<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>Future StartupFuture Startup | Future Startup</title>
	<atom:link href="http://futurestartup.com/feed/" rel="self" type="application/rss+xml" />
	<link>http://futurestartup.com</link>
	<description>Inspiring Entrepreneurship in Bangladesh</description>
	<lastBuildDate>Tue, 21 May 2013 10:47:30 +0000</lastBuildDate>
	<language>en-US</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.5.1</generator>
		<item>
		<title>Philosophy of Profit: learning For Entrepreneurs</title>
		<link>http://futurestartup.com/2013/05/21/philosophy-of-profit-learning-for-entrepreneurs/</link>
		<comments>http://futurestartup.com/2013/05/21/philosophy-of-profit-learning-for-entrepreneurs/#comments</comments>
		<pubDate>Tue, 21 May 2013 10:47:30 +0000</pubDate>
		<dc:creator>julfikar</dc:creator>
				<category><![CDATA[Ideas]]></category>
		<category><![CDATA[StartUp]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Capitalist valuues]]></category>
		<category><![CDATA[Jews Philosophy of Business]]></category>
		<category><![CDATA[Konosuki Matsushita]]></category>
		<category><![CDATA[Matsushita Electric Company]]></category>
		<category><![CDATA[Profit]]></category>
		<category><![CDATA[Shakib Al Hasan]]></category>
		<category><![CDATA[Society]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4065</guid>
		<description><![CDATA[Business lives on profit. Profit justifies the rationality of existence of a business. What primarily differentiates a business from other social institutions is profit. But how much a business will earn profit is a sort of strategic issue. Company’s vision, market demand, competition, company’s profit orientation, product life cycle, everything contributes here. Smart entrepreneurs fix the profit percentage after making a tradeoff among these factors. Now, why and how is it so compulsory to earn a profit for a business? As business is a social institution, explanation of profit from a societal perspective can truly add a meaning. Business serves the society by providing an offering in the form of product or service. It’s a common or normative tendency of a society to motivate the activities and institutions that work for her betterment. For the sake of its survival society motivates those institutions and wants those institutions to get bigger, greater. For example, when a doctor serves the patients well, more patients come to him for treatments. Patients go for treatments with a rational purpose but naturally it works as a motivation for the doctor. Or think about Shakib Al Hasan, one of the best all-rounders in the cricket world. [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/21/philosophy-of-profit-learning-for-entrepreneurs/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>New Startup to revolutionize Bangladeshi music industry: A conversation with Saddam Azad, CEO of Dugdugi</title>
		<link>http://futurestartup.com/2013/05/20/new-startup-to-revolutionize-bangladeshi-music-industry-a-conversation-with-saddam-azad-ceo-of-dugdugi/</link>
		<comments>http://futurestartup.com/2013/05/20/new-startup-to-revolutionize-bangladeshi-music-industry-a-conversation-with-saddam-azad-ceo-of-dugdugi/#comments</comments>
		<pubDate>Mon, 20 May 2013 15:04:40 +0000</pubDate>
		<dc:creator>FutureStartUp Team</dc:creator>
				<category><![CDATA[Face to Face]]></category>
		<category><![CDATA[Bangladeshi music industry]]></category>
		<category><![CDATA[music]]></category>
		<category><![CDATA[music industry]]></category>
		<category><![CDATA[Startup]]></category>
		<category><![CDATA[Startup entrepreneur]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4050</guid>
		<description><![CDATA[Dear readers, we have really good news for you this time- if you are a music lover then we must say things are becoming more fun for you in coming days. A new start-up named Dugdugi has started its operation to revolutionize Bangladeshi music industry. Dugdugi, founded by two Bangladeshi young music lovers, Saddam Azad and Wakil Ahmed Isnad, aims to provide the much-needed transformation in the Bangladeshi music industry. Recently, we spoke to Saddam Azad, Co-founder and CEO of Dugdugi to understand what&#8217;s going on inside Dugdugi and many more. Saddam Azad holds a Higher National Diploma (HND) in Business from the London School of Business Studies and a BSc in Management from the London School of Economics (LSE). He worked for high-end digital marketing agencies such as New Brand Vision in London, followed by a couple of years as the Creative Director in a trendy West London start-up. Saddam returned to Bangladesh to build start-ups that solves the unique problems in his homeland and sincerely believes that the future of tech innovation lies here in Dhaka and that this city will soon be the Silicon Valley of the East.   Future StartUp: What is Dugdugi, and what was the main idea behind [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/20/new-startup-to-revolutionize-bangladeshi-music-industry-a-conversation-with-saddam-azad-ceo-of-dugdugi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>6 essentials for making ideas happen</title>
		<link>http://futurestartup.com/2013/05/14/6-essentials-for-making-ideas-happen/</link>
		<comments>http://futurestartup.com/2013/05/14/6-essentials-for-making-ideas-happen/#comments</comments>
		<pubDate>Mon, 13 May 2013 20:21:29 +0000</pubDate>
