What are the successful cases of young entrepreneurs? Please refer to the model essay! The following are the successful cases of young entrepreneurs I collected for you, hoping to help you. Welcome to read the reference study!
Successful case of young entrepreneurs: small genius becomes small CEO.
In the vast galaxy, there is an asteroid named after him, Lai Xue.
/kloc-At the age of 0/6, He, Lin Chenyang, won the Intel International Science and Engineering Grand Prix with the technology of "Inspired Multi-Touch Interface Data Transmission". That year, three friends who were still high school students had no idea of starting a business. They kept the prize of $65,438+$0,000 as a research fund for patent application, while the remaining $2,000 was donated to Chengdu, which was hit by the earthquake.
The following year, together with Qian Xuesen and Charles Kao, he stood on the podium of "2009 Chinese Award for Influencing the World".
For him who likes to bury himself in scientific research, the best choice is to go to the big platform to concentrate on scientific research.
In the year of college entrance examination, he shelved the opportunity to study in the United States. The original intention is to save 30,000 to 40,000 tuition fees every year and reduce the burden on the family. Therefore, he decided to stay in gap year for one year, so he submitted his resume to Intel Corporation and successfully entered Intel Asia-Pacific R&D Center. He is the only full-time employee in the company without a bachelor's degree.
A year later, Lin Chenyang, who was in Singapore, also finished his military service. Lin Chenyang said to Lai Xue, "Let's start a company together." Lai Xue said, "All right." The two hit it off, and Lai Xue gave up his studies and a big platform like Intel. At that time, their parents didn't support them to start a business.
Holding the hand-made product touch+, they bought air tickets to the United States at their own expense and went to investment companies one by one. At that time, in the competition, Lai Xue was wearing a homemade device with transparent adhesive on his forehead, carrying a ThinkPad laptop behind him, pointing at the opposite Kinect, sometimes raising his hands and sometimes holding a teapot.
"American venture capitalists are very conservative. He won't vote for you, he won't let you go, and he put it aside tepidly. " So they turned to crowdfunding. Unexpectedly, this gesture control device, which is similar to micro and leap movements, can save the trouble of moving your hands back and forth between the keyboard and the mouse. In the first three days, it raised $654.38 million on Kickstarter. Later, they got $500,000 from Singapore Red Dot Venture Capital, but due to the high hardware cost, this investment was not enough to support them to rent a decent office in Singapore. Due to the shortage of funds, Xue returned to his home in Shanghai and worked with his peers through Skype.
A post-90s CEO started a business with a group of uncles with an average age of 40 to 50. Lai Xue was confused about communication and getting along. "I am slowly changing now. I feel that as long as I treat my employees as partners, I will treat them with an equal and classless attitude. " He said.
Behind the seemingly impulsive entrepreneurial choice, Shelley works for herself in a crazy way of working 65,438+000 hours a week. "I wrote 200,000 lines of code, and I haven't finished it. I will try to be a driver this weekend. " Lai Xue told the IT Times reporter, "I always like to work hard alone, and sometimes I can't communicate and cooperate well with my colleagues."
An entrepreneur who has repeatedly lost and fought.
"Yu Jiawen can't represent our entire post-90 s entrepreneurial group, and we can't be impetuous." Li Jia told reporters that her neutral voice is very recognizable.
Li Jia, a non-mainstream post-90 s girl, has rebellious factors. She likes going to bars.
Her Weibo also bears the title of "CEO of Relax Soul Life Network". Barkers and Relax Soul Life Network are both Li Jia's start-up projects, both of which focus on nightlife, but now they have been shelved.
"If you only give 80% of your strength, you can't say that you have done your best. Your best effort should be 120%. " Talking about the difficulty of starting a business, Li Jia said: "My friend asked me to attend the investor conference. I lingered at the door for a long time and dared not walk in. "
When I was a sophomore, Li Jia came to Entrepreneur through the opportunity of internship. Her motivation is very clear: knowing people and looking for resources. At the beginning of 20 12, she spent half a year doing market research, but the initial idea of doing activities in the same city was dismissed, because she found that it would take a lot of manpower and material resources to catch music, exhibitions and offline friends, and it was not suitable for starting projects.
One night, she attended an open Mike event in a bar. The venue was very lively, and she had an idea: Why don't I make a product for "bar guests"?
