Today, China's slowing economy coexists with a booming digital economy, and in the field of Internet entrepreneurship there are“Superindividual.”(one-person company) withSmall Team PartnershipsThe phenomenon of two parallel models. The so-called “super-individual” refers to an individual who provides a small, beautiful product or service at minimal cost, and creates value and returns comparable to a microenterprise in a flexible way. In contrast, the partnership between two or three friends is a traditional but enduring model. In this paper, we compare and analyze the advantages and disadvantages of solo entrepreneurship and partnership entrepreneurship in China's current Internet environment from the perspectives of market trends, resource efficiency, risk and responsibility, innovation and execution, and sustainable development.
I. Market and economic trends: environmental opportunities and policy implications
The digital economy and the policy environment:China's digital economy has maintained rapid growth in recent years, and its scale has reached 53.9 trillion yuan in 2023, accounting for 42.8% of GDP. this means a huge online market space, providing a broad stage for individual and team entrepreneurs. At the same time, the government continues to optimize the business environment, and has introduced multi-faceted support policies (education, funding, venues, etc.) to encourage youth innovation and entrepreneurship, and alleviate the problems of funding and training at the initial stage of business. In recent years, local governments have actively broken down market access barriers, strengthened intellectual property protection and fair competition regulation, and created a fairer and more transparent entrepreneurial soil. These favorable policies and institutional improvements have improved market access and confidence for both individual and team entrepreneurs.
Internet startup hotspot changes:Technology iteration brings new windfalls for entrepreneurship, and the rapid development of 5G, cloud computing, AI, and big data in recent years has given rise to a large number of new businesses and opportunities. In particular, generative artificial intelligence (AIGC) will explode in 2023-2024, pushing theA new wave of entrepreneurshipThe AI wave. Many “Generation Z” young people focus on software development, artificial intelligence and other digital areas of entrepreneurship, research shows that 32% chose software development, 27% into AI. AI wave also empowers individuals with more powerful tools:“AI puts leverage on an individual's ability”This means that the super-individual is supported by technology like never before, and everyone has the opportunity to arm themselves to become efficient “super-individuals”. This means that super individuals have unprecedented technical support, and everyone has the opportunity to arm themselves to become efficient "super individuals". At the same time, the popularity of large models and digital products has also prompted a large number of young developers with ideas to jump into the fray, once again setting off a boom in entrepreneurship salons, hackathons and other activities.
“The rise of the ”one-man company" trend:Against this backdrop, individual independent entrepreneurship is becoming a new trend. A lot of Internet practitioners in the social platform profile boasted “one person company X years”, to make themselves a person is a team image. 2024, OpenAI CEO Sam Altman even predicted that the first valuation of 1 billion U.S. dollars “one person company” will be born soon. The first “one-person company” with a valuation of $1 billion was predicted by OpenAI CEO Sam Altman in 2024, and will be born soon. Although most people don't actually register as sole proprietors, the label reflects a shift in philosophy - more and more individuals are looking to "run themselves like a company," taking care of the entire process of product development, marketing, negotiation, delivery and even collection of payments. The growth of the digital nomad community confirms this trend: the number of digital nomads worldwide has tripled since 2020 to more than 35 million, and is expected to reach 60 million by 2030. This indicates that more and more young Chinese are choosing flexible forms of entrepreneurship such as freelancing and taking orders online, and are becoming more individualized both geographically and organizationally.
User demand and new ways of realizing it:The consumer market has seen a trend of more diversified and segmented user demand, giving rise to many niche markets suitable for individual entrepreneurship. Taking knowledge payment and digital content as an example, China's knowledge payment market surged from 2.65 billion yuan to 112.65 billion yuan in 2016-2022, and is expected to reach 280.88 billion yuan in 2025, with a user scale of 640 million, and a not-insignificant proportion of young users. This means that the massWillingness to pay for quality content, software tools and servicesThe habit is forming, bringing lucrative opportunities to individual developers and content creators. For example, some individual developers earn considerable income by selling digital products such as PPT templates, website plug-ins, and online courses - a presentation template priced at $16 is purchased by more than 100 people, and the designer can sit back and collect $1,000 in income. Then again, China's App Store small and medium-sized development teams (including individuals) have seen global revenue growth of 94% since 2019, and a community of developers earning less than a million dollars a year is on the rise. These cases illustrateIndividual entrepreneurs use the Internet to reach markets directly and realize expertiseIt has become the norm.
