Start A Business With A Little Foolishness.

Wen Wu, EMBA of China and Europe, has made three pioneering experiences since 1992.

Curiosity, foolishness and connections

Hongjun: many people have entrepreneurial dreams, but some people succeed, others fail.

What kind of MBA do you think is suitable for entrepreneurship? Or what qualities do entrepreneurs need?

Lin Zhen: "few entrepreneurs succeed in MBA background."

When we entered school, the professor reminded us.

Many people think too much about books because they read too much. They want to go all the way, but do not dare to act.

Entrepreneurs should first dare to face difficulties and have strong curiosity, especially curiosity about the uncertainties in the entrepreneurial process. This is the driving force for entrepreneurship.

Second, entrepreneurs should be a little silly.

Even if you haven't seen the direction clearly, you dare to act. No matter what kind of problems you are facing, you are willing to believe that you will succeed.

Third, we should pay attention to honesty.

In fact, entrepreneurs have nothing but some of their own people. With integrity, they can attract employees and attract investors.

Wen Wu: I think entrepreneurs must first have a mature mentality.

To be a boss, we must put profits first and put dignity in the second place.

We must face the reality and not act in an intellectual manner. We must not be reluctant to look at other people's faces.

Second, there must be connections.

Now MBA business is no longer the same as the first batch of entrepreneurs in China.

To enter an industry, we must have a good starting point, otherwise it will be difficult to get the first barrel of gold.

Third, do things in areas that you are familiar with so that you can seize the opportunity.

The gap between books and reality

Hongjun: after starting a business, we should lead our employees to grow together by business leaders. This is what we heard in the business school class.

But there are many gaps between knowledge and reality in books. When using these knowledge, there are always some question marks in our minds: whether they should be used in books or not?

It has been said that we have learned many inspiring methods in books, but we are still at a loss in actual work.

For example, there are some excellent employees in the enterprise, but sometimes these core employees are also problem employees, who do not obey the discipline and require much.

As a manager, how should we deal with such a thing?

Lin Zhen: This requires specific analysis of specific issues.

We need to look at this problem first. What is the problem caused by employees?

Sometimes, the work of the employee can be completed independently, so the problem will not be too big.

But if he causes too many negative effects, he should be asked to leave. Otherwise, the longer he dragged, the greater the injury.

In enterprises, managers play the role of shepherd, not only to motivate, but also to urge.

For the problem employees, there are more places to blame and discipline, so that his or her potential will burst out, which is different from the incentive ideas emphasized in our classroom.

Wen Wu: I think it is impossible to emphasize the incentive mechanism too much in the early stage of entrepreneurship.

The best way is to set the example of those who work hard and give them more opportunities for development, so that other employees will not be able to make any unreasonable demands.

And I advocate that everyone should have a lower base salary, a higher bonus, and more private employees.

Even if the paper could not keep fire, the company would be bigger when other employees knew it.

In the course of business school, we always emphasize that we should make all the rules and regulations first, and hope to get there step by step. But on the operational level, this is unrealistic. We must step by step.

Make good use of new people and old resources

Hongjun: the first venture is to accomplish the primitive accumulation of capital, what it can do, sometimes it has little to do with our strength and intelligence, but whether we have a clear consideration of the future and whether we have a good entrepreneurial mode.

When we start our second business, we often find good opportunities, but we also face some unexpected challenges. So how should we conduct the two pioneering work?

Lin Zhen: at the end of 2002, I started my second venture.

I find it very difficult to start business two times, because the biggest problem is the fear of losing my previous accumulation.

I think at this time we must first comb out all of our previous resources and dig deeper, and we must introduce foreign partners, because it is very difficult to rely on the original team innovation, and the learning process is very slow. Once we are careless, we will go back to the old road, so we must find different people to join in, and think and work with different angles.

I did the same thing, and it turned out to be very effective.

Wen Wu: I think we should constantly study the complementarity of the market, see our advantages and play it as far as possible.

For example, we have been developing in the logistics field of non-ferrous metals, and we can take advantage of existing advantages to enter the futures market and achieve cross market arbitrage.

To sum up, it is to stabilize the former resources while integrating new resources.

Interaction: only enthusiasm is not enough.

Trainee 1: I am the 2003 grade EMBA of central Europe, and I am the chairman of a French fund company.

I think entrepreneurship needs rational enthusiasm. The first two years of entrepreneurship may be spectacular, but then we must face the brutal market elimination.

Entrepreneurship requires passion, but how long can this flame burn? Only passion can not convince investors like us.

Human life begins and ends, and the life of an enterprise begins and ends.

Entrepreneurs also need to know when to start and when to end.

Student 2: I am EMBA, who graduated from central Europe in 1996. I am Lin Gongwei.

I think we need to find our winning and losing points before we start our business.

When I started my business, I left myself with very little cash and set a bottom line to decide to go back to professional managers once I exceeded the bottom line.

And when starting a business, the simpler the business mode is, the better it is to use fool logic to create business models through the simplest behavior. That is to say, the profit making system of a company should be simple and good at simplifying complicated matters.

Just like SMS, operators will build a good platform, and many people will use it. Operators will just have to wait for the money to be collected.