亚色在线观看_亚洲人成a片高清在线观看不卡_亚洲中文无码亚洲人成频_免费在线黄片,69精品视频九九精品视频,美女大黄三级,人人干人人g,全新av网站每日更新播放,亚洲三及片,wwww无码视频,亚洲中文字幕无码一区在线

透視企業(yè)家是美國(guó)的一個(gè)在線社區(qū)，美國(guó)創(chuàng)業(yè)界最睿智、最有影響力的一些大咖會(huì)在這里及時(shí)回答有關(guān)創(chuàng)業(yè)和職場(chǎng)的問題,。今天的問題是：剛走上創(chuàng)業(yè)道路的人應(yīng)該做好哪些準(zhǔn)備,？答問者是全球貿(mào)易平臺(tái)Globality的首席執(zhí)行官喬爾·海厄特。

我曾創(chuàng)辦四家公司,，創(chuàng)業(yè)間隙在斯坦福大學(xué)商學(xué)院教授創(chuàng)業(yè)課程五年,。所以對(duì)于起步階段的企業(yè)家該了解哪些知識(shí)，我有些強(qiáng)烈建議,。

要對(duì)企業(yè)提供的商品或者服務(wù)充滿激情

假如把求財(cái)作為創(chuàng)業(yè)的唯一目的,，你和利益相關(guān)方都不會(huì)滿意。只要選擇了創(chuàng)業(yè),，艱難困苦就在所難免,。我說的不是一般的錯(cuò)誤、起步不利,、決策失誤等常見的麻煩,，我是指不可預(yù)見的攔路虎，即便是一流人才制定出的完美方案也估計(jì)不到,。

碰到難以克服的障礙,，只想發(fā)財(cái)?shù)娜丝赡軙?huì)知難而退，轉(zhuǎn)而尋找“更容易”達(dá)成的機(jī)會(huì),。但如果你對(duì)企業(yè)的使命和宗旨充滿激情,，就會(huì)不惜一切代價(jià)尋找攻克難關(guān)的道路。這對(duì)投資者,、員工和客戶——以及你本人都有好處。你不僅僅在打造一家初創(chuàng)公司,，還在經(jīng)營(yíng)一項(xiàng)事業(yè),。有使命感的企業(yè)文化既有趣又充實(shí)，逐利的企業(yè)文化不會(huì)有,。

創(chuàng)業(yè)者要清楚自己知道什么,、不知道什么。

而且對(duì)你自認(rèn)為知道的事也不要太過肯定,。找合作伙伴和員工的時(shí)候,，要找那些具備技能優(yōu)勢(shì)跟你不一樣的人。我每次創(chuàng)業(yè)都與人合作,，聯(lián)合創(chuàng)始人跟我各有專長(zhǎng),。如果你發(fā)現(xiàn)其他團(tuán)隊(duì)成員都沒你聰明，應(yīng)該很是不滿才對(duì),。

盡你所能招最優(yōu)秀的人,，提供機(jī)會(huì)讓他們施展才華，不要灌輸畏懼失敗的情緒,。要支持各種嘗試,，讓人才充分成長(zhǎng),。堅(jiān)持一點(diǎn)：不怕創(chuàng)新試錯(cuò)，只要?jiǎng)e重復(fù)犯錯(cuò)就可以,。

明確公司贏得成功應(yīng)具備哪些要素,。

接著你要明確哪些要素已經(jīng)具備，哪些欠缺,。制定計(jì)劃補(bǔ)上缺失要素,，比如資本，人才,，原材料等等,。然后努力爭(zhēng)取?？陀^估計(jì)公司未來需要的資金,，因?yàn)檎嬲ǖ腻X可能是你預(yù)想的數(shù)倍。所以募集資金時(shí)盡可能多準(zhǔn)備些,，實(shí)際花銷比你預(yù)想中多很多,。

認(rèn)真選投資者。

既要確保你喜歡投資者,，信任他們,，也要確信他們了解你創(chuàng)業(yè)的愿景，而且你們的目標(biāo)要一致,。確定資方的投資期限和預(yù)期符合你公司的情況。不要將公司控制權(quán)拱手相讓,，如果守不住控制權(quán),，不如直接辭職。原本創(chuàng)著業(yè)突然變成給別人打工心情會(huì)很糟,，還不如干脆辭職爽快些,。

不要等到需要錢再募資。

如果缺錢時(shí)才找錢,，你很難保持對(duì)公司的掌控,。如果情況危急需要出手，投資人會(huì)要求控制公司,；另一方面,，要是很容易就能通過交涉獲得控制權(quán)，投資人也不會(huì)放過,，缺錢就是好時(shí)機(jī),。所以趁著不缺錢讓渡小部分股權(quán)籌集更多資金比較明智，別等到急用錢時(shí)找投資人被迫放棄控制權(quán),。

