In English, Vc is the abbreviation of vitamin C.

Today, VC has become synonymous with VentureCapital.

Almost any new business enterprise regards VC as the yardstick of starting a business.

Before attracting and acquiring venture capital, how can we attract attractive investors to take a look at you and finally decide to invest in you, before attracting and acquiring venture capital?

Don't make a mistake in attracting venture capital: venture capital is not a free meal, but it is not a Lei Feng, but venture capital is not a rogue. But venture capital is not a free dinner. Venture investors are not Lei Feng or Santa Claus. Venture companies should not be "swindlers" or "rogue" who burn money.

How should we understand the process of venture capital and its financing investment?

All capital is to pursue returns and profits, and venture capital in the form of venture capital is no exception.

The difference between venture capital and general investment is that its high risk and high rate of return coexist.

In order to avoid high risk and get high returns, the owners of venture capital entrust their capital to the venture capital institutions to operate.

Therefore, in the venture capital market, there is a very important venture capital intermediary besides the buyer, the venture capital owner of the demand side and the seller.

An important task of venture capital intermediaries is to conduct all-round selection and evaluation of entrepreneurial projects, start-ups, including entrepreneurs, so as to ensure the safety, scientificity and high return of venture capital investment.

How can we attract the eyes of smart investors? Credit is the lifeblood of entrepreneurs.

Is your idea, development plan, business report, or the future vision and market share of your business model?

Objectively speaking, these factors are very important, but the most important thing is your character as an entrepreneur.

Without trust in your character, everything is empty talk.

Because man is the carrier of all elements.

Entrepreneurial projects, including persuasive business plans, are created by people, and the mode of an enterprise can be changed according to the needs of entrepreneurship.

But the quality of human beings is difficult to change in a short time. The so-called human quality is the intrinsic value of human beings, mainly including entrepreneurs, innovation consciousness, dedication, integrity, cooperation and ability to deal with decisions.

Among them, the sincerity and credit level of entrepreneurs are soft factors, which are also particularly valued by venture capitalists.

Often in the strong hand, such as the forest, a group of talented entrepreneurs, can attract entrepreneurs' attention at all times is the personal charm of integrity.

To think of an entrepreneur, the intention and purpose of an entrepreneur is to start from the venture investor, that is, "cash in hand", which means "burning money" instead of starting a business itself. Then who will appreciate this "entrepreneurial spirit"?

If you are particularly lucky and smart enough to be able to deceive venture capital experts, you can only benefit from it for a while.

In the venture capital and investment market, the most important thing is the principle of risk sharing based on integrity.

Whether it is the venture capital owner or the venture capital expert, who is willing to be deceived, who can be willing to be willing to be second times?

However, the deceitful person, in the process of cheating, has set up the image of a liar for himself.

Such a "cheater" will always be staked on a humiliating column in the credit developed system and no longer be allowed to enter the venture capital market again.

Ask entrepreneurs to remember that credit is the lifeblood of entrepreneurs in venture capital and investment markets.

With the foundation of integrity, the next step is cooperation between venture capital and start-ups.

This cooperation process includes: (1) reviewing the development plan of the start-up company; second, feeling on the spot investigation; 3. Evaluating the survival rate and yield rate; 4. Negotiating venture capital contracts; 5. Capital injection and divestment; and promoting listing and so on.

Finally, we hope that entrepreneurs who are supported by venture capital will do their best to show your inner moving qualities to venture capitalists.

The great cause is beckoning to you!

Otherwise, "money" is "cheating money" and "burning money", which is to end up for oneself.

This is certainly not what entrepreneurs want.

The acquisition of venture capital depends on the quality of entrepreneurial enterprises, but also requires a certain amount of financing skills.

That is to say, the process of obtaining venture capital support is the process of showing the value of venture capital and developing the financing skills of entrepreneurs.

In the first place, four major documents should be prepared for the investors to prepare for and start their own business negotiations. They should submit the business plan ahead of time and strive to get the recommendation of the network. This is usually an important step to seriously consider the business plan of the enterprise.

In most cases, lawyers or accountants or other members of the network may be able to undertake such a recommendation task, because venture capitalists are most likely to trust these people in judging their business.

These four documents are: (1) the investment proposal (BusinessProposal) outlines the management status, profit situation and strategic position of the start-up enterprise; (2) the business plan (BusinessPlan) makes a detailed description of the business development strategy, marketing plan, financial status and competitive status of the start-up enterprise; (3) the due diligence report, that is, the written documents on the background and financial stability of the start-up enterprise, the management team and the industry; and (4) "marketing material", which is any direct or indirect document material related to the sale of the product or service of the start-up enterprise.

Before making contact with venture capitalists formally, it is usually necessary to submit the business plan and ExecutiveSummary in advance.

In the [FS:PAGE] times, when entrepreneurs and investors formally discuss investment plans, entrepreneurs need to prepare themselves in four aspects.

1, we are prepared to deal with a lot of questions to examine the potential benefits and risks of investment projects.

Generally speaking, most of the questions raised by venture capitalists should be answered in a detailed and well prepared entrepreneurial plan.

