What Is a Startup Company?

Startups refer to all types of companies that have just been established and do not have sufficient funds and resources. There are often problems such as lack of funds, lack of talent (usually only founders and a small number of core employees), and difficulty in business development. Subsidiaries and joint ventures generally invested and established by large enterprises cannot be counted as start-ups.

Startup company

Startups refer to all types of companies that have just been established and do not have sufficient funds and resources. There are often problems such as lack of funds, lack of talent (usually only founders and a small number of core employees), and difficulty in business development. Subsidiaries and joint ventures generally invested by large enterprises cannot be counted as

Startups refer to all types of companies that have just been established and do not have sufficient funds and resources. Often have

Human resources, incentive mechanism

Startups are different from production and operation companies that have been in operation for many years, at least in the following aspects:

1. Human resources matching. The start-up team construction and organizational design determine the characteristics of human resources in the construction stage, such as the need for strangers, talents with diverse and complementary talents, etc., which determine that the management method of human resources in the establishment is not based on mechanical theory.

2. Internal communication. Internal communication is often straightforward.

3. After the end of the entrepreneurial process, the management of human resources organizations and the organizational behavior of creators have changed.

4. Incentives. The characteristics of the company's start-up period determine the incentive method, and its motivational ideas can complement the corporate culture of the start-up phase and the enterprise goals to be established, and cause each other.

Marketing Strategies for Startups

Millions of small and medium-sized enterprises in our country are mostly founded by entrepreneurs who raise funds by themselves. Their courage is an active source of national industry and an important source of innovation. But the survival of small and medium-sized enterprises is indeed not easy, and proper marketing strategies are needed to have the chance to survive.

A. We must recognize the micro-environment of our own existence.

For small and medium-sized enterprises, don't be too concerned about the impact of globalization, WTO and industry market development and trends on themselves. It must be clear that your task is to survive and accumulate funds quickly. The micro living environment is your top ten customers (or customers with the resources you can serve in a year). These ten customers are everything you can survive. It is necessary to thoroughly study the needs of these ten customers and have a close relationship.

B. We must recognize our competitive advantages.

Some SMEs start because they already have regular customers, and the product has no particular advantage. Such enterprises will encounter difficulties in developing new customers. If these startup customers grow rapidly and, fortunately, enterprises can rely on them to complete the original accumulation. Most companies start because they have a new technology or a distinctive product. The basis of such a company's survival is the attractiveness of the product to customers. Popular products and technology that can be easily counterfeited are not the advantages of small businesses. You should choose to develop products or services that meet the unique needs of customers, have significant customer value, and have an immediate effect. Compared with large enterprises, SMEs are closer to customers, understand customers better, respond faster, have better customer relationships, and provide more comprehensive and thoughtful services. Don't forget to use these advantages. The focus of management should be on the above aspects.

C. A few general principles.

1. Keep a clear head and a balanced mindset at all times. It is not easy to achieve these points, and you need to improve your cultivation.

2. Resources are limited. We must cherish them and pay attention to improving the efficiency of resource use.

3, to develop a habit of in-depth, comprehensive, systematic and dynamic analysis of problems. Avoid headaches and head pains.

D. Basic strategies.

1. Don't make general product-market strategies (such as 4P, 4C, etc.), and concentrate all strategies and strengths on the top ten customers (concentrate on fighting annihilation) Small and medium-sized enterprises do not have the resources to fight the big battle. They will first capture these hills, and then let them have bases. Don't try to build a nationwide marketing network from the start. There are fewer and fewer sales staff.

2. Customer strategy.

The choice of the top ten customers is very important. Improper choices can easily lead to slow growth or even failure. Mao Zedong chose the strategy of enclosing the countryside in the countryside and made history by studying the power comparison between the enemy and us and the political and economic conditions at the time (knowing that his ultimate goal is to seize national power, which is greater than the highest goal of any enterprise) . The important considerations for selecting the top ten customers are: high customer value of the product, strong customer strength, good growth, great industry influence, good reputation, geographical location, original relationships, and so on. In the beginning, you can choose a wider range according to these conditions. After the first round of visits, you can choose the top ten customers. The first round of visits must not only verify the above conditions, but also understand customer needs, procurement procedures, systems, management levels, who is involved in purchasing decisions, competing products and opponents, and so on. The selection of the top ten customers is determined uniformly by the company, not by the salesperson.

3. According to the characteristics of customers (the first round of understanding), develop a specific sales strategy for each customer (the product information is introduced to meet customer needs, provide special and professional services, how to open up various links, etc.) Power to formulate strategy, especially the experience of salesmen with sales experience. It is necessary to establish a sales concept for customers based on the strength and experience of the entire company rather than a salesperson (this is the advantage of small companies and must be brought into full play).

Core competence

The core competitiveness of an enterprise is its decision-making ability, which includes the judgment of grasping the overall situation and examining the situation, the boldness of breakthrough, the courage to innovate, the ability to learn from others, an enterprising and enterprising culture, and an affinity for quality and honesty. ^[1]

Core competition

Ability to integrate internal and external resources

The definition of a company's core competitiveness varies, but the basic meanings are similar. So what exactly is a company's core competitiveness?

Mengniu's miracle has already answered us. Mengniu's twenty-five behavioral tests, as a complete set of uncompromising rules of the game, are Mengniu's core competitiveness. These twenty-five rules are the water in the Greek Styx. The whole body is plunged into the Styx River for soaking, and the divine power invincible to the world is with you.

The miracle of Mengniu was created by these 25 rules. Mengniu's employees, from the president to ordinary workers in the workshop, do their best to contribute the resources they have to the development of Mengniu, and to maximize the release of the resources owned by Mengniu. Mengniu's amazing efficiency and effectiveness are created in this way.

Mengniu also relies on these twenty-five rules. While making Mengniu employees create amazing efficiency and benefits, it has also won the support and trust of product customers and business partners, and the support and trust of the national government. They all provided Mengniu with the resources needed for Mengniu's development, and provided them to Mengniu. Even when encountering unfair competition from competitors and creating a crisis for their development, the Premier of the State Council paid great attention and instructed to provide administrative and judicial support ... The miracle also happened. ^[1]