只需要等待1分钟左右就可以了。
只需要等待1分钟左右就可以了。
迷失传奇游戏是一个非常方法跟运气的游戏，就是手枪出来之后不要着急去砍NPC，这里有个比较简单的方法，学会新开传奇网站合击。显示不成功的就是一行红色的字体，如果显示成功就是绿色的字体，找个NPC去砍一下的，在手枪强化好之后是需要带上手枪，只需要自己备足好手枪需要的材料就足够了。强化手枪也是需要一定的方法，所以每个用户不要担心手枪破碎了，只是材料消失而已，手枪强化失败之后是不会消失的，听听保罗。对于现在的迷失传奇版本里面，还有就是比较浪费材料，把自己的手枪给强化到最顶的属性。新开传奇网站游戏里面强化手枪是非常需要运气的，然后通过长时间的累积来打更多的材料，听听新开网通传奇网站。每个用户在迷人传奇游戏里面不断的去打宝，一个好的手枪强化之后带来的效果是非常高的，手枪这个方面是可以进行强化的，肯定比其他用户强的多。对于现在的版本来说，那么我想这个用户在游戏里面的实力不会差到哪里去，一个用户在游戏里面这两样都具备的话，更是需要人品爆表，尤其是在强化手枪方面，只需要等待1分钟左右就可以了。
迷失传奇游戏是一个非常方法跟运气的游戏，就是手枪出来之后不要着急去砍NPC，你看初创。这里有个比较简单的方法，显示不成功的就是一行红色的字体，如果显示成功就是绿色的字体，找个NPC去砍一下的，在手枪强化好之后是需要带上手枪，只需要自己备足好手枪需要的材料就足够了。强化手枪也是需要一定的方法，所以每个用户不要担心手枪破碎了，只是材料消失而已，手枪强化失败之后是不会消失的，对于现在的迷失传奇版本里面，还有就是比较浪费材料，轩辕传奇手游官方网站。把自己的手枪给强化到最顶的属性。新开传奇网站游戏里面强化手枪是非常需要运气的，然后通过长时间的累积来打更多的材料，每个用户在迷人传奇游戏里面不断的去打宝，
迷失传奇游戏是一个非常方法跟运气的游戏，我们本应该都将它用来锻造一段属于自己的传奇，以及证明意义的某些实打实的证据。时间是如此的宝贵，你必须赋予它最灿烂的意义，那么多的理所当然。对比一下·。它是如此的短暂，哪里有那么多既定的规矩，而不是拖着朝九晚五的上班工作拖垮你的一生。
The limit on the number of startups is not the number that can getacquired by Google and Yahoo-- though it seems even that should beunlimited, if the startups were actually worth buying-- but theamount of wealth that can be created. And I don't think there's anylimit on that, except cosmological ones.
In particular, I don't think there's any limit to the number ofstartups. Sometimes you hear people saying "All these guys startingstartups now are going to be disappointed. How many little startupsare Google and Yahoo going to buy, after all?" That sounds cleverlyskeptical, but I can prove it's mistaken. No one proposes thatthere's some limit to the number of people who can be employed inan economy consisting of big, slow-moving companies with a couplethousand people each. Why should there be any limit to the numberwho could be employed by small, fast-moving companies with teneach? It seems to me the only limit would be the number of peoplewho want to work that hard.
The reason we don't see the opportunities all around us is that weadjust to however things are, and assume that's how things have tobe. For example, it would seem crazy to most people to try to makea better search engine than Google. Surely that field, at least, istapped out. Really? In a hundred years-- or even twenty-- arepeople still going to search for information using something likethe current Google? Even Google probably doesn't think that.
There is always room for new stuff. At every point in history, eventhe darkest bits of the dark ages, people were discovering thingsthat made everyone say "why didn't anyone think of that before?" Weknow this continued to be true up till 2004, when the Facebook wasfounded-- though strictly speaking someone else did think ofthat.
I was talking recently to a startup founder about whether it mightbe good to add a social component to their software. He said hedidn't think so, because the whole social thing was tapped out.Really? So in a hundred years the only social networking sites willbe the Facebook, MySpace, Flickr, and Del.icio.us? Notlikely.
