Mr Christopher Yeung, Founder of Carshare.hk (www.carshare.hk)

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來自 The Chinese University of Hong Kong 的課程

Entrepreneurship

12 個評分

The Chinese University of Hong Kong

Entrepreneurship

12 個評分

課程 3（共 4 門，Specialization Doing Business in China）

An entrepreneur is someone who is always on the lookout for problems that can be turned into opportunities and finds creative ways to leverage limited resources to reach their goals. In this course, learners will be introduced to the fundamental concepts, theories, and frameworks of entrepreneurship and learn how to apply them within the context of the world's largest market: China. Through cases, articles, and experiential learning, learners will gain expertise in how to identify and evaluate opportunities; interpret, analyze, and build financial models to enable high-growth ventures; practice living life as an entrepreneurial leader; and create a new product or service for the Chinese market.

從本節課中

Module 2a. Innovation And Creativity

In Module 2a, you will learn how to generate business ideas for your startup and identify an opportunity for it.

Dr Alex Li, CEO & Founder of BizCONLINE14:13

Mr Desmond Marshall, Managing Director of Rouge International (www.RLSCLUB.com) and Rouge Ventures (www.RougeVC.com)7:36

Dr Witman Hung, Principal Liaison Officer for Hong Kong of Shenzhen Qianhai Authority (www.szqh.com.cn)2:28

Mr Christopher Yeung, Founder of Carshare.hk (www.carshare.hk)5:01

與講師見面

Prof. Dominic Chan
Associate Director, EMBA Program, Associate Professor of Practice in Entrepreneurship, Project Director, Centre for Entrepreneurship
Department of Decision Sciences and Managerial Economics

So, if it seems like a good idea, then

very quickly a lot of people will try to

copy that idea.

So, yeah, I would say, I would say the

Chinese entrepreneurs they are very

sensitive towards new trends and once

they trick (sic) … think it's a good trend

everyone would pour into the… to the

market and also there's a pretty

interesting observation when I was doing

business there is that - they like to do

marketing very very heavily. So, they

spend a lot of money trying to acquire

customer. (Right.) It is very different

for… from Hong Kong to China.

I think one of the main reason is

because they… a lot of businesses are

or industries they are actually pretty

new in China and because of the size of

the market, a lot of investors or

entrepreneurs, they would think once they

gain the whole pie of the China market,

they would be very, like… it would be

very profitable. So, they don't mind

spending a lot of money at first to try to

acquire customer and that ends up

basically a for ex… (Killing each other.)

killing each other basically, yeah.

So, so, I think I heard this phenomenon

(Yeah.) in which investors and the

entrepreneur, right, so basically they

look at an industry or a circle of, like,

their influence and then they just keep

burning money, try to build up

customer base. (Yeah.) But but but in

such a way that is actually not profitable

but they keep getting more and more

customer on a not profitable basis and

so essentially just burning investors’

money. (Yeah, they …) But in the

hope… in the hope

that (In the hope they ...) that it will

generate…if they are the ‘last man

standing’, then they will generate

(Yeah.) profit in the future.

So, our example is that we figured out

that our competitors they they spend

around maybe 1,500 RMB to acquire

each car owner to share their car

and then maybe another seven or eight

hundred RMB to acquire like a renter.

So, they basically just give out money,

give out free rentals to every one of them

and the end of the story was that

out of… out of the twelve competitors

there, I think around ten, eleven kind of

died out pretty soon like within a year.

Almost no survivor in fact, right?

Yes, (in that case) yeah.

But this… this is the reality, I mean,

this is how some of the startup in China

are operating and and and even

encouraged by some of the investors.

Yeah, I would say this is actually

pretty… I guess it's the Ch... kind of like

a really cultural thing in China that is

that you (Grab market share.) you want to

grab as fast as possible.

And become the ‘last man standing’.

Yeah, exactly.

But is that changing? I mean surely

I mean you mentioned that, like, twelve

to start with competitors and then ten,

eleven or maybe all twelve have died.

(mhm) Surely the investors must have

learnt their lessons from that.

Well, uh, we stay there for around a

year and a half, and then we kind of

came back to Hong Kong to try to

reposition our business. What I've heard

from is that the investors or the

entrepreneur circle in China is that

investors are now becoming more

conservative because what… one is

because for a lot of platform businesses,

for example, that they basically have

the players already in China and the

players are already getting more,

how to say, getting getting more…

(Getting more established?) Yes, the

players are getting more established.

So, so, in the platform there are already

players… emerging winners.

Yes, so in the platform businesses,

there are already as you said emerging

winners. So, basically the investors

are looking for new trends and and

they become less convinced by em….

grabbing the market...

So, this grab market share fast is

no longer, like, encouraged or believed (Yeah.)

by the investors. (Yes)

Which which means that the market is

getting a little bit more mature, right?

And because that now the market is no

longer that wide open because there's

some emerging winners and so you

either have worked and it's so, therefore,

you are now the market dominant

player or those who are not,

probably have failed on the way.

Yeah, I totally agree on that.

Yeah.

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