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Endeavor Jordan Hosts Second Annual “Catalyzing Conversations” Event with Top Members of the Global Network

Endeavor Jordan hosted the second annual ‘Catalyzing Conversations’ event in collaboration with the 59th Endeavor International Selection Panel in Amman. ‘Catalyzing Conversations’ is a multi-tiered event featuring a series of interactive and motivational discussions with business leaders, entrepreneurs […]

June 30th, 2015 — by admin

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Endeavor eMERGE California Event Spotlights Growing Tech Markets Worldwide

From June 17th – 19th, Endeavor held its inaugural eMERGE California event, sponsored by Gigaom, Zynga and Co.Lab, which brought together top entrepreneurs, investors and mentors to highlight fast-growing tech markets outside of Silicon Valley. As […]

June 25th, 2014 — by admin

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Working towards your dream…while working for someone else

Reprinted from under30ceo.com. See original post here.

By J. Matthew King

As entrepreneurs we have a dream and vision of how great our life will be when we have our business up and running. We can see the “open” sign on the door, we can feel the cash running through our fingers, we can hear the accolades of our peers as our business grows and succeeds. But what do when we still wake up every morning to go punch the time clock for someone else? Below you will find some successful actions that will help you prepare yourself for opening day of your dream.

Grow in your surroundings

When you do start your business, at least at first, it is likely that you will have to wear many “hats”. Depending on what business you are in now, try and get as much knowledge from each department as you can because you may have to be ALL the departments for awhile in your new company so spend some quality time with Accounting, HR, and IT to get as much knowledge from them as you can. Especially if you have friends in those areas they can be valuable assets in getting to know the ins and outs of those areas of the business. Also, if the opportunity presents itself, volunteer for projects that will let you have more interactions with different departments than you normally would interact with so that you can have as much time to learn from them as possible.

Become more educated

Many companies provide educational opportunities for their employees such as webinars, white papers, attending trade shows, and obtaining certain certifications to their employees. If where you work is one of those jump at every chance to participate in them! these are free ways for you to expand your knowledge into different areas than you may be familiar with. Don’t pass them up! Even if your company does not provide these opportunities look for local business clubs for networking opportunities and to run your ideas by, and grab some good business books to read as well.

Watch your managers

How do they make decisions? how do they talk to/treat their employees? how do they react under pressure? How do their employees react to their methods? When you open your own business YOU will be the manager, you have to know what are effective management techniques and what are not. make a list of things your managers do that work and that you should emulate, and things they do that are not effective. When the chance presents itself take the lead on projects and try and implement some of the successful actions of your managers. When you are on your own and their are tough times looking back on your success will be a good reminder that you CAN be successful.

Finalize and review your plans

Continue your research.While you are still drawing a steady paycheck is the time to solidify how and when you want to start your business. Make sure you have all your finances, personnel, infrastructure, etc ready to go for opening day. Now is your chance to be as sure as possible that you are ready to go and that as much as is in your hands, you can succeed.


For the last time in a while you are not the decision maker, you are not the one responsible for the life and death of the company. Enjoy that you have steady hours and can go home and not be on call 24-7, because once you start your company until you are well-established you will be the decision maker, you will be responsible for the life and death of the company and you will be on call 24/7.

Envision success

What does success mean to you? Can you see it? Can you write it down? Think and write down now what success will mean to you 3 months into the business, 6 months, 1 year, 3 years, etc. You have to have the vision for where you are going before you can get there. To me this also means the “butterfly effect” by that I am talking about that excited, giddy feeling you get when you think about your business being successful, that feeling you get because you know that now you are doing what you were meant to do, what you LOVE to do. If you don’t have that feeling then start over until you find something that gives you that feeling, that reason to get up in the morning and go to “work” that doesn’t feel like work.

With these successful actions in place you can get ready to really see your neon “open” sign flashing, feel the money running through your fingers, and hear your peers lavish the praise on you that you have earned for your hard work, because you took the time beforehand to grown in your current surroundings, take the opportunities for educating yourself, watched and emulated successful actions of your managers, finalized your plans, relaxed, and envisioned your success. Now, your dream can become your reality.

What you really need to build a startup

Reprinted from under30ceo.com. See original post here.

By Thom Holland

What does it take to build a startup?

This is typically the first question that a person asks themselves once they’ve come to the conclusion that they would like to be an entrepreneur. Of course, often times new entrepreneurs tend to drastically underestimate what it actually takes to build a successful startup.

Speaking from experience, trust me, building a business is insanely difficult. On the bright side though, it is possible to build a business from the ground up if you have what it takes.

