原创: 老鳳 圣无谛


THE PRESIDENT: Madam President, Mr. Secretary-General, world leaders, ambassadors, and distinguished delegates:


One year ago, I stood before you for the first time in this grand hall. I addressed the threats facing our world, and I presented a vision to achieve a brighter future for all of humanity.


Today, I stand before the United Nations General Assembly to share the extraordinary progress we’ve made.


In less than two years, my administration has accomplished more than almost any administration in the history of our country.

America’s — so true. (Laughter.) Didn’t expect that reaction, but that’s okay. (Laughter and applause.)


America’s economy is booming like never before. Since my election, we’ve added $10 trillion in wealth. The stock market is at an all-time high in history, and jobless claims are at a 50-year low. African American, Hispanic American, and Asian American unemployment have all achieved their lowest levels ever recorded. We’ve added more than 4 million new jobs, including half a million manufacturing jobs.


We have passed the biggest tax cuts and reforms in American history. We’ve started the construction of a major border wall, and we have greatly strengthened border security.


We have secured record funding for our military — $700 billion this year, and $716 billion next year. Our military will soon be more powerful than it has ever been before.


In other words, the United States is stronger, safer, and a richer country than it was when I assumed office less than two years ago.We are standing up for America and for the American people. And we are also standing up for the world.


This is great news for our citizens and for peace-loving people everywhere. We believe that when nations respect the rights of their neighbors, and defend the interests of their people, they can better work together to secure the blessings of safety, prosperity, and peace.


Each of us here today is the emissary of a distinct culture, a rich history, and a people bound together by ties of memory, tradition, and the values that make our homelands like nowhere else on Earth.


That is why America will always choose independence and cooperation over global governance, control, and domination.


I honor the right of every nation in this room to pursue its own customs, beliefs, and traditions. The United States will not tell you how to live or work or worship.We only ask that you honor our sovereignty in return.From Warsaw to Brussels, to Tokyo to Singapore, it has been my highest honor to represent the United States abroad. I have forged close relationships and friendships and strong partnerships with the leaders of many nations in this room, and our approach has already yielded incredible change.


With support from many countries here today, we have engaged with North Korea to replace the specter of conflict with a bold and new push for peace.

In June, I traveled to Singapore to meet face to face with North Korea’s leader, Chairman Kim Jong Un.


We had highly productive conversations and meetings, and we agreed that it was in both countries’ interest to pursue the denuclearization of the Korean Peninsula. Since that meeting, we have already seen a number of encouraging measures that few could have imagined only a short time ago.he missiles and rockets are no longer flying in every direction. Nuclear testing has stopped. Some military facilities are already being dismantled. Our hostages have been released. And as promised, the remains of our fallen heroes are being returned home to lay at rest in American soil.I would like to thank Chairman Kim for his courage and for the steps he has taken, though much work remains to be done. The sanctions will stay in place until denuclearization occurs.


I also want to thank the many member states who helped us reach this moment — a moment that is actually far greater than people would understand; far greater — but for also their support and the critical support that we will all need going forward.A special thanks to President Moon of South Korea, Prime Minister Abe of Japan, and President of China.In the Middle East, our new approach is also yielding great strides and very historic change.Following my trip to Saudi Arabia last year, the Gulf countries opened a new center to target terrorist financing. They are enforcing new sanctions, working with us to identify and track terrorist networks, and taking more responsibility for fighting terrorism and extremism in their own region.


The UAE, Saudi Arabia, and Qatar have pledged billions of dollars to aid the people of Syria and Yemen. And they are pursuing multiple avenues to ending Yemen’s horrible, horrific civil war.Ultimately, it is up to the nations of the region to decide what kind of future they want for themselves and their children.


For that reason, the United States is working with the Gulf Cooperation Council, Jordan, and Egypt to establish a regional strategic alliance so that Middle Eastern nations can advance prosperity, stability, and security across their home region.Thanks to the United States military and our partnership with many of your nations, I am pleased to report that the bloodthirsty killers known as ISIS have been driven out from the territory they once held in Iraq and Syria. We will continue to work with friends and allies to deny radical Islamic terrorists any funding, territory or support, or any means of infiltrating our borders.


The ongoing tragedy in Syria is heartbreaking. Our shared goals must be the de-escalation of military conflict, along with a political solution that honors the will of the Syrian people. In this vein, we urge the United Nations-led peace process be reinvigorated. But, rest assured, the United States will respond if chemical weapons are deployed by the Assad regime.


I commend the people of Jordan and other neighboring countries for hosting refugees from this very brutal civil war.As we see in Jordan, the most compassionate policy is to place refugees as close to their homes as possible to ease their eventual return to be part of the rebuilding process. This approach also stretches finite resources to help far more people, increasing the impact of every dollar spent.


Every solution to the humanitarian crisis in Syria must also include a strategy to address the brutal regime that has fueled and financed it: the corrupt dictatorship in Iran.Iran’s leaders sow chaos, death, and destruction. They do not respect their neighbors or borders, or the sovereign rights of nations. Instead, Iran’s leaders plunder the nation’s resources to enrich themselves and to spread mayhem across the Middle East and far beyond.The Iranian people are rightly outraged that their leaders have embezzled billions of dollars from Iran’s treasury, seized valuable portions of the economy, and looted the people’s religious endowments, all to line their own pockets and send their proxies to wage war. Not good.


Iran’s neighbors have paid a heavy toll for the region’s [regime’s] agenda of aggression and expansion. That is why so many countries in the Middle East strongly supported my decision to withdraw the United States from the horrible 2015 Iran Nuclear Deal and re-impose nuclear sanctions.The Iran deal was a windfall for Iran’s leaders. In the years since the deal was reached, Iran’s military budget grew nearly 40 percent. The dictatorship used the funds to build nuclear-capable missiles, increase internal repression, finance terrorism, and fund havoc and slaughter in Syria and Yemen.


The United States has launched a campaign of economic pressure to deny the regime the funds it needs to advance its bloody agenda. Last month, we began re-imposing hard-hitting nuclear sanctions that had been lifted under the Iran deal. Additional sanctions will resume November 5th, and more will follow. And we’re working with countries that import Iranian crude oil to cut their purchases substantially.


We cannot allow the world’s leading sponsor of terrorism to possess the planet’s most dangerous weapons. We cannot allow a regime that chants “Death to America,” and that threatens Israel with annihilation, to possess the means to deliver a nuclear warhead to any city on Earth. Just can’t do it.We ask all nations to isolate Iran’s regime as long as its aggression continues. And we ask all nations to support Iran’s people as they struggle to reclaim their religious and righteous destiny.


