All 8 entries tagged Entrepreneur

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March 17, 2016

Qin HUANG-Independent Game Developer

Interviewee: Qin HUANG

Interviewer: Yi Yang & Zhengkai Li


Qin is a Chinese young independent game developer. When she was 6 years old, she began to play games and when she was 14 years old, she successfully developed her first game named PAIN and gained fame in the industry. Nearly three years later, she established her own independent game studio in Chongqing, China. She has designed several games and also cooperated with a Singapore game developer to make games. After several years’ effort, she realised her weaknesses and decided to go to Canada to gain programming-related knowledge.

Questions & Answers:

What were your initial ideas of being an independent game developer?

When I was 6 years old, I began to play flash games. And about one or two years later, I also began to play CS and other kinds of computer games at that period. I gradually found that current computer games could not meet my demands and I wondered why those great and famous games were mostly designed and made by other countries’ corporations so that I started to think about: how to design and make those games? If possible, why not design and make my own games to the world? As a result, in 2008, I started to learn the Game Maker and RPG Maker, two fundamental game maker programmes. However, to make high-level games, above two programmes were too basic to achieve my goal so that I began to learn Unity 3D, a professional programme to design games. After releasing a game named PAIN on the Indie DB with a good result in the industry, I have become a game developer in China.

How did you establish your own studio?

To be honest, after making my first game PAIN, I realised that there was a long way I needed to go if I wanted to reach a higher goal. I wanted to expand my business but I knew I could not do it along as game developing needs group work. I have to say that attending GDC China was really an excellent experience for me, which helped me to broaden my connections. It is one of the most important conferences for game developers. In the conference, I met numbers of people who have the same goals and aims and I even cooperated with some game developers later. They have their own strengths and have taught me a lot of things from making games to establishing a game studio. From then on, I began to think about establishing a studio. But money and partners were all my problems. After nearly 3 years’ preparation with some of my friends, I finally established my own game studio in my hometown and began to develop my career step by step, from designing to making games.

What obstacles did you face when establishing the studio? And how to overcome them?

The first and most emergent thing was about my professionalism. As a game developer, I am not a genius and my major was not about computer or game developing so that I need to strengthen my professionalism all the time. After developing my own games, I began to learn computer related knowledge via books and online courses. And interestingly, I could gradually read and understand other game developers’ programmes and I can also use more professional programmes to develop my games. However, current knowledge is not enough so that I would continue to study in depth.

And the second problem I faced was about group work. After establishing the game studio, I found it was really a big problem to balance different people in a team. I am a shy girl and I had no idea about interpersonal relationships. I tried to make several games in a group but unfortunately, they were failed. To address it, I visited other successful game studios, such as Coconut Island Studio. Those independent game studios did inspire me and help me to manage a group better.

What is your future plan about your studio and yourself?

The first thing is to broaden my professional skills from game developing to language. I want to develop my business but there is a plenty of obstacles. For example, most independent game developers face language problems when they want to introduce their projects to the western countries, so do I. I am young so that there are numbers of things I could do. As a result, I would go abroad to study programming knowledge and improve my English ability as well. I have successfully applied for a bachelor’s programme in Canada so that in the next four years, I will study programming and designing related courses. I hope my game developing career could be better after my effort.

What do you want to say to other young people who have a willing to set up a new entrepreneurship?

The first sentence is that if possible, do whatever you want to do and it will make you happy. I love games and enjoy playing and developing a new game, even though I often fail to make a completed one. And because I want to make a difference, I have never felt boring when studying programming knowledge even thought I did not like study before.

And then, study is one of the most important things we need to do when we are young. Before I do game developing, I had a negative attitude for study. I did not like study and I even thought that study was not a necessary thing I needed to do and the studio proved that I could make a life by myself. But the more I do for my business, the more willing of study I have because there is a variety of knowledge and skills I need to know.