		<dc:creator>Ruhul Kader</dc:creator>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Creativity]]></category>
		<category><![CDATA[goal setting]]></category>
		<category><![CDATA[making idea happen]]></category>
		<category><![CDATA[role & responsibility]]></category>
		<category><![CDATA[Startup]]></category>
		<category><![CDATA[team]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4044</guid>
		<description><![CDATA[Often we mess up with things that we start. There are apparent causes that take us through the way. Starting up something, anything is a demanding endeavor. But making a project successful takes more toil than starting itself. For each case the struggle is different. In earlier case you have to have psychological strength where later case demands more organized approach to work, perseverance, hard work, proactive attitude, and strategic soundness and so on. In earlier you deal with ideation, passion and courage and in latter with implementation, hard work, perseverance, and approach to work, strategy and deliverability. However, starting up itself is a hard part of the work but making idea happen takes more work than starting one. From whatever little experience I have I can say that running a start-up is a messy and tiresome job. As I have discovered lately, most of the problems arise from lack of clarity and understanding. It happens in start-up that one does not know what to do, how to do and so on. But to make progress you have to have a clear way out to move on. If you have a destination in mind and know what to do to [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/14/6-essentials-for-making-ideas-happen/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Psychology of designing communication message: it’s not what you tell but how you tell</title>
		<link>http://futurestartup.com/2013/05/06/psychology-of-designing-communication-message-its-not-what-you-tell-but-how-you-tell/</link>
		<comments>http://futurestartup.com/2013/05/06/psychology-of-designing-communication-message-its-not-what-you-tell-but-how-you-tell/#comments</comments>
		<pubDate>Mon, 06 May 2013 14:29:35 +0000</pubDate>
		<dc:creator>Ruhul Kader</dc:creator>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[communication strategy]]></category>
		<category><![CDATA[pricing]]></category>
		<category><![CDATA[Pricing strategy]]></category>
		<category><![CDATA[Psychology]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4035</guid>
		<description><![CDATA[The idea of psychological pricing tells us that trick works and human brain does have default limitations; though wrong trick played wrongly may backfire sometimes. Monir Buyian in his piece stated that: &#8220;an explanation for the rationale of odd/psychological pricing is that people have only a limited capacity for storing information. They store only the more valuable message, the first digit of a number.&#8221; This very principle, the limitation and built-in irrationality of human brain, should be considered when you are designing an advertising message or a pricing strategy or a message to convince someone. To have an illustration of this communication trick we can go back to my previous article on Economist’s pricing, originally cited by Dan Ariely in His brilliant book Predictably Irrational. The picture shows us that; one of the three prices, option 2: print subscription for $125, enlisted in the advertisement is completely irrelevant and make no sense. And if we look into the third price that also asks $125 for print + online access, then it’s apparent that nobody is to choose the second option. So, question comes why the second option, if nobody choose it? We need to go a bit further to see [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/06/psychology-of-designing-communication-message-its-not-what-you-tell-but-how-you-tell/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Conversation With Sajid Islam, Founder &amp; CEO of Shetu</title>
		<link>http://futurestartup.com/2013/05/03/a-conversation-with-sajid-islam-founder-ceo-of-shetu/</link>
		<comments>http://futurestartup.com/2013/05/03/a-conversation-with-sajid-islam-founder-ceo-of-shetu/#comments</comments>
		<pubDate>Fri, 03 May 2013 12:09:55 +0000</pubDate>
		<dc:creator>FutureStartUp Team</dc:creator>
				<category><![CDATA[Face to Face]]></category>
		<category><![CDATA[bootcamp]]></category>
		<category><![CDATA[Entrepreneurship]]></category>
		<category><![CDATA[incubation]]></category>
		<category><![CDATA[Sajid Islam]]></category>
		<category><![CDATA[Shetu]]></category>
		<category><![CDATA[Startup]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4023</guid>
		<description><![CDATA[Sajid Islam is the founder and CEO of Shetu. He has been a leading thinker in the realm of business and IT for over 15 years, having been a principal player in the design, implementation, and maintenance of core, mission-critical, business systems for a diverse body of enterprises, to include: PG&#38;E, USPS, Nikon, CVS, Boston Market, Royal Carribean, Lenovo, Novell, Waste Management, American Airlines, AllState, Bank of America and others. Originally from Bangladesh, Sajid received his formal education in the United States, earning both his BS and MS in Computer Science from American University. Prior to starting Shetu, Mr. Islam was at Hewlett-Packard (HP) where he was responsible for field readiness, Customer adoption, success and experience for a group of products that generated $1.2B+ in annual revenue. Sajid lives near Washington, D.C with his wife and daughter and is a Graduate of the Founder Institute (an early stage startup accelerator). Two years ago, Sajid Islam began laying the framework for a tech start-up initiative that would put Bangladesh on the map. It wasn’t until early 2013, however, that Islam decided the time was right to unveil his idea to the world. Aptly named Shetu—which means “bridge” in Bengali—Islam has launched an initiative [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/03/a-conversation-with-sajid-islam-founder-ceo-of-shetu/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Odd pricing: a marketing gimmick</title>
