Bruce Firestone

Exploriem.org is a registered Canadian Not-For-Profit Professional Entrepreneurs and Intrapreneurs Corporation. The Organization, founded in 2004, appeals not only to entrepreneurs and would-be entrepreneurs but also intrapreneurs and high achievers interested in participating in helping to shape the technological, economic and sociological future. Our goal is to mentor, teach, perform research, conduct events, provide early stage funding and office/incubator space to assist in the furtherance of entrepreneurship in Ontario and around the globe.

Join Exploriem.org's Incubator Program:

Part of Exploriem.org's mission is to provide early stage funding, unconventional mentoring and incubator space for promising startups.

To be accepted into the program you must be referred in and meet the criteria of the organization. Read more at: LearnByDoing.ca.

Referring partners include the Telfer School of Management, Algonquin College, OCRI, Ottawa Chamber of Commerce and Lead to Win.

Executive Director
The Executive Director of Exploriem.org is Professor Bruce M. Firestone. Prof Bruce is best known as the Founder of the modern-day Ottawa Senators. He is also Entrepreneur-in-Residence at the University of Ottawa's Telfer School of Management and Real Estate Broker and Mortgage Broker at Partners Advantage GMAC Real Estate.
More about: Prof Bruce.
Need some inspiration? Read: 1,000 Entrepreneur Sayings and Quotes.
Prof Bruce Channel on YouTube. Videos about entrepreneurship, design, technology and future vision.
Prof Bruce on Twitter. Tweets about entrepreneurship, design, technology and future vision.
Prof Bruce's Blog. Essays about entrepreneurship, design, technology and future vision.

Ten Things that Startups Forget to Do*:
(* From EQJournal.org: http://www.eqjournalblog.com/?p=335)
1. Select the right idea—if their idea is a bad one to begin with, they are going to waste precious years of their lives for nothing. A knowledgeable mentor can really help here.
2. Create a business model for the 21st Century that produces great results so that the harder they work, the more money they make—if their business model is bad, they won’t be able to compete effectively with hard charging entrepreneurs from China, India and other Tigers. Maybe their business model can be easily duplicated or dislodged and doesn’t give them a lasting, sustainable competitive advantage and concession or franchise.
3. Add differentiated value, innovation and ‘pixie dust’ to their business models.
4. Create a compelling value proposition and learn how to clearly demonstrate it to customers and clients.
5. Self-capitalize (bootstrap) the new enterprise so that a VC firm or other investors, partners or creditors won’t end up owing it instead of them.
6. Use smart marketing (guerrilla marketing and social marketing) so they can acquire customers and clients cost effectively—if you have to run Super Bowl ads to get your fist clients, you’re probably dead anyway.
7. Mass customize products and services using the Internet so that, for the first time in history, they can get custom outputs from standard inputs as well as reverse out some of the work to their clients, customers and suppliers using the Internet so that they create a scalable enterprise that can produce more value than if they simply had a JOB.
8. Find pre-launch and launch customers and sell, sell, sell (or as Ben Affleck said in the film Boiler Room: “ABC”—always be closing). If they have cashflow, they will probably survive. Ever hear of a company with fast rising revenues folding?
9. Execute expertly, show leadership and become a trusted member of their community and business ecology—if they can’t execute and they don’t become a part of their community, it won’t matter how good the idea and business model were, they’re sunk.
10. Make their own rules and set and achieve their goals—people are excellent at achieving their goals if they remember to set some!

http://exploriem.org/

This is a Journal with content that is relevant to real estate, urban development, urban design and entrepreneurship. The Journal can be found at: www.EQJournal.org.

You may search for topics in the following categories:

Political Economy

Bootstrap Capital

Guerrilla Marketing

Business Models

Value Differentiation and 'Pixie Dust'

Pre-selling, Finding New Clients, Keeping Existing Ones

Bootstrap Entrepreneurs– Case Studies

Creditor Proofing

Ethics

Future Vision and Technology

Test your entrepreneurship skills — online quizzes

Design Economics

NIMBY

City Planning

Why Invest in Real Estate

Why Businesses Fail

25 Steps to Business Success

Work/Life Balance

Guerrilla Marketing Research

Pricing is an Art

Rules? There are no rules in entrepreneurship.

Build and Hold

Livable Cities and Neo-Urbanism

No Money Down Real Estate Investing

IRR

Property Taxes/Municipal Taxes and Fees

Development Economics and Entrepreneurship

Micro Capital Lending

Urban Design

Sprawl

Customer Service

Affordable Housing

Creativity and Value

Internet– the Internet is Eating a Hole in the Global

Home Building

Writing, Research and Experimentation

Environmentalism

Social Marketing

Investing

Litigation

Collections

Receivables

Payables

Elevator Pitch

Value Proposition

Sports

Branding

Productivity

Entrepreneur Skill Set

Intrapreneurs and Intrapreneurship

Goal Setting

Personal Business for Life, PB4L

Intellectual Property

Gadgets and Gizmos

Cap Rate

Traffic and Transportation

Franchise and Concession

Financing

Human Resources

Negative Cost Value Proposition

Product Management

Marketing

Leverage

Asymmetric Information

Jokes (General Audiences)

Sell

Neuro Linguistic Programming

NLP

Not-For-Profits

Cash Conversion Cycle

CPM

Sponsorship

User Experience

Venture Capital

Differentiated Value

Mentoring

Venn Diagrams

Thought Experiment

Data Storage

Leadership

Pixie Dust

GTBMR

Spreadsheet Use

Leasing

Launch Clients

Co-opetition

Media

Due Diligence

Art and Architecture

Web Design

Competition

Social Media