generally speaking, it is often those entrepreneurs who have strong internal resources or have been successful, that is, the old drivers we often say.

The more resources we have and the greater achievements we have made, the more likely we are to make the most common human mistake: self-righteousness. It is easier said than done that the Buddhist family talks about selflessness and selflessness, or the empty cup mentality we often say.

Ego is human nature, and selflessness is anti-human; Complacency is human nature, and an empty cup is anti-human; Internal thinking is human nature, while external thinking is anti-human.

Generally speaking, catering bosses who have worked for about ten years have accumulated considerable personal wealth and a lot of social resources. At this time, the advantage of starting a business again is that they are no longer starting from scratch, and the disadvantage is precisely that they do not have the caution and mentality to start from scratch.

what's even more frightening is to bring old experience and market judgment into new business, and lose the sensitivity to market demand, and even lose the mentality of zero-distance dialogue with users.

At this time, if starting a business is not based on external demand and external thinking, but the enterprise takes into account its own transformation and starts from its own interests and needs, the brands often created have strong internal thinking, and the failed genes are planted at the beginning.

Second, fire first, then aim-lack of market confirmation

The catering business usually starts with opening a physical store. According to the size of the store, the investment ranges from 311 million to 3 million, and individual local tyrants invest over 11 million, so we will not discuss it separately.

In the past, all restaurants were entrepreneurs with an idea, so they were afraid that others would preempt the opportunity. They didn't do category value evaluation, product taste test, deduction of target consumers' consumption scenarios, and calculation of single-store profit model. They were not prepared enough, and then they spent their minds on some unimportant details, which eventually led to failure.

Generally speaking, it is often junior catering entrepreneurs who make such mistakes, because catering is a completely unfamiliar industry to them. Every link, whether it is food procurement, chef production, site selection negotiation, business license (including various qualification certificates), team recruitment and formation, is full of unknowns, which may be the root cause of the failure of opening a store. When he needs to pay attention to too many links, the most common mistake is to forget that he should clearly define and aim at the target audience first.

first fire, then aim, that is, finish opening the store, then find the problem, and then adjust it. This is the taboo of opening the store in today's fierce competition era. For beginners, they are inexperienced, lack of talents and lack of funds. They would rather do more research, planning and testing in the early stage than do these things after opening the store. The era of opening a shop by luck is over.

At the beginning, our out-of-control club had an excellent entrepreneur, Guo Qingjie, the founder of Zhenlaoshan. He was a dead-knock product, keeping a close eye on the true relatives of Shaanxi Laoshan. He first made a taste test of the products in the early stage, and collected early seed users. As a result, he began to queue up when he opened, until today.

In the future food strategy training camp, no matter how much they invest, they will follow the principle of "prepare, aim and fire", which greatly reduces the risk.