Li Yining Puts Forward Four Criteria For Entrepreneurs

In China, many people regard entrepreneurs as a profession. This is a misunderstanding. In fact, entrepreneurs are a kind of quality.

Professor Li Yining, an economist, has some ideas about this.

According to the teaching book, entrepreneurs should have three conditions: first, to have a vision, to see where to make money; two, to have the courage to do what is right and dare to do it; three, to have the ability to organize and lead a group of people.

But Professor Li stressed that the three qualities of entrepreneurs in twenty-first Century were not enough, and the concept of new entrepreneurs must be established.

He said that in addition to these 3 conditions, new entrepreneurs should have several new requirements.

First, we must have new ideas.

The new concept includes the perception and understanding of the whole economy.

For example, what is the new economy?

The new economy is built on the basis of network and technological innovation.

The new economy and the old economy coexist for a long time. The new economy can not replace the old economy, nor can the old economy replace the new economy.

Moreover, the new and old concepts are relative. Perhaps today's new economy has become an old economy in a few years, and today's old economy has become a new economy in a few years.

Another example is the understanding of bubbles.

The real content in economic life is not bubbles.

Of course, there is a bubble in economic life. It is blown out and has no substance.

But the bubble in the economy is not equal to the bubble economy. This is the two concept.

For example, can there be no foam in reservoir drainage?

It is always necessary to have some bubbles, but it can not be said that this is a foam reservoir.

The Yangtze River also has bubbles when passing through dangerous shoals, but after a short distance, the bubbles become less.

The economy is always advancing with bubbles and bubbles, bubbles and bubbles.

There are some bubbles in the economy which are unavoidable and not terrible. The key is not to reject him, but to observe him, learn from him, master him and make use of him.

Whoever refuses him will fall behind consciously, and the gap with the advanced level of the world will widen.

Network technology does not exclude any department, and traditional industries can also use him; traditional industries can use him to speed up technological innovation and technological pformation.

Entrepreneurs should have a new understanding of new things.

Two, we must have new decision-making methods.

The new decision-making method is not a person's final say, nor a handful of people making decisions on the brain, but asking experts to make decisions.

Every investment or any major decision must be made as expert as possible.

If an expert makes a wrong decision, how can you deny him?

Go to another group of experts to examine and see if their decision is right; if these experts fail, look for a group of experts.

Choose from the comparison of experts, but decisions are made by experts.

In the new economic situation, it is not enough to rely on talents within the enterprise. We must be good at digging talents from society and making good use of talents in society. We need to set up talents for the whole society to make use of and provide resources for you.

With this concept, the whole level of decision-making has been raised.

Decision making includes procedural decision and non procedural decision.

Procedural decisions are generally easy, rather than procedural decisions, which are very difficult, that is, how to deal with problems in emergencies.

For example, because of the storm, railway pportation is interrupted, goods can not be delivered on time, and raw materials can not be supplied. What do you do?

For example, one morning, a branch factory suddenly strike because of wages. What do you do?

All these questions were then decided.

Non procedural decision making is a requirement for new entrepreneurs' contingency capability. Often non procedural decisions require expert assistance.

Three, we should have an interest oriented business philosophy rather than a crisis oriented business philosophy.

The so-called interest orientation is that when the enterprise is on the downwind and uphill road, the days are still good, but you can see that there will be more benefits in the future. For the sake of greater interests in the future, we must make reforms at present and pform potential benefits through reform.

Crisis guidance means that when we are in the wind, we do not think about reform. Anyway, the days are still very good. What is wrong with it? Until the enterprises can not get along and have no way to go, then we can think of reform.

There is an old saying that appropriately describes crisis orientation: reform is always ordered by danger.

But often, when reform is possible, people often think that reform is not necessary; and when people realize the necessity of reform, reform is difficult, at least much more difficult.

New entrepreneurs must find the necessary reforms in real time and make timely decisions on reform.

Four, we must make good use of the capital market.

It can be said that managers who are good at financing and making good use of capital market are most needed by enterprises at present. Besides, they should not only be good at financing, but also be good at improving the efficiency of fund utilization.

Some enterprises nowadays can use all kinds of relationships to get funds (and also be good at financing), but they are not good at improving the efficiency of using funds. They are too rich to know where to spend, to find no investment channels, to find no good investment projects, or to simply deposit their money in banks.