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本文章刊登在CHINA DAILY-艾问专栏 黄渊普说，创业者到了一定的高度，钱就不是唯一的追求了，很大一部分人，更想要勋章，要社会的认可。创办亿欧，他的心愿就是两个，走出去和被关注。 As Yuanpu Huang put it, when entrepreneurs reach a certain level, wealth would not be the only pursuit. A large number of entrepreneurs would want medals and social recognition. The intention of founding IYIOU was to step out and gain publicity. 2014年，黄渊普创办亿欧，很多人问他，“大家都说O2O死了很多，你们怎么还活着?” In 2014, Yuanpu Huang founded IYIOU. Many people asked him, "Rumor has it that plenty of O2O businesses have failed. How is your business still up and running?" 2018年，亿欧获得6400万元的B轮融资，很多人问他，“资本寒冬之中，你们怎么还能持续扩张？” In 2018, IYIOU obtained a B-round financing of RMB 64 million yuan. Many people asked him, "How did you manage to keep expanding during the downturn of the capital market?" 黄渊普说，亿欧公司寄托了他的理想：促进社会的公平、增大人民的福祉。如果亿欧公司做的事没有社会价值，他会悔恨一生；如果亿欧公司做的事情仅仅只有社会价值而没有商业价值，便不会长久下去。 Yuanpu Huang responded that IYIOU Company carries his pursuits of promoting social fairness and enhancing people's well-being. If the company does not create social value, he will regret for a whole life; if the company has merely social value but no commercial value, it will not last long. 时间拨回到2014年，29岁的黄渊普经历过一次创业的失败，又让自己读了个研究生。创办亿欧之前，他还在美团待过一个月，呆了一个月，黄渊普想走。 Back to 2014, 29-year-old Yuanpu Huang failed at an attempt to start his own business. Later on, he pursued a master's degree. Before he founded IYIOU, he stayed in the US for a month but wanted to leave afterwards. 不安分的黄渊普到底想要什么？创业是那条非走不可的路？ What did restless Yuanpu Huang want? Why was entrepreneurship the only way to go? 我不管财务，也碰不到公司的钱 I'm not in charge of finance and have no access to the company's capital 艾诚：我相信每一个伟大都有一个勇敢的开始，黄渊普和团队的心愿和方向是一样的。当2014年创立亿欧的时候，你的简历只是有几份实习和一次很失败的创业而已，当时为什么有自信觉得做一个产业服务平台是该做且对的事情呢？ Gloria Ai: I believe that every greatness has a brave start. Yuanpu Huang and his team share the same wishes and pursuits. When you founded IYIOU in 2014, you only had a few internship experiences and a failed startup attempt on your resume. Why did you feel confident that creating an industry service platform should be the right thing to do? 黄渊普：在做亿欧之前，我们实际上是没有创过业，亿欧的团队对我来讲可能会有一个短板，包括我的搭档王彬，我们都没有带过人，我们最多带过的人，数着指头可能也就几个人。所以当亿欧发展到现在近160人的团队时，我们会面临很多困惑。 Yuanpu Huang: Before we founded IYIOU, we actually had not successfully started any business. To manage IYIOU's team, one shortcoming of me and my partner Bin Wang was that we had not led a big team before. The largest team we had led was composed of only a few people. So when IYIOU expanded into a team of nearly 160 people, we were confronted with a lot of problems. 整体来讲，很多人会愿意成为一个连续创业者，或者这个词拆开叫连续创业失败者，或者叫连续创业爱好者，但是这需要有自己的思考和学习能力，第二份创业应该比第一份创业能够有更好的思考逻辑。 Generally speaking, many people are willing to be a "Serial Entrepreneur", or a "Serial Failing Entrepreneur" in full, or a "Serial Entrepreneurship Enthusiast", but this requires independent thinking and learning ability. The second entrepreneurship attempt should have better logic than the first one. 创业我学到了几点，第一点，最早我是跟同学一起创业的，我们都是学国际关系专业的，不互补。第二次创业，比如王彬是学技术的，我是学国际关系的，他是北方人，我是南方人，他性格外向，我性格内向，我们特别不一样，这是互补。 I learned a few things about entrepreneurship. Firstly, the first time I started my business, I partnered with my classmates. We both majored in International Relations and were not complementary. On my second try, for example, Bin Wang majored in technology; I studied International Relations; he is a northerner; me, a southerner; he is extroverted; I am an introvert. We are particularly different and thus complementary. 