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Think Global, Not Emerging Markets, Century

Harvard Business Review

Without operating in the former, they won't be able to attain economies of scale; sans the latter, they're unlikely to continue developing state-of-the-art technologies. Nokia, for example, commanded market shares of 40% in China and 56% in India by 2008. Most technology ventures in China are of the C2C variety, i.e., Copy-To-China.

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The 4 Types of Small Businesses, and Why Each One Matters

Harvard Business Review

A 2010 poll by The Pew Research Center found that the public had a more positive view of them than any other institution in the country – they beat out both churches and universities, for instance, as well as tech companies. America loves small businesses. They provide income to their owners, but by definition are not job creators.

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How U.S. Businesses Can Succeed in India in 2015

Harvard Business Review

India love first peaked in July 2008 when India’s government of the time risked its very survival in support of a nuclear energy deal led by Washington. Silicon Valley venture capitalist, Douglas Leone of Sequoia Capital, told the Economic Times of India in October , “We could not be more thrilled.

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A Quiet Revolution in Clean-Energy Finance

Harvard Business Review

Between 2006 and 2008, more than $1 billion venture-capital dollars were channeled into startups focused on solar, wind and biofuel technologies. Since energy startups operate in an ecosystem dominated by incumbents, they can benefit dramatically from use of incumbent resources.

Energy 10
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Could a Four-Year-Old Do What Carl Icahn Does?

Harvard Business Review

Venture capitalist Mark Andreessen, a target of Icahn’s attacks as a board member at eBay, recently likened the 78-year-old to a six-year-old. In 2010 it was $900 million — seventh place. He did have a horrific 2008. Wait a while. If necessary, write another letter, or a few tweets. Sell stock in the company.

Hedge 8
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Big Companies Can Unleash Innovation, Rather than Shackle It

Harvard Business Review

Here's why: the innovation revolution spurred by venture capitalists decades ago has created the conditions in which scale allows big companies to shift from shackling innovation to unleashing it. Healthy Heart's first implant occurred in September 2010. This was Keyne Monson.