Here are a few things I’ve come to realize that can drastically improve your chances of building a successful startup. Be sure to add your insight to this list.

A Good Idea

When I say that you need a “good idea”, what I mean is that your business idea needs to provide some value that is not currently being provided very well. In other words, don’t simply create a business that already exists.

I launched my first startup when I was at Florida State University. My main reason for starting the business was so that I could work myself through school and apply, first hand, what I learned in business school. In reality, I started the business for all the wrong reasons; as a result, the company’s progress was initially slow. Once we adjusted our strategy to provide value that wasn’t being provided in the marketplace, however, sales took off.

When talking about startups, a good idea:

– solves a problem that is not currently being solved very well
– can be scaled
– can be profitable


Visiting the valley: why it’s a special place for startups


Reprinted from www.onstartups.com.  See original post here.

By Jason Evanish

I’ve spent the past two and a half years in the great startup community of Boston, where the ecosystem has been quietly growing stronger every day. During that time I’ve had the opportunity to visit a number of other startup ecosystems as well as interact with leaders of other cities. Despite this, I’d never really visited the Valley. With airline tickets cheap between Thanksgiving and Christmas, I decided it was time to finally make a pilgrimage to the center of the startup universe: Silicon Valley.

When I set out to visit Silicon Valley, I hoped to get a taste of all the Valley has to offer. I heard that San Francisco, Palo Alto and Mountain View were the key hubs, so I spent a couple days in each area. By doing so, I maximized the breadth of my experience as well as who I could actually meet and what I could see.

The Valley truly is a unique place unlike any other ecosystem I’ve been to (including the runner-ups, Boston and New York). I wrote elsewhere about some of the myths and facts of Silicon Valley, and there I mentioned I’d love to be able to bottle up the Valley’s special elements. Below is my attempt at capturing what these elements are based on both my experiences and discussions with native entrepreneurs and investors I met on my trip.


If there’s a single thing that stands out about the Valley, it’s the openness of everyone there. Every person I met was excited to meet with me even with the coldest of intros I received. More importantly though, at the end of every meeting *everyone* asked me “How can I help?” and insisted on working with me until we could come up with a way they could help.

Dial O for Optimism

It’s easy to dismiss wild, big vision ideas that just don’t make sense to you. However, in the Valley, that’s not an obstacle. Everyone is encouraged to start a company and no one is doubted because they lack a clear revenue model or doesn’t pass someone’s analytical test. As one Boston transplant put it, “the Boston brain in me thought the idea of ‘Pandora for Shoes’ was dumb, but the more I thought about it, I realized it just might work.”

Beyond how people view others’ ideas, there’s an overwhelming sense of hope there; it’s difficult to explain, but you get hit by a wave of it when you’re there that makes you think anything is possible and that you’re surrounded by greatness.

Culture Counts

Yes, there’s a talent war in the Valley, but there’s a talent war in every tech hub. As one person I met put it, “the Valley is the Major Leagues”; there’s more of everything: more founders, more capital, more startup employees, more competition. When that’s the case, the only way to recruit and retain talent is with a great work culture and a fun environment.

I visited the Twilio office while in San Francisco and was floored. They have nailed culture in so many ways it can be its own post, but the key is that I heard that HR gets over *250* applicants for every job. The talent war is won and lost inside your office.

Everyone’s an Evangelist

Every person I met was telling me I have to move here. Every. Single. One. There’s a “join a winning tradition” kind of attitude that I think is the same thing the Yankees do to recruit free agent baseball players. This attitude comes from a confidence in good things happening here (see ‘Optimism’, above) and also the welcoming environment; San Francisco was described to me as an incredibly transient population, so everyone is looking to make new friends.

These beliefs feel like a self-fulfilling prophecy; if you think you can, you will, if you think you can’t, you won’t. Believing you can succeed and so can others breeds optimism and a risk-taking attitude.

Winning with Weather

You can’t change the weather of your ecosystem, but it is an advantage of the Valley. On a warm sunny day, you’re more likely to go outside and not work from home. You’re also able to move around before and after events more freely. Both of these cases leads to more serendipity and may contribute to the optimism (as a counter, see Seasonal Affectiveness Disorder).

Signs, Signs, Everywhere a Sign

Startup signage is simple, but actually a big deal. There’s a serious cool factor to walking or driving by a building and seeing the logo of a company you recognize. It’s also fun seeing startups on billboards. While on the 101 (the main highway running through the Valley) I saw signs for Box.net, Salesforce, Huddle, and Zynga. As a startup geek, I find this as cool as others do when they see a celebrity on the street. This omnipresence of startups goes a long way to thinking about a place being the home of great startups and is a hot topic in other ecosystems like Boston.

