[Entrepreneurship-5]: Case Study of the Circle Model of Nine Elements of Powerful Companies 2-LeEco

table of Contents

Chapter 1 Overview of the Circle Model of the Nine Elements of Powerful Companies

Chapter 2 A Case Study of the Circle Model of the Nine Elements of a Powerful Enterprise 1-LeEco

2.1 Leaders (core figures)

2.2 Corporate Culture (Core Concept)

2.3 Corporate governance structure (core structure)

2.4 Team (core staff)

2.5 Business model (product profit model)

2.6 Communication (person-to-person communication model)

2.7 Cash flow (company blood)

2.8 System (automatic operation)

2.9 Regulations (red line)

2.10 Summary

3. Company system model



Chapter 1 Overview of the Circle Model of the Nine Elements of Powerful Companies

 

Chapter 2 A Case Study of the Circle Model of the Nine Elements of a Powerful Enterprise 1-LeEco

2.1 Leaders (core figures)

 

2.2 Corporate Culture (Core Concept)

 

LeTV’s core values ​​include speed, customer experience, and dreams, but “integrity” is missing.

 

2.3 Corporate governance structure (core structure)

Jia Yueting's family dominates and has not realized benefit sharing.

 

The success of LeEco does not depend on the hematopoietic function of the team. Instead, it relies on personal financing, and it relies on blood transfusions. Once the external blood transfusion is cut off, the entire life body faces death.

 

2.4 Team (core staff)

Jia Yueting is highly centralized and power is too centralized

Inadequate native team members

The benefits enjoyed by the native team are not enough

Did the new team members enjoy any benefits?

 

2.5 Business model (product profit model)

The profit model is the model of how to make money. Diversified expansion has led to excessive reliance on "external blood transfusion" while ignoring the "internal blood production" function.

 

2.6 Communication (person-to-person communication model)

Communication is divided into internal and external communication.

 

2.7 Cash flow (company blood)

LeTV's cash flow is very bad, the money on the accounts is very small, basically relying on financing blood transfusion.

 

2.8 System (automatic operation)

 

2.9 Regulations (red line)

 

2.10 Summary

Corporate culture: lack of "integrity"

Governance structure: interests and rights are too concentrated

Business model: Excessive expansion leads to complete blood transfusion

Cash flow: There is a severe shortage of cash, and it depends entirely on blood transfusions.

 

3. Company system model

 

 

 

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Origin blog.csdn.net/HiWangWenBing/article/details/115338701