Former UUU9 CEO Li Qiufeng Self-exposure failure entrepreneurial experience

Game Media U9 net former general manager Li Qiufeng after three years of social gaming business, after all, or failed. Few people in the industry summed up the experience of the failure to leave to Up-and, so the mistakes in the business in one after another team to reproduce, this is a founder of the blood written on the experience summed up, blood can not be white flow, the text must be read.

09 personally designed the company sticker, the result was more than the store made an F

Li Autumn Experience:

17173 Community Senior Manager

Sohu Game Channel Editor

UUU9. COM General Manager

Founder of Fenghua Games (social game development)

(has also been in contact with other companies in the operations, marketing, PR, sales work)

Body：

From 09 until now, after three years of time, I finally failed to start a business. Failure is not terrible, it is terrible to learn from failure.

I think the most important three points of entrepreneurship, according to the weight of the order is the size of the business model, executive power and funding. The business model is what you're going to do, how many important aspects of the whole business are figuring out, these links are implemented in place to achieve profitability; Executive power can also be understood as a team, whether you can let your team, your business model is very good implementation, so that the concept into reality; Finally, money is not everything, No money is absolutely impossible, we all understand.

The first step in entrepreneurship: identifying business models

Many professional managers start the biggest problem is not to start as a business to treat, business is the core business model, what you want to produce, production good how to promote sales? There are a lot of questions that arise from these two questions, such as how do you produce the high-quality products you want? Does your agent have the ability to do the promotion ? How do you establish and maintain a platform relationship? In the past work experience, professional managers are accustomed to doing things according to the requirements of the boss, regardless of how much cost to do a thing, whether the company can afford to pay the cost, the matter is good to generate how much revenue, if the boss thinks the cost is too high and canceled the plan, Professionals will also feel that the boss is stingy, in fact, this is a high degree of lack of experience, the specific performance.

If the CEO's understanding of the business model is superficial, at least the venture will fail. Determine the direction of the project, determine the effectiveness of the team, determine the agent capacity, determine a good platform relationship, a CEO can be very good to tell himself, what I should do, the weight of these things are how much. My personal view is that the CEO of a start-up team should spend 70% of their time in internal affairs, including team management, product production, etc., 30% of the time spent on the periphery, such as peer visits to exchange information, platform relations, PR, capital and so on. At first I made a lot of mistakes, for a long time I clerical with my colleagues until late at night, the company has no platform relationship, in fact, I can take time to go out and communicate with peers. If you're out of the loop, you'll lose a lot of information that will make your decisions easier and help correct the direction that might be wrong.

The second step in entrepreneurship: finding the right partner

Once the business model is established, the founders should actively identify the right partner. The reason is very simple, a CEO to do any work personally, must be tired like a dog.

To avoid this, you need a partner, a good planner or producer, you can save a lot of product strength; a party king who likes to do things may also be a business master, this person if apart run more, you can also save energy; if there is a friend of cautious, It's best to do the hiring and the management of the assets.

Do not skimp on shares, really can top the partners, shares to follow the industry rules, generous give. As the CEO needs to rely on their own charisma and ability to personality, so that the composition of the partner is not subject to investors, under the team is not subject to the company's mini hardcore.

In this piece I did very bad, entrepreneurship three years are my wife and I in the dead, the result is very tired, the effect is very poor. I see that there are many entrepreneurial brothers in Wuhan, and this is basically the case, I am really worried about them. If there is not a group of highly similar partners in the start-up team, it is not far away, CEO powers exclusive shares meaningless.

About executive Power

Again said executive power, my understanding of the executive is more confident, in the industry for more than 10 years, the past boss and colleagues on my evaluation is the implementation of strong. I think the power of execution needs to have an impact from top to bottom, the person must be a meat-eating fish, to have the ability to stir things, in the work can really do things wrong, dare to admit mistakes, take responsibility, in the face of mistakes do not engage in harmony, dare to criticize or cut off the crime of the people. He must be a man who can communicate and have a tight logic.

In addition to the various functional departments of the executive, in the recruitment should be good, focus on professional skills, the bad AS3 and C + + to drive away, a person with poor skills, the entire team will be dragged down by him; second, consider work attitude, choose Young to be careful, Because these few years in the young people see more and less hard-working, start-up enterprises resolutely do not recruit new, these people are now unreasonable social environment forced very impetuous, can do things to help enterprises in 20 of people rarely encounter one. Please go to those who just scoff at the overtime in the interview process, these people into the team, must be who with who knows, the start-up team is not tolerate too much this kind of indifferent mentality. Do interviews and background checks, use higher salaries, attract truly talented people to join, and let those who are cheap and flatter.

I know a friend who has spent more than 1 years on a chess project. When I went to visit his company, I was invited to attend their project meeting, talking about a very small function for two weeks and still not finished, all the executives were tongue-tied, said no problem card in what link. As a result, not only did my friend not continue to track down, but it was a consolation to all, and things went to nothing. I think this is not good, the problem of people do not need to bear responsibility, and no problem colleagues will feel very wronged.

There are also many CEOs understand cost control as a cheap recruit, talent if the demand for high salaries, the boss immediately in the heart of its impetuous, unreliable impression. In fact, this mentality is how wrong, the important question is not the price, but the talent is competent to the corresponding work, in this premise as long as his requirements are not excessive, do not deviate from industry standards. There are ability, but willing to take the wages of the hard work in your small company, it is either a fool or Lei Feng. If the interview feels good, should provide talent satisfaction of the pay, let him into the team to observe a few months, the talent must be good enough for their own income is good enough to look forward to, when the boss of the people to understand the need for the correct understanding of the so-called cost control is not meant to people pay stingy, but to reasonable money, Let the team produce the best capacity.

As the operator knows, the staff wages is not the biggest consumption, this block of funds, responsibility in the operator, you need to have a minimum capital operation capacity, employees and you are not the same height, they do not have the obligation to undertake this piece of responsibility. Daniel must have large capacity, good work, high efficiency, cheap people although wages are low, but live slowly, function well after many bugs, repeated adjustment instead of wasting more costs, and communication cost management costs doubled.