This year, we also took another significant step forward in the Middle East. In recognition of every sovereign state to determine its own capital, I moved the U.S. Embassy in Israel to Jerusalem.The United States is committed to a future of peace and stability in the region, including peace between the Israelis and the Palestinians. That aim is advanced, not harmed, by acknowledging the obvious facts.America’s policy of principled realism means we will not be held hostage to old dogmas, discredited ideologies, and so-called experts who have been proven wrong over the years, time and time again. This is true not only in matters of peace, but in matters of prosperity.


We believe that trade must be fair and reciprocal. The United States will not be taken advantage of any longer.For decades, the United States opened its economy — the largest, by far, on Earth — with few conditions. We allowed foreign goods from all over the world to flow freely across our borders.Yet, other countries did not grant us fair and reciprocal access to their markets in return. Even worse, some countries abused their openness to dump their products, subsidize their goods, target our industries, and manipulate their currencies to gain unfair advantage over our country. As a result, our trade deficit ballooned to nearly $800 billion a year.


For this reason, we are systematically renegotiating broken and bad trade deals.

Last month, we announced a groundbreaking U.S.-Mexico trade agreement. And just yesterday, I stood with President Moon to announce the successful completion of the brand new U.S.-Korea trade deal. And this is just the beginning.


Many nations in this hall will agree that the world trading system is in dire need of change. For example, countries were admitted to the World Trade Organization that violate every single principle on which the organization is based. While the United States and many other nations play by the rules, these countries use government-run industrial planning and state-owned enterprises to rig the system in their favor. They engage in relentless product dumping, forced technology transfer, and the theft of intellectual property.


The United States lost over 3 million manufacturing jobs, nearly a quarter of all steel jobs, and 60,000 factories after China joined the WTO. And we have racked up $13 trillion in trade deficits over the last two decades.But those days are over. We will no longer tolerate such abuse. We will not allow our workers to be victimized, our companies to be cheated, and our wealth to be plundered and transferred. America will never apologize for protecting its citizens.The United States has just announced tariffs on another $200 billion in Chinese-made goods for a total, so far, of $250 billion. I have great respect and affection for my friend, President , but I have made clear our trade imbalance is just not acceptable. China’s market distortions and the way they deal cannot be tolerated.


As my administration has demonstrated, America will always act in our national interest.I spoke before this body last year and warned that the U.N. Human Rights Council had become a grave embarrassment to this institution, shielding egregious human rights abusers while bashing America and its many friends.Our Ambassador to the United Nations, Nikki Haley, laid out a clear agenda for reform, but despite reported and repeated warnings, no action at all was taken.


So the United States took the only responsible course: We withdrew from the Human Rights Council, and we will not return until real reform is enacted.For similar reasons, the United States will provide no support in recognition to the International Criminal Court. As far as America is concerned, the ICC has no jurisdiction, no legitimacy, and no authority. The ICC claims near-universal jurisdiction over the citizens of every country, violating all principles of justice, fairness, and due process. We will never surrender America’s sovereignty to an unelected, unaccountable, global bureaucracy.


America is governed by Americans. We reject the ideology of globalism, and we embrace the doctrine of patriotism.Around the world, responsible nations must defend against threats to sovereignty not just from global governance, but also from other, new forms of coercion and domination.In America, we believe strongly in energy security for ourselves and for our allies. We have become the largest energy producer anywhere on the face of the Earth.


The United States stands ready to export our abundant, affordable supply of oil, clean coal, and natural gas.OPEC and OPEC nations, are, as usual, ripping off the rest of the world, and I don’t like it. Nobody should like it. We defend many of these nations for nothing, and then they take advantage of us by giving us high oil prices. Not good.We want them to stop raising prices, we want them to start lowering prices, and they must contribute substantially to military protection from now on. We are not going to put up with it — these horrible prices — much longer.


Reliance on a single foreign supplier can leave a nation vulnerable to extortion and intimidation. That is why we congratulate European states, such as Poland, for leading the construction of a Baltic pipeline so that nations are not dependent on Russia to meet their energy needs. Germany will become totally dependent on Russian energy if it does not immediately change course.Here in the Western Hemisphere, we are committed to maintaining our independence from the encroachment of expansionist foreign powers.


It has been the formal policy of our country since President Monroe that we reject the interference of foreign nations in this hemisphere and in our own affairs. The United States has recently strengthened our laws to better screen foreign investments in our country for national security threats, and we welcome cooperation with countries in this region and around the world that wish to do the same. You need to do it for your own protection.


The United States is also working with partners in Latin America to confront threats to sovereignty from uncontrolled migration. Tolerance for human struggling and human smuggling and trafficking is not humane. It’s a horrible thing that’s going on, at levels that nobody has ever seen before. It’s very, very cruel.Illegal immigration funds criminal networks, ruthless gangs, and the flow of deadly drugs. Illegal immigration exploits vulnerable populations, hurts hardworking citizens, and has produced a vicious cycle of crime, violence, and poverty. Only by upholding national borders, destroying criminal gangs, can we break this cycle and establish a real foundation for prosperity.


We recognize the right of every nation in this room to set its own immigration policy in accordance with its national interests, just as we ask other countries to respect our own right to do the same — which we are doing. That is one reason the United States will not participate in the new Global Compact on Migration. Migration should not be governed by an international body unaccountable to our own citizens.


Ultimately, the only long-term solution to the migration crisis is to help people build more hopeful futures in their home countries. Make their countries great again.Currently, we are witnessing a human tragedy, as an example, in Venezuela. More than 2 million people have fled the anguish inflicted by the socialist Maduro regime and its Cuban sponsors.Not long ago, Venezuela was one of the richest countries on Earth. Today, socialism has bankrupted the oil-rich nation and driven its people into abject poverty.Virtually everywhere socialism or communism has been tried, it has produced suffering, corruption, and decay. Socialism’s thirst for power leads to expansion, incursion, and oppression. All nations of the world should resist socialism and the misery that it brings to everyone.In that spirit, we ask the nations gathered here to join us in calling for the restoration of democracy in Venezuela. Today, we are announcing additional sanctions against the repressive regime, targeting Maduro’s inner circle and close advisors.


We are grateful for all the work the United Nations does around the world to help people build better lives for themselves and their families.The United States is the world’s largest giver in the world, by far, of foreign aid. But few give anything to us. That is why we are taking a hard look at U.S. foreign assistance. That will be headed up by Secretary of State Mike Pompeo. We will examine what is working, what is not working, and whether the countries who receive our dollars and our protection also have our interests at heart.