An interview with Emil – The founder of Hapo

by Yan Diana and Ling Li


Company Name: Hapo

Introduction: Founded in 2006, Hapo is a city poly system who operates various events combining art, parties and trends into one place. It serves a large range of brands and integrates culture into business. Hapo also creates its own entertainment programme.

1.Question:What makes you decide to be an entrepreneur and start your own business?

Answer:It all started from 2006. At that time I was a sophomore in the university. When I returned to China that year, I found an unique phenomenon that: In the Chinese Bar, people’s age ranges from 30 to 60, and only a very limited proportion of the customers are the young (from 20 to 30 years old). This inspired me to come up with an idea to use party as a method to gather friends and hang out together, which is the same way I used in UK to call for my fellows.

Another indirect reason is my family. As many international students do, when I back to China, I took over the responsibility from my parents to run my family business, bur there were two problems emerged at that time.

Firstly, my parents’ management ideas are different from mine, which resulted in endless quarrels with my family. Furthermore, I felt I can’t realize my personal value and achieve nothing at this stage, with only rare friends in China, eventually I decide to start my own business in 2009.

2.Question:Why did you choose cultural media enterprise as your business?

Answer:Initially, my idea is: Through holding these parties, people can enlarge their social network, and meet with new friends. Because deep down inside, I think Chinese are really living a tough life, it is hard to make people feel happy and relieved in their daily life. Thus, I ask myself why we can’t have a relaxing and blest lifestyle, why we can’t have party like those foreigners? I hope my cultural project can bring happiness to people.

3.Question:How do you ensure your idea is both creative and profitable? How do you promote the creativity in your company?

Answer:In terms of creativity, I really admire Japanese’ innovative ability. They are especially excelled in“secondary innovation”, which means they are talented in adapting and improving those existed outstanding work to perfection. Thus, I believe that best ideas come from learning and imitating; hence many creative ideas of mine were coming from some classical cases outside of China.

When it comes to how to make profit, we didn’t go that further at the beginning stage. But there was a harsh time from 2009 to 2012, it was literally a big challenge for our company. During that period, I made another decision: I went to Beijing for one-year further study. After that our team usually have brainstorming together to think about creative ideas.

4. Questions:From your perspective, what are the most essential traits and skills for an entrepreneur?

Answer:In my opinion, I regard entrepreneurship as a spirit, which comes from the passion of what you love. Meanwhile, you should have a comprehensive understanding, personalized analytical skills and endless enthusiasm on your own business. Of course as an entrepreneur, we need a wide range of knowledge in various domains, such as history, philosophy, psychology and management theory etc. Also, the ability to execute the idea is very important as well. Thus, it is not very easy to be an entrepreneur.

5.Question:Do you have any advice for the students who want to start a business in creative and media industry?

Answer:For those students who want to be entrepreneurs, my advice is: before starting up a business, they should ask themselves which industry they are interested in first. Platform is extremely important for these students. For example, if you are interested in Media, go to a related company and learn sufficient working experience, meeting with more authorities in this field. Do not push yourself too much, in the beginning five years, try to polish up your own skills and knowledge and waiting for the suitable time to start your business.

February 20, 2016

Jennifer Mak – Independent Luxury Handbag Brand

Writing about web page

Interviewer & Editor: Yiting Wu (Yilia)

It is such an honour to interview Ms. Jennifer Mak. She used to have an enviable job with high salary and reputation, but because of her ambition and interest, Jennifer quitted her job and build up a start-up by herself. In order to get enough financial support to her brand, now she and her assistant are struggling to apply for the government funds and raise money from their side-lines. But both of them pour total devotion to the brand and enjoy what they are doing without any complaint. They are entrepreneurs, just like us, learning how to get access to success, and will also suffer for query and failure, but they never give up.

Jennifer Mak Website


Jennifer Mak is an Independent Luxury Handbag Brand found by Jennifer herself, based in Hong Kong, China. The collection is a line of luxury exotic skins handbags made from the finest python, ostrich, lizard, stingray and crocodile for day and night.