Much of what makes the Valley special is hard to describe; you really need to see it for yourself to truly understand. If you’re starting a company, already running a company or just interested in startups, I highly encourage you to check it out. Many great entrepreneurs in other ecosystems visit quarterly to take advantage of what the Valley has to offer and after visiting, I understand why.

Jason is the founder of @Evanish — and connect with him elsewhere through about.me.

Beleza Natural co-founder and CEO Leila Velez featured on Forbes.com

Beleza Natural Co-founder and CEO Leila Velez has a new approach to an old industry. Julie Ruvolo’s new article for Forbes.comBye Bye Brazilian Blowouts: The Next Big Brazilian Hair Trend is Beleza Natural (see original post here), offers insight into how Leila keyed in on overlooked aspects of hairdressing, and focused on underserved communities with her patented approach.  Leila’s idea was simple–less chemicals, and more natural approaches toward hair with women of color in mind.

In the Forbes interview, she describes how applying supply-chain techniques learned while working as a young woman at McDonald’s (a fact that she is rather proud of) to the hairdressing industry has driven her success.  Here she mastered the “art” and “science” approaches of the beauty salon–a place it is not often found.  Her approach is described as a “veritable conveyor belt of services” that begins with a private consultation, which designs a specific, unique plan for each individual, and ends in the actual hair design.  Her approach is so specific that her hair consultants (not hairdressers) analyze follicle density per quadrant of the scalp (they divide it into 16 quadrants), and takes into consideration the geometric shape of a client’s head in order to find the perfect cut that complements each woman.

This operation, which began in 1993, was entirely self-financed, largely due to her husband, Jair, selling his VW Beatle, has earned her the Ernst and Young’s Entrepreneur of the Year award in 2006 and recognition as one of Brazil’s Most Influential Women in 2007.

This idea of bringing more efficiency and attentive care to hair-salons has grown into twelve salons in as many years, and employs over 1,400 people, mostly women.  Leila has also just recently expanded into manufacturing her own proprietary line of hair-care products, 45 in all, that include creams, shampoos and follicle treatments.

Her company donates generously and offers free hair care to women in poor communities.  In fact, 70% of her workforce are former clients, and women from these underserved communities.  And employees remain happy as Beleza Natural offers good working conditions, generous health-care and tuition-reimbursement.  Keeping an eye toward the future, Leila is constantly brainstorming and utilizing social media for ideas on new products and concepts.

As the article points out, a recent initiative, The Beleza Natural Institute, has also devised a model salon blueprint that is scheduled to be scaled internationally. Her first location is already slated for Harlem in New York City.

Bodytech enters into strategic alliance with Sportlife, becomes the largest chain of gyms in Latin America

Bodytech, a chain of medical, health, and fitness gyms lead by Colombian Endeavor Entrepreneurs Nicolás Loaiza and Gigliola Aycardi, has announced a new strategic alliance with Sportlife, a line of Chilean gyms. With this partnership, the gyms will constitute the largest chain of gyms in Latin America.

Today Bodytech has 40 gyms in Colombia and 5 in Peru, while its Chilean counterpart, started in 1993 by Julio Berazategui and Mauricio Musiet, currently operates 37 gyms within Chile. With the signing of a MOU between the two companies, Bodytech and Sportlife will share over 150,000 members, 2,500 employees, and USD$125 million in sales annually. “This would allow our chain to establish itself as the regional leader in terms of size, profitability, number of members, and coverage, and as well as continue to fulfill the dream of a better quality of life for the communities of these three countries,” describes Bodytech President Nicolás Loiaza.

According to the leadership of both companies, this partnership will strengthen job stability for their employees, offer new opportunities for the development and growth of professionals in the industries of health and fitness, increase the value of both companies, and contribute to the economic development of all three countries. Gym members at both chains will benefit, as they will be allowed to attend any gym within the alliance without any additional cost. This partnership comes especially well-timed, as it follows the establishment of the Integrated Latin American Market (known by its Spanish acronym Mila), which merged the stock markets of Colombia, Peru, and Chile last May.

Even though they are still working out the exact details of their alliance, both companies are adamant that Bodytech and Sportlife will continue to operate independently under their current names in order to take advantage of the strong brand recognition that each has cultivated locally. Future plans include bringing the Sportlife brand to Colombia and the Bodytech line to Chile, and eventually, to enter the Brazilian and Mexican markets as part of an aggressive international expansion plan.

