Successful entrepreneurs have advantages and disadvantages.
Its advantages are connections, experience and influence. But its disadvantages are also obvious, and these disadvantages stem from its past success. If you can't realize this clearly, successful people will fail more easily than others.
There is a simple reason. For a successful professional manager, starting a business and working are two different things, and they need different abilities. Part-time jobs are often in a mature company. You just need to do your job well and the relevant departments do the relevant work well. With a series of support, you have completed the established tasks. In fact, your achievements are largely due to the overall cooperation between your company's brand and the company. Entrepreneurship is a process from zero to one. As an entrepreneur, there is no support, no resources and no direction. You have to find your way, find someone and find money by yourself. Everything you have to solve is entirely up to you.
These are two completely different jobs that require completely different abilities. A strong ability does not mean that nature has another ability. On the contrary, God is fair. Given one ability, you tend to turn off the other, just as liberal arts students are likely to be mentally retarded in logical thinking and strong in image thinking.
For entrepreneurs who have been successful, starting a business again is a long March to start again. Although you have achieved brilliant success in the previous Long March, the success of starting a new business in the past cannot solve the product problems and market problems that you must solve in your new venture. At the same time, you must sign tens of thousands of contracts from the same direction, even in the first two or three years of starting a business again, because the company has not found the product direction and sales methods.
Unfortunately, successful people are often confident. They naturally think that their past glory is caused by their own ability, and unconsciously overestimate their own ability, which will lead them to think that starting a business is easy and fast, leading to many "common sense" mistakes when starting a business.
These errors are reflected in:
First, small companies do big things.
Start-up companies are originally small companies, but they have set up an organization like a big company, formulated working procedures, formulated rules and regulations and so on. As a result, the organization is bloated and the cost remains high. The founders are separated from the front line by a hierarchical organization ... What's more, the cost of turning a small company into a big company has doubled, which is even more "fatal" for startups.
Second, the execution is poor.
Entrepreneurship requires the founder to do it himself, not only as the chairman, but also as the general manager, chief product designer, chief sales officer, as well as the person in charge of finance, production, government relations and even the front desk. Many things need the founder to do it himself, at least in the fiercest battle, and make products together in the product stage. When the products come out and need to be sold, they rush to the front line of sales ... Startups need the founders to put down their bodies and pester them endlessly, and it is difficult for successful people to complete this change from mentality to execution. Once the founder can't do things by himself, but by authorization and division of labor, the execution will be greatly reduced.
Third, the goal is too high, far from focusing.
Successful people who once held high positions must stand tall and see far. Therefore, in the initial stage of the enterprise, they will foresee the situation in the next five or even ten years, and they can't help talking about it, or even making strategies and layouts for it. However, for start-ups, there is actually no strategy. Your only strategy should be to "find an entry point, concentrate all resources to tear this entry point and then extend it around." From this perspective, inexperienced entrepreneurs will seize every opportunity as the last straw, but it is easier to succeed.
Any successful enterprise needs more than ten years and four stages of development, which are the four steps of enterprise development. The most sad thing for successful people to start a business is the first step: the product problems to be solved in the initial stage of the enterprise, that is, the stage of finding the right direction. The core of this stage is to tighten the belt to make products, that is, to save costs to the maximum with the least number of people and concentrate on "making one"
Successful people, because of their past success, find it difficult to give up their distance and focus on their feet. It is difficult for them to change from pointing out the mountains to doing it themselves. It is difficult for them to put down their posture and pester them, which is what the founders of start-ups must do. If you don't do this, the enterprise will run out of funds before making products.
Of course, once the start-up enterprise has passed the initial stage and entered the development stage and maturity stage, the advantages of successful people will be well brought into play.
Therefore, successful entrepreneurs have both advantages and disadvantages, and need to change their mentality and roles. There are ten streets between a successful person and a new success, and there are ten streets between a successful migrant worker and a successful entrepreneur.
Aware of these differences and changes, the chances of success are still much greater; You can't change it if you don't realize it. Successful people's past success will only lead to new failures.