Venture Associates

ULTRAPRENEURING

Author - James B. Arkebauer -- Publisher - McGraw-Hill - 246 pages - $16.95

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Detailed Table of Contents

(This Table of Contents is approximately 10 pages)


INTRODUCTION

(Opening)
TEACHING SKILLS
GLOBAL COMPETITIVENESS
THE AGE OF THE ULTRAPRENEUR
ULTRAPRENEURIAL QUALIFIERS
PREVIEW OF WHAT YOU'LL LEARN
THE OPPORTUNITY
THE ULTRAGROWTH OPPORTUNITY
What It Takes to Be an ULTRAPRENEUR
Building the Inside Ultrapreneurial Team
Assembling The Outside Ultrapreneurial Team
Planning The Ultrapreneurial Venture
Securing Ultrapreneurial Equity Financing
Making It Happen-Ultrapreneurial Style
THE ULTRAPRENEURIAL HARVEST

CHAPTER 1 - ANALYZING THE ULTRAPRENEURIAL OPPORTUNITY

TIMES ARE CHANGING
TODAY WE'RE GLOBALIZED
THE WINDOWS ARE CLOSING
BUT YOU STILL HAVE CHOICES
IT GETS EVEN MORE COMPLICATED
SMALL IS BEST - AGAIN
VENTURE CAPITAL CHANGES
CHANGING TIMES MEANS GREATER OPPORTUNITY
WHAT YOU NEED FOR ULTRAPRENEURIAL STARTUP
ACQUIRE THESE FIVE INGREDIENTS
ANTICIPATE THESE MAIN HURDLES
EXAMINING OPPORTUNITY AREAS
BIOTECHNOLOGY
COMPUTING TOMORROW
ELECTRONIC PUBLISHING
BITS and PIECES for Consideration
CABLE TELEVISION
COMPUTER CHIPS
JAPAN CONSUMER PRODUCTS
WHAT WE OWN
WHAT THINGS COST
HOW WE'RE CHANGING JOBS
COULD THIS BE THE ULTIMATE MARKETING TOOL?
NEW DISCOVERIES
CONCLUSION
ULTRAPRENEURIAL COMPANY GROWTH CYCLES
FIRST STAGE - THE SEED STAGE
SECOND STAGE - ORGANIZATION and PRODUCT DEVELOPMENT
THIRD STAGE - PRODUCTION and MARKET RAMP-UP
FORTH STAGE - MAJOR FINANCING
FIFTH STAGE - RAPID EXPANSION
SIXTH STAGE - MATURITY
DISTINCTIVE CHARACTERISTICS
WARNING SIGNALS
(Closing)

CHAPTER 2 - THE ULTRAGROWTH OPPORTUNITY

(Opening)
ULTRAGROWTH - THE MARKETING CHALLENGE
SEEK MAXIMUM GROSS PROFITS
ASSESS THE TIME WINDOW
BECOME SINLESS
BUILDING MARKETING LEADERSHIP
ANALYZE THE MANUFACTURING DILEMMA
THERE ARE NO SHORT CUTS
FOREIGN MARKETING CHALLENGES
CONSUMER PRODUCTS
TRENDS
OPPORTUNITY TESTING MARKETING GUIDES
BE FIRST
FOUR QUICK MARKETING TIPS
THREE QUICK COMPETITIVE STRATEGY TIPS
HIGH TECH QUALIFIERS
TWO APPROACHES
MARKET OPPORTUNITY
TECHNICAL APPROACH
PARTNERING STRATEGICALLY
ACQUISITIONS MAKE THEM LARGER
ULTRAPRENEURS DO IT FASTER AND CHEAPER
CONFIRM TWO POINTS
USING YOUR WHOLE BRAIN TO MAKE DECISIONS
LEFT-RIGHT BRAIN SIMPLIFIED
DETERMINING YOUR PATTERN
TWO LEFT-RIGHT QUIZZES
BUSINESS GOALS
WHY PEOPLE and Businesses DON'T SET GOALS
PERSONAL BALANCED GOAL SETTING
METHOD TO PROGRAM GOAL ACHIEVEMENT
WHAT GOALS LOOK LIKE
BASIC QUESTIONS CHECK LIST
BENEFITS FROM THIS LIST
TAKING AIM AT THE FUTURE
THE AGE OF THE ENTREPRENEUR IS HERE
FINANCING
REVIEWING THE OPPORTUNITY

