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為融資困難的初創(chuàng)企業(yè)吶喊
 作者: Chadwick Matlin    時(shí)間: 2011年05月10日    來(lái)源: 財(cái)富中文網(wǎng)
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當(dāng)一家默默無(wú)聞的初創(chuàng)企業(yè)的創(chuàng)始人開(kāi)始大聲抱怨愚蠢的融資流程時(shí),他聽(tīng)到了數(shù)百個(gè)聲音的回應(yīng)。
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????如果存在科技泡沫,亞當(dāng)?尼瑞顯然并未受益。尼瑞是小企業(yè)財(cái)務(wù)分析服務(wù)提供商Profitably的首席執(zhí)行官。該公司不提供炫目的簽到(check-in)軟件、口口相傳的社交網(wǎng)絡(luò)或游戲?qū)印F涔餐瑒?chuàng)始人未曾在另一家曾受TechCrunch推崇的初創(chuàng)企業(yè)中慘敗。你們中的大多數(shù)可能永遠(yuǎn)都不會(huì)想到要用這款軟件,這是一款專為一板一眼的財(cái)務(wù)專業(yè)人士打造的節(jié)省時(shí)間的應(yīng)用軟件。

????但等等,別急著走開(kāi)。讓尼瑞受到矚目的不是他的應(yīng)用軟件——而是他對(duì)應(yīng)用軟件經(jīng)濟(jì)的看法。“當(dāng)他們說(shuō)有科技泡沫時(shí),我認(rèn)為他們是越來(lái)越擔(dān)心一些行業(yè)的某些交易被高估了。我可沒(méi)有。不管是這樣,還是那樣。”在曼哈頓聯(lián)合廣場(chǎng),尼瑞一邊吃著燕麥粥加果昔的早餐,一邊解釋稱,科技泡沫可能存在于那些按最新趨勢(shì)調(diào)整商業(yè)模式的初創(chuàng)企業(yè)中,但對(duì)于其余企業(yè),那些不想通過(guò)提供二維碼戶外尋寶游戲,將只能通過(guò)圖片和本地優(yōu)惠券進(jìn)行溝通的五人社交網(wǎng)絡(luò)擴(kuò)大一倍的企業(yè),泡沫根本就不存在。

????“我所看到的是所有創(chuàng)業(yè)者都在努力尋找融資,每天都是如此。人們打電話給我,希望獲得我的幫助。人們想知道怎么找到投資者,投資者不感興趣。我看到人們總是很掙扎。我看到聰明人也無(wú)法達(dá)成交易。”

????他們給尼瑞打電話是因?yàn)閹讉€(gè)月前,他一度成為了無(wú)泡沫初創(chuàng)企業(yè)的代表。在尋找融資多月后,3月份他終于完成了Profitably的第二輪融資110萬(wàn)美元。為了慶祝,也可能只是為了做一了結(jié),他在Profitably的博客上發(fā)布了一個(gè)3,000字的帖子,描述了一次又一次融資失敗后心情“陷入的無(wú)盡黑暗”,以及最終融到Profitably所需資金的幸運(yùn)。尼瑞發(fā)布該帖的同一周,幾乎無(wú)一用處的照片分享應(yīng)用程序Color完成了首輪融資4,100萬(wàn)美元。這樣的對(duì)比令人駭然。在泡沫之中,有人落在了后面,一個(gè)新水手揮舞著雙手、提醒我們不是每個(gè)人都能在狂歡后走向輝煌。

????尼瑞在帖子中盡量只描述Profitably的經(jīng)歷,不將自身遭遇推至一般趨勢(shì)。但有些仍贏得了他人共鳴。尼瑞表示,關(guān)于該帖他收到了三四百封郵件。創(chuàng)業(yè)者的評(píng)論留言多達(dá)幾十條。天使俱樂(lè)部New York Angels已根據(jù)尼瑞的批評(píng),調(diào)整了一些流程。而科技媒體被創(chuàng)業(yè)者的痛楚所震動(dòng),對(duì)他的報(bào)道就好像對(duì)一位“意外吐真言”的政客。