身先士卒,。

你應(yīng)該比其他員工都賣力,，而且始終坦誠(chéng)相對(duì)；應(yīng)該悉心營(yíng)造企業(yè)文化,，闡明驅(qū)動(dòng)企業(yè)文化的價(jià)值觀,。不要讓價(jià)值觀淪為掛在墻上的擺設(shè)。切實(shí)貫徹公司的價(jià)值觀和做表面功夫是兩碼事,。喊口號(hào)容易,，貫徹很難。員工會(huì)很快分辨其中差別,?？尚攀歉咝ьI(lǐng)導(dǎo)者的一大特質(zhì)。

視個(gè)人情況自我提升,。

要是遵循傳統(tǒng)思維,，創(chuàng)業(yè)者幾乎沒機(jī)會(huì)成功。盡可能盡快向你能接觸到的最優(yōu)秀人士學(xué)習(xí),。要敢于決策,，勇于堅(jiān)持自己的信念。

打造一支優(yōu)秀的創(chuàng)業(yè)團(tuán)隊(duì)非常令人興奮,，成員才華橫溢又多元化,，而且對(duì)共同的愿景熱情高漲。與你在乎的人和在乎你的人為了一項(xiàng)“事業(yè)”共同奮斗是非常愉快的,。我覺得自己很幸運(yùn),，因?yàn)檫@輩子都沒朝九晚五上過班。創(chuàng)業(yè)可比所謂的“工作”有趣多了,。（財(cái)富中文網(wǎng)）

譯者;Pessy

審校：夏林

The Entrepreneur Insiders network is an online community where the most thoughtful and influential people in America’s startup scene contribute answers to timely questions about entrepreneurship and careers. Today’s answer to the question, “What should budding entrepreneurs know about building a business?" is written by Joel Hyatt, CEO of Globality.

After starting four companies and teaching entrepreneurship at Stanford Business School for five years in between my entrepreneurial endeavors, I now have some strong opinions about what budding entrepreneurs should know about building a business.

Be passionate about the goods or services that your business will provide

Seeking wealth as the only purpose of your entrepreneurial activity will not serve you or your stakeholders well. You’re inevitably going to encounter hard times. And by “hard times,” I don’t mean the usual mistakes, false starts, wrong decisions, etc. I mean the unpredictable obstacles that even the best planning by the best people could not have anticipated.

When confronted with tough obstacles, people in it for the money will likely decide to move on to “easier” opportunities. But if you’re in it because you’re passionate about the company’s mission and purpose, you will see your way through those obstacles no matter what it takes. This is good for your investors, employees, and customers—and you. You will not merely be working on a startup, but on a cause. Mission-driven cultures are fun and fulfilling. Money-driven cultures are not.

Know what you know and know what you don’t know

And don’t be too certain about what you know. Seek partners and employees whose skill sets are different than yours. I founded all of my companies together with a partner, and in each case, my partners had skill sets that I didn’t. You should be extremely unsatisfied if you’re the smartest person on your team.

Attract the very best people you can, and empower them to add value by not instilling fear of failure. Instead, enable them to thrive by supporting their experimentation. Insist that they make new mistakes, not the same mistakes.

Determine the key success factors necessary for your company to succeed

Then determine which of those factors you have and which you do not. Develop a plan to get the ones you lack, be they capital, talent, materials, etc. Then get them. And be realistic about the amount of financial capital you will need. That amount is likely a significant multiple of what you think it is, which is why you should always try to raise a lot more money than you believe will be necessary.

Pick your investors carefully

Make sure you like them and trust them. Make sure they understand your vision for the company. Make sure their goals are aligned with yours. Be certain their investment horizon and expectations are realistic for your company. Don’t cede control to them. And if you do, give up your job as well. You’ll be happier that you did that than try to run what was once your company.

Don’t wait to raise money until you need money

If you do, then you won’t be able to maintain control of your company. Investors demand the control that they believe the circumstances mandate—or the control that they can successfully negotiate, which is actually perfectly appropriate. So giving up some equity to raise more money earlier is usually a smarter strategy than giving up control later because you desperately need the money.

Lead by example

Work harder than anyone else in the company. Be honest at all times. Care about the culture being created and be explicit about the values driving the company’s culture. And don’t put those values on posters you hang on the walls. There is an inverse relationship between living the company’s values and putting the values on posters. The latter is easy. The former is hard. Employees figure out the difference quickly. And credibility is one of the key attributes of effective leaders.

March to your own tune

Entrepreneurial success is almost never achieved by following conventional wisdom. Learn all you can as quickly as you can from the best people you can. Make decisions. And have the courage of your convictions.

Building a team of talented, diverse people who share a vision and are passionate about achieving it is exhilarating. Working on a “cause” with people you care about and who care about you is gratifying in so many ways. I consider myself a very lucky person because I don’t believe I have ever worked a day in my life. Building a company is way too much fun to be called work.