CHAPTER 3 - WHAT IT TAKES TO BE AN ULTRAPRENEUR

(Opening)
WHAT DO VENTURE CAPITALIST THINK
HARDY, AMBITIOUS, GOAL ACHIEVERS
ENTREPRENEURS - THE WORD AND ITS HISTORY
CHARACTERISTICS - THE BASICS
ACHIEVEMENT
COMMITMENT
COMMUNICATIONS
ENERGY
GOAL SETTING
GROWTH ORIENTATION
Honesty
INNOVATION
INTELLIGENCE
LEADERSHIP
RISK TOLERANCE
SELF-CONFIDENCE
ACTION ORIENTATION
THE ULTRAPRENEURIAL ACTION DECISION SEQUENCE
IS ACTION NEEDED OR NOT
IS THERE A CHOICE of Actions
WILL A HABITUAL COURSE OF ACTION SUFFICE?
REDUCTION OF ALTERNATIVES
CHOICE OF PREFERRED Course of ACTION
DECISION TO TAKE ACTION
ENTREPRENEURIAL FAILURES
FEAR OF SUCCESS
Definition
Emotional Facts
FEAR OF SUCCESS TRIGGERS
GUIDES TO RECOGNIZING
THREE STEPS TO HELP You Learn to Accept Success
Examine Your Rational
Redefine Your Situation
Examine Your Comfort Zone
Take Action
WHAT ENTREPRENEURS SHOULD Not Do
SYMPTOM SPOTTERS
A BALANCING ACT
SUCCESS QUALITIES
HARD WORK
ENTHUSIASM
CREATIVITY
FLEXIBILITY
EMPATHY
KNOWLEDGE
DIFFERENTIATIONAL FACTORS
AN AGE OLD DEBATE
RISK IS BACK
THERE ARE FOUR GENERATIONS of Risk Takers
ULTRAPRENEURS BUILD A MIXED TEAM
FEMALE ENTREPRENEURS AND ENTREPRENEURING
THE FEMALE TOUCH IS GROWING
ULTRAPRENEURIAL CORPORATE CONSCIOUS
PEOPLE ARE ALWAYS THE BACKBONE
EVERYONE IS ENCOURAGED TO PARTICIPATE
A HUMANISTIC ORIENTATION
THERE IS LIFE AFTER WORK
COMMUNITY INVOLVEMENT IS COMMONPLACE
THE PAST IS HEEDED but the Future Is Never Ignored
PASSION

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CHAPTER 4 - BUILDING THE INSIDE ULTRAPRENEURIAL TEAM

(Opening)
THE PRIMARY GOAL
ONE OR MORE ULTRAPRENEURS
STAFF
HIRE THE WELL QUALIFIED
ULTRAPRENEURIAL MANAGEMENT TYPES
GETTING INTIMATE WITH THE MANAGEMENT TEAM REQUIREMENTS
ADMINISTRATION AND GENERAL MANAGEMENT
OPERATIONS MANAGEMENT
FINANCIAL MANAGEMENT
MARKETING MANAGEMENT
ENGINEERING AND R and D MANAGEMENT
PERSONNEL MANAGEMENT
LEGAL MANAGEMENT
FIVE BASIC MANAGEMENT FUNCTIONS
ULTRAPRENEURIAL HIRING
EXECUTIVE SEARCH STEPS
Client Review
Planning
Research
Candidate Research
Recruitment and Evaluation
Documentation of Results
Interview Cycle
The Hire
Termination of Search
Ultrapreneurial INTERVIEWING TECHNIQUES
YOUR ATTITUDE
MEETING THE CANDIDATE
GIVE THE FACTS
ASKING QUESTIONS
WHAT YOU WANT TO LEARN
INTERVIEW GUIDE
Seven Techniques
Your BOARD OF DIRECTORS: Who, Why, and How
GOOD AND BAD BOARDS
DETERMINE THE OUTSIDER'S ROLE
An INFORMED BOARD is a Helpful Board
WHAT TO EXPECT FROM A BOARD
Does Not Run Company
Does Not Develop Strategy
Enhances Company Performance
Experts in Their Fields
Must Attend Meetings
Directors Get Paid
Directors Can Get Sued
MAKEUP OF THE BOARD
COMMITTEES OF THE BOARD
The BOARD OF ADVISORS (Closing)