Moving forward, we are only going to give foreign aid to those who respect us and, frankly, are our friends. And we expect other countries to pay their fair share for the cost of their defense.The United States is committed to making the United Nations more effective and accountable. I have said many times that the United Nations has unlimited potential. As part of our reform effort, I have told our negotiators that the United States will not pay more than 25 percent of the U.N. peacekeeping budget. This will encourage other countries to step up, get involved, and also share in this very large burden.


And we are working to shift more of our funding from assessed contributions to voluntary so that we can target American resources to the programs with the best record of success.Only when each of us does our part and contributes our share can we realize the U.N.’s highest aspirations. We must pursue peace without fear, hope without despair, and security without apology.


Looking around this hall where so much history has transpired, we think of the many before us who have come here to address the challenges of their nations and of their times. And our thoughts turn to the same question that ran through all their speeches and resolutions, through every word and every hope. It is the question of what kind of world will we leave for our children and what kind of nations they will inherit.


The dreams that fill this hall today are as diverse as the people who have stood at this podium, and as varied as the countries represented right here in this body are. It really is something. It really is great, great history.There is India, a free society over a billion people, successfully lifting countless millions out of poverty and into the middle class.


There is Saudi Arabia, where King Salman and the Crown Prince are pursuing bold new reforms.There is Israel, proudly celebrating its 70th anniversary as a thriving democracy in the Holy Land.In Poland, a great people are standing up for their independence, their security, and their sovereignty.


Many countries are pursuing their own unique visions, building their own hopeful futures, and chasing their own wonderful dreams of destiny, of legacy, and of a home.The whole world is richer, humanity is better, because of this beautiful constellation of nations, each very special, each very unique, and each shining brightly in its part of the world.


In each one, we see awesome promise of a people bound together by a shared past and working toward a common future.As for Americans, we know what kind of future we want for ourselves. We know what kind of a nation America must always be.In America, we believe in the majesty of freedom and the dignity of the individual. We believe in self-government and the rule of law. And we prize the culture that sustains our liberty -– a culture built on strong families, deep faith, and fierce independence. We celebrate our heroes, we treasure our traditions, and above all, we love our country.


Inside everyone in this great chamber today, and everyone listening all around the globe, there is the heart of a patriot that feels the same powerful love for your nation, the same intense loyalty to your homeland.The passion that burns in the hearts of patriots and the souls of nations has inspired reform and revolution, sacrifice and selflessness, scientific breakthroughs, and magnificent works of art.Our task is not to erase it, but to embrace it. To build with it. To draw on its ancient wisdom. And to find within it the will to make our nations greater, our regions safer, and the world better.


To unleash this incredible potential in our people, we must defend the foundations that make it all possible. Sovereign and independent nations are the only vehicle where freedom has ever survived, democracy has ever endured, or peace has ever prospered. And so we must protect our sovereignty and our cherished independence above all.When we do, we will find new avenues for cooperation unfolding before us. We will find new passion for peacemaking rising within us. We will find new purpose, new resolve, and new spirit flourishing all around us, and making this a more beautiful world in which to live.


So together, let us choose a future of patriotism, prosperity, and pride. Let us choose peace and freedom over domination and defeat. And let us come here to this place to stand for our people and their nations, forever strong, forever sovereign, forever just, and forever thankful for the grace and the goodness and the glory of God.Thank you. God bless you. And God bless the nations of the world.


Thank you very much. Thank you. (Applause.)

相关报道: https://www.cbsnews.com/live-news/donald-trump-un-speech-united-nations-general-assembly-address-today-live-updates-2018-09-25/
美国大使馆官方翻译: https://china.usembassy-china.org.cn/zh/remarks-by-president-trump-to-the-73rd-session-of-the-united-nations-general-assembly-new-york-ny/


英文原文:How to Be Startup CEO
中文翻译原文:  https://kb.cnblogs.com/page/185000/

编者按:本文来自 Ryan Allis,是一位来自旧金山的创业者和投资人。在 2003 年创立了 iContact,并任 CEO。

做创业公司的 CEO 可以说是世界上最有挑战性的事情之一。你得让客户喜欢你的产品,得组建团队,还要想办法从客户、合作者和投资者那里拿到资金;并且要指导整个工作流程的优化。

在我看来,要扮演好创业公司 CEO 这个角色,最重要的有三点:




没错,你现在正忙着公司的组建、忙着给公司选址、培养企业文化、招第一批员工、去银行开户、网站上线、找首轮投资,甚至是清理垃圾等等。在公司的初始阶段,CEO 对于你来说并不是 Chief Executive Officer 首席执行官,而是 Chief Everything Officer 首席打杂官了。


以下是我在 iContact 学到的关于如何做好创业公司 CEO 的一些经验。



最开始创业的时候,你需要决定每个人在公司占有的股份。在归档公司文件的时候你就得把公司的初始所有权确定下来。如果没有别人,那么你理所当然地占有了公司 100% 的股份。如果有其他人介入的话,你得协商一下什么样的分配比例能够让你和他们都接受。







如果涉及到多个主体,最好是在几年之后再决定股权的分配,这样就能防止 6 个月后他们可能会带着他们的所有股份一走了之。最常见的股权分配时间是在公司创办 4 年之后,在头一年如果离开的话什么也得不到,第二年离开的话能得到 25%,第三年离开的话能得到 50%,诸如此类。就我自己的观点而言,我更愿意把头一年的时间缩短到 3 个月,但是分配股权的时间延长到 6 年,这样就可以用更低的现时公平市值来分配股权,而不是等到 4 年之后用更高的价格再次分配资金了。

如果你是和一个有经验的创业者或工程师合作,他们有过多次的成功经验,拥有广泛的人脉资源,并且会把自身的大笔资金投入到新公司,也愿意与你一起冒着风险全职工作,那么你就要考虑给他更多的股份了。这与你跟一个新手合作是不一样的,后者并无多少商业经验,也只会每周拿出 20 小时来工作。

我建议不要把一个公司的股份 5-5 分成,因为这样将会造成双方的僵持。某一方拥有 50% 以上的股份会有利于公司决策的制定。而这一方到底应该是谁,尚待协商。需要的话,你可以请律师通过股东投票的差异来决定股权的分配,而不是从经济利益上分出不同类型的股票。







你可以通过当地的律师事务所注册公司(大概需要 2000 美金)或者是用类似于 incorporate.com、legalzoom.com 的服务器在网上注册公司,这大概需要 350 美金。