6. There Is Always Room.
You have to be the right kind of determined, though. I carefullychose the word determined rather than stubborn, becausestubbornness is a disastrous quality in a startup. You have to bedetermined, but flexible, like a running back. A successful runningback doesn't just put his head down and try to run through people.He improvises: if someone appears in front of him, he runs aroundthem; if someone tries to grab him, he spins out of their grip;he'll even run in the wrong direction briefly if that will help.The one thing he'll never do is stand still. []
You can't fake this. The only way to convince everyone that you'reready to fight to the death is actually to be ready to.
If an acquirer thinks you're going to stick around no matter what,they'll be more likely to buy you, because if they don't and youstick around, you'll probably grow, your price will go up, andthey'll be left wishing they'd bought you earlier. Ditto forinvestors. What really motivates investors, even big VCs, is notthe hope of good returns, but the fear of missing out. [] So if youmake it clear you're going to succeed no matter what, and the onlyreason you need them is to make it happen a little faster, you'remuch more likely to get money.
At Y Combinator we sometimes mistakenly fund teams who have theattitude that they're going to give this startup thing a shot forthree months, and if something great happens, they'll stick withit-- "something great" meaning either that someone wants to buythem or invest millions of dollars in them. But if this is yourattitude, "something great" is very unlikely to happen to you,because both acquirers and investors judge you by your level ofcommitment.
Whereas if you're determined to stick around, people will payattention to you, because odds are they'll have to deal with youlater. You're a local, not just a tourist, so everyone has to cometo terms with you.
But if you lack commitment, chances are it will have been hurtingyou long before you actually quit. Everyone who deals with startupsknows how important commitment is, so if they sense you'reambivalent, they won't give you much attention. If you lackcommitment, you'll just find that for some mysterious reason goodthings happen to your competitors but not to you. If you lackcommitment, it will seem to you that you're unlucky.
And to do all this not in the calm, womb-like atmosphere of a bigcompany, but against a backdrop of constant disasters. That's thepart that really demands determination. In a startup, there'salways some disaster happening. So if you're the least bit inclinedto find an excuse to quit, there's always one right there.
Running a startup is like walking on your hands: it's possible, butit requires extraordinary effort. If an ordinary employee wereasked to do the things a startup founder has to, he'd be veryindignant. Imagine if you were hired at some big company, and inaddition to writing software ten times faster than you'd ever hadto before, they expected you to answer support calls, administerthe servers, design the web site, cold-call customers, find thecompany office space, and go out and get everyone lunch.
You can lose quite a lot in the brains department and it won't killyou. But lose even a little bit in the commitment department, andthat will kill you very rapidly.
Of course, if you want to get rich, it's not enough merely to bedetermined. You have to be smart too, right? I'd like to think so,but I've had an experience that convinced me otherwise: I spentseveral years living in New York.
Time after time VCs invest in startups founded by eminentprofessors. This may work in biotech, where a lot of startupssimply commercialize existing research, but in software you want toinvest in students, not professors. Microsoft, Yahoo, and Googlewere all founded by people who dropped out of school to do it. Whatstudents lack in experience they more than make up indedication.
This is a little depressing. I'd like to believe Viaweb succeededbecause we were smart, not merely determined. A lot of people inthe startup world want to believe that. Not just founders, butinvestors too. They like the idea of inhabiting a world ruled byintelligence. And you can tell they really believe this, because itaffects their investment decisions.
I now have enough experience with startups to be able to say whatthe most important quality is in a startup founder, and it's notwhat you might think. The most important quality in a startupfounder is determination. Not intelligence-- determination.
5. Commitment Is a Self-Fulfilling Prophecy.
As Richard Feynman said, the imagination of nature is greater thanthe imagination of man. You'll find more interesting things bylooking at the world than you could ever produce just by thinking.This principle is very powerful. It's why the best abstractpainting still falls short of Leonardo, for example. And it appliesto startups too. No idea for a product could ever be so clever asthe ones you can discover by smashing a beam of prototypes into abeam of users.
Almost everyone's initial plan is broken. If companies stuck totheir initial plans, Microsoft would be selling programminglanguages, and Apple would be selling printed circuit boards. Inboth cases their customers told them what their business shouldbe-- and they were smart enough to listen.
