Internal Business: Under The Big Tree, Enjoy The Cool.

In 2000, Shenzhen HUAWEI group launched measures to encourage employees to start their own businesses in order to solve the huge problems of the organization. It has made some of HUAWEI's non core businesses, such as production, pportation, culture and English catering, socialized by means of internal entrepreneurship. It has set up Guangzhou Dingxing communication technology Co., Ltd., Beijing harbor company and Shenzhen Hua Tong Tong company.

Among them, the Beijing harbour company founded by Li Yinan was the most successful, and the number of sales companies that made data communications products reached hundreds of millions of yuan in the first year.

Case two in September 1995, Liang Gang and other three employees won the Fujitsu Corporation's $1 million internal venture fund and joined the company to create Tongli (Japan) company to develop digital camera software products.

Thanks to the strong support of Fujitsu Corporation and the direction of product development, Tongli's software products quickly entered the market and have been making profits for 8 consecutive years.

In 2001, Liang Gang once again won a $1 million venture capital investment from Fujitsu Corporation to create Tongli (Asia) company.

At present, Liang Gang has become the largest shareholder of Tongli (Shanghai) company, a subsidiary of Tongli (Asia) company.

Liang Jie, a newspaper reporter, is a leader in the company's internal business: "the win-win" of employees and enterprises.

The so-called internal entrepreneurship refers to the entrepreneurial mode of some employees who have entrepreneurial intention to undertake certain business or work items within the enterprise, and share the results with the enterprise.

Entrepreneurs start their own businesses. Entrepreneurs do not need to invest but get rich entrepreneurial resources. Therefore, they are known as "cool under the big trees".

Liang Gang, general manager of computer communication technology (Shanghai) Co., Ltd.: no one invested in Yueliang Steel's business when he first got the moon, but now he has become the biggest shareholder of Tongli (Shanghai) company, whose value is more than $5 million, which is the charm of internal entrepreneurship.

Mr Liang told reporters: "Fujitsu Corporation's internal entrepreneurial mechanism is very flexible. Any employee (without nationality) who has worked for 3 years and performs well will be able to start a business venture fund for applicant company. Once the employee's business plan is approved by the company, he can get $1 million of venture capital and give resources and technical support.

For those of us who have entrepreneurial intentions, these support is undoubtedly timely.

Employees are paid. Even high salaries are far from the capital requirements required for starting businesses.

And through bank loans or other financing channels, the application is very difficult, and there will be many restrictions.

It can be said that if I did not have Fujitsu Corporation's start-up capital of 1 million US dollars and abundant internal resources, my pioneering career would be a lot of hardships, and I might not be able to take the first step.

Mr Liang believes that compared with the traditional self reliant entrepreneurial way, the internal business is backed by the big tree of the enterprise, and has the advantage of getting the first floor in financing, research and development, sales and so on.

Entrepreneurs can get a lot of support from enterprises, including financial support, management guidance, comprehensive resource sharing, business resources utilization, and brand image help.

Moreover, entrepreneurs only need to use intelligence and technology to stake shares, share profits with enterprises, and take risks together. Therefore, the risk of entrepreneurship is relatively reduced, which is more conducive to the light load of entrepreneurs.

From the point of view of the company's strategy, retaining the talents, it is a good thing for enterprises to take resources to fulfill their employees' interests. For enterprises, it is like "making clothes for others". In fact, enterprises are also the beneficiaries of internal businesses. In fact, enterprises are the beneficiaries of internal businesses. "Fujitsu"

At that time, the former president of Fujitsu group, who supported Liang Gang, had a view that internal entrepreneurship could turn the negative factors into positive factors.

According to the needs theory of psychologist Maslow, once the demand for employees is rising, high salaries, higher vocational colleges and high welfare will no longer be tempting. They need more space and sense of achievement. Therefore, many excellent employees will embark on their own initiative in order to realize their own value.

