跟失败学经验创业路上的失败教训.doc

我是一个连续的创业者，从2001年开始到现在已经有十多年。刚才很多嘉宾都讲了在创业的过程中，我们有哪些需要具体了解和掌握的知识，而我今天主要想跟大家分享一下，我I am a serial entrepreneur, begin from 2001 to now have 10 years. Just a lot of guests are made in the course of business, which we require a detailed understanding and knowledge, and today I want to share with you, I这十几年的创业路上遇到的挫折和失败，希望这些失败的教训能对大家有一些帮助。This more than 10 years of / entrepreneurial encountered setbacks and failures, hope those lessons can be of some help to you.第一个教训，创始人之间的失衡。2000年，我创立了一家叫易特网联的公司。我们当时主要有四个创业合作者，其中我是拥有30%的股权，运营总监有30%，技术总监有20%，还有一The first lesson, imbalance between the founders. In 2000, / I started a company called network company. We have four main business partners at the time, which I was to own the equity of 30%, director of operations for 30%, technical director 20%, there is a个圈子里的朋友有20%的股权，日常经营这个公司的主要是我们三个人。现在看来，这种结构其实是有问题的，有时候他们两个人意见一致，就会把我给孤立了。A circle of，/ friends has a 20% stake in the company, the daily operation is mainly the three of us. Now, this structure is actually a problem, sometimes two of them agree, will give me alone.长此以往，不管遇到什么问题，相互合作的感情中间可能会出现裂痕。而且大家会去平衡相互的关系，这个时候再去想创业者内部之间的关系，就会耗费很大的精力。这个公司做If things go on like this, no matter what, mutual cooperation relationship between may appear crack. And you will go to balance the relationship between each other, this time to the internal relationship between to entrepreneurs, will spend a lot of energy. This company了有2年时间，规模也在不断的扩大，员工从3个人扩张到30人，一年销售额也有二三百万元了。但是这个公司是没赚什么钱的，并且我们三个人也经常吵架，最后就散伙了，幸好The 2 years, the scale has been expanded, staff expansion from 3 to 30 people, an annual sales there are three million yuan. But the company did not earn what money, and we three people often quarrel, finally parted company, but fortunately的是兄弟感情没有散掉。The brothers do not evaporate.第二个教训，项目和人员的失衡。对外承接项目为易特网联的核心，而这就会带来很多的弊端。比如说，我现在突然接到几个大客户，这个时候我研发的力量就会明显跟不上，着The second lesson, imbalance of projects and people. To undertake foreign projects as the core of network, which would bring a lot of disadvantages. For example, I suddenly received several large customers, this time I R & D strength will obviously can not keep up, with急地去招聘很多开发人员。有的时候对我们甲方客户的服务又没有达到非常满意，这个项目做完之后，下一个项目又不知道什么时候来，而你需要花很多钱去养这些开发人员。如Rush to recruit many developers. When some of our party a customer service and did not reach very satisfied, after the project is finished, the next item and dont know what time, and you need to spend a lot of money to support these developers. Such as果项目和人员两者之间出现不平衡，公司就会陷入一个现金流很紧张的状态。所以，你尽量不要去做项目型的公司，而是要做运营型的公司。The imbalance between projects and personnel, the company will fall into a cash flow tense state. So, you try not to do the project company, but to do the operation type company.第三个教训，市场份额和利润的失衡。我们神州付创立了神州行充值卡等在线支付的商业模式，是网上游戏网卡的分销，一年也有几千万的销售额，曾经近3年的时间拥有100%的市The third lesson, imbalance between market share and profit. We Chinese pay founded Shenzhouxing prepaid card online payment business model, is the online game card distribution, a year there are tens of millions of sales, has been nearly 3 years with 100% of the city场份额，所以我们就做得很舒服，毛利也很高。但做到2007和2008年的时候，我们这个商业模式被快钱学会了。但这个时候我们的反应变得迟钝了，快钱进入就用价格战抢我们的Market share, so we do very comfortable, the gross profit is very high. But do the 2007 and 2008, our business model is fast money, learned. But this time we become slow reaction, quick money to use price war robbed us of our客户，有一些小的客户被抢走了我们也没有太在意。Customers, there are some small customer is robbed we do not care too much.突然有一次，快钱拿到我们大客户的时候，快钱就觉得原来这个商业模式是那么的好赚钱，于是他们就投入了大量的精力，而我们的市场份额很快就下降了。快钱的市场份额在提A sudden, quick money to our large customers, fast money think that this business model is so good money, so they put a lot of effort, and our market share quickly fell. Fast money market share in.升过程中又给我们带来了一个更新的麻烦，我们的第二个、第三个竞争对手开始出现了。L process and brings us an update trouble, our second, third competitors began to appear.现在回顾我们在2007年和2008年造成失误的时候，就是在竞争对手切入我们核心业务领域的时候，而我们太固步自封了。我们自以为有能力维护住我们的客户，可是竞争对手用最We now review in 2007 and 2008 due to errors, is to cut our core business in the field of competitors, and we too complacent. We think we have the ability to defend our customers, but the competitor with the most简单的方式抢走了我们的客户。二当我们反应过来的时候，我们已经失去了最好的时机。我们现在依然是这个市场最大份额的占有，但对这个市场目前没有绝对控制的力量。A simple way to steal our customers. Two when we react, we have lost the best opportunity. We now is still the largest share of the market share, but the absolute control of the market there is no power.我们在增加产品线的时候，太过草率地去做决定。当快钱抢走我们大客户的时候，我们花了几个小时的讨论就决定去做银行卡支付以防范快钱对我们市场的抢夺。现在回顾起来，When we increase the product line, too hasty to make decisions. When the fast money away from our customer, we spent several hours of discussion we decided to do a bank card payment to prevent fast money for us to grab the market. Now in retrospect,这个决定我们做的太草率了，因为我们的核心竞争力并不在于银行卡支付。做了这个决策以后，我们要投入很多的人力、财力和精力去做这个事情。而我们当时正确的决定应该是The decision we make too hasty, because our core competitiveness lies not in the bank card payment. After this decision, we need to put a lot of manpower, financial resources and energy to do this thing. And we had the correct decision should be要把服务细节做得更完善一些。To do more to improve service details.我认为，作为初创型的创业者，当你竞争对手进入你这个领域的时候，你一定要注意市场份额与利润的平衡，要做好选择。I think, as a start-up entrepreneurs, when your competitors to enter your field, you must pay attention to market share and profit balance, to do a good job selection.第四个教训，贪多和贪大。2008年开始创立钱袋网时，我们就把自己定义为中国移动支付的小中市场的领先者。之后，我们发现移动支付市场空间非常大，机会非常多，我们不停The fourth lesson, greedy and greedy big. 2008 started the creation of a network, we define himself as China Mobile to pay in the small market leader. Later, we found that the mobile payment market space is very large, very many opportunities, we do not stop的去增加我们产品线，最多的时候，我们把现在第三方支付公司的产品线全都做了。当时，整个公司300多员工被分摊到大概六七条产品线上，每个产品线的人可能也就20到30个人To increase our product line, most of the time, we have now third party payment companys product lines are all done. At that time, more than 300 employees of entire firm is spread over about six or seven product lines, each line may have 20 to 30 people，但是大的竞争对手却有上千员工在做这么多产品线。However, larger competitors have t