The Five Short Board Of The Boss Of "Start-Up Period" Enterprise

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China's business problems are mainly

The myth of superstitious success

Because small worship, because too eager to succeed, it is only eye-catching success, learning and imitation is the need for the bottom and the way.

For the boss of the start-up period, two of the self motivation models are not around. One is Shi Yuzhu. In China, Shi Yuzhu is undoubtedly one of the most legendary figures.

From the giant Hanka to the giant building, from platinum to gold partners, the world's seventh IT rich have owed 200 million yuan, which is Shi Yuzhu! From IT industry to health products to online games, the three venture ups and downs are brilliant.

In addition, as a representative of the Chinese business community, Ma Yun has a legendary life.

From the bumpy road of college entrance examination to the hard road of entrepreneurship, it was selected as "business leader" by the Asian Business Association of the United States. It is the first Chinese entrepreneur to become the cover figure of Forbes in 50 years.

Their experience is similar to that of the boss during the start-up period. They all make a lot of difficulties and difficulties. Such a successful person does not learn how to do it.

To learn is to have a method, not to learn form but to disperse God.

Many entrepreneurs are not only addicted but also superstitious.

I met a boss who was filled with Shi Yuzhu's portrait in his office. There were Shi Yuzhu's successful quotations everywhere in the office area. He read a chapter of Shi Yuzhu's biography at regular meetings every day.

This is understandable. The boss also likes to wear a red T-shirt and smoke all day.

I asked him if there was a plan for the development of the company after three years. He said that three years later, I would like to set up a group and prepare to go public.

I asked again, will next year's strategic plan be made? Not yet.

Another boss is also interesting. He called his team (including grass-roots employees) "eight big Rohan", the company's performance is bad, he repeatedly told employees that Ma Yun's success team, always said that Ma Yun's team not only did not get a penny of wages with Ma Yun for three years, but also produced money line companies to start their own businesses.

Unfortunately, he always motivate people like this, and even ask employees to pay for their shares. They all work together as shareholders, but employees do not agree that they quit more than they do.

Others look up is success, kneeling worship as an idol, entrepreneurial bosses have dreams and passion, which is worth affirming. But for the winners, what kind of attitude should we have to learn? China has only one Haier, the national enterprise learns Haier, but Haier is still a Haier. I think Haier has implications for every enterprise. Successful learning should be to learn the spirit and connotation of Haier, and to take a comprehensive approach based on the standard.

No marketing plan.

Because entrepreneurship, so allow non-standard, because entrepreneurship, but also to learn to adapt to and cater to the market.

This view is not wrong, but it is not wrong. In the survival and development, there must be a baseline to determine the affordability and pain value of an enterprise.

Because of the working relationship, I have investigated many enterprises. Most enterprises are very clear in strategy, but they can not be implemented in reality. They are very arbitrary in terms of planning. They are always changing. This leads to the lack of pressure on production. When they buy raw materials, they dare not enter more raw materials. When they are marketing, they dare not set market targets. Once they get better or the market fails, they will adjust immediately.

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This is the pain of enterprises in the start-up stage. They are afraid of losing their profits and making little profits.

Survival and development can not be balanced and coordinated. If a market sneezes, the enterprise will catch a cold immediately, so it can not always form an effective marketing plan.

There is a processing enterprise, when sales are good, continuous recruitment, when sales are bad, it will be reduced immediately. For a while, the training of personnel is skilled, and people will be cut off immediately.

In many enterprises, the printed or hung up marketing plan is very useful for the plan that is being executed at hand.

"Plan is not as good as change". It is a phrase that bosses often hang on their lips at the beginning of their business, but they can not make no plans. In fact, a reasonable and continuous plan can ensure the survival of an enterprise.

No marketing plan, let alone enterprise strategy.

Making reasonable enterprise planning is the premise for deciding how far the enterprise can go.

The boss of the start-up period has a speculative mentality. Well, if I do more or less, I will turn right now. The marketing plan can ensure that a big adjustment will not be made in a year.

No loyalty (middle level)

If you are not Ma Yun, do not expect your staff to have "eight big Rohan" because your ability is not able to control and guide them.

This is a very simple truth, but entrepreneurs often fail to recognize this point and fail to do so. The team is naturally unable to achieve this.

How can enterprises be stable without middle level (loyalty)?

