In the first few years, startups generally have less profits and slow growth. In the next stage, profits rose rapidly, and then corporate profits and growth began to stabilize. After that, the company's situation depends on whether the company has the ability to maintain the sales level and start a new round of circulation.

Start-up refers to a new entity with legal personality created by entrepreneurs by integrating resources and business opportunities. It can provide products or services, create value with profit and growth as the goal.

Start-ups are enterprises in the early stage of development. The start-ups in the Global Entrepreneurship Watch report refer to those established within 42 months. Usually, such enterprises have not been established for a long time, and they are in the establishment period or growth period.

Internal incentives for new enterprises;

1. Establishing an incentive mechanism within a new venture often involves some basic incentive theories.

2. The construction of internal incentive mechanism for new ventures

In a new venture, the roles of all kinds of people are different, and the angles and ways of motivation should be different.

3. Coordinate the incentives for all kinds of personnel

Within the new enterprise, we should also pay attention to the coordination of various personnel incentives. "Mutual encouragement" and "encouragement coordination" are helpful to form the overall action force of enterprises.

Characteristics of new enterprises:

Entrepreneurship is a necessary stage for mature enterprises, and entrepreneurship is the exploration stage of business model. In the exploration stage, the focus is on the sustainable business model (in fact, the profit model). In the initial stage, whether it is financing, corporate culture or corporate development vision, a new venture is often changed by leaders in a short period of time. This exploration stage determines the future development prospects of the enterprise.

The internal management mode of the new enterprise is very poor, and there is an imbalance in one way or another whether it is the setting of internal departments or the distribution of positions. For a healthy enterprise management, it is impossible to form its own unique internal management mode by copying and imitating. For example, in the initial stage of a new venture, employees' performance will not be considered too much, and most of them will be allocated according to jobs and positions. When an enterprise has a certain scale, it needs to form an internal performance management process, which is helpful to improve the enthusiasm and concentration of employees.

Start-ups generally have no fixed process management timeliness and management division of labor node description, and there are few enterprise manuals. These are all developed by mature enterprises through continuous exploration. Whether an enterprise has a set of reasonable and mature management processes is a key factor to measure the success of an enterprise.