Overall, the current general environment for Internet entrepreneurship in China is very important for theIndividual solopreneurship and small team entrepreneurshipAll of them provide a large number of new opportunities. On the one hand, the policy and technological dividends have lowered the threshold of entrepreneurship; on the other hand, the upgrading of user consumption and segmentation needs have made it possible for “small and fine” individual projects to survive. Next, we will compare the two models from the perspectives of resources, risk, innovation and sustainability.
II. Resource Acquisition and Efficiency: Warfighter vs. Team Synergy
Funding and access to finance:From a funding perspective, super-individuals usually use their own funds to start their projects, with small costs for trial and error and relatively controllable financial risks. However, the ability to raise funds is limited, mostly relying on self-breeding or small-scale crowdfunding, government micro-support, etc.; while venture capital often favors projects with teams. Many VC investors believe that no one can have all the skills and resources needed to start a business at the same time.Lower success rate alone, need to form a core team to improve chances of winning. Statistics also show that70% Entrepreneurial successes are co-founded by multiple foundersTeams of two to three people accounted for 44% of the successful cases, especially in the high-tech sector, where there are significantly more team ventures than individual ventures. Investors also favor teams because they often represent better skill sets and greater project carrying capacity. For Internet projects that require scaled-up investment or rapid expansion, small teams are more likely to receive external financing support, which provides an advantage for resource acquisition.
Manpower and skill allocation: personal entrepreneurship in human resourcesThe innate weakness of the upper -One person is required to wear several hats. Development, design, operation and maintenance, marketing, public relations and so on have to carry their own, full-stack ability requirements. Under this model, entrepreneurs are often forced to evolve into “hexagonal warriors” (all-rounders), and the intensity of their work even exceeds that of working for a company. As one independent developer lamented: “Doing your own product is not like being in a company, where the product manager sets the requirements, the designer does the UI, and the tester accepts the product; independent entrepreneurs have to feel their way through everything”.Cost of time and effort investmentis greatly underestimated in this model. In contrast, partnership entrepreneurship canComplementary strengths and division of laborA typical small team will have partners with different specialties. A typical small team will be paired with partners with different specialties, such as someone who specializes in technology development, someone who specializes in operations and marketing, and someone who is responsible for business development. This diverse structure allows the team to leverage their respective specialties to access a fuller range of entrepreneurial resources, including technology, contacts, and capital. The study points out that complementary team members are able to contribute differentiated knowledge skills and relationship networks, helping start-ups better overcome innovation risks and resource constraints. Therefore.The overall fighting strength of a team is often greater than the sum of the independent capabilities of its members. Through rational division of labor, a small team of 2-3 people can cover areas that are difficult for an individual to master alone, making it more efficient in the utilization of human resources.
Decision-making and implementation efficiency: the single-player model is a small boat when it comes to decision-making mechanisms. Superindividuals can make decisions with complete autonomy, act quickly, and experiment with new ideas immediately without internal coordination. SuchagilityIt is invaluable in the fast iterative environment of the Internet. In practice, many independent developers have been able to take advantage of the market by developing and launching products quickly. As summarized in the source, the advantages of “one-man companies” areAbility to move quickly, experiment and trial and error fasterthat make data-driven decisions to match products to markets through constant hypothesizing and testing. However, the other side of personal efficiency ishave limited energyNo matter how hard a person works, time and expertise are bottlenecks. When the complexity of a project increases, it is inevitable that an individual will lose sight of the other. For example, in order to promote multiple projects at the same time, some independent entrepreneurs have to stay up late into the early hours of the morning every day after completing their own work, and devote themselves to all the weekends, so they are overloaded with work for a long period of time. Team entrepreneurship may be a little slower in decision-making, and requires partners to work with each other.Grinding for consensusBut discussions with more than one person can also avoid blind spots or biases in individual decision-making. One person can easily get stuck in a thinking dead end, whereas a partner in a team fight canMutual inspiration and correction of errors, finding solutions for when individuals get stuck. At the executive level, small teams can alsoparallel promotionTasks: For example, while one person develops the product, another person expands the market and a third person interfaces with user feedback, thus shortening the overall project cycle. This kind of parallel collaboration cannot be realized by individuals, and it is also a manifestation of team efficiency.