With an MBA from Columbia Business School along with the experience of working at Loro Piana and Hermès, Jennifer subscribes to an uncompromising commitment to quality in creating classic must-have pieces for the modern woman.

After spending years creating bags and accessories for herself and her friends, Jennifer decided to leave her job in the corporate world to follow her passion.

Let’s hear her stories and suggestions.

Q1. How to make sure that your idea (to start your business) is feasible and consistent?

Having realistic estimates re how much it will costs to launch a first collection and how much it will cost to reach break-even and profitability is very important.

Q2. From the time you plan your business to the time you decide to start it, how long it takes? And what incentives made up your mind to begin?

5 months. It was research time and thinking time. Once you crossed the line of no turn, you just do it without questioning it. I think of the first few collections as “proof of concept” so that was an incentive – to prove that it’s viable.

Q3. How did you find your first partner? If you want to find one more, what personalities are the most important? Why?

I just did it on my own. Partners can be a great advantage or disadvantage. I’ve heard lots of horror stories; this is not to say I won’t consider- I think a strategic partner/investor can be very good for the business.

Q4. In the early stage of entrepreneurship, what should we pay most attention to? Talents, products, venture capitals or the organisation structure?

I think it’s always the products. Have to have a good product but you never stop thinking about money. Once your start to grow, then structure becomes important.

Q5. What difficulties have you come across in expanding your business?

A lot of larger retailers are very difficult to work with…to the extent it was surprising to me…

Q6. How to find and focus your potential customers?

We haven’t done any advertising or paid outreach PR, so it’s really through word of month and other forms of PR…We work with partners and share their database…

Q7.In your opinion, what kinds of abilities are indispensable in starting your own business?

You have to able to multitask because you are wearing many hats, being organized is important, being enterprising is important, being able to stretch the dollar is also important. In the end, perseverance and optimism can carry you a long way.

Q8. What advises could you give to the new entrepreneurs who, like you, wants to run a business in fashion industry?

Research and plan before you start, try to give yourself as long as a runway as possible and once you start, don’t look back!

March 01, 2015

An Interview with Rob Jia, an Cultural Entrepreneur, founder of Perfect Impression

Writing about web page

Date: 2015/02/27
Contributor: Rob Jia, Zhehao Shen, Zheng Shi



Perfect Impression is a company in Zhuhai, China, and was set up in 2014. It aims to build a creative catering service that combines humanity, culture and technology into a creative food catering service. The company offers a place to students and white collars during non-meal times to establish activities like cultural salon, charity, presentation, English corner and other cultural events. Now, Perfect Impression LTD owns the restaurant brand of Perfect Impression, Old Days and one cultural media brand of Dream Collector.


Q1: What motivated you to be an entrepreneur?

A: The start or our business was relatively smooth. Most of my partners’ parents supported our idea very much and gave us essential starting capital. Only a few of them was uncertain about our project. The biggest problems are that none of us had experience to do with catering industry and also it was a new place to be developed so there wasn’t a good business district there. For these factors, the risk of the business could be big. But we did a lot of research and found this place is very important for students nearby. The university area is far away from city centre and this place could be the only business district for them to entertain. Also it is a transportation hub so the passenger flow would be very big. Having these convinced evidence, we could foresee its big potential. Therefore the risk was still in our control. That was how we got started.

Q2: What difficulties did you meet during the process of your business?

A: The start or our business was relatively smooth. Most of my partners’ parents supported our idea very much and gave us essential starting capital. Only a few of them was uncertain about our project. The biggest problems are that none of us had experience to do with catering industry and also it was a new place to be developed so there wasn’t a good business district there. For these factors, the risk of the business could be big. But we did a lot of research and found this place is very important for students nearby. The university area is far away from city centre and this place could be the only business district for them to entertain. Also it is a transportation hub so the passenger flow would be very big. Having these convinced evidence, we could foresee its big potential. Therefore the risk was still in our control. That was how we got started.