In this case, if the enterprise gives employees the opportunity to start their own businesses, they will get much more than they pay.

Every year, Fujitsu Corporation holds a recruitment plan for employees' entrepreneurship, selecting internal entrepreneurs and giving support to capital and resources.

After the introduction of this system, employees worked hard to repay the company's "knowing the truth", so that the company's performance jumped. Moreover, a number of "employees entrepreneurial enterprises" were born, forming a benign situation of mutual complement and common development with Fujitsu Corporation.

Therefore, internal entrepreneurship can create a win-win situation for employees and enterprises: on the one hand, it can satisfy the entrepreneurial desire of excellent employees, help them develop their own businesses to the maximum extent; on the other hand, it also enables enterprises to retain excellent talents, fully stimulate internal vitality, further expand the strategic scale and create more profits.

Although it is a new entrepreneurial mode, the internal pharmacy of the company is a new mode of entrepreneurship. Because of its unique advantages, more and more entrepreneurs and enterprises are concerned about it.

But Xu Xianglong, a senior business consultant and general manager of Shanghai Han Wei technology company, pointed out that internal entrepreneurship is a good mechanism, but it is not perfect.

The audience of internal entrepreneurship is limited, only those excellent employees of large enterprises have the chance to try their skills.

Moreover, entrepreneurial behavior is also tied up by entrepreneurs and enterprises. If we want to succeed in business, we need two sides to work together.

For enterprises and entrepreneurs who are interested in trying new modes of internal entrepreneurship, Xu Xianglong has made two prescriptions.

Enterprise: strong resources support.

The company needs to extract some of its profits from the profits as a fund to help those employees who have a feasible entrepreneurial plan to help them start their own businesses.

In addition to financial support, enterprises must give 100% support to resources and mechanisms.

Enterprise support is the most critical factor in the success of employee internal entrepreneurship.

A relaxed entrepreneurial environment.

Enterprises should set up a loose internal entrepreneurial platform to provide potential employees with as many opportunities as possible, and encourage them to develop a certain field independently rather than head.

The necessary control measures.

Enterprises should provide a relaxed entrepreneurial environment, but they should not be indifferent to it. Instead, they need to concern and guide their entrepreneurship through some "remote control" measures.

For example, entrepreneurial projects invested by enterprises should maintain direct business relationship with enterprises, and enterprises must occupy part of shares of start-ups, so that employees' entrepreneurial activities can be controlled within controllable limits.

The first is the preparation for the company.

The prerequisite for employees to start their own businesses is to know who they are.

On the one hand, we should find out the "bottom line" of the enterprise, understand whether the company has a complete set of internal business mechanism, whether it can give various support to the entrepreneurial staff, and the attitude of the enterprise to the failure of entrepreneurship. On the other hand, we should weigh our "weight" to see whether we have the entrepreneurial strength, whether the business plan is operational, and whether the market prospect of the venture project is optimistic.

Reasonable choice of projects.

There is a risk in any form of entrepreneurship. Although the internal business has omitted the trouble of self financing, it is a difficult problem to test entrepreneurs in terms of project selection, system establishment and adjustment of mentality.

In particular, the choice of entrepreneurial projects is also the key factor determining the success of business.

Generally speaking, the greater the correlation between the start-up company's business and its parent's business, the easier it is to succeed, so don't have the idea that "rabbits don't eat grass."

Excellent entrepreneurial team.

In the era of advocating cooperation, the entrepreneur must be an excellent leader, who can attract the needed professionals in the enterprise, and work together to create the entrepreneurial team.

Maximize profit creation.

Remember, the resources of enterprises are not "free lunches".

Enterprise investment supports employees' internal entrepreneurship, while helping employees realize their self-worth, they also hope employees can create more profits for enterprises.

Therefore, for entrepreneurs who start their own businesses, although they are in charge of the power of start-ups, they should maximize profits and achieve win-win goals in project decision-making, investment and management.