对于很多想要筹集外部投资的公司而言,通常情况下是在特拉华州注册一家 C 类公司,因为特拉华州的法律使得当地无论是商业环境还是投资者氛围都是相当友好。如果你不是在你的公司所在地注册,你得为注册机构每年额外支付 150 美元。我建议可以咨询一下律师再来决定是成立有限责任公司,还是 S 类或 C 类公司,决定你的公司最好注册在什么地点。




如果你在做软件开发,你可以去 elance.com,odesk.com,guru.com 或者 smartwork.com 这些网站,找那些愿意低价合作开发软件的人。

当 Aaron 和我 2002 年开始在 iContact 工作的时候,我们三年都没有领工资,直到 2005 年我们拿到 100 万美元的年薪。我们就是靠着减少公司和个人开支、兼职做点咨询工作来维系生存的。第一年夏天我搬到办公室住,拉面成了我的家常便饭,因为只有这样才能保证每个月的消费控制在 1000 美元以下,除此之外我们别无选择。

如果你是一个有经验的创业者,曾经以多于 2500 万美元的价格将公司转手,那么为你的新公司筹集资金就简单的多了。但是你得意识到,有时候拥有资金并不见得是件好事,因为这样你就没有很大的压力去让客户购买你的产品。如果你是一个创业新手,筹集外部资金会特别困难,除非你能证明你的东西卖的出去。举债融资也是不靠谱的,除非你的公司能够每月盈利,或者你的个人或公司财产能保证还清贷款。


我从小在佛罗里达长大,对创业和商业并不是很了解,但我在十六七岁的时候就开始进入公司工作,在 18 岁创办了 iContact,那时候我才发现了一个新的世界。实际上,有一个充满无限生机和财富的领地在等着你去发掘。这个世界对你敞开着大门,但首先,你需要确认它是存在的,然后你才能努力为别人创造价值。

创业让你有很多方式去积累财富。你可以拿年薪、有利润分成(红利),也可以通过在类似于 Second Market 的私募市场上卖掉公司股份,或者通过 IPO 公开售卖。成功的创业者能建立强大的团队,能为众多的客户带来巨大的价值,他也能够因为改变一个行业带来千万乃至几亿美元的收入。


类似“我只需要 25 万美元的创业启动资金”的抱怨言语

有些创业新人会说:“我只要 25 万美元启动资金,只要我一筹到这个钱,我就能立马起步”,每次听到这个我都会为他们感到担忧。他们可能会花掉接下来九个月的时间去筹钱,最终仅仅发现这一切都不可行。当然有一点例外,除非他们家里有人特别有钱,而且还愿意下大赌注。

不要想着筹完 25 万美元再启动创业,要试着先从自己和亲近的朋友那里筹到 1 万美元,你就可以展开行动了:






6、你一旦每个月能赚到 15000 美元,就可以去找一些种子资金来扩大产品规模了。


要做到每个月通过销售赚到 15000 美元,大概需要一年或者更长的时间,这没关系。在没有外部资金的情况下自主盈利确实是件很难的事情,这都是意料之中。上百万的人都有好的商业点子,但是只有 2-3% 的人能把这些点子转化成人们会一而再的付费购买的东西。


从 0 到1

“从 0 到 1”的行动不能仅仅是纸上谈兵。这才是创业者施展工夫的时候,从选址、人员、资金等各方面的资源整合,到做出比投入价值更高的产品、并向市场销售。

假如你已经做到连续月收入 15000 美元以上,要筹到资金就变得容易多了。不要一直等着和投资者建立关系,要在你跟他们要钱之前就能自主盈利。这样你会得到更多的投资,也能防止控制权和所有权的过多流失。像 Instagram 那样能在没有盈利的情况下还可以卖到十亿美元是非常少见的,而且很不幸的是这反而成了很多公司的模范,促使他们在无法挣钱的产品上投入时间和精力。


着手创办一个真正的公司,有乐意买单的客户,有一路见涨的收入,会比做一个没有盈利模式的 app 要好的多,你更能入大于出,让公司走的更远。持续的资金流为你赢得了时间,避免了不必要的精力浪费。时间对于企业来说非常重要,而更重要的是资金流。正如人们所说,现金流为王。

带领 1-5 人的团队

一旦有了员工,你就不再是首席打杂官 Chief Everything Officer,而是首席能量官 Chief Energy Officer。 这时候你不用再把所有大事小事一并揽了,而要依靠大家的力量把每件事处理好。你所要做的是在团队内部形成有效的沟通机制,与大家同生存,共荣辱。


如果你已经有了孩子,就没什么需要担心的了。管员工比起管孩子要容易多了。但是如果你还没有为人父母,那你可得小心了。CEO 的身份让你的生活永远的发生了变化,你的世界不再只有你和你的父母了。要管理好团队,以下几点是你必须要注意的:

  1. 你所招的人,一定要在本职工作上做的比你好。
  2. 他得具有积极的心态和强烈的职业道德,能与别人有效的沟通。
  3. 他的内在驱动力在于公司所致力达成的目标(当然你得在公司网站和招聘过程中清晰、公开的表明公司目标。最好的员工不是为了钱而工作,是了自己的目标和影响力。)
  4. 形成团队有效的沟通机制。
  5. 事先建立一个目标体系,按照预设目标对员工的表现进行跟踪考核。
  6. 相信你的员工能做好自己的工作,不要事无巨细。
  7. 如果你发现有人懈怠工作,立即解雇他。不要让这种人多待一个月,因为他会拖团队的后退,降低团队的质量,这对日后的招聘都是非常不利的。



我想用一个简短的故事说明这一点。14 岁的时候,我在 Florida 的 Bradenton,那时我给一个名叫 Lois 的女士建了个网站,她是西北航空的空中服务员,每个月会去一次中国。她从那里带回珍珠项链、吊坠、戒指和耳环,卖给她的朋友们。这些东西在美国大受欢迎,订单源源不断的涌来。

我在 1998 年春天见到 Lois,她问我能不能帮她建个名为 freshwaterpearls.com 的网站。注册之后,我们开通了企业账户、购物车和网店,在当时的主流搜索引擎 Yahoo,Lycos,Dogpile 和 Northern Lights 上进行排名推广。短短六个月的时间,她的公司就达到了月销售额 5 万美元的业绩,净利润 1500 美元。她开始斟酌,是接着自己一个人做,还是雇点人去做客户服务、采购产品呢?