????尼瑞表示,他發(fā)帖的目的是為了給初創(chuàng)世界增加一點(diǎn)透明度。“為何這類博客帖不多,是因?yàn)槿藗兒ε隆?chuàng)業(yè)者們害怕這么做,可能會(huì)嚇跑未來(lái)的投資者。”P(pán)rofitably內(nèi)部每個(gè)人都知道其他人賺多少錢(qián),尼瑞認(rèn)為應(yīng)將些許這樣的透明也注入Profitably的外部交易。他希望透明度將帶來(lái)社區(qū)的形成——由很多準(zhǔn)備放棄的人們組成的社區(qū),就像某個(gè)時(shí)刻的尼瑞。

????和足夠多的創(chuàng)業(yè)者聊,你肯定會(huì)聽(tīng)到很多人希望自己不是孤獨(dú)的——這或許有些諷刺意味,因?yàn)樗麄冊(cè)谵k公室呆的時(shí)間這么久。這就是為何孵化機(jī)構(gòu)——給予初創(chuàng)企業(yè)一個(gè)網(wǎng)絡(luò)、幫助它們打造成真正企業(yè)的傘狀組織——如此受歡迎。但即便是孵化機(jī)構(gòu),也沒(méi)有打造出尼瑞希望創(chuàng)建的社區(qū)。

????由于市場(chǎng)中充斥了各種初創(chuàng)企業(yè),孵化機(jī)構(gòu)已成為匯集機(jī)構(gòu)。不管品質(zhì),只需吸引注意力。一家頂級(jí)孵化機(jī)構(gòu)的演示日(Demo Day)——即創(chuàng)業(yè)者們上臺(tái)試圖說(shuō)服有錢(qián)階層的奇怪程式——已成為一道景觀,展示的初創(chuàng)企業(yè)獲得融資可能只是因?yàn)閰⑴c其中。如果能成為尼瑞設(shè)想社區(qū)的一員,也能給它們帶來(lái)這樣的機(jī)會(huì)。

????尼瑞的帖子在稱贊融資示范效應(yīng)的同時(shí),也發(fā)出了警示。Profitably就是融資“一窩蜂心態(tài)”的受害者,這種心態(tài)使得從未獲得融資的初創(chuàng)企業(yè)很難向外界證實(shí)其投資價(jià)值,使得尼瑞這樣的創(chuàng)業(yè)者陷入了無(wú)盡的絕望中。這時(shí)孵化機(jī)構(gòu)也不能提供多少幫助——被忽視的、不熱門(mén)的、不那么惹人注目的初創(chuàng)企業(yè)沒(méi)有自己的社區(qū)。有數(shù)百家初創(chuàng)企業(yè)處于這個(gè)層面,被束之高閣,最后只留下一個(gè)可講給孫輩聽(tīng)的故事。

????但有些初創(chuàng)企業(yè),像Profitably,憑借一點(diǎn)運(yùn)氣,打拼出了另一番天地。慢慢地,尼瑞找到了其初創(chuàng)企業(yè)的出路。怎么做?找到一個(gè)社區(qū)。他搬入了曼哈頓一個(gè)初創(chuàng)企業(yè)共同辦公空間General Assembly。突然之間,當(dāng)風(fēng)險(xiǎn)資本家前來(lái)拜訪一家初創(chuàng)企業(yè)時(shí),也會(huì)順便拜訪一下Profitably。這就是尼瑞尋找的社區(qū)。而且就在這里,最后融到了資金。

????因此,我們可能并沒(méi)有陷入科技泡沫,我們陷入的可能是兩難的科技業(yè)融資方向。

????If there is a tech bubble, is certainly hasn't given lift to Adam Neary. Neary is the CEO of Profitably, a financial analysis service for small businesses. It doesn't feature check-ins, a bespoke social network, or a game layer. Its cofounder hasn't crashed and burned at another startup that was once the darling of TechCrunch. And most of you will never have any reason to use it. It's just an app that saves people time—and the people, in this case, are the decidedly unsexy demographic: finance professionals.

????But wait! Don't go clicking into another tab. What makes Neary important isn't his app -- it's how he sees the app economy. "When they say there's a tech bubble, I think there's an emerging fear that some deals are being overvalued in some sectors. Not for me. I don't know one way or the other." Over an oatmeal and smoothie breakfast in Manhattan's Union Square, Neary explains that a tech bubble may exist for the startups bending their business models to the latest trends, but for the rest of the crowd, the ones that don't want to make a QR-code scavenger hunt that doubles as a five-person social network in which you can only communicate through images and local coupons, the bubble isn't exactly a fact of life.

????"All I see are entrepreneurs all around who are struggling to get funding. Everyday. People are calling me, they want my help. People are asking for directions to investors, investors are not interested. I see people who are struggling all the time. I see smart people not getting deals done."