		<link>http://futurestartup.com/2013/05/01/odd-pricing-a-marketing-gimmick/</link>
		<comments>http://futurestartup.com/2013/05/01/odd-pricing-a-marketing-gimmick/#comments</comments>
		<pubDate>Wed, 01 May 2013 15:45:04 +0000</pubDate>
		<dc:creator>Monir Bhuiyan</dc:creator>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[pricing]]></category>
		<category><![CDATA[Pricing strategy]]></category>
		<category><![CDATA[psychological pricing]]></category>
		<category><![CDATA[startup pricing]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4017</guid>
		<description><![CDATA[Once I went to buy an internet modem with a price tag of Tk 1,399. I paid the shop attendant Tk 1,400 in cash and waited for the change, but he did not give me any. I soon realized that the price kept a little below a round figure was intended to manipulate customers&#8217; psychology by showing that the price is less. In the language of marketing, this kind of pricing is called psychological pricing or odd pricing, which results in increase in sales. Various explanations are offered for the widespread use of odd pricing. One explanation is that customers see an odd price as being much cheaper than it actually is in relation to the nearest round figure. That is, customers see a price of $4.99 as being closer to four dollars than nearly five dollars. It is believed that this illusion of much cheaper products triggers an enhanced buyer response. An explanation for this rationale is that people have only a limited capacity for storing information. They store only the more valuable message, the first digit of a number. Many retailers believe that the more specific a statement is the more inclined people are to believe it. Other [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/05/01/odd-pricing-a-marketing-gimmick/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Experimentation with Organizational Strategy: A Matsushita Example</title>
		<link>http://futurestartup.com/2013/04/28/experimentation-with-organizational-strategy-a-matsushita-example/</link>
		<comments>http://futurestartup.com/2013/04/28/experimentation-with-organizational-strategy-a-matsushita-example/#comments</comments>
		<pubDate>Sat, 27 Apr 2013 20:08:21 +0000</pubDate>
		<dc:creator>julfikar</dc:creator>
				<category><![CDATA[Books]]></category>
		<category><![CDATA[Ideas]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Henry Ford]]></category>
		<category><![CDATA[Japanese Management]]></category>
		<category><![CDATA[Matsushita]]></category>
		<category><![CDATA[organization]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4010</guid>
		<description><![CDATA[Organization develops through experimentation. You are so lucky as an entrepreneur if your strategy works at the first time. But it’s a reality that it will not work perfectly as our wish at the first endeavor. Nothing is wrong with that. It will be wrong and suicidal if you are very strict with that defective strategy; if you are so egoistic and are denying to do further experiment. Just when you start denying to experiment, you start to drive your organization to death. It is ok that you are doing experiment with your strategies. Before it you have to ensure that you are utilizing your available resources at your fullest possible level. Even after the full utilization of resources if the strategy doesn’t work then you can go for the change, in resources or in strategies. One thing to remember that resources are easier to change, incur less cost than that of strategies. Generally organizational strategies and structure are formulated in coherence with the existing business culture of the community within which they are doing business. But when there is a question of survival and growth you can be a rebel. For example, Matsushita Electric Company, one of the 50 [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/04/28/experimentation-with-organizational-strategy-a-matsushita-example/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What it takes to start &amp; make it happen: advices from REESE FERNANDEZ of R2R</title>
		<link>http://futurestartup.com/2013/04/28/what-it-takes-to-start-make-it-happen-advices-from-reese-fernandez-of-r2r/</link>
		<comments>http://futurestartup.com/2013/04/28/what-it-takes-to-start-make-it-happen-advices-from-reese-fernandez-of-r2r/#comments</comments>
		<pubDate>Sat, 27 Apr 2013 18:51:50 +0000</pubDate>
		<dc:creator>Possibilist</dc:creator>
				<category><![CDATA[StartUp]]></category>
		<category><![CDATA[Passion]]></category>
		<category><![CDATA[Rages2Riches]]></category>
		<category><![CDATA[Reese Fernandez-Ruiz]]></category>
		<category><![CDATA[Startup]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=4002</guid>