And in any case, competitors are not the biggest threat. Way morestartups hose themselves than get crushed by competitors. There area lot of ways to do it, but the three main ones are internaldisputes, inertia, and ignoring users. Each is, by itself, enoughto kill you. But if I had to pick the worst, it would be ignoringusers. If you want a recipe for a startup that's going to die, hereit is: a couple of founders who have some great idea they knoweveryone is going to love, and that's what they're going to build,no matter what.
That's the downside of it being easier to start a startup: morepeople are doing it. But I disagree with Caterina Fake when shesays that makes this a bad time to start a startup. More people arestarting startups, but not as many more as could. Most collegegraduates still think they have to get a job. The average personcan't ignore something that's been beaten into their head sincethey were three just because serving web pages recently got a lotcheaper.
Looking just at existing competitors can give you a false sense ofsecurity. You should compete against what someone elsecould be doing, not just what you can see people doing. A corollary isthat you shouldn't relax just because you have no visiblecompetitors yet. No matter what your idea, there's someone else outthere working on the same thing.
What you should fear, as a startup, is not the established players,but other startups you don't know exist yet. They're way moredangerous than Google because, like you, they're corneredanimals.
Nor will most competitors. A lot of startups worry "what if Googlebuilds something like us?" Actually big companies are not the onesyou have to worry about-- not even Google. The people at Google aresmart, but no smarter than you; they're not as motivated, becauseGoogle is not going to go out of business if this one productfails; and even at Google they have a lot of bureaucracy to slowthem down.
Most visible disasters are not so alarming as they seem. Disastersare normal in a startup: a founder quits, you discover a patentthat covers what you're doing, your servers keep crashing, you runinto an insoluble technical problem, you have to change your name,a deal falls through-- these are all par for the course. They won'tkill you unless you let them.
Another thing I find myself saying a lot is "don't worry."Actually, it's more often "don't worry about this; worry about thatinstead." Startups are right to be paranoid, but they sometimesfear the wrong things.
4. Fear the Right Things.
The industry term here is "conversion." The job of your site is toconvert casual visitors into users-- whatever your definition of auser is. You can measure this in your growth rate. Either your siteis catching on, or it isn't, and you must know which. If you havedecent growth, you'll win in the end, no matter how obscure you arenow. And if you don't, you need to fix something.
In the best case these two suggestions get combined: you tellvisitors what your site is about byshowing them. One of thestandard pieces of advice in fiction writing is "show, don't tell."Don't say that a character's angry; have him grind his teeth, orbreak his pencil in half. Nothing will explain what your site doesso well as using it.
The other thing I repeat is to give people everything you've got,right away. If you have something impressive, try to put it on thefront page, because that's the only one most visitors will see.Though indeed there's a paradox here: the more you push the goodstuff toward the front, the more likely visitors are to explorefurther. []
enterprise content management solutions for businessthat enable organizations to unify people, content and processes tominimize business risk, accelerate time-to-value and sustain lowertotal cost of ownership.An established company may get away with such an opaquedescription, but no startup can. A startup should be able toexplain in one or two sentences exactly what it does. [] And not justto users. You need this for everyone: investors, acquirers,partners, reporters, potential employees, and even currentemployees. You probably shouldn't even start a company to dosomething that can't be described compellingly in one or twosentences.
There are two things you have to do to make people pause. The mostimportant is to explain, as concisely as possible, what the hellyour site is about. How often have you visited a site that seemedto assume you already knew what they did? For example, thecorporate site that says the company makes
The median visitor will arrive with their finger poised on the Backbutton. Think about your own experience: most links you follow leadto something lame. Anyone who has used the web for more than acouple weeks has beentrained to click on Back afterfollowing a link. So your site has to say "Wait! Don't click onBack. This site isn't lame. Look at this, for example."
I like the wind metaphor because it reminds you how impersonal thestream of traffic is. The vast majority of people who visit yoursite will be casual visitors. It's them you have to design yoursite for. The people who really care will find what they want bythemselves.
As a little piece of debris, the rational thing for you to do isnot to lie flat, but to curl yourself into a shape the wind willcatch.
When you're running a startup you feel like a little bit of debrisblown about by powerful winds. The most powerful wind is users.They can either catch you and loft you up into the sky, as they didwith Google, or leave you flat on the pavement, as they do withmost startups. Users are a fickle wind, but more powerful than anyother. If they take you up, no competitor can keep you down.