????They're calling Neary because, for a brief moment a few months ago, he became the face of the non-bubbled. In March, after months of searching, he finally finished Profitably's second round of funding, at $1.1 million. To celebrate, or perhaps just to find some closure, he took to Profitably's blog, where he wrote a 3,000 word post about "plunging into darkness" of one failed fundraising meeting after another, and the ultimate luck involved in finding the money Profitably needed. Neary published the post the same week that Color, the photo-sharing app that does next to nothing, debuted with $41 million in funding. The contrast was jarring. Here, in the midst of the bubble, was someone left behind, a landlubber waving his hands, reminding us that not everyone can chart a course for a South by Southwest afterparty.

????Neary made sure to describe only Profitably's experience, careful not to extrapolate its plight into a trend. But something about it resonated for others. Neary says he received three to four hundred emails responding to his post. Entrepreneurs left him dozens of comments. New York Angels, a funding collective, changed some of its processes in response to Neary's critique. And the tech press, jarred by an entrepreneur teething on the hands that chose not to feed it, covered him like it would a politician making a Kinsley gaffe.

????Neary says he wrote the post in an effort to inject a little transparency into the startup world. "The reason why a lot of these blog posts don't happen are people are terrified. Entrepeneurs are afraid of doing it. They're worried they're going to scare off future investors." Internally, everyone at Profitably knows what everyone else makes, so Neary figured he should graft a bit of that transparency onto Profitably's external dealings as well. With transparency, he hoped, would come community -- a community of people who were ready to give up, just like Neary was at one point.

????Talk to enough entrepreneurs and you're bound to hear many of them mention this craving to know that they're not alone -- ironic since they spend so much time at the office. It's why incubators -- the umbrella groups that give startups a network to help groom them into real companies -- have become so popular. But even the incubators aren't building the community that Neary set out to create.

????Since the market is so flooded with startups, incubators have become aggregators. They attract attention regardless of their quality. A top-flight incubator's Demo Day, the strange ritual where entrepreneurs get on stage and try and seduce the monied class, has become such a spectacle that the startups on display are now likely to get funding simply for having partaken. Their membership to that community promises them as much.

????Neary's post was as much a note of caution about that dynamic as it was an ode to it. Profitably fell victim to fundraising's "herd mentality," in which it's hard to prove to someone you're worth an investment if someone else hasn't already invested. That's when entrepreneurs like Neary get thrown into an exhausted pit of despair. And that's where incubators aren't of much help -- there's no community for the ignored, the unbuzzed, and the not-quite-disruptive-enough. Hundreds of startups fester in this nether layer, folding in on themselves until there's nothing left but a story somebody tells their grandkid.

????But some startups, like Profitably, scrap and luck their way into something else. Eventually, Neary found a lifeline for his startup. How? By finding a community. He moved into General Assembly, a coworking space for startups in Manhattan. All of a sudden, when venture capitalists came to visit a startup down the hall, they came to visit Profitably too. Here was the community Neary was searching for. And here, finally, was the money.

????So perhaps we're not caught in a tech bubble. Maybe we're caught in a Tech-22.




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@關(guān)子臨: 自信也許會(huì)壓倒聰明,演技的好壞也許會(huì)壓倒腦力的強(qiáng)弱,好領(lǐng)導(dǎo)就是循循善誘的人,不獨(dú)裁,而有見(jiàn)地,能讓人心悅誠(chéng)服。    參加討論>>
@DuoDuopa:彼得原理,是美國(guó)學(xué)者勞倫斯彼得在對(duì)組織中人員晉升的相關(guān)現(xiàn)象研究后得出的一個(gè)結(jié)論:在各種組織中,由于習(xí)慣于對(duì)在某個(gè)等級(jí)上稱職的人員進(jìn)行晉升提拔,因而雇員總是趨向于晉升到其不稱職的地位。    參加討論>>
@Bruce的森林:正念,應(yīng)該可以解釋為專注當(dāng)下的事情,而不去想過(guò)去這件事是怎么做的,這件事將來(lái)會(huì)怎樣。一方面,這種理念可以幫助員工排除雜念,把注意力集中在工作本身,減少壓力,提高創(chuàng)造力。另一方面,這不失為提高員工工作效率的好方法。可能后者是各大BOSS們更看重的吧。    參加討論>>


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