第二点，我们如果没有经验怎么办？是不是可以把组织内部的信息透明化做得更好？如果我们的管理能力还不够的时候，我们应该让更多的人，让他们也有成为这家公司带领者的感觉，这样能够弥补我们的缺陷。 Secondly, what if we are inexperienced? Is it possible to enhance the information transparency within the organization? If our management ability is yet to improve, we should empower more people to feel involved in leading this company, which can make up for our shortcomings. 我跟王彬达成共识的是，我们需要限制自己的私欲，也就是亿欧跟别人不一样的是，我们俩都没有管着公司的财务，公司的钱我们两个都碰不着。假设公司做到一定规模的时候，肯定是上梁不正下梁才歪，所以我们在想等公司融到一点资的时候，我们把公司账务公开给合伙人团队。 Bin Wang and I reached a consensus that we need to restrain our own greed. What differentiates IYIOU from other companies is that neither of us manages the company's finance or has access to the company's capital. Suppose that when the company achieves a certain scale,the subordinates cannot be expected to behave well if the higher-ups do not set a good example. Therefore, our plan was to disclose the corporate accounting to partner teams when we started to obtain funding. 艾诚：你做亿欧到底是为了什么？ Gloria Ai: What's your ultimate goal of founding IYIOU? 是好奇、名誉还是利益？ Is it out of curiosity, for reputation or for profit? 黄渊普：自己最初选择创业可能跟很多湖南人一样，湖南人有一个特性，宁做鸡头不做凤尾，最开始我也是这样，我可能不是一个好员工的料子，因为性格偏内向；第二，韧性有余，但是柔性不足，变通不足。 Yuanpu Huang: My initial motivation of entrepreneurship may be the same as that of many Hunan people. Hunan people share the same personality where they prefer to be the head of a dog than the tail of a lion. I was like that at first. I may not be a good employee because I am introverted; Secondly, I am tough, but not sensible or flexible enough. 所以最开始更多是想证明自己，而不是想着我们要去拯救世界。当我们积聚了一定的能量，有一定力量的时候，我们在想是不是可以既把公司做商业价值，同时也为社会提供社会价值。 At the beginning, I was trying to prove my capability rather than to save the world. When we actually gained power and influence, we started pondering if we could strengthen both the commercial and social value of the company. 我们2015年去探讨这家公司的时候，就希望可以去促进不同国家、不同人群和不同行业之间的发展，使它变得更加平等一点，通过科技商业的方式，让科技普及更多的人，让更多人受益。这是我们15年之后开始去设想的一个亿欧的使命初心。 Back in 2015 when we revisited the mission of the company, we envisioned that it could facilitate the development across various countries, groups of people and industries to promote equality. We expected more people to benefit from technology popularization via technological commerce. This was the mission we envisioned for IYIOU after 2015. 艾诚：你曾经把亿欧的定位分成三个阶段，第一个阶段是内容加活动，第二个阶段是产品加数据，第三个阶段是人才加资本。现在的亿欧处于哪个阶段？ Gloria Ai: You specified the positioning of IYIOU into three stages. The first stage is content plus activities; the second stage, product plus data; and the third stage, talent plus capital. At what stage is IYIOU currently at? 黄渊普：差不多在第二阶段，但是坦白来讲，第二阶段做得并没有那么好，我们想着可能三年之后再去做第三阶段，可实际上在第三阶段的人才加资本层面也做了一些事情。整体来讲，处在第二阶段。 Yuanpu Huang: Basically at the second stage, but frankly speaking, we're not doing so well at this stage. We planned to kickstart the third stage in three years, but we've actually made some efforts on talent and capital. Overall, we're still at the second stage. 艾诚：为什么你认定亿欧要致力于这样的路径？ Gloria Ai: Why did you commit IYIOU to such a path? 黄渊普：虽然这个路径是我们已经设定的，但实际上在行走的过程中会做一定的修正。并不是说我们一开始多么有先见之明，即便回过头来看，路径可能是正确的，但一路走来我们感受最多的是困难，而不是正确。 Yuanpu Huang: Although this path was set by us, we did modify it in practice. It's not to prove how visionary we were. Looking back, we might have been right. However, we felt first-hand how difficult it has been along the journey, instead of how right we were. 