Starting the New Year off with a bang, the first annual "StartUps Go Public alternative to a Business Plan Competition," sponsored by Fundingroadmap.com and Grow Public, Inc., promises world-wide exposure to all of its contestants, and one winning startup the opportunity to "Go Public" in 2011! http://zfer.us/LOY9j
The Contest
Launching on January 12th, the "StartUps Go Public" competition is free to enter to the first 5000 paid subscribers to The Funding Roadmap who check the box inside their Funding Roadmap platform and choose to enter the contest. Once signed up, contestants will create their presentations within Funding Roadmap's Virtual Marketplace using the executive summary and video features available within the Funding Roadmap platform to compete with others for the chance to win the grand prize, sponsored by Grow Public, Inc., along with other products, services and special discounts provided by the contest's corporate sponsors - a prize package worth more than $100,000!
Contrary to conventional wisdom, Silicon Valley isn’t the only place to go when you get serious about building a new company in the technology space.
Sure, it’s a great place to start this sort of business, but the case for moving your company there is not as strong as it used to be. I’ve stared, run and sold many companies far from the Valley – with my latest venture firmly based in Philadelphia. Here’s why I’ve avoided ground zero for many tech companies:
If you are currently located outside the Valley but in a so-called secondary market such as Philadelphia or Boston, Seattle or Austin, you may be well-placed to succeed without moving. Yes, Silicon Valley still has large amounts of human capital, venture capital, and deal-making expertise, but there are also a very large number of companies competing for it.
I once did a workshop at a company trying to establish processes for innovation. This company was in much better shape than others, because it was run by entrepreneurs who liked spinouts that offer many opportunities for employees who have the drive and capabilities needed for creating new ventures.
Nevertheless, the management team was spending much energy on one big question: How do we become an innovative company and how do we convince our employees that we can reach that goal? I invited them to turn this question around: What if it is not a question of becoming, but one of being? The company already had initiatives that would qualify it as being innovative, so the foundation for this shift was in place. A better question: What should the next steps be?