Q3: How complex is it to run the business?

A: Very much. The first pressure comes from our unfamiliarity of the catering industry. So we basically learn everything during the process. And it is literally a very complex process. Every small step is related closely so if there is a mistake in a step, it will lead to bigger mistake in the next step. We need to be very careful. So we keep trying and avoid making mistakes as possible. The subsidy is another issue for us. As you know, Chinese government encourages young entrepreneur very much so we devoted to every governmental activity to get some fund. We also have to build good relationship with local authority to get most benefit from the policy.

Q4: What skills and qualities do you think an entrepreneur should have?

A: There are three types of people I think could be an entrepreneur. A person who has executive capacity, a person who own core technique, and a person who has creative ideas of business mode. But above all, the most important is a good team. I always believe that a good team is much more important than a good person, and even better than a perfect idea. An entrepreneur is not a born entrepreneur, and everyone has their different experiences when they grow up. These experiences make individual special and unique; and the specialness and uniqueness would make big contribution to a team. That’s why I believe a team is the most important. An innovative idea can only be an idea without a team to make it come true. But if you have a team that could change the world, even with a tiny idea, the world would be changed by your team.

Q5: Is your company in the scale of cultural industry? How do you think of this industry in relation to your business?

A: Of course it is. And we are the entrepreneurs of 90s generation. We need to make our business creative and distinguished. So we have the concept of culture into catering to make it fashionable. We need to make it relate to future tendency such as internet, cloud and big data. We aim to build a creative brand that meets the need of consumers, but also use culture as a means to develop the relationship between us and customers

Q6: Do you have any suggestions to the students who want to start their entrepreneurship?

A: Find a team, start with ideas, and never give up.

Interview with an independent musician

Writing about web page

Interviewer: Yuche Li

About Dimebillion

Daniel Bentley is an independent musician who called himself as 'Dimebillion' as a stage name. His music journey started when the year he was 14, the summer holiday he spent in Japan with his grandma was the initial inspiration of his music. Dimebillion produces his music by referring his personal background-since he was born in Japan but growing in Britain-therefore, the uniqueness of his music, as what he agreed that, is to producing the western style music by adding some oriental 'flavour'.

A interview with Dan

Q. Why do you want to do music as part of your career?

Because music is the only job I have found so far which fulfils me emotionally. Writing and performing music consistently challenges me, whereas I have never had a job which has stimulated me mentally as much music does.

Q: What is the very initial achievement ?

I first got an electric guitar when I was 14 and played my first gig aged 16.

Q how do you promote yourself as an music entrepreneur?

Having a manager helps, but not always necessary. It's just a case of building up an online presence through visual and audio media like social networking and music videos. And also ensuring you do the old-fashioned things like networking, putting up posters, giving out flyers and contacting radio stations and music journalists.

Q. Is it difficult?

The music itself is not difficult. But the promotion does not always come naturally to me. I have to force myself to do it, even though I would prefer to be dealing with the music itself most of the time. The music relies on the promotion, so you cannot afford to ignore it if you want to be successful in the music industry.

Q. How would you define the term of 'cultural entrepreneur'?

I would define that as someone who is acutely aware of what attitude is emerging from the current generation and capitalising upon it.

Q. Do you think yourself as a cultural entrepreneur?

I aspire to become a successful artist. If that would be as part of the definition of cultural entrepreneur

Q.What is your strategy to increase your career potential?

Musically, I intend to make most of my money from touring. Eventually I want to expand into fashion, cologne, film-making and writing fiction. And I also have a few inventions I would be interested in patenting and bringing to the market.

Q. How do you let people get to know you better?

I connect with people on social media and music forums.