During the next five years, the companies plan to invest USD$250 million in order to double the number of gyms in their lines by 2015. Bodytech itself intends to invest USD$70 million solely in the next year to open 10 more sites in Colombia, 5 in Peru, and 5 in Chile, to end 2012 with 62 total gyms.

According to Loaiza, the way to obtain the necessary financial resources for this aggressive international expansion is an IPO in the Colombia stock market sometime in 2012 or 2013. “We have wanted to enter the stock market for the last four years, but now is the right time given the Integrated Latin American Market.”

Activating enterprise innovation: open data

Reprinted from informationarbitrage.com.  See original post here.

By Roger Ehrenberg

In my role as a venture investor, I find myself spending lots of time speaking to “the enterprise”: Media companies, financial services companies, technology companies, retailers, Government agencies, etc., often assuming the role of “venture therapist.” “How can we engage with the start-up community?” “How can we structure ourselves to work better with small companies?” “What can we offer start-ups that can demonstrate real needle-moving value for us without killing them in the process?” These are simply a few of the questions I get in this vein every week from enterprises ranging from mid-sized to massive. What they are really asking is how can we access pockets of innovation to move our business forward that we either (1) lack the expertise to develop in-house or (2) can’t tap into from other areas of the firm because of politics and bureaucracy.

Regardless of the reason, many enterprises are trapped by legacy structures while fully knowing that they are in the midst of massive disruption that threatens their businesses to the core. Many also perceive an opportunity to re-invent they way they do business, less in response to a competitive threat but rather as a vehicle for delivering a non-linear improvement in the customer experience – product features, user experience, customer service, etc. So given these competitive threats and business opportunities, how can enterprises activate this need for innovation?

My answer generally involves a cultural shift that focuses on one salient point: creating an environment for opening up their data. So much innovation today stems from analyzing and monetizing a firm’s data assets, yet there is billions (and perhaps trillions when you consider health outcomes data and issues of national security) of value trapped inside of today’s enterprise due to myriad storage formats and locations, mis-allocated technology budgets and privacy concerns. And given the petabytes (and even great volumes) of data involved, the sheer amount of time involved spooling up the data from old systems and spooling down the data into a distributed, flexible storage architecture is a heroic undertaking. It is a big honking problem that even in the best of cases takes gobs of time and money to solve.

So rather than trying to do everything at once (and likely “boiling the ocean” and getting little accomplished except disdain for the project), how about creating a sandbox within which developers can play with anonymized firm data, searching for insights, mashing up the data with data ingested from other sources and building customer-facing applications? In essence, creating an “API culture” where firms start to think about how to open up their data rather than keeping it under wraps. Enterprises can either do this point-to-point by working with a small number of talented and highly motivated start-ups, or by using challenges and other crowd-sourcing techniques such as hackathons to stimulate innovation around their data assets. By getting some quick wins around usage and monetization of the the data, they can then expand their project to encompass even greater amounts of data, essentially creating a self-funding vehicle for solving their legacy data problem. Plus, the firms will be heroes within the start-up and developer communities for being good to work with and forward-looking partners in innovation. There are no half solutions here, however. Management is either all-in or not with this culture shift. Firms that simply dabble will be destined to failure, no different than the carcasses of angel investors past who did a small number of “vanity deals,” got their faces ripped off and decided that angel investing wasn’t so sexy, anyway.

Instituting an open data culture represents a sea change for many enterprises. However, the time is now for disrupting these sclerotic – but valuable – organizations and unleashing a new wave of data-driven innovation in the US and across the world. My sense is that once the enterprise gives open data a shot they’ll find it to be addictive, as there is nothing like getting not dozens, not hundreds but thousands of developers creating applications to help you better serve your customers. This will truly demonstrate the magic of this last leg of the Internet age: distributed storage and compute; crowd-sourcing; and APIs. I can’t wait to see the bold (and enlightened) enterprises that step up to the challenge.

La Cara Oculta, the new face of Colombian films

On January 20, La Cara Oculta, a suspense thriller produced by Dynamo in conjunction with Twentieth Century Fox, premiered in Bogotá to eager audiences. Dynamo is the holding company for Dynamo Capital, the only private equity fund for film financing in Latin America, and Dynamo Productions, a screenwriting, production, and distribution business, and is lead by Endeavor Entrepreneurs Andrés Calderón Rodríguez, Rodrigo Guerrero Rojas, Diego Ramírez Schrempp, and Cristian Conti Walli.

