High-Impact Entrepreneurship

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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 Entrepreneurs Attend EY’s World Entrepreneur of the Year Awards in Monaco

EY hosted its annual World Entrepreneur Of The Year event this month in Monte Carlo, Monaco, convening business leaders from more than 145 cities across 60 countries. Since its inception in 1986, EY’s Entrepreneur Of […]

June 18th, 2014 — by admin

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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!


– 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


– 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


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


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.


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).

Dell: “Focus on what is important; move the entire desktop to the cloud”

Endeavor is proud to have Dell as one of its leading sponsors. The following post is a reprint from the “Dell in the Clouds” blog focused on the future of cloud computing (@DellintheClouds). Find the original blog post here.

By Janet Diaz

“It’s in the cloud!!” seems to be a buzzword for IT and for good reason. Software and services can be more effectively managed and deployed from a central point, but why stop at a single application or service? Why not move the entire desktop to the cloud? Dell’s Virtual Desktop-as-a-Service, part of the Dell Desktop Virtualization Solutions (DVS) portfolio, does just that. By separating the desktops’ operating system, applications, processing and data storage from the desk-side hardware, IT departments can realize many advantages over a traditional network infrastructure by allowing:

Streamline IT: Operating systems, applications, and the support required to maintain thousands of desktops is a time consuming ordeal. Using Virtual Desktop-as-a-Service, patches and updates to desktops are made once and users can immediately take advantage of the changes at their next login simplifying deployment. As a managed solution, IT departments can outsource the mundane support work to Dell, freeing up resources to work on more strategic or profitable projects.

BYOPC (Bring Your Own PC): It’s expensive and difficult to support multiple operating systems, so what happens when the CEO says one morning “I just got this new tablet, I need to access my email and applications” or what happens when your organization needs independent contractors and they, in turn, need access to your data and applications? Virtual Desktop-as-a-Service makes these requests possible. It truly doesn’t matter if they access the desktop from a PC, a Mac or even a tablet they all get their standardized corporate-approved virtual desktops. Contractors can be quick spun up with a virtual desktop that they can access with their own computer. This also means that you can remove their access to critical data when they are done. Virtual Desktop-as-a-Service gives IT the flexibility to allow users to use the hardware of their choice while maintaining control over the desktop environment.

Security: Dell Data Centers are secure facilities and the hardware used has built-in redundancies. Data is stored on redundant hardware, which includes redundant processing, and has redundant power (a bit redundant, isn’t it!). This also means that if a laptop is stolen or crashes, the data is safe and the user only needs to sign back in from another machine to be productive again.

The future of IT is about empowering the users to be more productive and giving them the tools that work best for them, while maintaining the security and supportability of the applications and data. Dell’s Virtual Desktop-as-a-Service not only meets this need, but by transferring the management to Dell, it allows IT the flexibility to invest their efforts into more strategic endeavors. And it does it all from the cloud.

Got 2 minutes? Watch this video to learn what Virtual Desktop-as-a-Service can do for your organization. We want to hear from you, got questions? comments? Feel free to jump in and continue the conversation.

The road to ‘High-Impact’ entrepreneurship in the Middle East

Reprinted from The Middle East magazine. See the original article here (p. 41).

By Justin Belmont (Director of Communications, Endeavor)

By 2020, an estimated 100 million young people, many of them college-educated, will enter the job market. What kind of opportunities can they expect? How can the region guarantee there will be enough high-quality jobs to go around? What is the best long-term solution to ensure sustainable economic development? These are some of the same questions our global non-profit organisation, Endeavor, encountered 14 years ago in Latin America. And we found the answer has a lot to do with three words: High-Impact Entrepreneurship.

High-Impact Entrepreneurs are visionaries whose businesses have the potential to scale significantly, both in terms of job creation and revenue growth. Historically, in most economies, it is only a small number of high-impact, high-growth entrepreneurs that create the vast maprity of new jobs. This reality has been supported by the World Economic Forum in their recent report on worldwide entrepreneurship, authored by Stanford University Professor George Foster. The report found that the top 1% of companies from among 380,000 companies reviewed across 10 countries contribute 44% of total revenue and 40% of total jobs, while the top 5% contribute 72% of total revenue and 67% of total jobs.

When it comes to developing an entrepreneurial eco-system in the Middle East, much attention has been placed on the role of investment. Indeed, the availability of ‘smart capital’ for entrepreneurs is an important facet. Further, it is encouraging that many new regional funds are being established to provide much-needed capital to small and medium-sized enterprises (SMEs).

At the same time, Endeavor has learned over 14 years that capital alone is not the answer, When we started Endeavor in Latin America in the late 1990s, we noticed that entrepreneurs lacked three key components: access to mentors; access to networks; and access to role models.

Access to schools of entrepreneurship such as the celebrated Carnagie Mellon contribute to the development of rounded individuals.

Ciceksepeti announces minority investment by Amazon

The following is a press release announcing Amazon.com’s first investment in Turkey – in Ciceksepeti.com, a company founded by Endeavor entrepreneur Emre Aydın. Endeavor facilitated an introduction between the companies starting last May at the Endeavor International Selection Panel in London, where Emre was selected.