Lois 还是觉得雇人成本过高,于是决定自己继续一个人做下去。交易量不断上涨,到第九个月的时候月销售额达到了 70000 美元,净利润 2000 美元。但之后她遇到一系列的家庭问题,导致她最终决定放弃这些生意,每个月为了挣这 2000 美元,还不够她麻烦的。毫无疑问这个决定让 Lois 丧失了百万美元的商机,她没有雇佣员工、继而扩大生意规模实在是个很不明智的抉择。

这件事让 14 岁的我上到了关键的一堂课。一旦你有能力去负担员工的成本,就不要让自己一个人作战。员工帮你分担工作以后,你才能专注于提升企业的实力,这种投入必不可少。


2003 年夏天我开始了 iContact 的工作,我通常是在办公室打地铺,下午 2、3 点醒了以后,就爬起来打字干活。然后一直工作到早上 7 点,在麦当劳吃了“晚饭”再去睡觉。只有在我当时的女朋友 Erin 来了之后我的日程才会有点变动。在一开始的日子里,除了偶尔能得到一些朋友的帮助,实际上只有我和 Aaron 在为 iContact 工作。

2003 年 9 月我们招了第一名员工 Josh Carlton,那一刻我突然意识到作息应该正常点。我在附近买了间公寓,上午 11 点就早早的回去,比我生物钟的时间点早多了。

我们在 UNC 的凯南 – 弗拉格勒商学院张贴海报,招聘实习生来这家位于 Chapel Hill 的软件创业公司上班。于是 Josh 就成为了我们的实习生,负责接听客户电话,我们任命他为“客服 VP”。一个月后,我们给他开出了 1000 美元的月薪,并给他 7% 的公司股份,让他留下来继续负责公司的客户服务和市场推广工作。(这种待遇有点高,但幸运的是我们当时协议的是 4 年后兑现。)八个月后 Josh 的未婚妻从财会学院毕业,他们要去 Texas 继续攻读广告学硕士,Josh 的任职也到此为止。

Josh 当时负责的一项工作是给当地的报社发新闻稿,介绍我们公司的情况。*Chapel Hill Herald* 发表了我们的文章,这让我们招到了第二名员工 David Roth。

56 岁的 David 来自 Brooklyn,在会计工作和巧克力销售方面经验丰富。他以“业务拓展 VP”的身份加入了我们的团队,拿 30000 美元的年薪,协议分得公司 15% 的股份。David 经验丰富,为人成熟,他在 BD 部门兢兢业业工作了 6 年,对公司的发展起了很大作用,于 2010 年离开。

之后的两名员工分别是 2004 年 2 月 David Rasch 任职开发部门主管,以及同年 5 月 Brad Gurley 接替 Josh,任业务支持主管。我们在 LinkedIn,Craigslist,Monster,和 CareerBuilder 这些网站上找到的他们。所以到 2004 年 5 月,包括我和 Aaron,iContact 有了五名全职员工。这个由 4 名 20 岁出头的小孩和一个 56 岁大叔组成的团队,夜以继日的为公司奋战。





多和那些资历丰厚的人打交道,他们经历了你正在经历的事情,跟他们交流能让你有快速的提升。我强烈建议你花些工夫去辨别出这些能帮你提升经验的人,比如说跟他们去喝杯咖啡,吃个午餐。10 个人里大概会有 2 个人愿意赴约,如果你们有共同认识的人可以作为交流的话题,那这个几率就能更大了。


两个月以后,再安排一次与你的未来导师共进午餐或者咖啡。通常在向我咨询意见的人里面,只有 5% 的人能做到这一步,所以如果你能做到的话你已经相当不错了。这次你可以问问他们是否愿意每个季度和你见个面。或者进一步的,问问他们是否同意进入你的非正式顾问委员会,这样你就可以把他的名字放在网站上或者投资库。这时候他们就成为了你的资源,只要你长期谨慎的与他们维持关系,那他们就会是你永远的导师了。

很多人错在第一次简短交流过后就邀请他们正式加入委员会。事实上他们都很忙,没有多余的精力再去承担其他的义务,除非你是认识多年的朋友。所以准备好打持久战吧,先建立好关系再邀请他们成为非正式的成员。等到他们了解了你和你的公司,知道你绝非纸上谈兵(只有 2% 能踏踏实实的做到言行一致),这样他们就会更加愿意帮助你。为什么呢?因为他们势必会得到回馈,甚至会像别人吹嘘他们正在做一些很有前景的事情。

优秀 CEO 的特征

要做好 CEO,你得让自己变得更加完善,以下几点你得注意到:

1. 你能够理解客户的需求

2. 你的产品能够满足他们的需求

3. 要有自信心

4. 要有谦卑之心

5. 要有当众演说的魄力

6. 能够清晰传达你的愿景

7. 能够真正的关心员工和客户

8. 有努力工作的欲求


有了员工之后,你就要选个合适的办公地点。以前你还可以在自己房子或者车库里干活,但团队成员超过 5 过以后,就得去专门租地方了。你可以咨询一下房产经纪人(通常是房主付钱),让他帮你找个合适的办公场所。创业早期,尽可能的减少开支,租房合同也尽量时间短一些。



后来我才明白,你招到的人,一定要在这个方面做的比你好。你跟他们一起设定目标,让他们对这个目标负起责任,但不是告诉他们怎么完成工作。我和 Aaron 从此学到,一个企业要发展壮大,关键在于员工的质量。



很多像 QuickBooks、Peachtree 的会计软件包(或者类似于 Xero、Kashoo、Legerble 的在线记账工具),都能做出现金制和权责发生制的报告。你需要建立一个账务系统,让你日后方便筹集资金。


除非你是天生的受虐狂,否则根本不需要亲自去做工资表。让 Paychex、ADP 或者是 Intuit 在线工资表去做这些。他们会管理好所有的税款计算和预扣,以及政府规定。ADP 和 Paychex 还能帮你建立一个 401(k) 计划。



还只有 2-5 个员工的时候,你还不需要为流程和沟通担忧,特别是当你们工作时只有咫尺之遥的时候。你们要做的就只是让自己存活下来,制作产品卖给市场,然后再逐步改进。把赚到的每一分钱都花在人员、产品、技术、销售和市场上。






我们在 iContact 做过的最有价值的事情之一是把实时可视化报表落实到位。你可以使用类似于 GeckoBoard 或者 KissMetrics 的工具,或者是更复杂一点的 Salesforce.com,我们在 iContact 主要设立了以下几种报表:

1. CEO 图形报表(依托于 Salesforce.com 制定)

2. CEO 数据报表(定制)

3. 邮件往来报表

4. 呼叫中心报表

我们利用 Salesforce.com 的 CRM 工具建立了 30 多个报表,从市场营销报表到志愿活动跟踪报表等等。


iContact 在 2012 年 4 月从 Rick Reich 那里购买了活动营销工具 Ettend.com,我立即让 Rick 给我制作一个改进版的报表,这样我就能一眼看出公司目前的运行状况。

我发现那些有实时或者近实时可视化数据展示的公司,一般能够成功进入行业 500 强,能再筹得外部投资。


团队成员达到 6-25 人

恭喜你,你现在有 6 名员工了。你开始从事一项真正的事业,月收入快要达到 25000 美元了(你最好能达到这么多,否则带着这帮人不是无所事事吗?!)。这时候即便你没在公司待着,事务也能运转如常。


1. 建立一些基本的系统和工具,自动处理公司的事务。

2. 了解客户的单位经济效益,进而决定是否应该对外筹款以扩大客户规模。

3. 在收入允许的前提下:

· 招一位市场营销精英

· 招一位客户服务精英

· 招一位销售精英

· 招一位产品研发精英

· 招一位内部会计员或者财务主管去做账

· 招一位优秀的行政秘书,能促使你的工作效率最大化。

你不妨扪心自问,你的特别之处在哪里?你擅长于什么领域?很多早期的 CEO 要么是擅长于销售、营销、产品包装,要么是精通于技术和研发。你要招的人,要弥补你的短板,在你不擅长的领域有一技之长。

不要让你的报告多于 7 份。一旦超过的话你就得构建管理层了。管理层一般按照职能进行划分,例如业务支持代表向支持总监报告,技术开发人员向 CTO 报告,销售代表向销售主管报告等等,然后所有主管向你报告。

很多人都是把第一批管理人员任命为各种 VP,但我建议在最初几年不要这样做。如果员工还不到 25 名,把管理层头衔定为主管或者经理即可。当主管人数多于 7 名的时候,你这才需要一个 VP。这种架构会帮你省掉一些麻烦,比如日后公司规模扩大,你可能需要把一些早期的 VP 降职为主管。



当你的办公场所已经不再是一个单独的房间时,建立基本的会议架构会很有必要。iContact 的员工在 6-25 人的时候,我们每周定期在公司开一次全体会议。

每周我们会回顾公司的周报(包括销售、试验、转换),跟踪季度重点工作进程,总结每个项目的进展状态。最后我们会用 KPI 和其他一些定量方法来对成就进行评估,例如根据表现将 KPI 标记成红、黄、绿和翠绿色。我们的评估结果尽量做到客观,事先分配好每个人负责的指标会让之后的评估省很多力气。

我们每半年会举行一次名为“iContact Day”的全公司休假式会议,就公司战略和产业前景进行探讨。

公司员工增加到 300 名的时候,我们的会议设置的更加复杂,包括高管团队周会、运营委员会周会、全公司月度大会、全公司季度大会,以及高管团队季度站外会议等,讨论团队素质、运营以及战略等方面的问题。

至此,我们周会已经包括了 8 位高管的团队(CEO、CTO、CFO、CMO、SVP Sales、SVP Support、SVP HR)和运营委员会的其他 8 位成员。周会主要围绕以下几点进行:

  1. 季度重要项目回顾:让运营委员会就每个季度的重点项目作进展汇报
  2. KPI 回顾:对四色评估结果进行回顾,细化到 8 个整体指标和 60 个部门指标,通过 Google Doc 进行每周跟踪
  3. 开放性讨论:每个人都可以提出议题进行讨论


2006 年我们对公司的价值观进行了定位,连续 3 年来总共列举出了十来条价值观,并把它们打印在一张很大的卡片纸上,每个 iContact Day 就会让大家在卡片背后签名。

只有一个问题,就是没人能记得住这么多。有一次我试着凭记忆回想,发现我最多只能想的起来 4 条。


2009 年 12 月的某个周四,我们的高管团队在 Chapel Hill 开了为期两天的会议,模仿 The Rockefeller Habits 书中的格式起草了第一份一页战略计划(OPSP),OPSP 的左侧有块很明显的区域,你可以把你想到的价值观写进去。我们花了一整天的时间来重新定义公司价值观。

指导者 Patrick Thean 让我们写下最能描述公司文化的 5 个词,然后汇总了 30 个呈现在挂图上。他找出一些近似的地方,最终筛选出 8 个,让我们每人投票选出 3 个。

Patrick 手上的统计结果清楚的显示了我们的最高价值观。排名第 5 和第 6 的词不相上下,我们为选哪一个争了将近一个小时。最终我们选定第 5 个,“Have Fun and Be Wacky”。



“Wow the Customer”

“Operate With Excellence”

“Act With Urgency”

“Treat People With Respect”

“Act Like an Owner”

我们对 WOATA 这个缩略词不够满意,经过两小时的讨论之后我们得出来新的结果:

“Wow the Customer”

“Operate With Urgency”

“Work Without Mediocrity”

“Make a Positive Wake”

“Engage as an Owner”

这才是我们想要的东西:WOWME!几周之后,也就是 2010 年 1 月 9 日,我们正式推出 WOWME 作为公司价值观的口号,迅速整合进了所有的公司事务中,从员工认知系统的培训到绩效总结。反复强调 WOWME 是每次公司会议的一个关键部分。

为了广泛传播我们的价值观,我们以 WOWME 为名设立了一个奖项,员工可以凭借每个人在这五个方面的综合表现互相提名。我们使用 Salesforce.com 的 CRM 工具来进行提名系统管理。我们总共在奖项中投入了 4 万美元,让符合条件并且至少获得三个提名的员工分奖金。


CEO 最重要的任务之一是向公司传达发展愿景。随着公司的壮大这点变得尤为重要,如果你有愿景却没有及时传达,那无异于什么都没有。

iContact 的愿景是“依托于 North Carolina 建立一个全球性公司,让我们的客户、员工和社区遍布世界”。愿景意味着你在未来要长久努力的方向,而目标是指你现在要完成的东西。iContact 的目标是“加强中小型企业的在线营销实力”。

26-250 人的团队

等你度过了“首席打杂官”的创业初期,作为 CEO 你的职责也发生了变化:

1. 设立任务、目标和愿景

2. 建立企业文化和价值观

3. 管理高管团队

4. 统筹资源分配(资金支出)

5. 和持股人进行沟通(员工、董事会、投资人、媒体、合伙人、社团等)