Middle staff and loyal employees are all necessary. If there is no intermediate employee in an enterprise, employee loyalty should be doubtful, the structure is not perfect, and where does the employee's sense of belonging and loyalty come from? The boss in the startup period likes to make such a mistake: one is to deny that employees are no longer able to do so, and that they do not trust their employees and put their hopes on the "airborne soldiers".

As a result, the worse they get, the more they will leave behind.

On the other hand, I am sure that I believe too much in the old staff (some of them are nepotism or intimate relationships). No one's advice will be listened to.

The above is still motionless, forming a small body, this dinosaur phenomenon, the company is making a mess. Finally, the boss realized that "the upright man has missed the country".

Some are too confident in the boss to express democracy and cooperation in the General Assembly meeting, but in reality, this is not the case.

For example, there is a clothing trade company, a staff member to the boss put forward a very good suggestion, the staff agree, but the boss felt that he was unable to get out of the way, for some reasons, refused to accept.

The employee will not accept it again, nor will he change it, or even directly ask "is he listening to you or listening to me"?

Quick success and instant benefit

This is like a man's "lewd", which is a common fault of the boss, but a successful boss can control it, and the failed boss can not control it.

There is a saying in Hubei: Huangpi to Xiaogan, county (now) to the county (now), in the past, Huangpi county and Xiaogan are the county level.

That is to say, the boss takes into account the immediate interests.

A purse is stronger than anything.

This is actually a way of doing things mentality, do not lay the foundation, grab the market.

There are several main points in the analysis. During the start-up period, many business owners are willing to fight for war, that is, finding money in the market, such as adding money later, adding quantity and adding advertisements, "it's a common practice not to see a son not to hawk, or to see a devil do not hang strings".

For example, there is a phenomenon in the pharmaceutical industry that supply to the terminal. I just keep my reserve price unchanged. As for how much you sell in the market, I just keep a blind eye.

In the fast elimination field, in order to complete the sales target of the month, oppress the terminal shipments, give the terminal a large number of promotional items, and rush up the quantity at a sudden.

In addition, in a large market situation, occasionally adjust the material of a batch of goods, anyway, the market can not see it, it has little effect.

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The result is the same, the month is the amount of money back up, things will be gradually adjusted later.

There was a boss who complained to me at the business meeting. His company did well before. Once he made a reduction in his production volume and gave others a job in order to earn a processing fee. As a result, his market was affected, so that he had a loophole in the competition, causing the big dealers in the area to "fight the water", and the loss of the quality of the products that had been processed.

Not good at integrating resources

This is the most headaches, which may be the main reason why entrepreneurial enterprises can not overcome this threshold.

It's not that big, sometimes it's not because of lack of strength. There's another reason for not being able to take advantage of the situation.

Choosing to enter a business is a high profile, and can not be divorced from the market and can not be ignored about market dynamics.

It is said that the world's top 500 enterprises have two external brains, one is the legal adviser and the other is the marketing (strategy) consultant.

We can make statistics: there is hardly a good marketing planning department in the start-up period, and the company has no outside marketing consultant. The production, planning and marketing boss is the Trinity.

Nowadays, there are many bosses who are worried about making money and have a lot of money. A product has entered the market for half a year. Consumers still don't know how to sell it. Advertising and publicity are very popular, but they are not deaf ears, they are all furnishings. This also requires a momentum process.

A magazine business, after a news conference, did not move for two months. All of the customer resources were wasted. This was followed up. As a result, the day lily was all cold, and the former customers were all wasted, and the ads were useless.

I have approached a food company, after a brief survey, I think it is entirely "holding Jin Fanwan to beg". This company has a good resource advantage, there is no comparison in the market, unique resources, unique technology, and a good selling point with the historical culture and market health needs.

But why can't the enterprise get into a desperate situation in three years? There are three reasons: the boss understands technology but does not understand the market, always thinks about the absolute superiority of his product, does not make the channel, does not make the platform, and can sell it in the market with his eyes closed.

(this is not right. A good product needs refinement and demand, and it is large and complete, which is far less than less). Secondly, the boss hopes to get the batch number of the national health food and spend a lot of time on the application and factory pformation, which takes up a lot of money.

The result is that the marketing progress has been repressed and repressed, and the advertising cost has been reduced and retraced from traditional promotion to network promotion, direct selling and mail order business. Thirdly, there has always been no endorsement of good brands, no good brand platform for products, lack of credibility of products, confusion in external publicity, publicity from local specialties to unique process publicity, and cost has been invested a lot, but consumers have never been recognized. Dealers are reluctant to cooperate with them even if they are on sale.