Q. Have you ever performed in public? If so, how would you describe the experience and was it successful?

The vast majority of musicians perform in public. There is no greater feeling than performing your songs at the highest level and to have people appreciate what you do.

Q.What are your plans for the future? Money or self-satisfaction?

I pursue wealth for only one purpose: Time. If you are not financially independent, you are a slave to your employer and therefore unable to pursue a creative career. Self-satisfaction also drives me, but more in the sense of giving music fans something to think about. I care far less about journalists' opinions than fans. It is the fans who pay to see the shows and buy the music after all, so they are my number #1 priority.

Dimebillion photo

February 28, 2015

Dance Entrepreneur– Swaroopa Unni

Interviewer: Ankita Menon

Swaroopa Unni is a dance entrepreneur based in Dunedin, New Zealand where she founded Natyaloka School of Indian Classical dance. Natyaloka is a Sanskrit word for the ‘world of dance’ and the school embodies that word by offering classes in Bharatnatyam and Mohiniyattam.

Currently pursuing her PhD in Dance studies from Otago University, New Zealand, Swaroopa began her dance journey from the tender age of four. She has trained in Bharatnatyam, Mohiniyattam, Kuchipudi and Kathak, each a distinct Indian classical dance style of its own over a span of 15 years from various distinguished dance masters and has performed across many stages in India. She has also won several prizes at the University, District and State levels whilst representing her school and college.

Born into a family of artists that encouraged dancing amongst girls, she never faced any objection from her family members to pursue this field and believes her husband Siddharth Nambiar is her strongest supporter and critic who equivalently helps her in the technical aspects of her dance shows.

Natyaloka was never a “pre-planned” idea for a start-up and began in the flow of her married life after shifting to Dunedin in 2010.
In an email interview, she writes, “I knew that dance would be a part of my life though I was not sure how long or how much I would be involved in it. I was the happiest when I was on stage. So I had a hope that I would become a performing artist. But once I moved to Dunedin, I was asked if I could teach /train the youth from the Indian diaspora here and so my journey began. It just all fell into place and Natyaloka was born.

For someone who has been performing her whole life, surprisingly, teaching dance to 25 students of all ages gives her utmost satisfaction.

Prior to Natyaloka and after moving to Dunedin, Swaroopa participated at the Dunedin Fringe Festival in 2011 and was nominated for the outstanding performer and best newcomer, thanks to the support of the Dunedin creative arts community. The local community at Dunedin was only familiar with Bollywood dance and in her own little way, Swaroopa was instrumental in creating an interest in Indian classical dance forms through workshops, lecture-demonstrations and various tutoring sessions within the Indian diaspora as well as with the local population in Dunedin. As a culmination of all these, Natyaloka was born on 6 October 2011 “at a spare room in her apartment with just three students.” She felt Natyaloka would be the best launchpad to promote herself as a dance instructor as well as an artist.

Natyaloka was the first Indian classical dance school in Dunedin and its main USP was that it was an all-inclusive performing arts center catering to all skill levels and abilities. Class, religion, age, ability and gender were not taken into consideration and the main aim was “to inculcate a healthy and supportive environment for learning the dance forms.”

Analyzing the SWOT of her dance school, Swaroopa writes. “My idea was not commercialization of the dance form, our culture or to make profits. I just wanted to share my passion for dance with the others and identify similar artists, art appreciators within my dance school and outside. So I didn’t identify any threat nor am I insecure
She never considered the competition while starting out and doesn’t really mind it as long as it is healthy competition where her art can speak for itself.

Dance is an art form that often does not provide enough financial impetus especially in countries where dance appreciation is not fully developed or encouraged. Like any solo dance entrepreneur, Swaroopa, too, struggled to gain financial incentives only through her dance school. She reminisced that when she started Natyaloka, the classes used to initially take place at her apartment and there was hardly any cost involved apart from knowledge generation. But as the dance school grew and more and more students enrolled, she decided to move the classes to a studio for which she pays the per week’s rent. Initially, she had to do a couple of odd jobs to sustain the rent payment but now she pays from the fees given by the students.

