Create a wonderful entrepreneurial spirit

Time: Afternoon of July 24, 2003

Moderator: Liu Lan, Editor-in-Chief of "CEConline"

Guest:

Yuan Yue (Chairman of Zero Point Investigation)

Chen Hongbiao (Chairman and General Manager of Biaocheng Optical Products Industrial Co., Ltd.)

Yu Qingyi (General Manager of Shenzhen Hongtong Automobile Trading Co., Ltd.)

Sun Yongling (President of Boyi Men Consulting Co., Ltd.)

Wang Shouren (Shenzhen City Secretary General of Venture Capital Association)

Gao Xiang (Project Manager of IDG Technology Venture Capital Fund)

On the day when Typhoon "Ibudu" came to Shenzhen, nearly 100 paying members of the CEConlines website gathered at " Creating Wonderful Entrepreneurship" forum. Three successful entrepreneurs from different industries shared their own entrepreneurial experiences (for details, please refer to the "Entrepreneurship" column of this issue of the magazine), management experts and venture capitalists gave speeches on management issues and investment introduction issues during the start-up period. Jijiyitang's website members had an intimate interaction and answered their various questions about entrepreneurship.

How to deal with crisis in entrepreneurship?

A start-up company may face various crises during its development from small to large. How should it be handled? Zhang Ruijuan from a software company in Guangzhou raised this question.

Better mentality Zero point investigation Once suddenly encountered a lawsuit, a company asked them to pay 20 million. And Zero Point is doing an important project with Japan's Mitsubishi Corporation. Mitsubishi Corporation's request to the partner is that if there is a lawsuit within two years, whether it is the plaintiff or the defendant, it will give up the cooperation. At that time, Yuan Yue felt that the company that was made with great difficulty might be gone immediately. Some colleagues are more anxious than him, but his attitude is to do another one. He said: "When facing a crisis, you must have a crisis mentality and a calm thinking." He always believed that he was on the right path, so he was always calm.

Chen Hongbiao also said that the company has "encountered numerous crises" during its development. There was once a financial manager who almost brought down the company, but he has been working hard, and the company has only survived the difficulties and developed to the present.

Better communication Yuan Yue believes that most of the conflicts are related to communication. If the problem cannot be solved through normal communication and adequate communication, it means that there is something wrong with what you are doing. To some extent, the ability of small companies to resist risk comes from ideas and support from colleagues. The real capital of a small company is very small, and the opportunity to solve the problem with strong means is very small. So be good at communication and express your sincerity in communication. The bosses of the two companies who had a lawsuit with Zero Point are now very good friends with Yuan Yue. In the process of communication, everyone has a good understanding of each other's background and needs.

How to attract customers without rebates?

Wang Jianyu of a logistics company said: "Last year, I started a business, and my mentality is also very good. I want to keep a distance from the government and maintain an honest attitude. But in reality, I encountered the problem of kickbacks. As a result, I failed to handle the relationship between the government and corporate customers. I am an ideal person, and I am open-minded and have a very good personality. However, I am a relatively failed entrepreneur, and this year I returned to work in other companies."

Yuan Yue believes that this is about how entrepreneurs choose customers. Usually only 5% of the customers who do not want rebates, must find these 5%, how to find the 5% is related to each person's experience and knowledge. After finding this 5%, the person to deal with is the boss, not the employee. The zero-point model is to talk directly to the boss, to educate the boss, and not to deal with the middle managers. Because 80% of rebates occur in managers below the middle level, bosses generally do not want rebates.

How do entrepreneurs choose managers?

Chen Hongbiao tried to recruit professional managers from outside to participate in the management of the company, but was unsuccessful. This is also a problem that many start-up companies encounter when they further develop.

Using scientific evaluation methods Sun Yongling believes that senior managers can be promoted from within, or they can use airborne troops, but they must be evaluated. Now there is a new tool in human resources called assessment center. It can measure the ability and quality related to the company culture, including three aspects: attitude, skills and knowledge. So she suggests hiring a professional, well-known HR consulting firm to evaluate managers. Unless this person is in the company, you can choose by yourself. The company can also borrow the scientific method of human resources to select talents.

Internal training Yuan Yue said that a survey of senior sales staff and managers of listed companies showed that managers who grew up from within made a greater contribution to the company. Yuan Yue's experience is that everyone at Zero Point is recruited from the talent market, but all managers are trained internally. Zero Point requires all managers to have at least three degrees. Yuan Yue said: "I have a large share in the company's shares, but the year with the highest dividend does not exceed 3%. I take all the profits to the employees. I have gone to study. So up to now, the staff have never pitted me or hurt me." He believes that it is very important to select people at the beginning, and the loyalty of managers comes from the feelings of growing up with the company.

How can entrepreneurial companies enhance internal cohesion?

Wu Hanping from an industrial company in Dongguan said in the question that their company just completed the equity transformation in July, and the boss decided to send shares to the senior management, but the senior management was not interested.

Really think about what employees think When Chen Hongbiao started to make glasses and glasses, he invested 1 million. He owns 60% of the shares himself and 40% to employees. Originally, he wanted to start a business with his employees, make money for everyone, and be responsible for losses. After the company developed, he also paid attention to giving some employees opportunities for training and promotion, and hoped that a group of middle and high-level cadres could stand firm in Shenzhen. It turned out that some employees did not appreciate it. They were thinking that if they could have 100,000 yuan, they would already be small rich when they returned to their hometown. Chen Hongbiao said: "From here, we can think that when we have any good ideas for our employees, we need to help them think about what they really need from another angle."

Chen Hongbiao said: "We encourage professionalism. We have employees in Hunan and Hubei. If there is a chance, we will let them open a local company, we will invest, and they will use some local resources. We do not want them to work for us all their lives, we hope it will be permanent Cooperation."

Tell employees the company's vision and value. Sun Yongling believes that the unpopularity of the bonus shares may be because they do not understand the value of the shares. Before giving away shares, first of all have good communication. Let the manager or other senior person know what the value of the stake is. The value of the shares is the value of the company. The value of the company is not only reflected in the current profitability, but also in how it will develop in the future. Tell them the purpose, let them stick together and see the direction. If there are some employees who are really not interested, it is necessary to make a question mark, whether he still wants to stay in the company. But the most important thing is to tell them the vision and values of the company.

How can startups continue to grow?

Sun Yongling gave three suggestions in her speech:

Clarify the company's mission, vision and strategy. To understand what is the purpose of the company's existence? What kind of business do you want to be in the future? What is your strategy? How can I differentiate myself from other companies? Think carefully about this. Then, it is to communicate step by step, and then implement it to everyone.

Standardized management and introduction of professional managers. Management should be systematic, and we should train our own professional managers. If you have some very capable managers in-house, develop some of their abilities. If not, consider introducing such professional managers. Many private companies are doing this now. Its founder steps down to become chairman, or go straight to hire a professional manager to run the company.

Establish a system for strategic performance management, focusing on execution. Company strategy is not static, especially in the case of rapid market changes, so there must be a good system to manage. More importantly, focus on execution. The Balanced Scorecard is effective in promoting the execution of strategies.