• Am I Building Something That Truly Matters? A Self-Evaluation Checklist for Entrepreneurs

    • April 13, 2025
    • Posted by: krishnavrsg
    • Category: Blog
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  • From Doing to Directing: A Leadership Reflection

    • December 9, 2019
    • Posted by: krishnavrsg
    • Category: Business plans
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    Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace.

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  • When You Can’t Let Go: The Hidden Trap of Entrepreneur Syndrome

    • April 2, 2018
    • Posted by: krishnavrsg
    • Category: Competitive research
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    Bring to the table win-win survival strategies to ensure proactive domination.

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  • Negotiation Is Not a Win – It’s a Responsibility

    • April 2, 2018
    • Posted by: krishnavrsg
    • Category: Business plans
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    At the end of the day, going forward, a new normal that has evolved from generation.

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  • Why Do You Wear a Helmet? And What It Tells About Internal Controls

    • April 2, 2018
    • Posted by: krishnavrsg
    • Category: Innovation
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    User generated content in real-time will have multiple touchpoints for offshoring.

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  • When the Outcome Isn’t What You Expected

    • April 2, 2018
    • Posted by: krishnavrsg
    • Category: Funding trends
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    Capitalize on low hanging fruit to identify a ballpark value added activity to beta test.

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  • When Experience Doesn’t Convert: The Talent Fit Challenge in Growing Companies

    • January 22, 2016
    • Posted by: krishnavrsg
    • Category: Business plans
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    Supported by a robust sales force and tight cost controls, Pharm Ltd. experienced sustained double-digit growth over a number of years, only to find that their supply chain struggled to keep pace. In particular, the initial state of the company’s sales.

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  • Before You Desire, Ask If You Deserve: What Startups Need to Know About Raising Capital

    • December 25, 2015
    • Posted by: krishnavrsg
    • Category: Competitive research
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    In particular, the initial state of the company’s sales and operations planning capabilities limited their ability to account for demand variability or raw material lead times in production and distribution. Improve sales and operations and production planning.

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