6. 客户需求导向

员工多于 25 人以后,你会发现与员工始终如一的沟通是一个非常重要的任务。这不再是你的职责,而是事关众多员工是否能够协同一致、朝共同的方向努力。而你的任务是清晰表达公司的发展方向,让员工明白公司正致力于达成的目标。

在 iContact 我们每年会有一次三天的休假(通常我们会选择去 NC 的山上),八位高管会为下一年设立目标和计划;还会有每个季度一天的讨论,为下个季度设定目标。OPSP 把我们的计划呈现在一张纸上,正如上文所说。年度休假中我们会升级 OPSP 计划中的左侧部分,季度讨论中升级右侧部分。


创建一份电子或纸质版员工手册,方便解答他们在工作中遇到的各种问题,例如股票选择、带薪休假制度、健康福利等,这样能帮你和 HR 省掉很多麻烦。把关键的政策和规程都列出来,在每年的员工手册上公布。我们现在的员工手册主要包括这些内容:

1. 被认可的使用原则

2. 考勤制度

3. 奖励制度

4. 福利制度

5. 博客指南

6. 信息政策的变化

7. 社区慈善制度

8. 保密制度

9. 因病休假

10. 着装制度

11. 药物制度

12. 道德制度

13. 员工推荐制度

14. 家庭医疗休假制度

15. 食品制度

16. 自由职业制度

17. 专业行为制度

18. 休假制度

19. 恶劣天气制度

20. 内部调任制度

21. 病假制度

22. 产假 / 陪产假

23. 新雇佣形式流程

24. 带薪休假制度

25. 劳务工薪资

26. 绩效评估

27. 电话使用制度

28. 印刷制度

29. 报销 / 采购申请流程

30. 短期请假制度

31. 供应商制度

32. 旅游 & 娱乐制度

33. 员工薪酬制度


公司扩大之后,你会招一名全职 HR 主管,安装人力资源管理系统也很必要,它会帮你处理好这些事:

1. 工资单

2. 人才管理

3. 招聘

4. 绩效考核

5. 总薪酬

像 Paychex、ADP 这样的外包工具或者基于网络的 SuccessFactors、Taleo.SAP、Oracle、Workday 和 PeopleSoft 等,会为你提供这些方面的服务。

最后,你应该实施 360 度绩效考核形式,这种形式能让经理得到其他同事和员工的反馈。不过在一开始的时候,你只要基本的绩效考核流程就够了,可以用 Excel Spreadsheet 或者 Microsoft Word 制作。

建立 401(k)计划和医疗保健计划

在你有了一帮员工、销售额也能允许你为团队进行一些其他的投资的时候,考虑建立 401(k) 退休计划、并开始为员工提供医疗福利。你可以让工资单服务商为你提供 401(k) 计划。为了留住员工,你会希望能在薪酬福利上能与他的工作业绩相匹配。iContact 在 401(k) 项目中实现了员工贡献的 25%,其中前 4% 是通过工资实现。


1. 自动免除金

2. 自付率

3. 非注册药物和品牌药物处方的价格

4. 覆盖范围



薪酬包括很多方面,有基本工资、奖金、公司股份和福利。对于最初的几个员工,你很可能会尽量说服他们免费或廉价为你工作。你会尽己之力给他们现金或者暂缓的工资,其他用公司股份代替。但是一旦公司员工开始多了以后,比如 5-8 个,这时候不是所有人向你直接汇报,你就需要把员工薪酬的制度白纸黑字确定下来。







如果你的创业公司能以正常的速度增长,那么一般你大概你支付正常薪资的 50%。最初 4 年的期权分配可以按照以下的规则来进行,这是对于员工而非创建者,比例范围按照他们对公司作出的贡献具体分配。


股权分配的一般标准是在 4 年之后全部兑现,如果有人在 1 年之后就辞职不干,那他们只能得到全部数额的 25%。

当你把股权分给员工的时候,你通常会把那些有税收优惠的激励性股权(ISOs)提供给非限制性股权,后者一般分配给合约商或者服务供应商。ISOs 有一个缺点,员工一旦从公司离开的话必须要在 90 天内行使他所拥有的股权,否则视为无效。


安装 CRM 系统

有了 6 名员工之后,就该安装个跟踪客户和合同的基本工具。我们在 iContact 的时候用 Salesforce.com 上的客户关系管理系统 CRM 和销售自动化系统 SFA,其他可用的还有 Nimble、Zoho CRM,Highrise,SugarCRM,和 Batchbook。你也可以把 email 营销工具当做 CRM 来使用。



2005 年 6 月,我和朋友 Jud Bowman 吃了顿饭,他是 Motricity 的联合创始人,这家公司在 2010 年公开上市之前获得了 3.5 亿美元的 VC。Jud 问我为什么没有为 iContact 筹募 VC,我说我正在考虑。他提出了两个关键的问题,以确定我们是否准备好筹集 VC:

1. 平均每个客户的终身价值是多少?

2. 每获得一个客户你付的成本是多少?

基于 iContact 是定制收费模式,Jud 告诉我可以通过每月每客户平均收入 ARPU 乘以每个客户平均停留的时间来估算平均每个客户的终身价值。我知道那时候平均每个客户的月收入在 45 美元,每月客户流失率在 3%,意味着平均每个客户持续停留的时间为 1/0.03,也就是 33 个月。这样算起来客户的平均终身价值是 $45*33=$1500(ARPU*客户流失前停留的月数=终身价值)。

接着计算我们获得每个客户平均需要付出多少。Jud 告诉我把每月广告支出费用除以每月获得的新客户数量。那时候我们每个月大概支付 10 万美元的广告费用,获得 330 个客户。所以我们的客户成本大约在 300 美元(广告支出/从广告得到的客户数量=客户成本)。

就是这样。有三年的时间我们差不多是以每月 300 美元的成本获得 1500 美元广告的收入。这看起来还是有利可图的,但这样下去我们的银行账户迟早有一天会亏空。如果能有外部投资的话我们就可以在上投入更多了。

鉴于此我们花了九个月的时间终于筹到了第一笔 50 万美元的投资。我们在 2006 年 2 月引进 Tim Oakley 任财务总监,4 月我们从 IDEA Fund Partners 拿到了投资。


我们决定用一个客户一年的收入去获得一个新客户,在当时就是 $45*12=$540。通过免费的口碑传播我们也能得到不少的客户,这样平均成本就降到了 300 美元。一旦你决定了要为一个新客户付出多少成本,接下来要做的就只是找到合适的营销渠道,使得每个客户成本少于或等于你所能承担的费用。

