from 0 to 1: Silicon Valley entrepreneurship star meditation, five-star recommendation.

The author is the founder of PayPal, PayPay's founding partners, including Tesla founder, LinkedIn founder, YouTube founder and others.

This book is a summary of the author's experience and thoughts on entrepreneurship, corporate operations, business and economic law, and personal feelings have many unique characteristics.

The book does not have a positive explanation "from 0 to 1", the basic meaning is to create a company from scratch. I think the word now has become a new idiom in Chinese.

The Kindle's book is hit by a record number of hits, each with 1500-2500 people, but still in the top 3 per 1, still stating that most of the readers have read the book from the beginning. I feel that this book can still be seen from any chapter.

Here are some of the ideas or information in the book:

1: The following rules may be more correct, although entrepreneurs who have been through the 2000 internet bubble oppose them: bold attempts to outperform mediocrity, bad plans are better than no plans, competitive markets are hard to make money, and marketing and products are equally important;

2: Entrepreneurs often tend to downplay market competition, but this is the biggest mistake that startups make. And the most deadly temptation is to describe the market too narrowly, as if you could harness it for granted;

3: Non-monopolies exaggerate their uniqueness by defining their markets as intersections of smaller markets, while monopolies disguise their monopoly by describing their markets as a collection of large markets, such as Google;

4: Monopolies drive social progress because years or even decades of monopoly profits are powerful innovation motivations. Monopolies will then innovate as profits give them the capital to plan for the long-term future;

5: The reasons for business success vary: each monopoly has a monopoly on solving a unique problem, and the reasons for business failure are the same: they are unable to escape competition;

6: The dangers of copycat competition may explain why people with Asperger's syndrome (patients with social disorders) are now more dominant in Silicon Valley. These people are not so sensitive to social dynamics, so they will not blindly follow suit;

7: What is a company that has a large cash flow in the future? Each monopoly enterprise has its own special, but they usually combine the following characteristics: Patent technology, network effect, scale economy and brand advantage;

8: A start-up company the perfect target market is a particular small group of people, and almost no other competitor competes with you;

9: The most important things are unique-one market may outperform all other markets, and a distribution strategy is usually superior to all other strategies. Timing and decision-making also follow the power law, and some key moments are far more important than others.

10: All successful businesses are founded on the secret of little-known secrets. A good business is a conspiracy to change the world, and when you share a secret with someone, the listener becomes your counselor;

11: I often emphasize this, so that friends call it "the Law of Tyre": The foundation is not a good start-up enterprises can not be saved;

12: If you want to get rid of board control, try to scale it as much as possible. If you want it to work efficiently, scale it down;

13: The better the company does, the less the chief executive Pays-and I find it most clear that I've invested in hundreds of startups.

14: The best thing I do when I manage PayPal is for everyone to do only one thing. I did this with the intention of simplifying management, but then I noticed a deeper outcome: defining roles can reduce contradictions. Most contradictions in the company are caused by co-workers competing for the same position;

15: Even business people underestimate the importance of selling, the root cause is that the various areas of the joint efforts to cover up this point, let us not aware of the world is driven by sales;

16: People will compete for jobs and resources, and computers will not;

17: Cleantech Companies ' entrepreneurs ' understanding of the market is no drug-free disorder. They deliberately describe the market as small, so they look differentiated, but in turn require valuations based on huge markets where profits are likely to be plentiful;

18: There is nothing wrong with the chief executive who specializes in sales, but if he does look like a salesman, he is likely to be bad at selling and less adept at technical issues;

19: Ordinary cleaning technology companies are competing for differentiation, and Tesla is creating a unique brand around the following secrets: Clean technology is more a social phenomenon than a technology that must be environmentally friendly.

from 0 to 1: Silicon Valley entrepreneurship star meditation, five-star recommendation.