MTC15
ABA
Who: MTC15 Dubai When: May 22-24, 2015 What: First Intl. Academic Research Where: Dubai, UAE Conference on Marketing & Tourism Deadline: April 30, 2015
Who: Academic Business World
When: May 20-22, 2015
What: Academic Business World
Where: Nashville, TN
International Conference
ICTBE
GBFRC
SBMER
ICMBS
Deadline: April 22, 2015
Who: ICTBE’15
When: May 29-30, 2015
What: Intl. Conference on Trends in Business and Economics
Where: London, UK
Who: Australia Conference
When: May 25-27, 2015
What: 4th Global Business and Finance Research Conference
Where: Melbourne, Australia
Who: SBMER’15 Conference
When: May 5, 2015
What: Strategic Business Management & Economic Research Conference
Where: Boston, MA, USA
Who: SMBS Canada
When: July 20-21, 2015
Deadline: April 30, 2015
Deadline: May 15, 2015
Deadline: April 20, 2015
What: 15th Intl. Conference on Man- Where: Vancouver, Canada agement & Behavioral SciencDeadline: April 25, 2015 es
Who: Middlesex University Dubai
ERPBSS
What: 3rd International Conference When: November 24-26, 2015
AIIC
Who: Annual Interdisciplinary Conference What: AIIC 2015
ABD
ISBE
Deadline: June 1st, 2015
When: July 8-11, 2015 Where: Azores Islands, Portugal Deadline: June 25, 2015
Who: ABD Conference
When: November 12-14, 2015
What: 17th Annual Academy of Business Disciplines Conf.
Where: Ft. Meyers Beach
Who: AABRI
AABRI
Where: Dubai, United Arab Emirates
Deadline: June 15, 2015 When: October 15-17, 2015
What: AABRI International Confer- Where: Las Vegas, NV ence Deadline: June 6, 2015
Who: ISBE 2015
Where: Glasgow, UK
What: 38th ISBE Conference
Deadline: April 22, 2015
When: November 11-12, 2015
JEE
UNM
Who: USABE
When: Spring 2016
What: Journal of Ethics & Entrepreneurship
Where: Online
Who: UNM Mentoring Conference 2015
When: October 20-23, 2015
What: 8th Annual Mentoring Conference Who: Global Academic Institute
IIAC
What: 2015 Prague Intl. Academic Conference
JSMQ
Deadline: June 1, 2015
Where: Albuquerque, NM Deadline: May 15, 2015 When: September 6-9, 2015 Where: Prague, Czech Republic Deadline: August 7, 2015
Who: Strategic Management Quar- When: June 30, 2015 terly Where: Online What: JSMQ Vol. 3, No. 2 Deadline: May 15, 2015
SBANC
SBANC
The Small Business Advancement National Center aims at increasing your knowledge of small business and entrepreneurship. All questions and comments are greatly appreciated.
The Small Business Advancement National Center is moving its website. In the process of doing so, we have found that our Newsletter archive lacks the following issues: 513, 521, 534, 535, 611, 617, 622, 626, 631, 665, 732, 733, 785 & 786. If you have any of these issues, please contact us. Thank you!
IJAS
The International Conference for Academic Disciplines will be held on the Harvard Campus from May 26-30, 2015. This conference is organized by the International Journal of Arts and Sciences. The deadline for abstracts is April 24, 2015.
WES
Women’s Enterprise Scotland (WES) is hosting an international conference, Shifting Gears. The conference is from May 12-13, 2015 in Glasgow, United Kingdom. The deadline for ticket admission is April 28, 2015.
IISES
The International Institute of Social and Economic Sciences invites you to attend the 16th International Academic Conference in Amsterdam, the Netherlands from May 12-15th of 2015. The submission deadline for papers is April 28, 2015.
SGBRS
ESU
The University of Riverside is holding the 2015 Spring Global Business Research Symposium on May 22-23, 2015 in Los Angeles, CA. The final paper submission deadline is May 15, 2015.
The 2015 European Summer University in Entrepreneurship: Conference and Researcher Development Programme is announcing it’s call for papers. The conference is from August 16-22, 2015. The abstract deadline is April 10th and the deadline for full papers is July 1, 2015.
