MBA in Entrepreneurship


Here is an article I came across yesterday while surfing.The original is available here:http://entrepreneur-website.biz/entrepreneur/can-entrepreneurship-really-be-taught-at-b-%e2%80%93-schools-transition/ .The author has a poor opinion of the value of an MBA for entrepreneurs.Do read through the following article and tell me whether you think entrepreneurship can be taught?Can it be taught in an MBA class?Is it learnt by doing?Will the entrepreneurship cells the author calls for in colleges do the trick?If entrepreneurship can be taught what in your opinion is the best way to do so?Do write to me, tell me about your experiencesI would love to hear about them.

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Entrepreneurship has been the most abused word around according to me. Each and everyone seemingly want to start their own venture. Each and everyone thinks making business plans is as easy as writing a mail. Each and everyone thinks that getting the funds for the same will be pretty easy. Each and everyone wants to be his / her own boss.

 But is it really so easy? Is entrepreneurship just about starting new businesses day in or day out? What kind of people become entrepreneurs? How does one make the right business plans? Which kinds of industries and sectors one can enter? How does one get the right ideas and opportunities? There are some of the hundreds or thousands of questions which one has to consider before getting a business plan ready for a VC. Read more of this post

Life of a Solopreneur


wealthymatters.comThis post was originally posted here :http://www.pluggd.in/ekla-chalo-re-story-of-a-single-founder-solopreneur-297/.It gives a good idea of what it is like to be a solopreneur and do an Ekla Chalo Re.I like the idea of starting off immediately by onself without waiting for a perfect launch.After all, a lot of ventures fail but if you never start you can never fail much less succeed.Just contain the downside risk and maximize the upside potential and begin!But do read the story of Sumeet of Kreeo before you begin.

As an entrepreneur one must be focused on being successful whether as a team or single! What is most important is starting up and getting into execution mode rather than waiting for a perfect situation (team, funds, prototype, and customers).  None of your dreams will come true if you just keep dreaming and planning. You can’t learn swimming without getting into water.

Coming to the dilemma of starting up as a team (one of the most important factor for getting funding also) or a single entrepreneur.  I think it has no impact on the success of your venture.  You will need a leadership team for sure but it’s not important to have it in place right from the start (VCs will tell you otherwise), a team can be formed as you move on (only if you don’t need VC money). Read more of this post

Advice on Buying a Business


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This is a repetition of material from the last post.I just think the matter is important enough to merit a post by itself.This is Mohnish Pabrai’s list of to-dos when buying a business.By paying attention to the following 9 principles of the Dhandho Framework you ensure that you bear the least risk and have the highest chance of a big pay-off.Of course, buying shares is buying parts of a business so you can apply the same criteria to come out ahead.

  1. Buy an existing business: you get a defined business model and have to invent nothing new.
  2. Buy businesses in simple industries with a low rate of change: buy businesses that are necessary and not about to be replaced any time soon.
  3. Buy distressed businesses in distressed industries: the very best time to buy a business is when it is hated and unloved.
  4. Buy businesses with a durable competitive advantage: this advantage can come from being low-cost to having a brand to having captive customers.
  5. Bet heavily when the odds are in your favour: if you must, wait for several years till the right opportunity comes by, then invest big-time.
  6. Focus on arbitrage: exploit any discrepancy between price and value.
  7. Buy businesses at big discounts to their intrinsic values: the odds of a permanent loss are low when this approach is followed.
  8. Look for low-risk, high-uncertainty businesses: the uncertainty leads to severely depressed prices.
  9. It’s better to be a copycat than an innovator: “innovation is a crapshoot, but scaling carries far lower risk.”

The Dhandho Investor


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This book is pretty small – just a little over 200 pages.And I love it.I am naturally a bargain hunter and love shopping in sales.I also love getting high quality goods at bargain-basement prices.So It’s small wonder that I am attracted to value investing.The danger of shopping in sales is that a person picks up things they don’t have any use for or items that are not a perfect fit just because they are cheap.Then there is a danger of buying poor quality stuff just because it seems to cost so little.The same applies to buying stocks cheap.Sometimes the whole market is beaten down and all stocks seem cheap, but if I buy stocks of companies I would not normally buy because of their poor returns to investors,just because they are cheap,I am left with the problem of selling them when the market and the stock recovers.This is a problem for me personally as I have a tendency to get married to my stocks.At other times a stock sells for low P/E multiples simply because there is something fundamentally wrong with the company. Stocking up on the shares and hoping for a turn-around is pretty foolish.But I am an optimistic type and I need to force myself to turn away from such situations.Over a period of time I have found ways to control my habits.When the markets are down,I first establish a budget and then try to make a list of likely stocks and arrange them in order of attractiveness depending on Buffett-style criteria and tell myself that I’m to invest over 80% of the budget on only the top 5 of my list.I find this stops me from stocking up on not so great businesses that I might find hard to sell later.Then I have accepted the fact that I am a speculator at heart.I no longer try to fight the urge but try to use the Dhandho Principles that come pretty naturally to me to gain out of my speculative tendencies.This is a book I recommend for all investors like me who like value investing but can’t overcome the urge to speculate.

Here is a round up chapter-wise of what is found in the book:-

Chapter 1

Pabrai starts the book by discussing the term “dhandho“which is a Gujarati word meaning “business”. Gujarat is a western coastal state in India that has served as a hotbed for trade with Asia and Africa. The Patels are a community of particularly entrepreunerial Gujaratis whose entrepreneurial ventures led to them forming a dominant part of the East African economy by the early 1970s. When Asians were thrown out of Uganda in 1972 on the basis of their race, a flurry of Patel immigrants landed in Canada, England and the United States. Read more of this post

Mohnish Pabrai


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Mohnish Pabrai is an Indian-American businessman and deep value investor.He is the managing partner of the Pabrai Investment Funds, which he founded in 1999.He is also a member of the Young President’s Organization (YPO) and a charter member of The Indus Entrepreneurs (TIE).

Monhnish Pabrai first trained as a computer engineer. He then spent nearly two decades in the tech field.In 1990, he quit his job working as an engineer for Tellabs in Chicago and abandoned his master’s thesis at the Illinois Institute of Technology to launch TransTech, an IT consulting and systems integration company, which he funded with $30,000 from his retirement account and $70,000 from credit cards.His father encouraged him in the endeavour,saying that it was the right thing to do as staying at Tellabs and following the staid boring corporate path was high risk. Starting a business on the other hand was low risk, could give high returns and high adventure. As Monaish was single at the time there were few complications and in the worst case, he would lose everything ,which wasn’t much anyway,and could declare personal bankruptcy and start over. By 1999, Transtech, which had grown to 200 employees and $30 million in revenues, held no thrill. So he sold it. And during the tech boom,he started another company, internet incubator Digital Disrupters, which had a very painful and swift demise due the tightening of capital markets .In 2000, he sold TransTech to Kurt Salmon Associates.During late 1999, with nine other investors contributing $100,000 each,Mohnish started Pabrai Funds with $1,000,000 in assets. Pabrai Funds was modelled on the original “Buffett Partnership.” Read more of this post