On the six misunderstandings that entrepreneurs often encounter

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The writer Brent Beshore is an angel investor who owns Adventures, a VC company. Adventures is Gen Y's partner enterprise. My daily life revolves around startups. I usually spend my first cup of coffee in the morning reading industry trends, and the rest of the time is often spent advising startups or meeting entrepreneurs. Seeing so many floats and sinks, I have summed up the six major misunderstandings common to entrepreneurs.

I need the wind to invest money

Access to finance is often welcomed by the media, but financing is only a means of entrepreneurship, not an end. In many cases, harvesting financing only makes their failures more spectacular. On the contrary, many entrepreneurs have become self-reliant and ultimately have achieved great success. The biggest significance of financing is that it can support companies that are growing at a high speed but whose users cannot generate revenue, which is extremely rare. Think about what your company really needs, and the answer is usually not about money.

The wine is not afraid of the alley

820.html ">steve Blank said:" No entrepreneurial enterprises because of the failure of technology. Of course, the product is very important, but sales are often the biggest problem you will face. The user is very busy, does not have the mind to delve into your product, except the family and friends, nobody cares about you to have the outstanding solution. So, from the first day, you have to focus on sales. Think of your business as a sales company, and you'll find yourself closer to success in the end.

Talent is just a commodity

This is a very wrong view. In my opinion, the "A" level of staff than "B" staff can be 5 times times higher value. Having talent can be your biggest asset, and a lack of talent can be your biggest heart. Focus on the recruitment and training of top talent, so that they dens their duties. Treat talent, you can create a strong corporate culture, despise talent, the consequences of unimaginable.

The articles of incorporation can be later.

To be honest, money changes a person's temperament. Business may be mess, but company rules must be orderly. If you don't build a clean and tidy opening, you'll be in for the next few years to be misunderstood, jealous and hurt. If you do not have a clear corporate charter, please start now. If you want to do something for your business, please do so from the articles of incorporation.

I created several companies.

This may be the most dangerous mistake. Starting a start-up enterprise is already full of uncertainty, the establishment of two is simply suicide. You're not Jack Dorsey, you're not Sean Parker. They are all wonderful things and are now concentrating on running a company. As a matter of fact, I have not seen any entrepreneur's success not by single-minded devotion. If you start a number of businesses, choose the one that is most likely to succeed, and then focus on running it.

We're growing fast.

That sounds good news, but too fast growth is a huge risk, it will have a knock-on effect on cash flow, amplifying communication and operating problems. In my experience, I have seen more than once that the fast-growing startups have to make a choice between slowing down and crashing. It's critical that you keep your company at a sustainable, profitable pace of development.