CHAPTER 5 - ASSEMBLING THE OUTSIDE ULTRAPRENEURIAL TEAM

(Opening)
CONSULTANTS AND ADVISORS
WHAT CONSULTANTS ARE REALLY FOR
Consultants Can Come From Anywhere
Hire When Ready
Consultants Are Not Always Necessary
How Much Should You Pay?
SOME ADVICE ON ADVISORS
(Figure 5 - 1)
ACCOUNTANTS
COMPILATIONS, REVIEWS, AUDITS
Compilations
Reviews
Audits
BE PREPARED
WITH REGARD TO AUDIT ACCOUNTANTS
Qualifying
Familiarity A Must
(Figure 5 - 2)
GAAP Must Be Observed
Time Costs Money
ATTORNEYS
THE DIFFERENCE Between LARGE AND SMALL
GETTING ALONG
QUESTIONS TO ASK
WHAT ARE LAWYERS SELLING and How They Charge
(Figure 5 - 3)
OTHER FORMS OF PAYMENT
DOUBLE CHECK THE COSTS
The MULTIPLE COUNSEL Approach
CONCLUSION
EMPOWERMENT-Is Your Company Headed for Divorce?
(Closing)

CHAPTER 6 - PLANNING THE ULTRAPRENEURIAL VENTURE

(Opening)
YOUR PRIMARY BUSINESS PLAN PURPOSES
INCORPORATE THE 9 GUIDING PRINCIPLES
MAKE IT EASY TO READ
YOUR APPROACH SHOULD BE MARKET DRIVEN
QUALIFY THE COMPETITION
PRESENT YOUR DISTRIBUTION PLAN
EXPLOIT YOUR COMPANY'S UNIQUENESS
EMPHASIZE MANAGEMENT STRENGTH
PRESENT ATTRACTIVE PROJECTIONS
ZERO IN ON FUNDING SOURCES
CLOSE WITH A BANG
THE NEXT STEP: OBTAIN CRITICAL REVIEWS
OUTLINE FOR A BUSINESS PLAN
COVER SHEET
TABLE OF CONTENTS
EXECUTIVE SUMMARY
HISTORY
PRODUCT OR SERVICE
MARKET DESCRIPTION and Analysis
MARKETING STRATEGY
OPERATIONS PLAN
RESEARCH AND DEVELOPMENT
SCHEDULE
MANAGEMENT
RISKS AND PROBLEMS
USE OF PROCEEDS
FINANCES
APPENDIX
YOUR PLAN IS A LOT OF WORK
THE PLAN'S THE THING
THE ULTRAPRENEURIAL DIFFERENCE
ULTRAPRENEURIAL STRUCTURING AND VALUATIONS
CHOOSING THE RIGHT STRUCTURE
Several Points Of Caution
Looking Forward to LLCs
PREVIEWING VALUATIONS
PREVIEWING RATIOS
EXPENSE Ratios
PROFITABILITY Ratios
UTILIZATION Ratios
LIQUIDITY Ratios
DEBT Ratios
COVERAGE Ratios INVESTOR EQUITY VALUATION
A VALUATION EXAMPLE
CREATING A SPECIAL EXECUTIVE SUMMARY
MAKING the TRANSITION-BUSINESS TO OPERATING PLANS
ULTRAPRENEURIAL PLANS TAKE YOUR BEST EFFORT