A Colombian-Spanish-American production by Colombia director Andi Baiz, La Cara Oculta, or “The Hidden Face,” examines the dangers of obsessive love and explores the limits of jealousy and betrayal. Last weekend, La Cara Oculta was the most-watched film in the country, and has drawn in more than 230,000 Colombian moviegoers since its premier.

Following the success of Satanas and Perro Come Perro, La Cara Oculta proves that Dynamo, in its six short years of existence, continues to raise the standards of Colombian film and lead the country’s growing movie industry. Directed and shot in both Colombia and Spain, the film first premiered last September in Spain, where it grossed over 2.3 million Euros within its first two months.

According to CEO Andrés Calderón, La Cara Oculta is a milestone for the young production company as it represents the first time powerhouse producer Twentieth Century Fox has invested in any Colombian movie. Calderón also credits director Andi Baiz for creating an impeccable suspense film, which manages to keep the public out of breath, even while telling the same story from different angles.

The film features performances by Colombian actress Martina Garcia and Spanish actors Clara Lago and Quim Gutierrez. Enhanced by a soundtrack by Argentine composer Federico Jusid, and the cinematography of Catalonian Joseph M. Civit, La Cara Oculta has been said to set new standards for Colombian moviemakers and represent a new face for Colombian film. La Cara Oculta is currently showing in select movie theaters in the US, and is expected to be screened in 16 countries worldwide.

Endeavor highlighted at Global Entrepreneurship Summit in Istanbul [with video]

Last month, 120 Endeavor Network members participated in the 2nd Annual Global Entrepreneurship Summit in Turkey. CEO Linda Rottenberg was a keynote speaker alongside Vice President Joe Biden, and the work of a number of Endeavor Entrepreneurs was featured. For the full story on the summit click here. Also check out the video below…

Tips to make any business succeed

Reprinted from under30ceo.com. See original post here.

By David T. Domzalski

I wanted to share with you a portion of Financial Bin’s recently released book called Entrepreneur Intervention: Triumphs & Failures of Entrepreneurs. The part included below is written by Chris Sonjeow, founder of LoveBook. Chris talks about what he has learned since starting his company and I think it is something we can all benefit from.

Over the past 3 years these are the things I‘ve learned to help make a business successful:

1. Find Smart People.

Always surround yourself with smart, talented people. If you do not know any, join a networking group and find them. Being an entrepreneur is a series of highs and lows. You need to surround yourself with people who understand that when it gets low, it is not the end of the world. It is just an opportunity to grow.

2. Always Have a Plan.

The plan is not set in stone, but you need guidelines and a revenue model. I always get approached by people asking me about a business idea they have. The first thing I ask them is: “Who‘s writing you checks?” If they cannot answer that right away, I know they do not have a revenue model. That is not to say that all business ideas need one at first, but would-be entrepreneurs should not mix “hobbies” with business.

A good plan should take you into multiple years and show growth and revenue generated. This will help you understand how diverse your products or services should be. You will be able to do the rough math to figure out how many products you need to sell or services you need to complete before you hire your first employee. And do not worry if plans change, they always do. They are strictly a guide to keep you from going too far off the original concept.


Wharton professor’s advice: “Fatten up” your customers

Reprinted from under30ceo.com. See the original post here.

by Peter Fader

I often use the metaphor of fishing as a way to explain new customer acquisition. From the firm’s perspective, there is a great big ocean out there full of prospective customers of all different shapes and sizes. First we have to decide how we want to catch them: do we want to cast our nets far and wide (a broad acquisition strategy), or throw spears at individual fish that we believe to be particularly juicy and plump (a targeted acquisition strategy)? That’s a tough decision and worthy of two full lectures in my MBA elective course, “Managing the Value of Customer Relationships”

But let’s focus on what happens after we catch the fish: once we have acquired our newest batch of customers, how do we fatten them up as much as possible, i.e., enhance their long-term value to the firm?

Customer development – along with acquisition and retention — is one of the primary firm activities that drive customer value. It describes the tactics that a firm employs to create the maximum value for its existing customers over the lifetime of their relationship. My students can now recite by heart what I casually label the Great American Question: “Would you like fries with that?” It’s a classic example of cross-selling, one of a range of activities at the heart of customer development.

For companies considering adopting a customer-centric strategy, customer development is often one of the most visible and alluring selling points: if a firm knows its individual customers better, it can better tailor its product/service offerings to their needs — and thus capture a greater share of their total dollars. Indeed, a recent study from Forrester Research suggests that nearly 90% of managers in large North American financial services firms identified increased cross-selling as “very important” or “critical.”


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