Common entrepreneurial traps are as follows: the first is external core business. When a manager starts a business for the first time, the choice of business is the most important. However, in the early days of starting a business, there was not enough manpower and entrepreneurs worked too hard, so they shared the company's core business with other team members. Idealization of ownership structure. In order to encourage the dedication of the entrepreneurial team and enhance their confidence, entrepreneurs give team members a large share of equity. Obviously, entrepreneurs play a major supporting role, but only by using income to enhance the confidence and average rights and interests of employees, entrepreneurs will feel seriously unfair.
1, he doesn't want to work for others to start a business. As a result, his own investment was the hardest, and they exchanged their lives for future happiness and health. This will only make a profit of 1/4, which will naturally make entrepreneurs willing.
2. Therefore, in order to motivate employees, we must not use the company's equity and ultimate power to motivate others. Big customer trap. This is also one of the most common traps for entrepreneurs. In the early stage of starting a business, of course, what is most needed is customers and markets. Only by selling your own products or services can you generate income. At this time, the emergence of big customers naturally made entrepreneurs ecstatic. But it's easy, big customers will be your trap. A newly established telecom company easily caught a big customer because of the network resources before the entrepreneur, and survived for a year and a half on the orders of the big customer. However, one day when the customer suddenly wanted to terminate the cooperation with the telecom company, the boss found that the company could hardly survive without the customer.
3. Build your career based on assumptions. In order to inspire confidence and realize ideals, entrepreneurs often assume how much market share the company can occupy, how many years it can make profits, how hard each team member works, how much cost it has invested, and so on. They often think about the future of the company with opportunities and possibilities. Enthusiastic Zhao Yi was dissatisfied with the unfair treatment suffered by the original enterprise, just because at the beginning of his business, he first assumed how much he invested and how long he would get a certain return, which led to a concrete and subtle failure in the implementation of the strategy and made the enterprise struggling in the first year.