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Essay代寫原創論文-Entrepreneur Interview

文章類型:essay 發布時間:2020-09-04

背景:
Tuba Technologies的創始人Sisi Xu是《福布斯》 30位30位以下中國榜單中最年輕的企業家。TubaTechnologies由三個業務部門組成-電子設備維修,二手電子設備回收和電子設備租賃。 Siyuan成長于中國中部一個中等城市,于2013年前往北京。他在中國人民大學開始本科學習,該大學是中國最著名的大學之一,主修風險管理和精算科學。他的一些近親一直在從事電話銷售和維修工作。思遠在高中時和他的親戚有電話零售經驗。
BACKGROUND:
Siyuan Xu, the founder of Tuba Technologies, is the youngest entrepreneur on Forbes 30 under 30 China list 2018. Tuba Technologies consists of three business units – electronic device repairment, second-hand electronic device recycling, and electronic device rental. Grown up in a medium city in middle China, Siyuan went to Beijing in 2013. He started his undergraduate at the Renmin University of China, which is one of the most well-known universities in China, majoring Risk Management and Actuarial Science. A few of his close relatives have been working with phone selling and repairing. Siyuan had phone retailing experience with his relatives in high school.
 
機會識別:
思源發現,手機維修是大學期間大多數學生的大難題。學生獲得電話維修的主要方式有兩種:第一種是通過官方商店進行的,這既耗時又對學生而言非常昂貴。另一種是通過一些單獨的商店。但是,這些獨立商店的質量差異很大。
 
憑借先前的經驗和資源,思遠決定開辦自己的大學生電子設備維修業務。根據學生的使用習慣,他決定建立一個基于微信的O2O平臺-中國最受歡迎的社交媒體平臺,從而使學生使用起來更加方便。同時,他可以利用當前的學生網絡來擴大他的客戶群。思源一直密切關注O2O行業,并尋找是否有任何新的發展可用來發展其商業模式。
OPPORTUNITY IDENTIFICATION:
Siyuan found that cell-phone repairment was a big problem for most students in the university during his undergraduate. There were two main ways for students get phone repairment: the first is through official stores, which is time-consuming and quite expensive for students. And the other is through some individual stores. However, the quality of these individual stores varied a lot. 

With the prior experience and resources, Siyuan decided to start his own business about electronic device repairment for university students. Based on students’ user habits, he decided to build an O2O platform based on WeChat - the most popular social media platform in China, which makes it more convenient for students to use. Meanwhile, he could use his current student network to enlarge his customer base. Siyuan has been paying close attention to O2O industry and to find if there are any new developments he could use to develop its business model.

創業過程:
Siyuan和Tuba的最大優勢是對目標客戶的了解。在圖巴工作的大多數人都是學生,這些人符合他們的最終用戶資料。因此,他們可以更深入地了解客戶的需求和行為,這是其成功的關鍵因素。 Siyuan建立的第一個商業模型非常簡單。這是一個O2O平臺,學生可以在此在線訂購電子設備維修。 Tuba的工作人員會在一個小時內來收集設備。同時,Tuba將為客戶提供電話以供臨時使用。這種商業模式的利潤率非常低。由于價格對于學生來說是至關重要的DMU,因此Tuba必須保持有競爭力的價格。同時,聲譽也是必不可少的,這鼓勵學生告訴他們的朋友,從而擴大Tuba的客戶群。
由于市場規模非常有限,因此這種業務模型并不持久。如何使業務長期持久是最大的挑戰。在Tuba的第三年,Siyuan決定擴展他的商業模式。他開始了二手設備回收服務和電子設備租賃服務。 Tuba為擁有備用電子設備的人和想要出租電子設備以供臨時使用的人提供了一個平臺。 Tuba將獲得20%左右的傭金。現在,租金服務已成為Tuba的主要服務。此舉為Tuba提供了更多的市場空間來探索和發展。 2018年,Tuba獲得了天使輪融資,并獲得了1000萬人民幣的戰略投資。
ENTREPRENEURIAL PROCESS:
The biggest advantage of Siyuan and Tuba is the knowledge about their target customers. Most people who worked in Tuba were students, who fit their End User Profile. Therefore, they could get a deeper understanding of the customer needs and behavior, which is crucial factor for their success. The first business model Siyuan build is very simple. It is a O2O platform, where students could place order for electronic devices repairment online. And staff at Tuba would come and collect the device in an hour. Meanwhile, Tuba would provide the customer with a phone for temporary use. Such business model has a very low profit margin. As price is a crucial DMU for students, Tuba has to keep competitive pricing. Meanwhile, reputation is also essential, which encourage students to tell their friends and therefore enlarge the customer base of Tuba.
As the market size was quite limited, such a business model was not durable. How to make the business durable in the long-term was the biggest challenge. In the third year of Tuba, Siyuan decided to expand his business model. He started second-hand device recycling service and electronic device rental service. Tuba provides a platform for people who have a spare electronic device to rent and people who want to rent an electronic device for temporary use. Tuba will get around 20% commission fee. Now, rent service has become the leading service of Tuba. The move gives Tuba more market space to explore and develop. In 2018, Tuba got Angel Round and then got 10,000,000 RMB strategic investment.