To summarizeIn terms of resources and efficiency, ifSmall-scale projects, reliance on individual expertiseand requires great speed in decision-making, single-handedly maximizing flexibility. However, ifThe project involves multi-disciplinary specialization and requires a large number of financial contacts.or pursuing rapid expansion, teaming up to start a business can provide stronger resource support and a higher ceiling for execution.
III. Risk control and liability: taking full responsibility vs. sharing the pain and suffering
Legal and Financial Responsibility:The process of entrepreneurship inevitably involves legal and financial risks. For super-individuals, the responsibility is all centralized in one person. Independent entrepreneurs usually conduct business in their personal capacity and may not have a formal company shell in the early days, thus the business risks are directly attributable to the individual. On the one hand, if a sole proprietor does not set up a limited liability company, the legal liability for debts extends indefinitely to the personal property; even if the company is registered as a one-person limited company, the owner alone must bear all the consequences of the decision. Without a partner to share, the individual needs to be personally responsible for the project's legal compliance, financial accounts, tax and social security, etc., and in the event of mistakes (e.g., intellectual property disputes, broken capital chain), the individual will have to bear all the consequences.The individual will face it alone.legal recourse or financial loss. In contrast, small team start-ups can bePartnership agreements and corporate structuresto apportion liability. Often partners will incorporate a jointly held company with limited liability by law. The team can clearly define their respective areas of work and responsibilities, for example, the CTO is responsible for technical and security compliance, and the CMO is responsible for marketing legal compliance. When encountering major decision-making errors or external litigation, the team can work together to deal with the financial losses borne by the proportion of capital contribution, the legal responsibility is also borne by the main body of the company (individuals are generally not jointly and severally liable unless they violate the law). Therefore, team entrepreneurship in the legal/financial responsibilitySome buffering and dispersionThe role of the business is not “bankruptcy is personal bankruptcy” as in the case of individual entrepreneurship.
Internal Conflict and Stability:However, team-based entrepreneurship introduces the double-edged sword of partnership. From a risk control perspective, the biggest internal risks facing partnership entrepreneurship areTeam breakups or internal friction. The survey shows that as many as 82% of entrepreneurial teams have experienced the departure of core members, of which the main reasons include the conflict between personal planning and company development (accounting for 40%), uneven distribution of benefits (30%), internal disagreements and management adjustments (accounting for 18% and 12%, respectively). When partners are in conflict or even go their separate ways, the enterprise may be greatly injured: core members leave often taking away key technology or customer resources, or even taking away other employees of the team, and directly evolving into competitors. Partner conflict is common in the entrepreneurial world, and if it is not handled carefully, the initial investment and the foundation of the business may disintegrate. In order to minimize such risks, entrepreneurial teams need to be prepared at an early stage.Signing clear equity agreements and division of labor agreementsIn addition, a “leader” with decision-making power and convening power is elected to reconcile conflicts. For example, when Tencent was first founded, Ma and his four partners agreed that they would each show their strengths, with a clear division of labor, and that they would take the initiative to give up part of their shareholdings to avoid dictatorship and to ensure that there would be room for discussion in the decision-making process. It is this kind of contract and trust that has enabled the five founders of Tencent to walk hand in hand for many years. From this, we can see that the team modelGovernance and communication costsIt is a risk point that must be emphasized.
In contrast, super-individual entrepreneurship is completely free from the risk of partnership disputes. Individuals can start a business if they want to, and make a transition if they want to, with no internal tug-of-war. ButIndividual operations also imply a single point of failure riskIf the entrepreneur himself or herself is physically ill, family changes or energy, the project will not be renewed, continuity is greatly affected by the state of the individual. At this point, the team has redundancy, one person is not in the fashion of other partners to support. Individuals also have to be vigilantPsychological stress and decision-making traps--All the successes and failures rest on one person's shoulders, with no one to share the gains when they succeed and no one to share the frustration when they fail. This kind of pressure to fight alone requires strong psychological quality to withstand, many independent entrepreneurs will feel anxious and lonely. Team entrepreneurship due to the peer, entrepreneurs in the psychological support and sharing, mutual encouragement to tide over the difficulties of the ability to be stronger.
