What Do Post-80S Entrepreneurs Want To Reflect On?

If countdown to two years, most of the post-80s entrepreneurs may be like Jobs, who was 21 years old, hiding in the garage, crazy about Apple machines, obscuring entrepreneurship.

Today, they become the focus of attention, not only the excessive packaging of media, but also the necessity of this era.

Liu Chuanzhi and Ren Zhengfei, who are 41 years old, are forced to go to sea when they are 44 years old. They are lucky to be the 28 year old fortune new high. They have not experienced any big hardships, but are more daring and confident.

Representatives: Li Xiang, Liu Songlin, Chen Xi, Peng Haitao, Dai Zhikang, Tang Yueming, Mao Kankan...

They all have hundreds of millions of young people.

There are always pros and cons for young people becoming famous. Many people know that there is a bubble net because of Li Xiang, but it also allows them to be surrounded by praise and doubt too early.

At this point, we may have to think about how to look at these young entrepreneurs.

They are doubly praised for their success today, or they are concerned about the vitality of their wealth creation and the factors that make them continue to succeed.

Chen Xi, who is 16 years old, is worth millions of CEO. He is the leader of four post-80s entrepreneurs.

Speaking of enterprise values and enterprise management, he can speak in a clear and reasonable way, and he will not fall after 60 or 70 years, but he is more skeptic than his identifier.

"After 80 is generally do not know how to do management", and I contacted several post-80 CEO basically agree with this statement.

This is a lesson missing from their experience, and it is also a barrier to be taken sooner or later.

Peng Zhiqiang, former vice president of Thunis, told the author: "in emerging industries or subversive business models, entrepreneurs may not need too much management experience, and that kind of explosive can make them succeed.

But in the traditional business mode, if you do not have certain management experience, it will be difficult.

Reflection is probably the most important way of thinking for Post-80 entrepreneurs. They often look at themselves in the mirror, and then compare the distance between reality and ideal.

Most of their entrepreneurship stems from impulsiveness, which drives them to seize business opportunities very quickly. But in normal operation of enterprises, impulses should be properly controlled; they are modest and democratic, but excessive democracy will lead to a reduction in leadership; they emphasize the importance of living and learning, but what should be learned and what should not be learned.

The following three 80 CEO, their industry and enterprise size are different, through their self reflection, to understand the confusion of the growth of entrepreneurs in the 1980s.

Liu Songlin: the chairman of the information group, the 28 year old industry: education and training, sales and sales: 200 million yuan (2007), the number of employees in the company: 3000 people, the development stage of IPO: Liu Songlin, 17 years old, dropping out of school, starting a business, selling wine, opening a store, and finally joining the education and training industry.

Now it has 54 branches and more than 3000 employees, with sales of 350 million yuan last year.

Like many post-80s entrepreneurs, Mr Liu Songlin was a security guard, clerk, finance and boss. He was very tired and not very professional.

Since then, he has been charging himself for the convenience of education and training.

The first one was accounting, then business management.

Later, because of the pressure, he began to study psychology and Sinology.

Now that the enterprise is preparing for IPO, he goes to Tsinghua president's class system to learn capital operation.

His experience is to learn according to different stages of enterprise development and not to learn too much. If there are many management tools, how to choose is also a troublesome matter.

It's better to let your mind go to zero before you learn.

Last year, Liu Songlin spent more than half a year learning.

Mr Liu Songlin is the youngest among over 10 shareholders, and communication between them is sometimes a big problem.

The bigger the company is, the more disagreements the executives have.

He compares this to a storm period, which is what entrepreneurs need to be vigilant.

The general manager once left for a period of time. During this period, Liu Songlin began to reflect on himself, where he was wrong and how to communicate with him. The general manager finally returned to poly.

After that, Liu Songlin introduced a set of communication tools, so long as he was not insulted by personality, he strongly advocated internal candid communication.

After the company became bigger, Liu Songlin was most afraid of losing his way. In his words, kites need a man to pull strings.

When he started his business, the father of the same enterprise helped him to pull the line, and there was a difficult person to ask.

Now, he found another person to help him point the way. "How high is the mountain?"

Modesty and sincerity make it easier for Liu Songlin to get help from others.

Tang Yueming, managing director of wireless starry music company, is 28 years old.

Industry: digital music sales: 30 million yuan (2007), the number of employees in Hongkong: 60 people in the development stage: expansion period, there is nothing to do with it. Only one phone call has signed the theme song of the movie "myth" with the emperor of Hongkong.

He said it was all about momentum and his understanding of digital music.

Tang Yueming is a very persistent person. He worked in Warner and Taihe fields, and later created a wireless sky. In the past 7 years, he only did digital music.

When he decided to start a business at the age of 24, the company did not invest in millions of investments.

Therefore, he hopes that his post-80s peers will be able to concentrate and learn to accumulate.

He confessed that he did not know much about management. There were not many employees in wireless starlit space, only more than 60 people, but there were 7 departments.

Before the company was small, everyone worked hard and communicated with each other, but after a lot of business and staff, he found that executive ability was the biggest problem.

When he first started his business, Tang Yueming recruited most of the post-80s generation. He thought that people of the same age could communicate well without any experience.

But he gradually found that he had a hard drive to do what he said, and it was hard for young employees to keep up with them. Some things simply could not be carried out.

So on the employment strategy, he began to turn to those mature talents.

Tang Yueming has been in business for three years. He is busy every day from morning till night. He hopes to get bigger.

Several big projects are being operated this year, once the success is achieved, the size of the wireless sky will be doubled.

He suggested that entrepreneurs need to be aggressive and quick to catch opportunities, but they should also be properly controlled to keep them in order.

Wu Jiehui, CEO: 26 years old, the sales of Internet sales: 5 million (2006), the number of employees in Beijing: 30 people, the growth stage: growth period, five or six young people living in a cafe with their notebooks, just like in their own offices.

If CEO or his team flies to Beijing from Hongkong, or goes to other cities, they will be able to work as long as they can surf the Internet.

As Peng Zhiqiang describes, the company may not need any management. Success depends entirely on business models.

Wu Jiehui is very much like the teenage version of Yang Zhiyuan. At the age of 15, he founded the first website, earning 1 million 800 thousand of the first pot of gold, 10 years earlier than the 25 year old Yang Zhiyuan who founded YAHOO.

After that, he founded neighbor, the second largest Web2.0 social networking site in the world after MySpace.

In the 2006, similar websites intentionally poured billions of yuan into cooperation, but were rejected by Wu Jie Hui because they did not want to do what others thought.

Among the wealth and interest, Wu Jie Hui chose the latter.

He likes to do things in his own way, which is consistent with the characteristics of many Post-80 entrepreneurs.

However, when he was preparing to finance in 2007, and eager to have funds to accelerate development, he might regret for his rash refusal.