New York Times - Small Business

He said that anyone who starts a company with borrowed money is a “moron.” What do you think?    

Is Yelp a bully? Or just misunderstood? Plus other highlights from the year’s first half.    

I will not miss the voodoo hold the place had on me. You don’t run a restaurant, it runs you, if you let it.    

It is much harder to evaluate people from outside the company than to have everyone start at the bottom and promote from within.    

In Part 4 of a series, a restaurant owner decides to put his baby up for sale — and quickly rejects an unusual offer. “Is this a sting?”    

An immigration lawyer talks about how she built her law firm and the potential impact of reform.    

In Part 2 of a series, the owner explains how he got his restaurant open — and why he started thinking about closing it down.    

Sheela Murthy founded her firm in 1994, and created a site offering free legal information, a move that quickly paid off.    

In Part 3 of a series, the owner explains how he came to realize that he was ready to walk away from the restaurant he had spent years creating.    

About four months after their father’s sudden death, and following a court battle with their stepmother, the sisters were awarded ownership of the company.    

You know the fantasies. No foodie has ever enjoyed a few good meals, home or away, without wondering; what would I call my place, what music would I play, what food to serve, how many stars would I get?    

Google spawns start-ups in Kansas City — and also reinvents human resources. Why using social media well is harder than you think. And 10 ideas for marketing and advertising.    

Kara Gorski and Kristin Gembala turned to a crowdfunding platform to raise $10,000 to begin manufacturing a small run of their product — “reconstructed bras for reconstructed girls.”    

In the last post of a series, an owner decides it’s time to work on other issues at his company.    

The partners at Prysm, a California company that makes large, flat-screen video displays, emphasize that it’s important to have a great business relationship, but they don’t expect to be best friends.    

In part three of a series, an owner writes that he had been closing deals for 24 years and thought he had a pretty good handle on how it should be done.    

In part four of a series, an owner explains what he was doing wrong as a sales manager (everything) — and what the sales consultant suggested he do about it.    

Is this what it takes to start a company?    

Or is it better to be self-financed? Which of two data companies, financed differently, do you think is better positioned?    

The founders of GoodData and RJMetrics took different approaches to starting their data analysis businesses.