The CEO & founder of the cloud sea food Zhu Haiqin is a post-85, 08 years after graduating from college, 09 years to participate in the venture. A college student just graduated from school, no experience, no resources, no contacts, no money, all the conditions of entrepreneurship seem to be not available, how did she do it? How did she push forward the growth of Yunhai cuisine and realize such results? What are her experiences, feelings or methodologies in the process of starting a business? Let's listen to her topic sharing
After seeing this question, don't rush to read down first, stop and think about it, what answers are in my mind in the face of this topic?
If you go into business now, into a completely new field, no one, no money, no experience, no resources, how are you going to survive, stand firm, and then open a chain of stores?
Isn't it a bit of a two-eyed blackout with no direction? Not to mention the officer, the brain is a question mark, who am I? I'm not sure what I'm talking about, but I'm not sure what I'm talking about. What am I going to do?
After thinking for a while, there may be a fuzzy concept in the brain, entrepreneurship, to find people looking for things looking for money, and then refined, how to find people? What kind of people? How to build a team system? How to develop a management system? And then find something, in the end, is there something first and then someone? Or is there someone before there is something? What can be done and what can't be done, how to judge? What is the priority to do those things to slow down, how to prioritize? Then there's finding the money. When do you use your own money? How to balance the cost of income and expenses? When to introduce venture capital? How to set equity dynamically? How to use external funds for expansion?
Slowly you'll come up with a whole bunch of questions, and then how do you prioritize these questions? What is the company's margin of error if the decision is wrong? How do you balance risk and benefit?
Sun Tzu's Art of War says: "If the battle is not yet won by the temple count, count more; not yet won by the temple count, count less, more counting wins, less counting does not win, not to mention no counting."
After previewing the creation and operation of a complete enterprise in your mind, your thoughts will gradually become clear, and then you can look back at the road you have traveled, there are muddy and rugged, there are peaks and valleys, but the key may be just a few steps. Then you come back to think about this question, how to grow the business breakthrough?
Which moves went right, so that you got the first bucket of gold, and rapid development? Which key points did you realize so you didn't step into a hole? What were the thrilling decisions that finally proved you right, and what was the instinct that drove you to choose this direction in the first place?
With these reflections and then look at Mr. Zhu Haiqin's sharing, full of dry goods, are those key points.
If you are also in Beijing, after graduating from college, choose to start a business, intend to do catering, then choose what cuisine? Where to choose the site? How to design and decorate the store? How to set the dishes? How to do product control? How to set the price? How to provide standardized service? How to manage employees? How to open up the upstream and downstream supply chain? How to maintain the relationship between founders when expanding? What incentives to use? How to prevent big business disease?
Mr. Zhu Haiqin picked up the focus of the content to explain, the survival and development of the power source of growth, he divided the growth into exogenous growth and endogenous growth, detailed in the following chart.
Speaking of growth, there is a concept that must be mentioned, the life cycle, the enterprise has a life cycle, there are peaks and valleys, how to judge the position of the enterprise in the cycle, in the peak to benefit, in the trough to find a breakthrough point.
The explosive product strategy is when the enterprise is in the trough of the life cycle of a breakthrough idea, the limited resources to focus on a point, focus on firepower to achieve a breakthrough.
(a) customer pop-up pull
(1) winning elements and the current
See Mr. Chen Chunhua's explanation of why to create a pop-up, is not still a little confused? Because there are several concepts that need to be clear "winning elements" "current", I will say one by one about their own understanding.
First, let's look at Mr. Zhu Haiqin's explanation of the winning elements of the cycle
Winning elements
In order to meet the needs of customers, the industry inside the enterprise competition with each other, and continue to promote the development of the industry, the industry from the rough to the fine type of development.
Cycle
The cycle here I understand the window period, you use forward-looking vision, insight into the market trend, in other people have not yet begun to take action, take the lead in taking the strategy and enjoy the first dividends, this period is what I think of as the window period.
When everyone in the industry knows the winning formula and imitates it one after another, the window has passed and the dividend is gone.
Judge the win-factor cycle based on industry trends and capture the dividends during the window to grow your business.
2. How to create an explosive product?
What is an explosive product?
Can you tell me what an explosive product is? I Baidu did not find a specific answer, only received a pop-up strategy, pop-up thinking, so I say a little bit of their own understanding.
When it comes to explosive products, I have an exploding bomb in mind, which is characterized by a wide range of lethal. Wide reach, then the product to meet the general needs of people, a wide audience, there is enough influence; lethality, then there must be profitability, and other products have an order of magnitude difference, ten times the sales of other products.
For the concept of explosive products may not be the same understanding of each person, Ms. Zhu Haiqin gave her definition of explosive products, very specific customer indicators and financial indicators.
(1) category selection + product design
(2) product testing + product mass production
(3) product dissemination + pop-up risk avoidance
Second, endogenous growth
Heart force = empty mind + deliberate practice
Heart volume = melting pot event + find the mission