Management feature: Entrepreneur

For the company to introduce entrepreneurs, instead of finalizing partnership, authorization, franchise or concession cooperation agreements, so that the two sides to create real economic interests in cooperation, for enterprises can make full use of entrepreneurial talent, but also for entrepreneurs can rely on the capital and platform owned by enterprises to obtain the scale effect. How do big companies find the kind of creativity that is frequent in a founder-led small company? The introduction of an entrepreneur may be one of the answers to a business partnership with a range of entrepreneurs to work together for the needs of both parties.　　Businesses benefit from the unique talents, reputations and self-confidence of entrepreneurs, while entrepreneurs take advantage of the capital, contract and infrastructure resources of large enterprises. Davis (George Davies), the founder of the apparel retail brand Next, is a classic case of this collaborative approach. He has collaborated with the UK supermarket chain Asda (ASDA) and Marks and Spencer to develop many brands.　　As it turns out, these brands have made the parties win altogether. Another example comes from the famous Italian restaurant industry and writer Anthony Caluccio (Antonio Carluccio), who authorized his name and reputation to a newly opened casual restaurant chain. Prior to that, Caluccio had long been renowned for having relied on a top restaurant operating in central London and by participating in television production and publishing cooking books. His affiliation has enabled Caluccio chain restaurants to gain brand reliability that is critical to success.　　But the real manager behind the chain is someone else. Almost no successful entrepreneur wants to work for someone else. They are extremely enjoying their independence and are proud of it and are unwilling to condescend to traditional employee roles. They occasionally serve as non-executive directors of companies, making certain contributions to the development of the company, but such arrangements may not allow them to fully display their true talents.　　After all, they can't find too many motives for their true devotion. The answer to the above question is to finalize some kind of partnership, authorization, franchise or concession cooperation agreement, so that enterprises can take full advantage of the entrepreneurial talent. If the entrepreneurs are looking for funding and management support, the arrangement will undoubtedly be more effective.　　It turns out that this kind of co-operation is most beneficial for consumer goods such as food, sports and fashion. The introduction of entrepreneurs does not mean simply to get the endorsement and support of entrepreneurs, but to form a long-term, exclusive cooperative relationship, so that each party in cooperation to create real economic benefits, and interdependence. One side of the partnership provides the development elements that the other party lacks. Entrepreneurs reap the effects of scale, and enterprises are innovative. More and more consumers want to choose their own products or services, and companies are struggling to build brand identity.　　Therefore, it is very reliable to work with individuals who have imaginative and dependable records but want to have a venture capital. Cooperation in this way can bring more than a variety ofPublic relations operate with greater profitability. The public will pay a premium for original and unique products. Of course, many executives have a certain imagination, but in a traditional hierarchy it can be very difficult to break the bureaucratic system.　　However, with the support of a series of entrepreneurs, even the most radical ideas may be given a fair hearing-first into the eyes of the boss, then to the attention of the Board, and eventually break the rules. Partnering with entrepreneurs is different from corporate venture capital, and even different from internal entrepreneurship. Enterprise Venture capital refers to the use of venture capital technology to finance external projects, while internal entrepreneurship refers to the cultivation of full-time, long-term employees entrepreneurial plan. In some cases, the introduction of entrepreneurs will play the role of freelancer, they provide fee counseling rather than being a partner in some way.　　This kind of loose operation is unlikely to work well, but it can also provide the necessary spark for the introduction of new ideas or new processes. Enlightened multinationals may do well in this area, and they will find entrepreneurial partners who can bring new ideas, new images, and brand confidence. This cooperation is equivalent to a research and development department with a marketing advantage.　　In an unusually competitive world, only those companies that use all available tools to gain the edge can be the front-runner. Author Luke (Luke Johnson) is the FT columnist and president of the royal powering of Arts, Kung-wen/Translator