CHAPTER 7 - SECURING ULTRAPRENEURIAL DEBT FINANCING

(Opening)
THERE ARE SEVERAL TYPES OF FINANCING
YOUR TWO BASIC CHOICES of Financing
YOUR TWO BASIC SOURCES of Financing
ADVANTAGES OF SELF FUNDING
EXTERNAL FUNDING IS MORE COMPLICATED
ULTRAPRENEURS USE COMBINATIONS
SO DEBT OR EQUITY?
UNDERSTANDING THE STAGES of Development
SEED OR CONCEPT
Tasks
START-UP
Tasks
FIRST STAGE
Tasks
SECOND STAGE
Tasks
THIRD STAGE - Mezzanine
Tasks
HARVEST
IDENTIFYING DEBT FINANCING-Forms and Sources
UNDERSTANDING THE FORMS OF DEBT FINANCING
Accounts Receivable
Conditional Sales Contracts
Equipment Loans
Lines Of Credit
Plant/Property Improvement
Time-Sales
Unsecured Term
You May Have To Sweeten The Deal
SUBORDINATED DEBT- An Alternative
UNDERSTANDING THE SOURCES OF DEBT FINANCING
COMMERCIAL BANKS
COMMERCIAL FINANCE COMPANIES
FACTORS
LEASING COMPANIES
SAVINGS AND LOAN ASSOCIATIONS
SMALL BUSINESS ADMINISTRATION
SMALL BUSINESS INVESTMENT COMPANIES
INDUSTRIAL REVENUE BONDS
LIFE INSURANCE COMPANIES AND PENSION FUNDS
GOVERNMENT SOURCES
SMALL BUSINESS INNOVATION GRANTS
OTHER GRANTS
LEVERAGED BUY-OUTS
CREDIT ENHANCEMENT
TRADE CREDIT

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Chapter 8 - SECURING ULTRAPRENEURIAL EQUITY FINANCING

SEED STAGE FINANCING
YOU're LOOKING FOR ANGELS
WHAT'S AN ANGEL LOOK LIKE
HOW TO FIND YOUR ANGEL
Your First Task Is To Locate Them
Bottom Line - It's Networking
THE BEST WAY TO APPROACH ANGELS
PREPARING THE SCENE
UNDERSTANDING TRADITIONAL PROFESSIONAL VENTURE CAPITAL
A BRIEF HISTORY
VENTURE CAPITAL IN GENERAL
TRADITIONAL VENTURE CAPITAL
Here Is Some More Insight
THERE ARE THREE CATEGORIES TO CONSIDER
Revolutionary
Evolutionary
Substitute
CORPORATE VENTURE CAPITAL
What Corporate Venture Capital Seeks
Why They Need Big Projects
The Negatives
Watch out for management changes
HOW TO FIND A VENTURE CAPITAL FIRM
HOW TO QUALIFY THEM
HOW TO GET IN THE DOOR
HOW TO PRESENT TO a VENTURE CAPITALIST
Don't Bring Your Attorney Along
Be Realistic About Your Financials
WHAT TO ASK A VENTURE CAPITALIST
WHAT TO EXPECT FROM THE MEETING
WHAT WILL HAPPEN NEXT?
THE COMMITMENT LETTER
Terms
Collateral and Security
Conditions of the Investment
Representations
Conditions of Commitment
DUE DILIGENCE: A COMPLETE CHECK-UP
They Will Check Everything
How Long Will This Take?
THE MARRIAGE
THE ONGOING RELATIONSHIP
TRADITIONAL VENTURE CAPITAL FUNDS
THE PREFERRED INVESTMENT VEHICLE
REGULATION D
REG D IS THE EXEMPTION
THE REGULATION
THERE ARE SIX BASIC RULES
RULE 501
Accredited Investors
Purchaser Representatives
Number Of Purchasers
RULE 502
RULE 503
RULE 504
You Can't Exceed $1 Million
Commissionable
Number Of Investors
RULE 505
RULE 506
ALTERNATE EXEMPTIONS
EXEMPTED SECURITIES
EXEMPTED TRANSACTIONS
INTRASTATE OFFERINGS
No Dollar Restrictions
The Issuer Has Some "Must Does"
A Word of Assurance Is In Order
REGULATION A OFFERINGS
AVOIDING INTEGRATION
A FINAL REG D NOTE
CASHFLOW: IT'S YOUR LIFEBLOOD
INVENTORY: YOU HAVE TO CONTROL IT
ACCOUNTS RECEIVABLE: CONTROL THEM ALSO
HERE ARE SOME CASHFLOW POINTERS
Here's a Cashflow Tip
AS WE'VE SAID - USE BOTH