External Risk and Liability Assumption:Whether individual or team, Internet projects are affected by the external environment, such as policy and regulatory changes, market fluctuations and so on. The difference is that when the external environment is unfavorable, personal entrepreneurship due to the small scale, flexible adjustment, often can be quickly withdrawn or change the industry, its exit cost is low; while the team entrepreneurship investment is greater, more members involved, exit a project involves the liquidation of funds, staff resettlement, and even on the partner's reputation have an impact.It's not that easy to turn around.. On the other hand, if the project involves user privacy, security, and other regulations, teams tend to be more than individualstandardize one's business(with a dedicated person to keep an eye on policies and qualifications), while individual entrepreneurs may be exposed to compliance risks due to unfamiliarity with regulations. So in today's environment of heightened regulation (e.g., web content censorship, data compliance requirements), thePartnership teams are relatively better positioned to address external regulatory risks. Individual entrepreneurship needs to be extraordinarily enhanced legal awareness and wind control capabilities, so that one person accidentally hit the mine into trouble.
IV. Innovation and Execution: Individual Creativity vs Team Brainstorming
Idea Generation and Diversity:Innovation often comes from unique insights or cross-border thinking. Individual entrepreneurs have a high degree of freedom at the idea stage, where there are no internal vetoes or compromises, and new ideas can come out of one person's imagination. Some groundbreaking ideas have come out of personal brilliance, such as independent developer Pieter Levels, who has made millions of dollars a year by building several popular products on his own.Personal strengths are intuition and sensitivity: When the entrepreneur himself or herself deeply understands the pain points of a niche, he or she can quickly conceptualize a solution without the interference of others questioning it. This kind of pure creativity is sometimes difficult to replicate with team brainstorming. However, an individual's vision is limited, and he or she is easily confined to his or her own circle of knowledge. Teamwork, on the other hand, brings togetherDiverse PerspectivesThe partners come from different backgrounds and inspire each other to come up with more comprehensive and innovative ideas. The ideas proposed by each member may evolve into more mature creative solutions through team discussion, questioning and refinement. As the saying goes, "Three heads are better than one". Even if one member of the team runs out of ideas, the others can pick up the brainstorming slack.The spark of innovation continues. Especially when cross-disciplinary innovation is required (e.g., technology + business model combination), multidisciplinary teams clearly win. Individual entrepreneurs, on the other hand, may miss out on some of the sparks of cross-border innovation if their knowledge base is not broad enough. Therefore, inCreative richnessOn top of that, small teams have the natural advantage of being able to collide with new ideas that are more diverse than those of individuals.
Product development and iteration:At the execution level, individuals and teams have their own strengths and weaknesses. Individual execution is focused and flexible - once the direction is set, you get down to the business of development, and the speed of iteration is limited only by your own capabilities, without the need for communication costs. This is extremely efficient in the early iteration of a product. For example, LK, mentioned above, started with a friend to do C-end AI applications, only 20 days on the website and quickly accumulated more than 100,000 users. Behind this is actually a small team of two people's efforts, but if it is an individual, it is possible to launch an MVP product in a short period of time and take the lead. Indie developers are generally practicing“Rapid Trial and Error”Idea: Instead of spending six months making the perfect product, make a prototype in a few weeks to validate the market and then quickly adjust based on feedback. This kind of very fast iteration is more common in individual entrepreneurship. Team execution, on the other hand, excels at scale and specialization. With multiple people collaborating, product development can be divided into modules in parallel, increasing the speed and quality of development for large projects. At the same time, teams are in a position to make moreWell tested and optimized--Individuals are often not able to care about comprehensive testing and user research, while a team can arrange members to specialize in polishing details and improving user experience. For example, in product iteration, one person may ignore user feedback due to energy constraints, while the team can have someone dedicated to collecting feedback and someone responsible for updating the version, so that the product will be more mature and robust. In addition, the team can also formhealthy competition, urging each other to improve execution and not to slow down the program.
A culture of trial and error and innovation:In terms of innovation culture, individual entrepreneurship is much more accommodating - no one to blame for failure, and the ability to boldly try new directions. Many independent developers are happy to pivot frequently because there is no baggage from partners or investors, and projects that don't work are quickly pushed back and started over. This kind ofQuick Trial and ErrorThe spirit is one of the great strengths of the individual model. But as industry insiders point out, outsiders tend to underestimate the cost of frequent trial and error for individualHuge time costs. Each attempt is shouldered by an individual, and it is easy to get mentally exhausted after a few failures. Teams, on the other hand, are more costly to pivot because of the number of people and resources involved, and it's impossible to overthrow and start over at will, as an individual can do.Relatively Conservative Willingness to Trial and Error. But great startup teams usually create internalEncourage innovation and allow for failureculture that collectively bears the cost of trying. Some Internet startup teams, for example, have adopted OKRs to incentivize innovation, and project failures have been summarized without punishment, in an effort to replicate the flexibility of individual trial and error within the team. Overall, if the competition forCreative Landing Speed, individuals on simple projects may be faster, while onComplex Innovation AttackThe upper team is more advantageous (can focus on multiple talents and intellect to solve offensive problems, such as algorithm optimization, business development, etc.).