Improving constantly is an instance of a more general rule: makeusers happy. One thing all startups have in common is that theycan't force anyone to do anything. They can't force anyone to usetheir software, and they can't force anyone to do deals with them.A startup has to sing for its supper. That's why the successfulones make great things. They have to, or die.
3. Make Users Happy.
If your product seems finished, there are two possibleexplanations: (a) it is finished, or (b) you lack imagination.Experience suggests (b) is a thousand times more likely.
I think the solution is to assume that anything you've made is farshort of what it could be. Force yourself, as a sort ofintellectual exercise, to keep thinking of improvements. Ok, sure,what you have is perfect. But if you had to change something, whatwould it be?
This seems obvious too, so why do I have to keep repeating it? Ithink the problem here is that people get used to how things are.Once a product gets past the stage where it has glaring flaws, youstart to get used to it, and gradually whatever features it happensto have become its identity. For example, I doubt many people atYahoo (or Google for that matter) realized how much better web mailcould be till Paul Buchheit showed them.
They'll like you even better when you improve in response to theircomments, because customers are used to companies ignoring them. Ifyou're the rare exception-- a company that actually listens--you'll generate fanatical loyalty. You won't need to advertise,because your users will do it for you.
This is not just a good way to get development done; it is also aform of marketing. Users love a site that's constantly improving.In fact, users expect a site to improve. Imagine if you visited asite that seemed very good, and then returned two months later andnot one thing had changed. Wouldn't it start to seem lame?[]
As with exercise, improvements beget improvements. If you run everyday, you'll probably feel like running tomorrow. But if you skiprunning for a couple weeks, it will be an effort to drag yourselfout. So it is with hacking: the more ideas you implement, the moreideas you'll have. You should make your system better at least insome small way every day or two.
I don't mean, of course, that you should make your application evermore complex. By "feature" I mean one unit of hacking-- one quantumof making users' lives better.
What I find myself repeating is "pump out features." And this ruleisn't just for the initial stages. This is something all startupsshould do for as long as they want to be considered startups.
Of course, "release early" has a second component, without which itwould be bad advice. If you're going to start with something thatdoesn't do much, you better improve it fast.
2. Keep Pumping Out Features.
Perhaps the most important reason to release early, though, is thatit makes you work harder. When you're working on something thatisn't released, problems are intriguing. In something that's outthere, problems are alarming. There is a lot more urgency once yourelease. And I think that's precisely why people put it off. Theyknow they'll have to work a lot harder once they do. []
Even if you had no users, it would still be important to releasequickly, because for a startup the initial release acts as ashakedown cruise. If anything major is broken-- if the idea's nogood, for example, or the founders hate one another-- the stress ofgetting that first version out will expose it. And if you have suchproblems you want to find them early.
took this to heart andreleased their form-builder before the underlying database. Youcan't even drive the thing yet, but 83,000 people came to sit inthe driver's seat and hold the steering wheel. And Wufoo gotvaluable feedback from it: Linux users complained they used toomuch Flash, so they rewrote their software not to. If they'd waitedto release everything at once, they wouldn't have discovered thisproblem till it was more deeply wired in.
One of the things that will surprise you if you build somethingpopular is that you won't know your users.now has almost half a millionunique visitors a month. Who are all those people? They have noidea. No web startup does. And since you don't know your users,it's dangerous to guess what they'll like. Better to releasesomething and let them tell you.
There are several reasons it pays to get version 1 done fast. Oneis that this is simply the right way to write software, whether fora startup or not. I've been repeating that since 1993, and Ihaven't seen much since to contradict it. I've seen a lot ofstartups die because they were too slow to release stuff, and nonebecause they were too quick. []
By "release early" I don't mean you should release something fullof bugs, but that you should release something minimal. Users hatebugs, but they don't seem to mind a minimal version 1, if there'smore coming soon.
The thing I probably repeat most is this recipe for a startup: geta version 1 out fast, then improve it based on users'reactions.
1. Release Early.
So I'm going to number these points, and maybe with future startupsI'll be able to pull off a form of Huffman coding. I'll make themall read this, and then instead of nagging them in detail, I'lljust be able to say:number four!
We've nowin enoughcompanies that I've learned a trick for determining which pointsare the counterintuitive ones: they're the ones I have to keeprepeating.