CHAPTER 9 - MAKING IT HAPPEN - ULTRAPRENEURIAL STYLE

(Opening)
THE SECRETS ARE SEVERAL
(Figure 9-1)
BREAKING OUT THE PLANNING PROCESS
GETTING CLEAR - ADMINISTRATIVE AND OPERATIONAL
OPERATIONAL PLANNING
Advantages of Formal Operational Planning
IT'S DEMANDING MENTAL WORK
SEVEN CRITERIA
WHY PLANS FAIL
No Real Or Realistic Goal
Lack Of Commitment
Failure to Anticipate Obstacles
Lack Of Benchmarks and Reviews
Failure To Be Flexible
PSYCHING UP FOR Unrelenting CHANGE
A SPECIAL WORD to CEO Changes
SHAPING YOUR OWN SUCCESS MINDSET
STAYING ATTUNED TO CYCLES
THERE ARE PASSING PHASES
EGO-CONTROL
ASSIDUOUS CULTIVATION OF HUMILITY
COMMITTING TO EXCELLENCE
To GIVE UP OR NOT to GIVE UP
TAKING CONTROL OF SUCCESS FORCES
ALWAYS BE HONEST
CHERISH YOUR FAILURES
RELISH YOUR PROBLEMS and Benefit
CONCENTRATE YOUR POWERS
DO IT DIFFERENTLY
SUCCESS PRESSURES
INNOVATE OR EXPIRATE
CANNON: A CASE IN POINT
ULTRAPRENEURIAL EDICTS
MANAGEMENT BY OBJECTIVE
ALTERNATIVES
Managing By Hope
Managing By Crisis
Managing By Subjectives
Managing By Extrapolation
EXPAND CAREFULLY FROM A PROFIT MINDSET
HIRE FOR TOMORROW
GAIN EYES, ARMS, EARS, AND LEGS
LEAD PEOPLE - MANAGE THINGS
LEADERSHIP
YOU CAN'T FIGHT REALITY
CRITERION ONE
KEEP YOUR EYE ON THE POT
WHAT YOU GOT WHEN YOU GOT WHAT YOU DIDN'T EXPECT
THE ONLY REAL MISTAKE YOU CAN MAKE
MANAGEMENT MUST MANAGE
MONITOR AND RESPOND
TEST: EARLY, OFTEN, CAREFULLY, and Habitually
Alpha Testing
Beta Testing
Limited Production Testing
SUCCESS AND UNSUCCESS
List Of Causes Of Failure
MARKET SHARE IDEALISM
MARKETING VARIABLES
MAKING IT HAPPEN - SUMMARIZED (The Keys)
OUTSIDE PRESSURES
INSIDE PRESSURES
Building Communication Culture
Building Participation Culture
Building Monitoring Culture
Building Responding Culture
The Ultrapreneur Dances

CHAPTER 10 - THE ULTRAPRENEURIAL HARVEST

(Opening) IS THE EXIT IMPORTANT?
PRICING AND TERMS
PRICING
METHODS DESCRIPTIONS
Net Worth
Asset
Income Cashflow
Market
Heuristic
TERMS Cash Down
Installment Payments
Guarantees Of Payment
Stock as Payment
Options
OTHER CONSIDERATIONS
HARVEST CHOICES
ABSENTEE OWNERSHIP
MANAGEMENT BUT-OUTS
Here's How Financing Works
There Are Also Some Negatives
OUTRIGHT SALES
ESOPs
MERGERS AND ACQUISITIONS
Watch For These Problems
People decisions
Product integration
Transaction pricing
GOING PUBLIC
What Is Going Public?
Advantages And Disadvantages
Advantages
For the Sake of the Company
To the Founders Advantage
Disadvantages
Disclosure
Accountability
Control or Loss of Control
But It's Worth It
IT'S HARVEST TIME

EPILOGUE
CAPTURE YOUR OPPORTUNITY WITH the BABY BOOMERS
FINAL THOUGHTS


Ultrapreneuring - How to Take a Venture From Start-up to Harvest In Three Years or Less
Author James B. Arkebauer -- Publisher - McGraw-Hill
(246 pages $16.95 at book stores internationally) ISBN 0-07-002509-6

15th Year Anniversary

CONTACT INFORMATION

Principal Contact - James B. Arkebauer
Venture Associates - 4950 East Evans - Suite 105 - Denver CO 80222-5209
(303)-758- 8710 Fax-758-8747

Send e-mail to: jarkebauer@ventureA.com

OR

e-mail jarkebauer@aol.com.

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1/19/01