She admits with complete honesty,” I don’t make much earning through my dance school. But I am doing it for the love of it. I just want to share my passion and love for art with everyone around me.

Dance is an expensive field on account of the costumes, venue and stage options. More so for Indian classical dances because the tradition of performing it on a proper stage in front of a knowledgeable audience adorned in the traditional attire and jewellery has to be followed. The financial expenses intensify with the addition of live music, which is why many artists prefer to use recordings rather than live orchestra. Swaroopa acknowledged that the struggle is real when it comes to arranging the venue, stage, lights and costumes and to add-on to that, promotion of shows and sale of tickets/ invites. However that hasn’t stopped all her shows from being a sell-out until now!

Natyaloka usually hosts its annual productions between August and October every year and apart from that, participates in several cultural events set up by the Dunedin City Council.
Explaining the process undertaken for her annual productions, she writes-” I look for a theme for my show every year and rehearsals start 7-8 months before the actual production. Initially during class hours and then closer towards the programme, say 2-3 months before we meet on Sunday for extra rehearsal. Planning for Themes for production start right after one is finished the previous year. I start with booking the venue, hiring sound and light and hiring the tech and photographer and letting the students and their parents know about the production and rehearsal details at the beginning of the year. Costumes and jewellery are sourced from India which my parents help me organize.”

A lover of all dance styles, currently she is focused on Bharatnatyam. While the performer in her believes in maintaining her individuality in the choreographies, as a teacher she encourages her students to find their own individual style in synchronization with the choreographic works. Swaroopa enjoys projecting contemporary issues in her dances as well as undertaking concepts showcasing women as powerful characters. She writes,” Creativity is a process on its own. I observe a lot. I read a lot too. So when I come across something that is interesting to me, that triggers a spark in my mind I go about researching it and try to come up with a choreography and music.”

Her passion for using dance as a medium of change is explicitly indicated in her belief that Indian classical dance has a bright future ahead due to its beautiful story-telling feature which can be used to address contemporary issues of today and not just remain as an “exotic spectacle.”

Swaroopa feels that in terms of marketing, self-branding plays an important role for a dance entrepreneur to attain opportunities and use it as a wheel for promotional activities. Although she admits at being bad in promoting herself, she takes every given opportunity to promote her students through Natyaloka. Apart from that, she indulges in word-of-mouth, Facebook, fliers-around-the-city and articles in local newspapers as marketing strategies before a show. However, at the beginning of every year she does advertise for new enrollments at local newspapers in line with the promotion for Natyaloka.

Even though it took 2 years for Natyaloka to create a name in the Dunedin dance scene, Swaroopa is happy with the active participation of Natyaloka in the Dunedin dance community and the name it has created for itself in the dance sector. Although bigger cities like Auckland and Wellington have a number of Indian classical dance institutions, she feels the sector is small but growing.

When asked how things would have been different if she started her school in India, she writes- “India would have been different. Easier to get students because dance is part of our lives and there is no need for an explanation. But I am happy I started here because I can look at my dance objectively. My perspectives, ideas and philosophies have changed.”

It is a one-woman army handling everything for now and she doesn’t want to make it an enterprise unless she gets the opportunity to work with like-minded people who will foster and support her endeavours.

Her top three requirements for anyone setting out to be a cultural entrepreneur in the dance field are passion, love and courage. As a concluding note, she writes- “If you are looking only for money and financial gain or expecting profits, it is not easy. I think this is a profession were whatever meagre amount you earn from a project in invested again for the next one. It doesn’t stay in your account. Unless you are successful to procure funding for the projects which is a highly competitive area.”