		<description><![CDATA[It was early training, said Rockefeller, the fact that I was willing to persevere while giving his reason for success, where Walt Disney credited hard work &#38; imagination for his success. Following one’s passion, said Steve Jobs, is what one must do here. Debbi Millman says-we belittle ourselves in our imagination therefore we become so. Starting-up and making ideas happen is loads of work-we know but we don’t know how to do it exactly. Find your passion, said Evan Williams, and never compromise; find right co-founder, said PayPal co-founder Max Levchin, making it happen would be very tough; in a recent interview with R2R Women Reese FERNANDEZ co-founder of R2R and a Rolex 2010 Young Laureate, serves us with a package to start a social entrepreneurial initiative and make it happen: Find your passion Passion is something that derives you and that you love to do. Find your passion and go ahead to make it a reality. Get together few like-minded co-founders Now you know your passion and you want follow it and make it happen. So, get out and find some same wave length friends to be your companion in your journey. Your co-founders better compliment with your skill set. Commit to some [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/04/28/what-it-takes-to-start-make-it-happen-advices-from-reese-fernandez-of-r2r/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Startup 101: A Low Down On Today&#8217;s Fast Growing Companies</title>
		<link>http://futurestartup.com/2013/04/23/startup-101-a-low-down-on-todays-fast-growing-companies/</link>
		<comments>http://futurestartup.com/2013/04/23/startup-101-a-low-down-on-todays-fast-growing-companies/#comments</comments>
		<pubDate>Tue, 23 Apr 2013 01:11:04 +0000</pubDate>
		<dc:creator>Sajid Islam</dc:creator>
				<category><![CDATA[StartUp]]></category>
		<category><![CDATA[Entrepreneur]]></category>
		<category><![CDATA[Entrepreneurship]]></category>
		<category><![CDATA[Shetu]]></category>
		<category><![CDATA[Startup]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=3989</guid>
		<description><![CDATA[The word ‘startup’ has made its way into our consciousness recently. With the rise of tech giants and technopreneurs today, it has become a common word in the industry along with often used terms such as business and companies. However, startups are commonly mistaken for a another concept. While it is no longer a fairly new word, a lot still confuse it as just ‘a newly established company.’ There may be some truths to that definition, but it must be noted that not all new companies can be called startup. Here are some things that make today’s startups: 1. New Idea What drives startups to create their own company is when they uncover new ideas that will be a new source of value for their potential customers. After they discover this fresh concept for a company, they then turn to their customers, look at their take on the service or product, and see if this will cater and create an actual impact to its target audience. 2. Innovative Minds These companies begin with a novel idea, one that is fresh and at the same time attracts people to use it or vie for its service. However, since there are already [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/04/23/startup-101-a-low-down-on-todays-fast-growing-companies/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>8 factors to be considered before executing an idea</title>
		<link>http://futurestartup.com/2013/04/19/8-factors-to-be-considered-before-executing-an-idea/</link>
		<comments>http://futurestartup.com/2013/04/19/8-factors-to-be-considered-before-executing-an-idea/#comments</comments>
		<pubDate>Fri, 19 Apr 2013 10:35:29 +0000</pubDate>
		<dc:creator>FutureStartUp Team</dc:creator>
				<category><![CDATA[Ideas]]></category>
		<category><![CDATA[StartUp]]></category>
		<category><![CDATA[Creativity]]></category>
		<category><![CDATA[FS Talk]]></category>
		<category><![CDATA[scaling]]></category>
		<category><![CDATA[startup idea]]></category>

		<guid isPermaLink="false">http://futurestartup.com/?p=3980</guid>
		<description><![CDATA[Idea makes money-we have heard this assertion many times before. But is it true for all ideas? Can any idea make money? The answer to these questions is a clear no! Consequently, you need to be critical before executing an idea, whether your idea has the same possibility or not to be successful. Success of any idea depends on two things: one is execution and another is quality of idea itself. In this post we will be talking about latter one: 1. Problem: What type of problem is your idea going to solve? Is it a problem that people will pay for to have a solution? Is it a problem by which a lot of people are affected? Is it a problem that bothers people constantly and people want to get rid of it immediately and they will pay for a solution to get rid of it? Often start-ups make mistake in coming up with idea because we often come up with made-up problems and made-up solutions. Though made-up solutions to made-up problems seem plausible in time being but they don’t survive. A social networking site for students, an online shop for baby products, and a search engine for start-ups [...]]]></description>
		<wfw:commentRss>http://futurestartup.com/2013/04/19/8-factors-to-be-considered-before-executing-an-idea/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>