如果你的公司不是定制收费的话,那就用客户 5 年内花在你家产品上的钱来代表它的终身价值。如果你还不知道这些,你得马上着手跟踪客户消费,包括那些回头客。不了解这些的话你就不能有效判断客户单位收益以及有计划的扩大营销支出。

什么时候筹集 VC

我们在创建 iContact 的头三年里基本都是自力更生,只在 2003 年 12 月主服务器瘫痪的时候从一个朋友那儿借了 5000 美元。2003 年我们销售额达到 12000 美元,2004 年 296000 美元。那段时间我们过的相当拮据,尽量将开支减到最少,专注于扩大客户群而不是投资人。很多创业者会错误的把大部分时间花在投资人身上,却在面向客户的产品上精力欠缺。

2006 年早期,我们年销售额达到 150 万美元,于是准备筹集第一轮外部投资。我们从 IDEA Fund Partners 拿到了第一笔 50 万美元的种子投资,用来购买更多的 Google 关键词广告以增加客户流入。2007 年销售额达到 690 万美元,我们连续从 Updata Partners 那里筹到 530 万美元的 A 轮投资。这就是我们公司初创 4 年的历程,彼时我们已经拥有了 1 万付费客户。很多公司在试图拿到 A 轮投资的时候还根本没有任何付费客户。

2008 年遭遇金融危机,我们却保持了增长,并且决定从波兰的 North Atlantic Capital 借贷 5 百万来维持增长。最终于 2010 年 8 月,我们在投资银行 Allen&Co. 的帮助下进行了一次大型融资,从巴尔的摩 JMI Equity 筹得 4000 万的 B 轮投资,其中 2500 万用于公司,1500 万用于早期股东和投资者的流动资金。2011 年我们关闭了二级市场 500 万的交易,用于给股东提供额外的流动资金,因为公司那时还没有公开上市,不能对外售卖股权。

直到 2010 年 8 月我们筹到 B 轮融资,我和 Aaron 才得以维持董事会的主导权,主要因为我们之前一直把重心放在客户价值上,而不是出去筹募外部投资。

截至 2012 年 2 月 iContact 被 Vocus 以 16900 万美元的价格收购,我们总共融资 5800 万,其中 3700 万用于公司的资产负债表,2100 万用于从早期股东和投资者手里购买股份。


下图是 iContact 年销售量情况,我们花了几年才步入正轨。2003 年我们销售额仅有 12000 美元,2004 年 30 万美元。直到我们投资构建便捷的产品界面、计算客户成本和终身价值,大额投入 Google Adwords、建立客户追踪系统时,我们的销售额才开始在 2006 年有了明显的上涨。

除了 Adwords 之外我们还试用了一个代理项目,利用横幅广告和电台广告触达新客户。如果能再来一次的话,我想我会在客户增长和 API 集成上投入更多。

不同阶段创业 CEO 的责任

第一年:员工数 1-2

1. 单枪匹马阶段

2. 如果需要的话,找个能与你互补长短合伙人

3. 确保你有 2 万美元以启动业务

4. 专注于产品开发,找到能满足客户需求的点

5. 创造对别人有价值的产品,然后开始销售!

6. 收集客户反馈,完善产品

第二年:员工数 2-5

1. 竭尽所能让公司存活下来

2. 建立顾问委员会

3. 招第一批员工

4. 管好产品或销售、或二者兼顾

5. 以低价给办公室选址

6. 工资单外包出去

第三年:员工 6-25

1. 在接下来 20 个月,招个会计师制作每月财务报告

2. 建立可视化报表

3. 不再是所有人都向你直接汇报

4. 让管理者各就其位

5. 明确你的单位客户收益,考虑筹集资金

6. 每周进行全公司会议或者主要运营人员会议

7. 招聘专长于其领域的人,尽管你可能暂时还负担不起他们的费用

8. 公司重点布局于销售和成长

9. 建立员工手册

10. 定位公司价值观

11. 传达你的目标和愿景

12. 建立绩效考核流程,确保每年至少进行一次经理人谈话和绩效考核,包括员工对经理的考核

13. 建立股权计划

14. 安装 CRM 系统

第四年:员工人数 26-100

1. 与高管团队、领导团队和经理人进行每周例会

2. 与高管团队进行每周例会

3. 招名 CFO、HR 主管和行政秘书

4. 在接下来的 20 个月,让 CFO 以 GAAP 格式或管理格式给你提供精确的财务月报

5. 在员工手册里清晰说明公司运行系统和流程

6. 建立 KPIs 绩效考核,让团队进行每周汇报

7. 建立薪酬激励体系

8. 考虑简化员工沟通系统,例如内部 wikis,公司会议,外部活动或休假

9. 开始使用 OPSP,每个季度一个主题

10. 举行正式的年度规划会议,就下一年的战略和预算进行讨论和确定

11. 有意识的为企业文化建设投资

12. 有意识的为经理人和未来经理人进行管理和领导方面的课程培训

13. 雇审计员对年度财务报告进行审核

第五、六年:员工人数 101-250

1. 确定公司的刺猬原则(1、你对什么非常有激情? 2、你做什么事情可以做到世界最棒?)

2. 实施“团队的五大弊病”策略

3. 启动正式社会责任项目

4. 思考公司未来能开发的新市场,弄清楚接下来的产品流程

5. 想想你所在的大行业接下来会有什么重要的事情发生,明确你的公司在其中的位置

6. 和精英人群打交道,清理你的人脉关系中处于底层的 10-20%

7. 持续问自己,在接下来 24 个月什么才能最大程度驱动收入增长?

8. 制定一个方便你和其他领导层记住大家名字的机制

9. 启动 HRIS 自动处理 HR 相关事宜,例如人才招聘、绩效管理、薪酬和员工培训等

10. 实施服务利润链

11. 转向四大审计

12. 建立企业发展部

13. 雇投资银行对公司的并购机会进行评估

第 7 年之后:员工人数在 250 以上

1. 雇名 COO 或者把公司分为由高级经理 GM 或者总裁管理的不同部门

2. 你的职责现在主要由以下五部分组成:

3. 构建战略和愿景

4. 管理高管团队

5. 与股东沟通

6. 监督资源配置

7. 建立企业文化



VIA: startupguide.com




















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大概是 QQ 上的一位朋友,大批弟子规封建,我的估计是:

  1. 他没有仔细的阅读过弟子规
  2. 他自己还没有小孩



Continue reading “为弟子规辩护”