Facebook page:

Swaroopa unni performing Bharatnatyam

February 27, 2015

Interview with the Funder of China House

Writing about web page

Interviewer: YIXIU & FATIN


About China House

China House is the first Chinese-initiated social enterprise in Africafocusingon China-Africa engagement. It is a platform to bring young Chinese to Africa to study and improve the sustainable development of Chinese overseas engagement.Weresearch on Chinese overseas investment and relatedsocial environmentalconflicts, help Chinese companies design Corporate Social Responsibility programs and develop sustainable business strategy, and engage in addressing social environmental challenges of China-Africa relationship through the action ofyouth.

Their Service

Corporate Social Responsibility / Impact Investment Consulting / CSR Case Studies – Africa Tech Challenge (ATC)

Feasibility Analysis and Program Design / Event Coordination and Execution

Media Promotion and Corporate Image Marketing

Investment Research Reports

What was your biggest motivation when you started your business?

I have been focusing on “China Going Out” project since 2011 and I witnessed the growing interest in this area with limited existence. Therefore I decided to develop this idea from a personal interest to an actual organisation, calling out to more Chinese youth to contribute to this meaningful and interesting career in Africa. This is how my idea gradually became the organisation China House.

How did you find like-minded people to be part of your business?

It is still one of our main challenges till today. As a founder my recent partners are mostly through the networking I did during my university days in Columbia. Nowadays we tend to attract like-minded people from social media platforms at first, then we would choose through tests and interviews. However, the process of building a good partnership or dealing with new business partners still takes a lot of time.

Were your family and friends supportive of your career choice?

They are quite supportive. Especially my mom. She knows that I am happy about my choice and I learn a lot from this career. I feel thankful.

You mentioned that there were mistakes in certain programmes that you run (eg Chinese African Youth Leader Project)? What kind of damage control steps did you take ? How did you manage that situation?

Yes, we used the UNDP logo without their permission in the Chinese African Youth Leader Project. There were misunderstandings so we explain and apologised to them and also to the public right after it happened. More importantly, we learnt from our mistake and made sure that these mistakes would not happen again within our organization.

How do you profit in the future from a business that is driven by a social cause?

In the future, we will cooperate with different international organisations and try our best to get funding for our research and projects. Also, we plan to offer Chinese youth, especially those who want to study abroad a chance to take part in our programmes in Africa. That could help them enrich their background knowledge for their academic applications and we charge them for our service. In the long run, we aim to provide services for Chinese enterprises in Africa through building partnerships and doing research, which takes years to happen, locally and internationally.

Did culture differences come in the way of business negotiation? How do you deal with the cultural differences when you run your programmes?

We are like a bridge between China and Africa, therefore it is impossible for us to avoid all these cultural differences between Chinese communities and African culture. Honestly we get misunderstandingS from both sides: Chinese thinks that we are on the side of the foreigners while African thinks that we speak for the Chinese government and try to benefit from them. I actually saw it coming and I was totally prepared for all these misunderstandings. It helps me stay positive and work hard to solve these problems. It is the only way to make the others understand more about what we are doing: be patient, make dialogue and communicate.

What would you say is the most important element to be a successful entrepreneur?

Having a clear and long-term goal is the most important thing to me. It helps me to not stray from what I wanted to achieve from the beginning. At the same time, I feel that it is important to be nimble so that I can change my strategy at any time in order to meet my goals.

February 21, 2015

Interview with a lifestyle cultural entrepreneur

Interviewee: Qi Fu, 33, female

Interviewer: Zhe Tang

Company: ‘秘会’, ‘Secret Date’, a lifestyle space in Beijing, started in January.

Slogan: ‘a light luxury lifestyle’

Business concept: To provide an after-work space for female professionals in Beijing to get rid of the pressure of workplace with an artistic lifestyle.

Target market: female professionals, age between 28-35, month salary between RMB 20,000-30,000 (GBP 2,083-3,125)

Location: located on east third ring of Beijing, in the capital city’s business area. One station by subway to the city’s CBD and Sanlitun Village, a concentrated area with bars and fashion brand shops frequently visited by trendsetters and white-collars.