ISTANBUL – December 20, 2011 – Ciceksepeti (www.ciceksepeti.com), the leading flower and gifting-based e-commerce company in Turkey today announced that Amazon.com, Inc. (NASDAQ: AMZN) has signed an agreement to make a minority investment in Ciceksepeti, subject to customary regulatory approvals in Turkey.

“The Ciceksepeti management team has built an innovative e-commerce company in Turkey, and we’re delighted to be supporting the company as it continues to grow,” said Greg Greeley, vice president of Amazon European Retail. “Ciceksepeti shares Amazon’s focus on offering great prices, selection and convenience as it brings flowers and other gifts to its customers across Turkey.”

Founded by Emre Aydin, Ciceksepeti is a premier online destination in Turkey for delivering flowers and other gifts to customers nationwide, including same-day deliveries in most metropolitan cities. The company offers customers a wide selection of flowers, gourmet gift baskets, jewelry, and other products for every important occasion in the lives of people that matter to them.

“I am delighted to have Amazon on board as an investor as we enter our next phase of rapid growth,” said Emre Aydin, founder/CEO of Ciceksepeti. “Ciceksepeti is committed to staying focused on providing the high level of quality that Turkish consumers have come to expect when orderingflowers, gourmet products, and other gifts for the important people in their lives.”

Terms of the investment were not disclosed.

About Ciceksepeti.com

CicekSepeti is one of Turkey’s leading online flower retailers and an emerging leader in related gift giving categories, such as candy and jewelry. CicekSepeti prides itself in consistently deliveringquality products and services at competitive prices. The company offers same day delivery in all ofTurkey through 150 contracted florists and 24×7 customer support.

CicekSepeti expects to double its revenues from last year. In the summer of 2011 the companystarted CicekSepeti Gurme for the confection and sales of candy, chocolates and cakes, which can be sent as a gift in similar occasions as flowers. More recently the company also started to offer jewelryonline and is planning to launch experiential gifts early 2012.

Ciceksepeti.com was first launched in 2006 by Emre Aydin, CEO, who remains the majorityshareholder. Hummingbird Ventures invested in CicekSepeti in January 2011. Headquartered inIstanbul, CicekSepeti currently employs 160 people.

10 best management books for small business owners (according to Small Business Trends)

Reprinted with permission from Smallbiztrends.com. See the original post here.

By Ivana Taylor

Running a small business requires a combination of both leadership and management skills. While leadership and management come easily for some business owners, many find that reading management books helps keeps them informed and current with today’s best management practices.

With thousands of books to choose from, it can be frustrating and overwhelming deciding on what to read. That’s why Small Business Trends has put together this list of top 10 best management books every small business owner should read. (Listed in no particular order.)

1. “Consider: Harnessing the Power of Reflective Thinking in Your Organization” by Daniel Patrick Forrester.

In today’s on-demand, always-on world, it seems counter-intuitive to take a moment and consider your next decision. Daniel Patrick Forrester interviews leaders in high-stakes and high-risk circumstances who have mastered the art of taking time out to think and process their options before rushing into a decision.

Small business owners will appreciate the many examples and techniques used by great leaders and managers of critical projects to calm themselves down, collect the information that they need and then communicate their decisions and actions clearly.

Read our review of “Consider”

2. “No Jerks on the Job: Who They Are, The Harm They Do and Ridding Them from Your Workplace” by Ron Newton

There isn’t a workplace around that doesn’t claim its share of jerks. In fact, working with difficult people is one of the most popular management books topics around, In the book No Jerks on the Job, Ron Newton explains where jerks come from and he gives solutions for dealing with jerks; create a transparent environment, embody your values and huddle up to solve problems.

The biggest benefit that any businessperson can get from this book is being able to identify jerky behavior and not feed into it or make it worse.

Read our review of “No Jerks on the Job


10 misperceptions about venture capital

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

By Charlie O’Donnell

1) You need it. Not every company raises venture capital—most don’t. Not raising gives you flexibility about the market size you want to go after, speed of growth, and de-risks your plan—because once you start spending someone else’s money, the clock starts ticking on your “out of cash” date. Slow and steady isn’t a bad thing.

2) Only 22 year old hacker dudes get funding. Before this remark generates too much controversy, let’s be clear: It is absolutely true that a huge percentage of startup teams are young, technical white dudes. That’s different than saying only young, technical white dudes get money. In large part, that is a result of who pitches to VCs, not surprisingly. We can debate how to get a more diverse stream of people in the top of the funding funnel for sure, but the fact is that VCs just want to make money. We’re kind of predictable that way. If you have a clear plan for making a lot of money—and some proof points that you’re on the right track to doing it—I don’t think you’ll be short of investors willing to work with you, no matter who you are. In my own case, of the 7 deals I’ve sourced and/or led at First Round, the profiles of the founders look like this:

  • Married, non-technical female, mid-30s, mom, white
  • Single, non-developer (knows how the tech works, though) male w/outsourced offshore tech team, 30’s, dad, white
  • Two single non-technical guys, late 20’s, white
  • Two technical mid 30s guys, one is a dad, white
  • Non-technical, mid 30’s dad, white
  • Non-technical single guy around 30, white
  • Early 20’s technical + non technical single founders, white
  • So, while it’s not a huge statistical sample, we’ve got less than 30% in their 20’s, 14% women, over 50% parents. Young, sure, but not early 20s…and that’s a lot of kids. A bit white, though…


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