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案例编号: PJMT-0299
被浏览次数: 210 次
案例名称: 摩拜单车胡玮炜的创业学习
译名: The Entrepreneurial Learning of Hu Weiwei in Mobike
案例作者: 于旭,唐行红
作者单位: 吉林大学
指导者:
译者:
背景单位名称: 摩拜单车
行业: 服务业
规模: 中型
案例涉及的职能领域: 营销部门/资本运营部门
案例语种: 中文
案例长度(页): 8 页
案例类型: 描述型
中文关键词: 创业机会识别;创业者特质;创业学习;创业学习方式;胡玮炜
英文关键词: entrepreneurial opportunity identification, entrepreneurial characteristics, entrepreneurial learning, entrepreneurial learning modes, Hu Weiwei
中文摘要: 本案例描述了胡玮炜在创建摩拜单车的初创期和成长期两个阶段的创业学习过程。在所有人都不看好共享单车的情况下,胡玮炜坚持了自己的初衷,在企业初创期识别机会、组建精英团队,将产品定位从仅做平台转变为既做平台也做单车。在企业成长期,胡玮炜不断更新迭代产品,面对运营问题制定信用积分和违规举报规则、积极与政府合作;借鉴其他企业发展模式,从国内向海外进行扩张;面对竞争扬长补短,保持“黑科技”优势的同时采用各种策略改善用户体验。仅用了2年时间,胡玮炜就把摩拜单车从零做到估值百亿,她的创业学习历程值得学习,其引发的创业机会识别、创业者特质、企业不同发展阶段创业学习方式的选择等问题都值得深入思考和探究。
英文摘要: This case study describes Hu Weiwei’s entrepreneurial learning process for Mobike in the start-up stage and the growth stage. Hu Weiwei insisted on his original intention in the case that everyone was not optimistic about the opportunity to share the bicycle. In the start-up period, she set up an elite team and transform the product orientation from only a platform to combine a platform and bicycles. In the growth period, Hu Weiwei updated the product, formulated the credit integration and illegal reporting rules and cooperate with the government actively when facing operational problems. In the layout ,she learned the development model from other enterprises and expanded market from domestic to overseas.In the face of competition, she kept advanced technology and improve the user experience. Hu Weiwei took only 2 years to Mobike’s valuation from zero to billions and her entrepreneurial learning process is worth learning. It is also worth considering and exploring of the problems of entrepreneurial opportunity identification, entrepreneurial characteristics and the choice of entrepreneurial learning modes in different stages of development.
适用对象: 本科生,硕士生,工商管理硕士(MBA),
编写方式: 采编
案例年代: 2017
案例入库时间: 2017-11
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