1.The group must share the same values about business.

2.People must be supportive yet tough when needed.

3.Accountability and “skin in the game” (time commitment, membership dues) trumps socializing and buddy gatherings (e.g. golf outings).

4.The most effective groups have fewer than five members.

5.Groups can be effective for as long as five years, or for a short six month timeframe. It depends on the purpose of the group.

6.It is okay to confront a member who is not pulling their weight, and only uses the group for social benefit.

7.The group must have a written purpose statement and some basic operating guidelines to be effective in the long term.

8.Celebration of key milestones is essential, not just a “nice to have.”

9.Someone has to be the leader. Keeping things organized and on schedule maintain group integrity. When the group feels “stale,” it probably is. Someone needs to monitor groupthink and encourage innovation.

10.Masterminds are not for everyone. If you are running a lifestyle business, dislike honest feedback, and do not believe in the abundance mindset, seek out another venue or hire a therapist.

When it comes to people management, there are 4 basic rules that Entrepreneurs must know:

1-Friendly Not Friends: It is of vital importance to be friendly with our employees, but if we want total choas in an organization then let everyone be friends

2-In Control, not Controlling: Entrepreneurs are all control freaks to some degree, and employees know when they are being micromanaged, and this is not a great way to build a proper team

3-Delegating not Dumping:Dumping a bunch of to do’s is not really the best approach in an organization, To delegate one should ensure that they have the right people doing the right things and give them the tools to be successful. Once that was taken care of, delegating is a simple task.

4-Firm but Fair: Once this is taken cared of, then all the other three are practically nailed

1. Commit yourself to a market solution, not a pet idea.
Derek Pedersen says the impetus to create Goal Tracker, which sells record-keeping software for special-education needs, came when his business partner’s mom, a speech pathologist, asked her son to create software that would help do her job. Pedersen says focusing on a specific problem, not a pet solution, helped the company find success.

Mark Loschiavo, executive director of Drexel University’s Baiada Center for Entrepreneurship, says this can be a stumbling block for entrepreneurs with strong domain experience but no business experience.

“Domain experts often fall so much in love with a product they’ve created, they become blind to criticism or correction, and they’re not flexible in terms of modifying their product in order to meet the needs of the marketplace,” Loschiavo says. “They need a passionate belief that there’s a problem out there that needs to be solved, and need to be flexible about the solution to it.”

2. Choose your industry wisely.
Loschiavo says entrepreneurs should consider entry barriers beyond just startup costs.

For example, those with little business experience may want to steer clear of industries with regulatory hurdles, requirements to hire a sales force or other staff, or a need to navigate vendor relationships.

He says Web 2.0 companies may be well-suited for those with scant business experience: viral marketing using social networks like Twitter eliminates the need for direct-marketing prowess, and the online format eliminates the need for a large staff or a brick-and-mortar location.

3. Build street cred.
According to Loschiavo, even though he was a pro at software and technology solutions when he left IBM to start a business offering tech solutions for contractors who install audiovisual systems, “I didn’t have any street credibility,”

“I wasn’t embedded in the industry, and I really needed to be,” he says. “If no one in the industry knew who I was, the fact that I’d been with IBM and had co-founded another tech business in a different industry didn’t carry a lot of weight.”

So he started by launching a retail business in the field, learning the industry’s nuances and developing relationships with vendors, contractors and retailers before launching his big idea.

Similarly, Ericson spent two years meeting with and learning from bike-sharing companies around the world to determine the best industry practices, gather information for industry reports and otherwise prepare to open a bike-sharing consulting firm.

“Before we started CityRyde, there was very little general knowledge available about the industry,” Ericson says. “So we went out and obtained that knowledge directly from the vendors to find out what they needed to be successful in this growing industry.”

4. Rely on free resources.
Pedersen says he spent “hundreds” of hours reading all the available literature on his industry and hundreds more networking with other entrepreneurs.

“There were so many free networking tools in the Greenville, S.C. area, we were able to meet people who had been in the industry for many years and get great advice from them at no cost to us,” Pedersen says.

Ericson says a similar networking group in Philadelphia has provided CityRyde invaluable feedback. “These are people who are not afraid to pick your idea apart,” he says, “which is exactly what you need.”