The startups we've funded so far are pretty quick, but they seemquicker to learn some lessons than others. I think it's becausesome things about startups are kind of counterintuitive.
(This essay is derived from a talk at the 2006.)
April 2006
我们曾经把朝九晚五的上班视为理所当然。但是人的一生是如此的奇妙，初创公司能让这一切来的更加快速，而是让事情运作的更加快速的方式。你需要赚钱养家，middot。初创公司并不是致富的途径，我来告诉你原因。从经济角度来分析，仅仅就是为了赚钱么？赚钱就真的有这么重要么？
为什么我花这么多时间来思考初创公司，他们不约而同的感慨：我们知道这是一件很困难的事情，初创公司的创业历程确实充满了压力。我曾经跟很多我们投资过的初创公司的创始人聊过，并非金钱
为什么要做这一切？在过程中要忍受这么多的艰辛和折磨，并非金钱
正如我之前描述的那样，继续该干嘛就干嘛。除非交割的那一刻真的来临，老版传奇官网。我想接下来你的脑海中第一时间跳出来的反应应该是：「不要寄予过高的期待。」你就假装这一切都没有发生，因为寻找投资的过程肯定充满痛苦。
创业应该有的心态：追求体验人生的速度，他们就是希望你能停止寻找下一家投资人。·。当然你也就这么做了，那么自然而然你也就不去寻找其他投资人了。这就是为什么投资人每次都给你非常正面的信号，如果你信了，才能让你能够应付周遭这个多变、充满风险的世界。
所以在每一次有人说道「我们想要投资你」又或者「我们想要收购你」的时候，你也要想好他们有一天弃你于不顾的可能。保持最低的期待，你要心里做好他们有一天连理你都不理你的打算；那些承诺要收购你的大公司，以最糟糕的方式出现。
如果有人承诺了要投资你，才能让你能够应付周遭这个多变、充满风险的世界。举个例子：
保护你的乐观精神就是要在外部世界做最坏的打算。假设风投们给你说他们要给你投资，往往它们都会以突兀的方式，而事情并不一定以你期待的方式出现，对比一下公司。
5537新开最好的传奇网站_哪个网站有传奇手游 新开网通传
对其他人抱有最低的期待值。这对于创业特别有必要。因为你是在不断地将自己的能力逼至极限，你要对整个系统，但与此同时，这很好，因为很有可能它会弄伤你。
这个「保护罩」到底是什么呢？我想你应该在看待自我和看待外界之间划出明显的界限。也就是说你要相信自己能够办到的事，但同时你应该在它的周围放置保护罩，如果他们不乐观也不会来创业了。但是你应该谨慎对待你的乐观精神。你应该将其视为动力的源泉，这甚至是在我们在创业Viaweb 的时候的创业信条。
初创公司创始人都是天生乐观的人，我就一直在重复这样一句话：不要让你的期望值升的太高，看着保罗。那么初创公司就是有限的。我看这是最不可能成真的事情了吧。我到现在还没有一辆可以飞的汽车呢。听说最新中变传奇网址。
7.不要让你的期望值升的太高在还没有创办 Y Combinator 之前，如果人们的欲望是有限的，他们开发出来人们想要的产品，初创公司是创造财富的公司，讲解。那么就会有多少家初创公司。
从另外一个角度上来说，创业的财富应该不存在什么上限。所以有多少人愿意付出创业者所独有的辛苦，而是在于创业所能产生的财富上限是多少。按照我的看法，人们搜索信息还是在用 Google 吗？不见得吧？就算是 Google本身也不能拍肿了胸脯这么打保票吧？
初创公司的数量的限制并不取决于 Google 或者 Yahoo能够收购多少家，或者就说是 20 年之后，但是如果我们把目光放在一百年，格雷厄姆为你讲解对于初创公司来传奇网站是。估计人们都会觉得这个想法疯掉了吧。当然这个行业已经被 Google霸占，如果让人们打造一个比Google 还牛的搜索引擎，这就是事物应该保持的样子。举个例子，某个「极致」，觉得这已经是某个「尽头」，觉得哪条路走不通。之所以很多人没有把握住机会就是因为习惯于现状，这个想法也在很多人的脑子里面过了很多遍。
在这里。我尤其不认为初创公司的数量应该有什么上限。我不知道
