreneurs and therefore qualify as Endeavor entrepreneurs. Those two particular profile types are often juxtaposed. A diamond in the rough, or a “diamond” for short, is typically an early stage company, oftentimes working within the technology sector. A diamond might look like a back-able, Silicon Valley-esque company but is usually younger, smaller and without much revenue – perhaps it is just getting to profitability, if that. In selecting a diamond, there is a higher beta for us – a higher risk and potentially higher reward – but that is a type of company with whom Endeavor does want to work and has done so successfully over the years. If you look at some of our most successful companies that have grown very big, they were diamonds when we first got them. E-commerce website MercadoLibre is a good example of a “diamond” that has been a success story. By contrast, a “growth engine” tends to be a more established company possibly working within a non-technology industry. It already has a few million dollars, or up to tens of millions of dollars, in revenue and is employing some folks already. But what we see is really the potential for that company to keep growing, to really become a contributor towards creating jobsand creating wealth in their home economy and as part of our portfolio. Our mission is very much about job creation and wealth creation in these markets, and diamonds and growth engines are ways that we try to get to that same goal.

VELA: What separates the selected companies from the non-selected companies; in other words, what are pitfalls to avoid as entrepreneurs in Latin America?

AT: At the end of the day, Endeavor’s selection process is human-powered; we do not hold a business plan competition, where we say: “you get a score of x, and you become an Endeavor entrepreneur.” Everybody who becomes an Endeavor entrepreneur goes through a very detailed, rigorous process involving a number of interviews at their local country level, then a panel of folks at their local country level, and then an international selection panel, the last of which necessitates unanimous approval among six judges in favor of making the company an Endeavor entrepreneur. So, it is very much about the people that make this work. In terms of selection criteria, we usually have a few different buckets of criteria around development impact and growth potential, but usually the discussion and the debate all boils down to three things: the entrepreneur, the business, and the fit with Endeavor. We are looking for a remarkable entrepreneur, who has real potential to be a role model and a leader. We are looking for a business that stands as a platform for high impact growth, one that has the potential to create a significant number of jobs and to have a real development impact for the country. And the last category – the fit with Endeavor – is probably the most intangible but, in a way, the most important. It translates into the question of whether or not the entrepreneur understands the spirit of what we are trying to do. Endeavor is a community, an ecosystem and a network. We are looking for people who understand that mission and who want to be a part of it, so that if we help them and they become successful, they in turn will want to give back by being mentors and supporters of what we are doing. A company that does not make it all the way through the selection process does not quite stack up in one of those three categories. So, sometimes we see a great entrepreneur, but we do not see the business as a platform for growth. Sometimes we love the business idea but don’t believe that it’s the right entrepreneur. Other times, timing plays a role. Occasionally, we will say: “This is a great company, but it is not really ready to be ‘high impact’ yet. We’d like to see them go back and hit these milestones and then maybe come back to another ISP in another eighteen to twenty-four months.”

VELA: Where do you see the most entrepreneurial activity, country-wise, in Latin America?

AT: Endeavor works in six countries: Argentina, Chile, Uruguay, Colombia, Brazil and Mexico. We’re not in Peru or a few of the other Latin markets where certainly there are interesting things happening. But from our lens, there are a lot of interesting things, namely in terms of technology companies experiencing explosive growth in Brazil. Everybody talks about Brazil, but it’s true. Not only in Sao Paulo and Rio de Janeiro but also in other parts of the country now, we are seeing really interesting entrepreneurs addressing big problems and looking to build big companies. In addition, I’ve always been impressed with the quality of entrepreneurs coming out of Argentina. Argentines really do think big. They really believe that they can build amazing, global companies – and several of them have. Again, MercadoLibre serves as an example of that.

VELA: What kinds of technologies are you seeing in Latin America that will impact the development of venture capital in those markets?

AT: Certainly people are very excited about e-commerce and the consumer internet – anything that has to do with those areas, both in Brazil and in Spanish-speaking Latin America. There is a lot of enthusiasm that consumer-facing companies are going to be very exciting and witness high growth. At the same time, we also work with some companies doing impressive things on the business to business side, whether it’s around credit risk or data security. So, there are certainly some businesses that are not considered “sexy”, because they are not consumer brands, but which are also going to flourish in high growth sectors.

VELA: At the ISP, the distribution of selected companies spanned multiple Latin countries: 3 from Argentina, 3 from Brazil, 3 from Chile, 1 from Colombia, 2 from Mexico and 2 from Uruguay. Does this distribution reflect the robustness of entrepreneurial ecosystems per country?

AT: I think it definitely does. Endeavor looks to go into countries that have a nascent entrepreneurial ecosystem already, to help be a catalyst for making that ecosystem grow faster. Obviously, the scale and the size of the markets in countries like Mexico and Brazil are significantly bigger, so over the course of a couple years, they will probably see a bigger portfolio of Endeavor entrepreneurs than Uruguay, for example, just by virtue of market size. But I do think the result of this panel is reflective of the amazing things happening in entrepreneurship in all six markets across Latin America where we are working.

VELA: How does Latin America’s entrepreneurial ecosystem and deal pipeline compare to other emerging markets?

AT: In comparison to the Middle East, North Africa, parts of Turkey and South Africa, Latin America is pretty advanced. Some of Endeavor’s most successful companies and role models, globally, are coming out of Latin America. From a VC perspective, Brazil is the leader. Brazil is getting more attention from international VCs, from Silicon Valley and elsewhere, than any other market. From the top five countries receiving attention from international VCs, four out of five are from Latin America. After Brazil and Turkey, the top markets are probably Argentina, Colombia and Chile.

VELA: What’s the next biggest destination, countrywise, for Latin American venture capital deals?

AT: It’s quite possible that a lot of activity that we have seen in Brazil will ultimately spill over into some of the other Latin markets. If I had to choose a couple markets to watch, I would say Argentina and Colombia. They are probably the two in which the entrepreneurs are most visibly ready to build regional or global companies that address a significant enough market to attract the VCs. This type of activity may take place within the next 3-5 years, but perhaps even within the next 2-3. One reason is because we are starting to see the development of some sophisticated local VCs, which will be instrumental in ushering in international VCs to these markets.

Allen Taylor currently serves as the Director of Global Networks for Endeavor. Prior to his current role working out of Endeavor’s San Francisco office, Allen spent three years as the Director of Search & Selection at Endeavor’s global headquarters in New York, overseeing a team of 30 associates in 10 countries. Following his graduation from Princeton University with a degree in German Culture and European Politics and a certificate in Latin American Studies, Allen co-founded and directed the US-based nonprofit organization Princeton in Latin America (PiLA).

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