Five Investment Philosophy Entrepreneurs

Bo Ali has been writing ever since, very few articles written by other people to switch, but the following exceptions to this article. This article is what I saw in a magazine, the article analyzes the venture capital can easily arise in the errors is very worthy of our learning, so come out and posted to share with everyone.

Investment Philosophy I:

“Grasp the rhythm of financing”

Many people have a wrong sense, that is melting the money was better, but most companies just are not the purpose of impact and drag you down to money. Is not the time to melt to all the money, the key is rhythm and business development financing plan to match. There are plans to money, and will be the company’s management hopes to bring order, will continue to increase the competitiveness of the company; no money targets, and will crash into the company’s management can not control the path to make company die faster.

Investment Philosophy II:

“You will not be starved to death, but it will be Chengsi”

Founder of the opportunity to maintain a certain degree of reason and restraint, many companies are Chengsi, not starvation. Jingwei Zhang Ying venture capital found that if the acquisition of a number of case studies look back, it would have found that many acquisitions too quickly, the Company will be doing the same thing later, that is, eat and then spit it out. Acquisition of two best-known radical madman Belle and Focus Media have had such a look back and reflect.

“Rende Zhu” is speaking on two levels, the first is on the main business investment, the face of the opportunity to be sensible, restrained; second refers to the entrepreneurs to learn how to focus the world’s everywhere not only to make quick money, it does not have as hard as the industry an opportunity to do this when you want in the end calmly and think clearly about their wants.

Investment Philosophy 3:

“May be stuck to the pit where the”

Prior to the acquisition should have stuck to the pit may want to clear as much as possible to lock all the risks. Qin Dazhong’s experience is a must see clearly what was the original company can not evade the past Hom, you can avoid taking over; Second, we must find out what is market risk, non-firm capacity to overcome; three to judge the brand after the acquisition is adjustment to make changes, or do “denatured” adjustment, if it is completely denatured, then you have acquired the significance of how much.

Another point is particularly important is the ability to carefully look at the integration of the team, your team is supported by your purchase.

In addition, when a large number of companies listed, and ultra-enlistment, means that we have money in hand. The next two years, I believe a lot of the price of acquisition targets will be irrational, so the management should be careful to determine in the end of the shot.

Investment Philosophy 4:

“As more money and diversified, doomed beyond all doubt”

Huang Hui-known management experts believe that GEM companies with limited experience, diversified high-level attention in any case spread, if the concern enough, there are problems in any one project will allow the company badly battered, a drag on overall development. Another GEM diversification risk is the size of the companies themselves are not large, the main industry, the competitiveness still not solid enough, this time into unrelated industries, high failure rate. Huang bluntly: “From the global experience, because more money will start to diversify, basically doomed beyond all doubt.”

Fortune Venture Capital Yan Xiaoping, general manager of Beijing Branch reminds GEM companies, do not mimic Youngor. Youngor are in a sunset industry, market segments have been achieved in the extreme, it is necessary to adapt to change, in addition, Youngor income 10 billion, the GEM’s largest has not to this level, there is considerable a large market space.

Investment Philosophy 5:

“You have to cruel leather its own fate”

After listing, the entrepreneur must become the future success and sustainability of the success, it is a challenge, meaning that the founder’s role should be changed. Sun Jian, said the venture period is the big opportunity for a small cost in setting period is a possible major risks of a smaller cost control. These are two angles way of thinking. In this process, some people take the initiative to change, while others passively change. The latter requires two kinds of power, one that the team rely on the team to judge; second is to establish a diversified board of directors, to abandon one-man form.

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