I want to set up my own waterproof decoration company. I have my own skills, that is, how to raise funds, how to equip personnel, and write a better plan.

In other words, the process of obtaining venture capital support is the process of showing the investment value of venture enterprises and developing the financing skills of venture entrepreneurs. ? First of all, before preparing to discuss financing with venture capitalists, we should prepare four main documents and submit a business plan in advance to win the recommendation of venture capitalists. This is usually an important step to make our business plan seriously considered. In most cases, lawyers, accountants or other network members can undertake this recommendation task, because venture capitalists are most likely to trust their judgments on business. ? These four documents are: (1) business plan, which briefly describes the management, profit and strategic position of venture enterprises; (2) A business plan, which describes in detail the business development strategy, marketing plan, financial status and competitive position of the venture; (3) "Due Diligence Report", that is, a written document formed after in-depth and meticulous investigation on the background, financial stability, management team and industry of the startup; (four) marketing materials, that is, any documents and materials directly or indirectly related to the sale of products or services of start-up enterprises. Before formal contact with venture capitalists, it is generally necessary to submit a business plan and its executive summary to venture capitalists in advance. ? Secondly, entrepreneurial entrepreneurs need to be psychologically prepared in four aspects before formally discussing investment plans with venture capitalists. (1) Prepare to deal with a lot of problems to examine the potential benefits and risks of investment projects. Generally speaking, most of the questions raised by venture capitalists should have been answered in a detailed and carefully prepared business plan. It is worth reminding. Some small business owners usually think that they are very clear about their business and think that their qualifications are very good. Such mistakes must be avoided, otherwise you will be disappointed. Entrepreneurs can hire a professional consultant who doesn't have to worry about hurting themselves to simulate this questioning process. Although the cost of hiring such consultants is not low, compared with the amount of investment that may be attracted, it is usually worthwhile to pay a little price. After all, there is only one chance to make a good first impression on venture capitalists. (2) Prepare for the inspection of management by venture capitalists. Entrepreneurs should never think that this kind of inspection is an insult to management or individuals. For example, although you are proud of your achievements since 10, the venture capital fund manager may still ask you: you have never been to a business school, worked as a lawyer, accountant or graduated. What makes you think you can carry out this business according to our envisaged goal? For such a problem, most people may be very angry and overreact, but as an entrepreneurial entrepreneur, such a problem is really likely to be encountered when facing venture capitalists, because it has formed a part of venture capitalists' inspection of venture enterprise management, so it is necessary to prepare in advance. (3) Ready to give up some business. In some cases, venture capitalists may ask entrepreneurs to give up some of their original businesses in order to achieve their investment goals. For those venture enterprises with scattered businesses, it is both realistic and necessary to give up some businesses. Because in the case of limited investment capital, enterprises can only be invincible in the competition by concentrating resources. (4) prepare for compromise. Entrepreneurs should understand from the beginning that your own goals and the goals of venture capitalists cannot be exactly the same. Therefore, before formal negotiation, the first and most important decision for entrepreneurs is: how much compromise entrepreneurs can make in order to meet the requirements of venture capitalists. Generally speaking, it is unrealistic to expect venture capitalists to make such a compromise, because venture capitalists are not worried about finding investment projects. ? Third, entrepreneurs should also master the necessary coping skills. Negotiations to attract foreign investment usually take several meetings to complete. At most meetings, venture capitalists and entrepreneurs discuss, consult and analyze the business plans previously submitted by entrepreneurs. Here we need to pay attention to two points: first, let venture capitalists know and know the products or services of enterprises as much as possible. If you can provide a sample or finished product, this knowledge and understanding will become more intuitive and impressive; The second is to always focus on the business plan. Sometimes meetings often last for hours. At this time, entrepreneurs may become very talkative, so consciously or unconsciously they may talk about some grand plans for the future and mention some products that are not mentioned in the business plan. This must be avoided, because such a dialogue will make venture capitalists think that you are a visionary or a eager person. ? Therefore, knowing the so-called six wants and six don 'ts in advance is conducive to the smooth progress of investment promotion negotiations. Six principles: (1) Be enthusiastic about the enterprise and its products or services; (2) Make clear your own trading bottom line, and even give up the talks if you think it is necessary; (3) Remember to establish a long-term cooperative relationship with venture capitalists; (4) Negotiating and bargaining for acceptable transactions; (5) Do some homework in advance and know how to deal with venture capitalists; (6) Understand the projects that venture capitalists have invested in before and the composition of their current investment portfolio; Six does not rule; (1) Don't shy away from questions from venture capitalists; (2) Don't be ambiguous in answering the questions of venture capitalists; (3) Don't hide important issues from venture capitalists; (4) Don't expect or require venture capitalists to make a decision on whether to invest immediately; (5) Don't be too rigid on transaction pricing; (6) Don't bring a lawyer to the meeting. Finally, the typical problems of venture capitalists are listed as follows, including products, competition, market, sales, production, supply, personnel and finance. Before meeting with the venture capital fund manager, it is best for entrepreneurs to prepare their answers to the list of questions in advance and be aware of them. Typical problems of venture capitalists: 1. Products: How can products meet the specific needs of customers and adapt to the sensitivity and subtlety of such needs? Does the customer already know the brand of the product? Does the product have reusable value? Is this a high-quality product or a poor-quality product? Is the customer of the product the final consumer of the product? Is this product widely attractive or only a few big buyers? 2. Competition: Who are the main competitors of the enterprise? What are their competitive advantages compared with your company? And what competitive advantages does your company have compared with these competitors? In the face of these competitors, how do enterprises respond in terms of price, service, sales channels, promotion means and product quality assurance? Do you have any substitutes for your products? How do you think your competitors will react to the rise of your enterprise? 3. Market: What would you do if you were going to gain a certain market share? What are the main points of enterprise marketing plan? Does the marketing plan mainly follow the retail marketing strategy or product marketing strategy? How important is advertising in your enterprise's marketing plan? When a product or service comes into maturity, how will the marketing strategy of the enterprise change? Is direct selling important for your product promotion? 4. Sales: How big is the customer base of the product or service? Who is the most typical customer among all customers? How long is the time difference between the initial contact with customers and the actual sales of products? 5. Production: What is the production capacity of the product? When the scale develops to what extent, will there be production bottlenecks? How important is product quality control? What is the current backlog of orders? Is the product assembly line or customized according to customers? Will the production process affect the health and safety of employees? What does it mainly include? 6. How many suppliers are there in your company at present? who is it? How long have these suppliers been working with your company? What other suppliers can we find at present? What parts or raw materials are still in short supply? 7. Personnel: How many employees are there in your company at present? What is the expected demand for labor in the near future? What are the main sources of supply of these labors? What is the composition of enterprise employees? How many full-time employees and part-time employees are there respectively? How many employees are engaged in management? How many employees are engaged in logistics? How many employees are there in the front line of production or service? How high is the cost of training employees? Are all employees mainly composed of skilled workers or unskilled workers? Is there a trade union in the enterprise? If so, what is the relationship between trade unions and enterprises? 8. Finance: How old and new are the main production equipment in your enterprise? What is the annual maintenance cost of these equipments? What will be the capital demand of enterprises in five years? Do your competitors have an advantage in equipment? Is the enterprise's equipment, houses and buildings leased or owned? If yes, how long is the lease? How much mortgage does the enterprise bear? Can the existing production facilities of the enterprise meet the expansion demand based on the business plan in the future? Does this expansion require the establishment of a new factory? What patent license agreement? What is the R&D capability of enterprises now? What is the annual R&D expenditure? To what extent does R&D affect the future sales of enterprises?