"Organized two open Mike activities, and found that China people are not like foreigners, and the venue is very slow. Although they make money every time, they can't expand their scale. " Li Jia tried to sum up the reasons for product failure. "General bar guests are' brushing their faces', and they can get a discount if they are familiar with the boss. Online discounts naturally can't keep customers. "
When she designed the UI drawings of the "Bartender" App, she returned to Australia to continue her graduate studies under the pressure of her family. But she didn't let go of this project, and asked domestic partners to help find technicians to write codes. Until the end of 20 13, the technology has not been completed. "Maybe the opinions of the partners are not unified, and our team will be scattered." Li Jia said.
In her view, team building is more important than operation and promotion, even more important than the product itself. "Partners are divided into three categories: money, resources and contributions. The most important principle is complementarity. " She said.
In March of this year, she began to manipulate the current project-"Small Sailing Online", a website that helps returnees with employment training, consultation and recruitment. At present, the website has been launched, and Li Jia plans to return to China to look for investment after 1 month.
How do entrepreneurs view post-90s entrepreneurs?
Some people say that the post-90s generation has no post-60s anxiety, post-80s obedience, post-80s pressure, and no fixed thinking. It is cool and infectious to work hard only for themselves and those who love themselves for their dreams and lives.
"What do you think of post-90s entrepreneurs?" 70% of netizens who voted by Baidu Baijia stood on the affirmative side and thought that more tolerance and support should be given; There are 29% people who stand on the opposite side and think that too many bubbles should be rational.
square
Jiang (producer of young chinese)
There are many controversies about Yu Jiawen, but whose youth is indisputable. I think he thinks things are transparent. He once said in the program: "I like to call myself a young man, because the post-90 s will eventually pass, but youth will never be out of date."
In the preliminary investigation of our program, we will find that the post-90 s generation has a better living environment and a better educational environment. They don't have to bear the pressure of the post-80 s, nor are they as cautious as the post-70 s. They don't hesitate to start a business, but they know what they want.
In terms of national policy, the state does not encourage young people to start businesses blindly, and only 1% of these entrepreneurs are likely to succeed.
Wang Jun (founder of IPO Club, an entrepreneurial cafe, and a post-80s entrepreneur).
The post-80s generation is very entangled, life is stressful, support yourself, buy a car and buy a house; The idea of the post-90 s is more grounded, just do it if you want, and the execution is strong.
After 90, I caught up with the good opportunity of reform and opening up, and began to contact the Internet from an early age. The mobile internet has also spread rapidly in the past two years, as if it were a new continent. Compared with the Internet, it has a faster popularization speed, a larger user base and a higher frequency of use. You will find that the post-90 s have a deeper understanding of the mode innovation of the Internet than their predecessors.
Some people say that they came out as soon as they graduated after 90, and even dropped out of school to start a business. They have no resources and connections, and they are full of enthusiasm. In my opinion, resources will never become a barrier for post-90 s entrepreneurship.
If a post-90s generation comes to me with a project, I am willing to vote for him as long as he has a deep understanding of his project, likes to start a business, and has team leadership and cohesion.
opposition
Internet columnist Lao Tie (real name Tong Zhibin, also doing O2O)
One of the characteristics of the post-90 s generation is that they are creative and subversive, which I think is very good. However, one problem is that it is often difficult to implement in reality. The idea is subversive, but the business model is not subversive.
Yu Jiawen is an example, which cannot represent the whole post-90s entrepreneurial group. He has many good things, but some traditional things are impossible to subvert, such as the traditional enterprise management methods, which are scientific and true, and the "wild way" is very dangerous.
Take the post-80s generation as an example. At that time, many people started businesses, but in the end, Dai Zhikang and Li Xiang survived. They have technical threshold and professional management team. I think the proportion of entrepreneurial enterprises that can survive after 90 is 30~40%, and enterprises with technical or management thresholds can survive.
Mei (innovative space investor)
There are advantages and disadvantages in doing things after 90. The advantage lies in their strong action, and the disadvantage lies in their lack of planning, ups and downs and great uncertainty.
It is meaningless to compare the post-70s, post-80s and post-90s horizontally. We mainly look at team and comprehensive maturity.
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