Loschiavo says universities can also be an affordable resource for new entrepreneurs, offering free or low-cost coursework, books or seminars.

5. Know when to seek outside help.
When Evan Solida founded Cerevellum in early 2009 to sell the digital rearview bicycle mirrors he’d designed, he tried to save money by using internet resources to create business plans and draft legal documents.

Solida says he ended up paying for professionals to help with both tasks, making the little money he spent online “a complete waste.” Cerevellum recently received its first round of grant funding and investment dollars.

“I know this isn’t what entrepreneurs starting on a shoestring budget want to hear, but a lot of stuff I was doing in the beginning trying to save money cost me both money and time in the end,” Solida says.

6. Put your strengths to work.
Loschiavo says entrepreneurs’ most important tool when branching out to an unfamiliar industry is knowledge of their strengths and how to apply them.

For example, he says, Vernon Hill started Commerce Bank based on the business principles he learned in quick-service retail.

“He didn’t understand why banks were only open during business hours, so he made sure his banks were open earlier and later, when people are available,” Loschiavo says. “He understood retail and customer behavior, and translated that to the banking world. Most business skills transcend multiple industries.”

Ericson says he and his business partner kept their strengths in mind when they expanded CityRyde to include two software programs for bike-sharing companies.

“In the early days, to be honest, it didn’t seem like our experience translated much at all,” Ericson says. “But by really entrenching ourselves in the industry, we found a gap that seemed to call for exactly our skills and experience to fill.”

Comerciante y Acto de Comercio:
Hay dos tipos de comerciante:
1. Persona Física: persona natural nacional o extranjera.
2. Persona Moral: sociedades mercantiles, persona colectiva que se forma de otras personas físicas y también puede ser formada por una o varias morales, ya seas nacionales o extranjeras.
Comerciante accidental: No hace del comercia su actividad ordinaria.

El acto de comercio es el género bajo el cual la Ley engloba las actividades propias del comercio, su característica común es el ánimo de lucro.

Sociedades mercantiles:
Tipo legal que regula la ley general de sociedades mercantiles, que son personas morales que se dedican al comercio.
Se forma mediante un contrato social.

Tipos de sociedades mercantiles:
1. Personalistas: Los socios responden de las deudas y obligaciones de la empresa de forma limitada, es decir, hasta por el monto de su aportación al capital social.
• Sociedad en nombre colectivo
• Sociedad en Comandita Simple.
• Sociedad en comandita por acciones.

2. Capitalistas: Los socos responden de las deudas y obligaciones de la empresa de forma subsidiaria, ilimitada y solidariamente.
• Sociedad de responsabilidad limitada.
• Sociedad Anónima.

Las sociedades Mercantiles más usadas:• SRL, Sociedad de Responsabilidad Limitada.
 Se forma por dos o más socios, que únicamente están obligados al pago de sus aportaciones (de 2 a 50 socios).
 No hay socios industriales.
 Todos los socios son administradores.
 Las partes sociales no se pueden dividir en acciones, es decir, no se plasman en títulos de crédito negociables.
 A cada socio le toca 1 parte social, las cuales pueden ser distintas en el monto ($).
 La calidad de socio se puede ceder y transmitir a otra persona, siempre y cuando se ajuste a los estatutos sociales.
 Ej. PEPSICO, GM, THE HOME DEPOT, etc.
• SA, Sociedad Anónima.
 Sociedad mercantil más ampliamente difundida en nuestro país, la cual existe bajo una denominación social.
 Solo incorporan capital.
 Monto mínimo para incorporarla es de 5,000.00 MXN
 Se divide por acciones
 S.A.B Sociedad Anónima Bursátil (TELMEX, BIMBO) pueden cotizar en bolsa.
• Sociedad Cooperativa (S Coop.)
 Se integra por individuos de la clase obrera, con el propósito de obtener el beneficio derivado de la eliminación del intermediario.
 Se forma con al menos 10 socios.
 Su capital social de fundación es variable y se divide en aportaciones (nominativas, indivisibles de igual valor y de transferencia limitada).
 No persiguen fines de lucro, ni generan utilidades.
 Especies:
 Cooperativas de consumo.
 Cooperativas de producción.
 Cooperativas Mixtas (consumo y producción).
 Cooperativas escolares (tiendita en la escuela).
 Cooperativas de intervención oficial.

