Investor Jianjiang: Advice to middle-aged entrepreneurs from a risk-averse perspective

&http://www.aliyun.com/zixun/aggregation/37954.html ">nbsp; A few days ago a mutual net mu has been for a long time, never met a friend to find me talk about start-up business. This elder brother is the Internet predecessor level personage, after has been big enterprise middle and high level, the performance is outstanding. Three years ago, he took a lot of financing, but because he was ostracized by his partner, he left a year ago. The last year as a consultant, to help two of friends of the company has achieved a very good growth, and now want to work with the traditional business incubator business.





I had a chat with the friend of the business, I think he understood very thoroughly, in place, I also learned a lot of valuable experience, so his proposal is mainly in the framework, resource cooperation and development path.





Although I am far from successful, but because of the investment industry, the case heard countless, so from the risk-averse perspective, gave him a few suggestions, but also to share the middle-aged out of the entrepreneurial friends:





first, carefully choose the cooperation party





entrepreneurial Partners, whether enterprises or individuals, cooperation once launched, it will not be possible to suspend quickly, less three years five years, more than 10 years and eight years. For entrepreneurs around the age of 40, the opportunity cost is getting higher, when the wrong partner, time, energy, enthusiasm all in vain. Therefore, the first step of "responsible for doing business" is to do a full investigation of the partners, and to make a careful and reasonable design of the cooperation model, in order to reduce the risk to the greatest extent. The specific techniques include:





1. We must ensure that the partners "like-minded": partners to the business direction and means have a full understanding and recognition, and can not have any mentality of anxious. In a project planned by the elder brother, there is an investor in the real estate industry who expects the project to grow quickly and go public within 3-5 years. It is absolutely prudent to have such a capital partner. The initial stage of entrepreneurship, should be 100% of the energy in how to open up the cause, at this time if the shareholders of the trouble, light to bother dragging, heavy things stir yellow. A friend of mine even because of and the traditional enterprise cooperation party is threatened by the person, dragged for three years to completely get out;





2. For the past weekend, detailed study of the partners: even "years old friends", if the two sides have no business dealings, Just Eat tea and chat relationship, there will be a certain risk. This elder brother last partner is this, know nearly ten years, the relations is very good, finally or the quarrel. The least risky partner is the partner who once made the other partners earn money. In other words, if we can understand the person's past partner, and he has made money in partnership, and the cooperation is pleasant, such partners have the highest degree of credibility. Or, to the greatest extent possible, only the facts;





3. Wary of their "hug thigh" mentality: in large companies do habits, often in the mentality will have to rely on psychology, always want to be able to work on a platform, someone can take part of the problem to fix. There are partners who can help themselves from resources and of course contribute to the success of the project. However, when we start to do resources in the initial stage of cooperation, we must pay attention to prevent the occurrence of several problems:





A. Inconsistent with the objectives and expectations of the resource side. Any cooperation is mutually beneficial, in doing resources cooperation, the most resource side of the expectations and the goal of the entrepreneur dislocation, so that not only the final resources can not be implemented, but also need to use a lot of unnecessary energy in the running-in;





B. Resources cannot be implemented. Many resources side of the resources look a lot, in fact, has long been divided up within the enterprise, for the initial small start-up companies, it is difficult to produce a lot of real benefits in the early days, at this time large companies more resources, also rob not hand;





C. Interface with resources is too complex: the best resources are fully complementary resources-business complementarity, benefit complementarity, combined with simple interface, in cooperation immediately after the outbreak of power. But in fact, many startups need resources that require a high degree of coordination from the resource provider. For example, apparel manufacturers need a rapid supply chain, and the old export manufacturing enterprises are accustomed to a long period of large quantities, they need to do production line adjustment. This cooperation, unless the other party leader has the absolute determination to promote, otherwise in the implementation is not more easily than to find an independent supplier;





B. Long-term value of resources and share ratios mismatch: Some companies in order to early start easy, often like to find industry up and down the company shares, but in the early days of the company, because the size is not strong, to find the shareholders are not particularly powerful enterprises, or to find the strength of the enterprise, but the proportion of shares too large. Both of these things are more troublesome, for the former, when the company grew up, the need for more strength partners, the old partner often for the company to find more powerful partners to create obstacles, for the latter, entrepreneurial reality into the company's internal entrepreneurship, entrepreneurs themselves difficult to lead the business direction, or simply by the holding side kicked out;





in general, the company's shares and return mechanism, to strive to be in the early, medium and late, whether for entrepreneurs or partners, both the pay and return can be equal, and entrepreneurs can master the business direction, as far as possible from the partners to obtain support rather than trouble.





Second, the Running-in team is very important





for most businesses, the beginning of a smooth running, the implementation of a good team, for the cause of the successful start play a key role. A business, if from the zero, the appointment is not cooperated with the partners and have not cooperated with the new team, encounter more trouble. Because a person's qualifications, eloquence, ideas do not prove a person's ability, ability is ultimately in the "doing" to prove. A team that can do things from the start is often better than a new team that looks good on the surface. So if you want to have the intention to start a business, it is necessary to find a way to build a team that can do things as soon as possible, when the opportunity comes, easy to catch quickly.





But note that this kind of team quality often can not meet the needs of the company bigger, so when seizing the opportunity, the rapid expansion of business, we will continue to use more capable people gradually to the old team "exchange transfusion." Many founders to this time often feel "sorry old subordinates", "not the Hand". In fact, as long as the benefit of the return and responsibility of the appropriate separation can be solved.





three, don't start to think too grand





in large companies to do the habit of people, even if the executive, in fact, is in a very large support platform to do things, and because for many years, has not felt the existence of this platform. Executives in the entrepreneurial time, often like to use their own corporate appearance to plan the current enterprise, will think very far away, and then see what needs to be set up now what business and post.





In fact, the direction of most startups will change, even in the direction of the previous scenario. And start-up companies have limited resources, it is impossible to have a lot of money to waste, so the organization is too complete, often lead to burning money too fast, or even quickly lose light. A lot of pragmatic small start-up enterprises, everyone with a number of jobs, can not help but to avoid redundant, but also to "put a person to break two halves of the" spirit.





A company, the most important thing is not a complete organization, but to run the business. The so-called business run, that is, can let business in small scale on the basis of the first turn up, on the one hand constantly find and fix problems, on the other hand running-in team. It is also important to find a team that can make money in order to support their own business.





So, small companies are like guerrillas, when you don't have the resources of the regular army. First of all, the emphasis is on fighting capacity, what is called combat effectiveness, is based on economical execution. In the local can stabilize the ability to quickly win. At this time, the team stressed that the first is the Heart Qi, followed by self-learning, correction, progress mechanism. If a team can often win the war, then the team can be more and more brave, if often defeated the war, but the illusion of future victory, then will be farther away from the success. So it is very important to keep on "Xiao Sheng".





so, in the beginning to grasp the focus, to do a good job, far more than the integrity of the structure, resources complete important.





So, my general advice to the friend is, do not think too much of the model, and the team, the business run, fast access to cash flow, to exercise a small victory, their own team. At that time, the bargaining capital with the third party was much stronger than the present, and the mentality would be much better. After the start, the proposed focus, focus on energy Shenyang, even if the resources are almost to grasp the control, not to be consumed by the partners too much experience, and not to the resources, direction too dispersed, the base of their own bigger. To a certain scale, and then see whether it is suitable for diversified development.