It is worth reminding us that.

Some small owners usually think they are very clear about their business and think that their qualifications are very good. Such mistakes must be avoided, otherwise they will make you very disappointed.

Entrepreneurs can ask a professional consultant who doesn't need to worry about hurting himself to simulate this questioning process. Although the cost of such a consultant is not low, it is usually worth paying a little price compared with the amount of investment that may attract. After all, there is only one chance to leave a good first impression on the venture investor.

The 2 is ready to deal with the management of venture investors.

Entrepreneurs should never consider such a test an insult to management or individuals.

For example, although you are proud of your achievements in the past 10 years, the manager of the venture capital fund may still ask you: you have never entered a business school, nor are you a lawyer or an accountant or have a diploma. Why do you think you can carry out this business in line with the objectives we envisage? Most people may be very angry and overreact to such questions. As a business entrepreneur, such questions are indeed likely to happen when facing entrepreneurial investors, because this constitutes a part of the inspection of the management of venture enterprises by venture capitalists, so it is necessary to prepare ahead of time.

The company is ready to give up some of its business. (3)

In some cases, venture capitalists may ask entrepreneurs to give up part of their original business so that their investment objectives can be realized.

Giving up part of the business is very realistic and necessary for those scattered business start-ups, because in the case of limited investment capital, enterprises can only be invincible in competition by concentrating resources.

(4) prepare for compromise.

From the very beginning, entrepreneurs should understand that your goals and entrepreneurial investors' goals can not be exactly the same.

Therefore, before the formal negotiations, the first and most important decision for entrepreneurs is to make big concessions to meet the requirements of entrepreneurs.

In general, it is not realistic to expect venture capitalists to make such a compromise because venture capital is not anxious to find projects to invest.

Third entrepreneurs should also master the necessary coping skills.

Investment negotiations usually require several meetings to complete.

At most meetings, venture capitalists and entrepreneurs discuss, verify and analyze entrepreneurial plans previously submitted by entrepreneurs.

There are two points to note: first, let entrepreneurs know and understand their products or services as far as possible.

If you can provide samples or finished products of a product, this understanding and understanding will become more intuitive and impressive; two, always focus on the business plan.

Sometimes meetings tend to last for hours, when entrepreneurs may become very talkative, so they can consciously and unconsciously talk about some ambitious plans for the future, and mention some products that are not mentioned in the business plan.

This must be avoided because such a conversation will make venture investors think you are a visionary or a person who is eager for success.

In order to understand the six kinds of codes of conduct of the so-called "six demands" and "six requirements", it is conducive to the successful negotiation of attracting foreign investment.

　"六要"準(zhǔn)則：(1)要對本企業(yè)和本企業(yè)的產(chǎn)品或服務(wù)持肯定態(tài)度并充滿熱情；(2)要明了自己的交易底限，如果認(rèn)為必要甚至可以放棄會談；(3)要記住和創(chuàng)業(yè)投資人建立一種長期合作關(guān)系；(4)要對尚能接受的交易進(jìn)行協(xié)商和討價還價；(5)要提前作一些了解如何應(yīng)對創(chuàng)業(yè)投資人的功課；(6)要了解創(chuàng)業(yè)投資人以前投資過的項目及其目前投資組合的構(gòu)成；　"六不要"準(zhǔn)則；(1)不要逃避創(chuàng)業(yè)投資人的提問；(2)回答創(chuàng)業(yè)投資人的問題不要模棱兩可；(3)不要對創(chuàng)業(yè)投資人隱瞞重要問題；(4)不要希望或要求創(chuàng)業(yè)投資人立刻就是否投資作出決定；(5)在交易定價問題上不要過于僵化(6)不要帶律師去參加會議。

Finally, the typical questions of venture capitalists are listed below, including products, competition, marketing, sales, production, supply, personnel, finance and so on.

Before appointing a manager of venture capital fund, it is better for entrepreneurs to prepare for the list of problems ahead of time, so that they can understand the situation clearly.

Typical questions of venture capital investors: 1, product: how can the products meet the specific needs of customers and adapt to the sensitivity and subtlety of this demand?

Do customers have a brand awareness of their products?

Does the product have reusable value?

Is it a product of high quality or low quality?

Is the customer of the product the ultimate consumer of the product?

Is the product a widely attractive product or only a small number of bulk buyers?

2, competition: who is the main competitor of the company?

What competitive advantages do they have relative to your company?

What competitive advantages do your enterprises have relative to these competitors?

In the face of these competitors, how should enterprises respond to price, service, sales channels, promotion measures and product quality assurance?

Is there a substitute for your product?

How do you think competitors will react to the rise of your company?

3, market: if you want to get a certain market share, what will you do?

What are the key points in the marketing plan of an enterprise?

Does the marketing plan mainly follow a retail marketing strategy or a product marketing strategy?

What is the importance of advertising in your marketing plan?

How will the marketing strategy change when the product or service reaches maturity?

Is direct marketing important to your products?

4, sales: how big is the customer base of products or services?

Who are the most typical customers among all the customers?

From the initial contact with the customer to form the actual sales, this intermediate