Sociedades Civiles (no comerciantes).
• Solo dos tipos:
 Sociedad Civil.
 Tiene un fin común, que los reúne de forma indefinida y con un carácter preponderantemente económico, sin ser especulación comercial.
 Los socios aportan dinero, bienes o su trabajo.
 Todos los socios tienen voz y voto (socios fundadores o posteriores).
 Se puede pactar el reparto de utilidades.
 Ejemplo. Despachos de Abogados, Consultorios Médicos, Consultorías, etc.
 Asociación Civil.
 Reunión para realizar un fin lícito permanente común y que no tenga un carácter preponderantemente económico.
 Se puede fundar sin capital social.
 Pueden buscar fines altruistas, deportivos, de representación, educativos, culturales, recreativos, etc.
 No hay generación de utilidades y menos se reparten
 Ejemplo: Teletón, Fundación Azteca, etc.
Obligaciones del comerciante:
1. Publicidad del comerciante.
2. Inscripción al Registro Público del Comercio, para personas morales es obligatorio, para personas físicas es voluntario.
3. Llevar un sistema de contabilidad.
4. Conservar documentos y cartas en donde conste su calidad mercantil.
5. Pago de impuestos.
6. Desempeñar su actividad conforme a los usos honestos del comercio.

Elementos del contrato Premio: Identifica a las partes.
 Declaraciones.
 Clausulas.
 Firmas.

Generalidades del contrato de Prestación de servicios profesionales
• Clasificación: bilateral, oneroso, consensual e intuito personal.
• Sujetos: Cliente y profesionista
• Objeto: prestación de servicios calificados al cliente y los honorarios.
• Formalidad: No exigida por la ley, pero se recomienda sea por escrito.
• Por qué es no contrato legal, por la relación de coordinación entre las partes, no existe la subordinación.

Preguntas básicas- Contenido, Relaciones, Necesidades, proceso, criterios
Cuáles son las temas, necesitamos una perspectiva más amplia, estrecha
Estamos del mismo lado de la mesa, se están poniendo a la defensiva, confio en ellos, los acepto, siento resentimiento pos ellos, que sienten por mi
Qué resultados necesito, que resultados necesitaran ellos
Funciona el proceso que estamos utilizando, estamos avanzando hacían una resolución o estamos alejando de ella
Estamos de acuerdo
Contamos con normas justas para lograr un acuerdo

Negociadores (Ganar-Ganar) comportamiento habituales

Saben expresarse correctamente
Son amigables
Actúan con inteligencia emocional
Son espontaneo y al mismo tiempo controlados
Usan la primera persona de plural
Les interesa discutir, proponer, discutir
Son humildes para rectificarse
Saben manejar situaciones falsas
Buscan resultados
Son protagonistas
Les interesa la utilidad más que la verdad (no le convence al prof)
Aceptar que negociar es jugar
Son creativos e innovadores

El buen negociador

Siempre llega con su mente abierta
Mente abierta no es mente vacía
Interés diferentes, pueden ser opuestos o complementario
Interés: que pretendo
Posición: Como lograrlo
Inflexibles los interés, flexibles las posturas

Descubrir los interés ocultos (de los demás obvio)

Formula de cinco etapas
Información (yo veo, yo oigo)
Interpretación (yo supongo)
Impacto o costo (yo siento)
Resultado deseado (yo necesito)
Plan de acción (yo quiero)

Elaboración de las opciones

Ser creativos, no hay que críticas las alternativas
Buscar la mejor relación costo beneficio
LO importante para uno, puede ser trivial para al otro
Ceder en lo trivial, permite defender lo importante
Una opción puede ser un acuerdo o parte del acuerdo
Pensar en ganar ganar
No pensar “lo va a rechazar”
Trabaje en equipo para crear las opciones (brainstorming)
El mejor resultado de la primera entrevista es conseguir una segunda entrevista

Preguntas para generar opciones

Que le parece si
Bajo qué circunstancias usted podría acordar que
Como resolvería usted este problema
Muy buena su idea…podríamos mejorarla si