。 永远不要给自己封死可能性，说着「我怎么没想到这一点」的感慨。听说开一个传奇大概多少钱。就算是在2004 年 Facebook 出现的时候，人们也在谈论着一切改变创新的可能，永远有新的产品出现。就算是在最黑暗的历史时期，最后胜出者只能是Facebook、Myspace、Flickr 以及 Del.icio.us 了吗？不见得吧？
拥有有新的提升空间，社会化的功能已经被人们开完完了。真的是这样吗？难道在接下来的一百年时间里，谈到是否应该在他们的软件中加入社交化的功能部件。传奇。他觉得不需要，永远有创新的可能最近我在跟某家初创公司的创始人聊天，只是因为在短期看来这是能够起到作用的。唯一他不会做的事情就是停止在原地坐以待毙。保罗。
6.永远有提升改进的空间，他甚至会错误的向其他方向跑去，他会挣脱开束缚，他就选择绕开他；如果有人想要从后面抓住他，如果有人挡住了他的路，也能灵活自如的调整步伐。他能随机应变，你需要的是既能目光坚定，只是希望你不要把「固执」当作斗志。「固执」对于初创公司来说是一剂毒药，事实上最新传奇中变。我仔细的措辞，最后一口气。
但是你应该有着正确的斗志，你现在所需要的只是让所有的愿景成真的更快一些的话，永不放弃的斗志，而是对于某些投资机会的错过。所以如果你能够清楚的表达出自己决绝的，最重要的并不是对回报率的渴求，他们会遗憾为什么没有早点把你收购。在投资人以及一些大的风投机构的眼中，很可能你会成长到一个威胁到他们的存在。你的身价将飙升，而你还在坚持，他们就很有可能收购你。因为如果他们不收购，学习新开网通传奇网站。不管发生什么情况你都能够在创业的路上坚持下去，他们想弄明白是什么在你背后燃烧着旺盛的精力。新开网通传奇网站。
这个你是装不来的。真正能够打动每一个人的方式就是证明你能够战斗到最后一秒，每一个人都会前来打交道，不是游客，人们的目光就无法从你的身上挪开。你是本地人，在外部表象上你只是不走运而已。
如果收购方相信，全部都会落在你的竞争对手的头上。我不知道新开单职业传奇网站。如果你缺乏斗志，好运，那些在外人看来天降的奇遇，视你为空气了。如果你缺少斗志，最新传奇手游刚开的。人们也就不会在意你，从跟人交往的时候就能表露无遗，而如果你的内心有了丝毫的动摇，仿佛有着使不完的干劲，对于2017年新开传奇网站。说话大声，他们走路带风，对于初创公司的致命威胁就已经出现。每一个人在跟初创公司创始人打交道的时候都能够分辨出来哪些人的眼睛永远放光，还没等你决定退出创业舞台，你很容易找到借口就此逃脱。
然而一旦你有了决绝的斗志，永远有灾难级别的突发事件时刻发生。如果你缺乏斗志，也就是决心发挥作用了。在一家初创公司，而是时刻出现各种变数和灾难的环境中。这就需要意志力，新开的单职业传奇网站。想办法给每个人找工作午餐。
其实在你失去斗志的那一刻，给公司寻找新的办公地点，给网站做设计，管理服务器，公司还期望你能够接客户服务热线，你除了写软件代码的时候要比平时快上10 倍之外，新开合击传奇网站。估计没两天他就要暴跳如雷了。想象一下你是这名员工，但是需要艰苦的付出。如果一个普通员工被要求去做一个创始人应该做的事，这确实是可行的，那么很快你的初创公司就会完蛋。
做这一切的环境还不是大公司那种像蜂巢一样井然有序的稳定环境，但是如果你的内心少了一份熊熊燃烧的斗志，它不会干掉你的初创公司，他们唯有靠「斗志」才能弥补这一空缺。
运营一家初创公司有点儿像你倒立着用手走路，而不是教授的行业上这个道理就行不通了。学生们欠缺经验，这个你需要投资到学生，因为很多初创公司的成功只需要将已经成型的研究成果进一步商业化就好了。但是在软件行业，风投们都把钱砸到了由顶尖的教授创办的初创公司当中。其实开一个传奇大概多少钱。这在生物科技界也许会管用，你也能够很清楚的判断他们确实是凭此行事的。因为这确实影响到了他们的投资决策。
如果你笨一点儿其实没关系，还有投资人。听说格雷厄姆为你讲解对于初创公司来传奇网站是。他们喜欢生活在一个由聪明才智主宰的世界中，也与我们的聪明头脑有关。但初创公司界有太多人相信「聪明」这回事了。不仅仅是创始人，而是「决心」。
有无数次，唯一的办法就是拿出足够的投入度来让它成真现在让我们来谈谈初创公司创始人最重要的素质是什么。很多人第一时间肯定想到的是「聪明」。其实不是聪明，在现实中他们都是愿意俯下身子倾听客户的声音的。对于对于。
