The process of starting a business is like drifting in the Wang Yang. You never know where the next wave will come from. The following are the articles about entrepreneurial difficulties that I have compiled for you.

7 difficulties encountered by first-time entrepreneurs

No matter what industry you are in, if you are a first-time entrepreneur, there will always be some thorny things in front of you. Of course, you definitely need to move forward without hesitation. Here, the author must first pay tribute to the courage of these entrepreneurs. But that doesn't mean they can overcome all kinds of difficulties.

1. You can't foresee the escalation of difficulties. When the word difficulties appears in your mind, you always hope that it doesn't appear, at least, literally. In fact, the speed of difficulty escalation is amazing. You will go through the following stages: * Rethink your ideas and verify yourself * Ask people around you, but not necessarily those who are knowledgeable * Share with people with similar ideas * Market research * Find some partners (any kind of suppliers) who are willing to pay * Communicate with potential investors * If you don't know the difficulty level of each stage, you will do something when you are in the relevant stage.

2. The progress is chaotic. In a startup, there are always many things to do. Of course, you can also take the initiative to do many things. In fact, many times startups start doing things without communicating with potential customers. Interestingly, doing so often creates jobs that can bring more jobs. For example, when you decide to file five patents instead of one patent, there will be some work, which will lead to more work. For example, you need to go to the US Patent and Trademark Office to make relevant inquiries, and these inquiries will further lead to more other work. Sadly, you may have begun to feel at a loss about some work progress. In general, if a measurement method is used to evaluate some jobs that cannot create value for customers, these jobs need to be questioned. In fact, it is also a good opportunity for those jobs that have no export direction.

3. Lack of valuable achievements Unless you have developed an amazing product, you must work hard to develop an iconic product, which will bring you credibility. Some people should understand this easily, and they will think that you are the one who can lead the enterprise forward. If they don't trust you, they won't trust this startup. People often judge a book by its cover, while the founders of enterprises rely on their previous valuable achievements. You can get ready now.

4. Not knowing what not to do is the most precious asset you have. It is important for you to know what you should do, but more importantly, you should know what you should not do. So how to judge? The answer comes from experience. However, if you are a first-time entrepreneur, it means you have no experience at all. At this time, you need to learn from the people around you and help you through their experience.

5. Pass the buck. If you can call spades continuously at the poker table, it will be excellent. But when you make a mistake or face a setback, you must quickly admit that you have messed up, then tidy yourself up and move on. If you choose to pass the buck in an uncomfortable state, then the result is a lose-lose. Moreover, if you are surrounded by smart people, they will see through your skills. If there are no smart people around you, it goes without saying that you must have a lot of big problems at hand now. The road to starting a business for the first time will certainly not be smooth sailing, but it is part of growth. If you don't lower your posture, you will not only hurt yourself, but also the people around you.

6. When you start a business for the first time, you always want to make up for your weaknesses quickly, but it's like changing the tires of a moving car. There is no trial operation of starting a business, and everything is real. If you want to win in the entrepreneurial game, the only way is to give full play to your strengths and work hard on your strengths and team, so as to make up for your weaknesses.

7. There is a thin line between confidence and arrogance. Your arrogance may make you look confident until you become humble. There is an old saying in Africa that can aptly describe this state. If you want to walk fast, then walk alone; If you want to go far, then let's go together. ? Entrepreneurship is a long-term game, and it is not a game played by yourself. If you think you can control everything, it's a myth. Of course, I believe you should be smart enough to understand this. As you have guessed, there are still many obstacles on the way forward. No matter what kind of adventure you take, starting a business is a shocking experience, which can make you grow up quickly.

What are the difficulties and obstacles in starting a business within a company

A startup is a temporary organization looking for a repeatable and extensible business model. A large company, on the contrary, is a permanent institution for implementing a repeatable and extensible business model.

the external environment faced by starting a business within an existing company is significantly different from that faced by a start-up. The good news is that internal entrepreneurial projects can get more resources from the parent company, whether it is sufficient cash flow, strong brand, dynamic supply chain, super distribution ability or skilled sales team, which most start-ups dare not think about. The bad news, however, is that these assets were originally designed to implement existing business models, and they are often incompatible with innovative business models.

In fact, the substantial difference between internal start-ups and start-ups is much bigger than what we see. A start-up, as long as struggling to find a new, repeatable and scalable business model, and strive to expand the market and win profits. On the premise of all this, an internal entrepreneurial enterprise must also struggle and bargain with various departments of the parent company for obtaining certain rights, protection and resources, and strive to maintain a stable relationship with various departments and control the intensity of conflicts.

Entrepreneurial projects within enterprises were forced to fight on two fronts at the same time, just like Germany in World War II, which was finally dragged down by its foolish decision to launch the second front by invading Russia. We can draw two key points for an internal startup company to succeed:

First, you must fight harder to win both internal and external battlefields.

An unforgettable example of this is Xerox's internal venture capital company, Xerox Technology Venture Capital Company (XIV). By Robert? Adams was launched in 1989, and the company's financial performance is extraordinary.

Despite its external success, Xerox chose to close the company in 1996. Why? It turns out that the success of Xerox Technology Venture Capital Company (XTV) has caused a lot of dissatisfaction within Xerox's parent company. All departments of Xerox believe that XTV's success is largely due to the technology and customer resources of Xerox's parent company, but XTV has taken all the credit. What's worse, Robert Adams and his two partners got 2% of the carried interest of the fund, which caused a lot of dissatisfaction. Therefore, XTV won the market, but lost the internal support of the parent company.

second, internal start-ups may need to focus more on obtaining and maintaining the support of the parent company. This will undoubtedly be a controversial idea, because we traditionally think that it is most important to strive to improve the quality of products and services to meet the needs of the market. However, savvy entrepreneurs will realize that it is more important for them to maintain the support of the parent company if they want to win the two-track war. Internal entrepreneurial projects often avoid conflicts with the established business of the parent company, especially when the new business model will threaten the existing model of the company, they will try to delay the time of hand-to-hand combat with the parent company.

internal startups must make careful preparations to maintain the support of the parent company. Because they always face huge internal risks, once the enthusiasm of the parent company's leadership for innovation begins to weaken, the company's financial statements are ugly in a certain quarter, or the new CEO wants to clean up the door, any of these unforeseen changes may mean the premature death of internal entrepreneurial projects.

This shows that internal start-up companies must obtain the stable support from the top authorities of the parent company and isolate and protect their own business processes to avoid the devastating blow from the vested interests of the parent company.