管理業務:
最初,思源非常依賴社交媒體來擴展其客戶群。他使用自己的社交網絡,并要求他的朋友邀請他們的朋友加入該平臺。同時,思遠通過學校的孵化器與一些投資者取得了聯系。他還與在阿里巴巴和投資公司工作的一些校友取得了聯系。他說:“校友是非常重要的資源。我很幸運能從他們那里得到很多幫助。”
在思遠擴大大號業務之前,大號每月的現金流量約為40萬元,增長率為15%。最初的利潤率很低,他需要考慮提高利潤的方法。解決方案之一就是降低質量,這是最簡單,最快的方法。但是,思源認為,誠信是可持續業務的關鍵。他說:“在某種程度上,聲譽就是一切。如果輸了,就輸了。”因此,他選擇了轉型和改善自己的商業模式以長期產生更多的利潤。

MANAGING THE BUSINESS:
In the beginning, Siyuan relied heavily on social media to expand his customer base. He used his social network and asked his friend to invite their friends to the platform. Meanwhile, Siyuan got in touch with a few investors through the incubator in the school. He also got in touch with some alumni who worked in Alibaba and Investment companies. He said, “alumni is very important resource. I am so lucky to get a lot of help from them.”
Before Siyuan expanded Tuba business, the monthly cash flow of Tuba was around 400,000 RMB, with 15% increasing rate. The profit margin was quite low in the beginning, and he needed to think of ways to improve profit. And one of the solutions was lowering the quality, which was the easiest and fastest way. However, Siyuan thinks that integrity is the key to a sustainable business. He said, “Reputation is everything to some extent. If you lose it, you lose.” Therefore, he chose to transform and improve his business model to generate more profits in the long term.

測量成功:
“我不會說這是成功的。說成功就是成功。圖巴不是。一切都在快速變化。但我認為我走在正確的道路上。”思遠說。此外,獲得1000萬元的戰略投資是思遠的一個里程碑。當前,客戶群是其業務的關鍵標準。他不僅不再專注于大學生了。在業務模式轉變之后,他還將欠發達城市的年輕人作為其出租服務的潛在用戶。他還使用了阿里巴巴和微信等支付平臺將用戶定向到自己的平臺。現在,Tuba的月收入已超過100萬人民幣。
在思遠大學畢業之前開始做生意時,他的工作花費了他很多時間,而且他沒有太多時間學習。他不得不跳過某些課。他提到:“我不知道我是否做出了正確的選擇。我們每個人都必須在生活中做出選擇。時間管理至關重要。我必須利用有限的時間。”
 
MEASURING SUCCESS:
“I would not say it is a success. Saying it is a success means it is finished. Tuba is not. Everything is changing so fast. But I think I am on the right track,” said by Siyuan. Moreover, the receiving of the strategic investment of 10,000,000 RMB is a milestone for Siyuan. Currently, a critical criterion for his business is customer base. He does not only focus on university students anymore. After the transformation of his business model, he also targets young people from less developed cities as potential users of his rental service. He also used payment platforms like Alibaba and WeChat to direct users to his own platform. Now, Tuba has monthly revenue of more than 1,000,000 RMB.
As Siyuan started the business before he graduated from university, his business cost him a lot of time, and he did not have much time to study. He had to skip some class. He mentioned, “I do not know if I made the right choice. We all have to make choices in our life. And time management is essential. I have to make use of my limited time.”
 
判斷:
我不會為公司工作。目前,Tuba是一個非常凝聚的管理團隊,每個人都扮演著確切的角色。同時,Tuba有很多員工從事基本工作,例如維修或包裝電子設備。我認為我在公司中沒有任何職位。但是,我會通過將我的備用電子設備寄給公司并通過租金賺錢來加入公司。我認為他做出了正確的決定,將其純維修業務轉變為租賃,維修和回收的組合。后者更受創新驅動,從長遠來看可以為他的業務帶來更多價值。
我認為我可以成為一名成功的企業家,因為如果“做到這一點”,我與Siyuan具有相同的精神。正如Aulet所說明的那樣,激情是成功企業家的重要因素。思遠雄心勃勃。通過他的眼睛和表情,我可以感受到他對Tuba和整個行業的熱情。 “開始總是最艱難的。我想有時候您只需要邁出第一步,”思遠說。我同意。熱情是一開始的關鍵驅動因素。但是,在后期階段,對業務進行周密的計劃是可持續業務的關鍵因素。
JUDGMENT:
I would not work for the company. Currently, Tuba is a very condensed management team, and everyone has a precise role. At the same time, Tuba has a lot of staff to do the basic job, such as repairment or pack electronics. I do not think I fit any position in the company. However, I would join the company by sending my spare electronics to the company and earning money though rental. I think he made the right decision to transform his business for pure repairment to a combination of rental, repairment, and recycle. The latter is more innovation-driven, which could bring more value to his business in the long term.
I think I could be a successful entrepreneur as I share the same spirit if “do it” as Siyuan. As Aulet illustrated, passion is a significant factor for a successful entrepreneur. Siyuan is ambitious. I could feel his passion for Tuba and the industry through his eyes and expressions. “The beginning is always the hardest. I guess sometimes you just have to make the first step,” said by Siyuan. I agree. Passion is a crucial driving factor in the beginning. However, in the later stage, thoughtful planning of the business is a crucial factor for a sustainable business.

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