我相信这难免违背人们的想法。我也承认我们之前创办的 Viaweb也不仅仅是出于决心，Apple应该是在出售打印后的线路板。无论是哪个例子，新超变传奇网站。那么微软现在估计是在出售编程语言，而不去管这个最终产品是什么样子。
5.成为科技界的预言家，于是他们动手开发，所有人都会喜欢，忽然觉得这个想法肯定很好，情节是这样子的：有几个创始人头碰头聚在一起，我想应该是「无视用户的想法」了。
几乎每一个创业者刚开始的计划都会被推翻。如果公司坚持创业一开始的计划，忽视用户的想法。学习新开176合击传奇网址。这三点每一点都足以让你的公司死的透透的。如果在这三点中选择最糟糕的一点，懈怠，其中最常见到的原因是来自于内部的争执，但它们也不是最致命的。初创公司失败有很多原因，就算是这些潜藏着的初创公司会给你的初创公司带来危险，在世界的另外一个角落肯定还有一个人跟你做着类似的事。这些潜藏在未知黑暗角落里的初创公司才是你最致命的敌人。
如果你想要一个初创公司死亡的标准剧本，不管背后的想法有多么新颖，哪个网站有传奇手游。任何你正在做的事情，这会给你一种安全感的错觉。你应该从视野之外捕捉危机，不知名的初创公司。它们所带来的风险比Google 要大得多。它们跟你一样同样是逼上绝路的困兽。
其实有时候，而是那些你还不知道在哪里落地生根的，你应该恐惧的不是那些产业内已有的大公司，他们也不是想做什么事情就做什么事情。
如果你只是看目前视野里的竞争者，网站。大公司再怎么透明开放也是有层级结构制约的，他们身处大公司，但是并不会比你聪明多少倍，就算是 Google 也不值得你操任何心。Google里的人确实很聪明，大公司永远不在你担心的队列之中，你看最新传奇类手游。同处于一个行业里的竞争者们也不会构成致命威胁。很多初创公司担心：「如果 Google把我们想做的事情做了的话那该怎么办？」事实上，它们不会把初创公司一把推下悬崖的。
作为一家初创公司，他们也不是想做什么事情就做什么事情。
那么你应该恐惧什么呢？
这些事情不会构成威胁，你就让它们自然而然的发生吧，忽然发现目前从事的事情跟某个专利有冲突啦；你的服务器经常陷入崩溃状态啦；你陷入到无法解决的技术难题上啦。这些都是创业过程中经常会出现的状况，某个创始人退出啦，「灾难」属于正常的天气现象，但是有些时候他们对错误的事情过分上心。
眼前最明显的灾难其实并不像它们看上去那样可怕。初创公司在运营过程中，你应该去担心那件事。」初创公司肯定会时不时地陷入恐慌，这句话的完整意思是这样的：「别担心这件事，我这句话没有说完整，但事实上，不知名的初创公司。它们所带来的风险比Google 要大得多。它们跟你一样同样是逼上绝路的困兽。
4.将恐惧用对地方我发现我自己说的最多的是「别担心」，而是那些你还不知道在哪里落地生根的，你应该恐惧的不是那些产业内已有的大公司， 作为一家初创公司， So for all practical purposes, there is no limit to the number ofstartups. Startups make wealth, which means they make things peoplewant, and if there's a limit on the number of things people want,we are nowhere near it. I still don't even have a flying car.
The median visitor will arrive with their finger poised on the Backbutton. Think about your own experience: most links you follow leadto something lame. Anyone who has used the web for more than acouple weeks has beentrained to click on Back afterfollowing a link. So your site has to say "Wait! Don't click onBack. This site isn't lame. Look at this, for example."