我们做产业创新这个方向很难，也没有觉得这个方向一定比做创投更正确，只是说到了现在，做到之后可以更加坦然地面对。 Working on industrial innovation is hard. Moreover, it is not necessarily a better choice than making entrepreneurial investments. It's just that we've learned how to deal with it more candidly to this date. 艾诚：在过去4、5年的时间里，我们辅佐了很多创始人做IP，看过特别多的出生，也意味着会见证很多很多死亡。以创投媒体这个细分赛道为例，死的太多了，但是也眼见着黄渊普和他的亿欧团队在坚持、在奋斗、在扩大，而且在成长。你怎么可以向死而生？怎么保证距离失败很远？ Gloria Ai: In the past 4 to 5 years, we have assisted many founders in IP. We've seen a lot of rises, which means we've witnessed numerous failures. Take the segment of the venture capital media as an example. There are too many failures, but Yuanpu Huang and his IYIOU team are persistent, striving, expanding, and growing. How did you rise from failures? How to make sure to stay far away from failures? 黄渊普：首先，没有任何人可以去保障这个事情，我们经常是把公司的危机传递给大家。其实大多数基层的同事，他更多希望看到你高瞻远瞩，看到你一直做正确的决定，但实际上的情况不是这样。 Yuanpu Huang: First of all, no one can guarantee this. We often disclose the crisis of the company to everyone. In fact, most grassroots colleagues want to see you envision and make the right decisions all along, but it is not the case in reality. 创始人或者是公司的高管都会犯错，但我觉得我们可以更加坦然地去面对这个事情，亿欧一直是说我们有可能明天就挂了，可能接下来会遇到什么困难，直接告诉大家。只有好消息的公司其实是没有的。 Company founders or executives all make mistakes, but I think we can face this matter more calmly. We always frankly tell our IYIOU team that we might shut down tomorrow, or that we might encounter some obstacles next. No company can always share good news. 对世界保持好奇 Stay curious about the world 黄渊普内心有一个想法，“你不能一直在一个地方待着，容易把人待傻了。”按照他的计划，先去上海待一年，如果上海的业务做好了，就再去深圳，多几个地方转转。 Yuanpu Huang has kept an idea in mind. "You can't stay in one place all the time. That would make you dumb." His plan was to stay in Shanghai for a year. If business in Shanghai went well, he would move to Shenzhen and some other cities in the future. 艾诚：你在寻找什么？ Gloria Ai: What are you looking for? 黄渊普：我在设想小时候跟现在，3岁跟30岁的区别在哪？我最害怕的是有一天说自己不愿意去面对不确定性，不愿意去接触新东西了，因为小时候对世界保持着很多的好奇。 Yuanpu Huang: I am thinking about the difference between the age of 3 and 30. What I am most afraid of is that one day I would become unwilling to face uncertainties or to expose myself to new things, given that I was very curious about the world when I was a kid. 我的儿子马上三岁了，他天天会问各种各样的问题，对世界一直有不同的好奇，但是到我这个年纪，我开始习以为常，觉得这世界就这样，所以我会很害怕长期在一个地方待着不动，长期在一个地区不动，在一个领域不动。 My son is almost three years old. He asks various questions every day and is always curious about the world. But at my age, I start to get too used to how the world works as if it should. Therefore, I will be very concerned of staying in one place, one area or one field for too long. 那为什么要这么去做？如果我从南方转到北方，然后又从北京转到上海，转到深圳，我都没法很好适应的话，那么未来我们招纳各个国家的同事，可能来自美国，来自印度，来自东南亚，我们怎么去和这些文化体系不一样的人建立连接呢？更多是基于这个原因。 Why would I do that? If I were not able to adjust to the life from south to north, from Beijing to Shanghai and then to Shenzhen, how would I be able to establish connections with the people we recruit from diverse cultural backgrounds, such as from America, India, Southeast Asia, etc. That’s my motivation for the most part. 艾诚：预见未来的十年，你觉得黄渊普在哪里？亿欧在做什么？ Gloria Ai: If you were to foresee the coming decade, where do you see yourself position at? What would IYIOU be doing? 黄渊普：从公司来讲，没有一个固定的形象，很多伟大的公司，它最初做的事情和它现在做的事情已经了发生非常大的变化。从我个人来讲，希望十年之后，我依然还愿意去做这样的事情。 Yuanpu Huang: From the company's point of view, there is no fixed image. For many great companies, what they did initially differs from what they're doing now. 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