Tip
of the Week
“A sales roadmap uses all you’ve learned from customer discovery to guide the creation of a sales funnel. ” The Customer Validation Philosophy Customer Validation attempts to “test sell” at every stage. It runs a continuing series of quantitative pass/fail tests to determine whether there’s strong enough product/ market fit to justify scaling sales and marketing spending. Most of your testing effort will be asking people to give you an order or engage with your app or website. At this point, you’re testing the entire business model, not its individual components, even as you learn more details about some , like price or channel. Just as a customer discovery was disorienting for experienced marketers, the customer validation process turns the world upside down for experienced salespeople and, in particular, those with sales responsibility. All the rules sales executives learned while selling in physical channels at large companies are not applicable to startups. In fact, they’re positively detrimental. It’s not all about the launch party! In the customer validation step, you are not going to hire and staff a sales team. You are not going to execute to a sales plan or “the sales strategy.” The reality is that you don’t know enough yet to do any of these things. At the end of customer discovery, you have in hand firm hypotheses about who will buy, why they will buy, and at what price they will buy. But until those hypotheses are validated– with customer orders– they’re all little more than educated guesses, even with the work invested to develop them. From Business Model Canvas to the Sales Roadmap In customer discover you tested some of the hypotheses of your business model: Value proposition: You affirmed it with a few dozen to a few hundred people. Customer segments: You have a hypothesis about customer archetypes. Customer relationships; You tested several “get, keep and grow’ activities. Channel: You understand your key channel partners, and some have expressed interest. Revenue model: The company has an idea of how to price its offering.
“
Continued...
Tip
of the Week
“A sales roadmap uses all you’ve learned from customer discovery to guide the creation of a sales funnel. ” The Customer Validation Philosophy Continued.. A sales roadmap uses all you’ve learned from customer discovery to guide the creation of a sales funnel specifically for your company. It answers: Who influences a sale? Who recommends a sale? Who is the decision-maker? Who is the economic buyer? The saboteur? Where is the budget for purchasing the type of product you’re selling? How many sales calls are needed to make one sale? How long does an average sale take from beginning to end? What is the selling strategy? Is this a solution sale? If so, what are the “key customer problems?” What’s the profile of optimal visionary buyers, the earlyvangelists every startup needs? Where will the traffic come from? Will it stick? Will the product be strong enough to grow virally? Unless a company has proven answers to these questions, few sales will happen, and those that do occur will result from heroic single-shot efforts. Of course, on some level, most sales VPs realize they lack the knowledge they need to draw a detailed sales roadmap, but most believe they and their newly hired sales team can acquire this information while simultaneously selling and closing orders. This is because most executives new to startups confuse searching for a business model with the execution of a known business model. A sales roadmap is part of the search for a business model. Only after it’s built can it be executed. Startups can’t learn and discover while they’re busy executing. As we can see from the rubble of any number of failed startups, attempting to execute before you have a sales roadmap in place is pure folly.
“
What Pedagogical Methods Impact Students’ Entrepreneurial Propensity? This paper was written by Dianne Welsh, Bonnie Canziani, Uchin Hsieh, and William Tullar from the University of North Carolina at Greensboro.
Executive Director
There is a dearth of research that investigates the effectiveness of different pedagogical methods for teaching entrepreneurship. This paper focuses on three learning design choices: experiential learning, use of teamwork, and focus on quantitative methods. The paper examines pedagogical variables that could contribute to raising student scores on constructs of change, risk taking, goal setting, feedback, and achievement as measured by our customized entrepreneurial propensity survey. Results offer moderate evidence to confirm effects of experiential learning designs for goal-setting and weak evidence for feedback. Additional findings suggest the need for rethinking the role of teamwork in entrepreneurship courses.
Dr. Don B. Bradley III
(pg. 22)
Development Interns Daniel Champion Marissa Sides Raina Silva
The Small Business Advancement National has recently made immense changes to the layout of its website, SBAER.UCA.EDU, as well as its Newsletter. We welcome constructive criticism, comments, and of course, all questions throughout this transition.
Read Entire Paper Here
Email: SBANC@UCA.EDU Phone: 1 (501) 450-5300 Small Business Institute
The Startup Owner’s Manual
2015 Proceedings
Blank and Dorf
Welsh, Canziani, Hsieh, and Tullar
K & S Ranch Inc.
Page 22
Pages 280-282
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