Value chain: ‘Secret Date’ operates as a promotion platform to sell artists designs online and run lifestyle sessions offline. Artists and class tutors are paid by certain percentage of commission.

Operation mode

Offline: offline sessions include flower arrangement, drawing, vocal music, reading club, beauty makeup class, etc. personalised design, private party…

Online: sell designer products via online shop on Chinese social media ‘Wechat’

Vision: Bridging the gap between artists and consumers to make art a lifestyle for female professionals.


Creating a private space for female professionals to enrich their life with artistic tastes.

Giving independent designers and artists the access to mass consumers through the platform.

Entrepreneur background: studied vocal music in Germany for eight years. Came back to China at the age of 28 and worked as a voice teacher for three years in Beijing. Expecting to expand social circle and learn management, Fu joined Chinese job-hunting TV show ‘Only You’, where she won the job of president assistant of Eve Group, a Chinese men’s wear company. Fu left the company in January, 2015 to start her own business.


Q: Why do you want to start your own business?

A: I have a lot of ideas, which I can’t realise when working for someone else, I need a space to make my personal ideas come true. I’ve accumulated many resources in media, PR, fashion and cultural industry through my last job. I want to use my network to promote my friends in these industries as an agency. Designer platforms are becoming popular recently.

Q: Where does your idea come from?

A: Professional women in Beijing with monthly salary under 50,000 yuan (5,211 pounds) can only live a decent rather than luxurious life. I hope to make art a kind of lifestyle instead of something distant from the public. Outside work, I want to enrich their lives with artistic tastes and design, meanwhile affordable.

Q: How did you solve the start-up capital?

A: I have some friends with similar ideas, and each of us take some money to start the business. I worked in men’s wear company, thus have a network with designers and production companies. My partner studied design and worked in jewellery company.

Q: Meaning of the name ‘Secret Date’, and the logo.

A: What I create is an artistic lifestyle space, therefore I want to people to associate it with privacy, secrecy and mystery. That’s how I name the brand and why I use ’S’, the first letter of ‘Secret’, in the logo.

Q: Who is your target customer? Why?

A: The major consuming power in China is the after 80s, who are well educated, with certain proportion having overseas background They are at the most uprising period of their career. I hope these people, from 28 to 35 years old, who care about their life quality, will become my customers. I want to attract them with the concept of ‘art as a lifestyle’, and produce service and products from learning their needs.

Q: Your understanding of the industry, e.g. market size, competition, potential and your advantage.

A: These years Chinese people started to be interested in designer brands and art derivatives. The demand for luxury brands is decreasing. Many designers and artists begin to operate independently, but for artists, there is a contradiction between artistic pursuit and public demand. Products with too much abstract concept can hardly be accepted by the mass market. My advantage is I can use what I have learnt to communicate with designers and artists in a rational way to help them create marketable products. Then use my network resources and operating experience to promote their works.

Q: Profit mode.

A: designer product selling: online specialised design B2C, offline mass production B2B

Offline sessions and activities: membership

Q: Communication strategy.

A: I hope to attract target consumers by cross-brand cooperation and creating events our target consumers interested in, then spread it by social media. Word of mouth is the ideal way as it means recognition from our customers.

note: Fu is currently running a public account of her brand on ‘Wechat', the most popular Chinese social media platform. With friends working in media industry, they produce and release exquisite blogs and photos through the platform. They rely on consumers and friends forwarding these blogs to increase the subscription of their public account to reach more potential audiences.

Q: How does the Chines government support cultural and creative businesses?

A: By now, we haven’t applied for national capital or policy support. As far as I know, the Chinese government is very supportive to cultural and creative businesses. Candidates can apply for national fund, project support etc. For example, each district provides startup enterprises with working space support.

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  • Thanks to Olivia and Oscar for posting this some great questions and food for thought here. by Ruth Leary on this entry

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