V. Sustainable development: the long-term way to stabilize profitability
Growth Potential and Caps:When talking about long-term growth, it is important to consider the potential for the project to grow larger. Generally speaking, partnership team ventures have a better chance of spawning large businesses. As the data shows, it is extremely difficult to build a high-growth business without team support. Many of China's leading internet companies (e.g. Alibaba, Tencent, Meituan) are the result of multiple partners working together. The team is able to get more resources to invest in expansion, to realize the business from niche to mass, from hundreds of thousands of users to ten million and even listed IPO. this kind of scale growth is very difficult for individuals to reach alone - so far, there has not been a real completely from “one person company” into a unicorn! So far, there has been no case of a "one-man company" developing into a unicorn (although the industry is looking forward to the emergence of such a legend). Therefore, if an entrepreneur is aiming to buildHigh market capitalization, high impactThe platform-type business, the formation of a team is almost a necessity. As investor Yan Yan said, “Entrepreneurship is not one person doing it, it's a group of people doing it”, and organizational ability is one of the DNAs of entrepreneurial success.
Survival Cycle and Stability:However, sustainability is not only about getting bigger, but also about the ability to stabilize profitability over the long term. For many “small and beautiful” projects, theThe individual entrepreneurial model is instead more likely to achieve long-term survivalThe reason for this is that personal projects are low cost and simple in structure. The reason is that the personal project cost is low, simple structure, as long as you find a stable profit point, even if the scale of income is not large enough to maintain personal life and surplus. For example, there is a personal webmaster “a computer a year income of one million”, with traffic and technical services to achieve enviable profits. Individual entrepreneurs can be satisfied with a market segment of theStabilizing cash flowThe VC-backed team is not required to pursue aggressive growth. In the absence of external capital pressures, it is entirely possible for an individual to make a project “Lifestyle Business”, providing value and small steps to profitability over the long term. AndTeam BuildingOften, there is an expectation and responsibility to get bigger from the start, and a need to scale up revenues relatively quickly to support multiple partners and staff. Some teams that burn through money to expand in a financing-driven manner may seem to be in the limelight in the short term, but increase the risk of a premature project once the capital recedes and profitability has not yet arrived. Therefore, whether it can be sustainable depends largely onHealth of the business modelIf the project can be self-supporting within a reasonable period of time under the team model, then the combined efforts of many people will be like a tiger with wings, and the enterprise will naturally enter a virtuous cycle; on the contrary, if it is not profitable for a long period of time, the team's salary and operating costs of many people will drag down the project. And personal entrepreneurship due to low cost, easier to survive the long exploration period, as long as you stick to find a profit model, there is a chance to keep doing it.
Evolutionary Resilience:Individuals and teams also differ in terms of project evolution. Individual projects can remain “small and flexible”, adjusting their direction according to changes in the market, or even adjusting the pace (big or small, fast or slow) according to the stage of the entrepreneur's life. This allows for a certain degree of flexibility in the sustainability of a personal business, which does not need to be running at high speed all the time. In the need to expand, individuals can also gradually recruit employees or seek cooperation, evolving into a small team company, to achieve mode shift. Many successful businesses start as individual SOHOs and then bring in partners or professional managers as they expand.Team BuildingThen it has a high organizational momentum from the beginning, and once started it is difficult to narrow or change tracks in the middle because of the large number of stakeholders involved. Therefore, the team model of entrepreneurship in the path ofMore lockable: Either you go all the way up to form a stable company, or you dissolve halfway through and split up. Comparatively speaking, there is less room for freedom of movement. This means that for the pursuit of stable and long-lasting, small profits can be satisfied with the project, individuals may be more suitable for solo, while for targeting long-term industry position, the need to continue to invest in the expansion of emerging areas of the project, the team partnership can provide more solid support.
In summary, both entrepreneurial models have their own opportunities and challenges for long-term development. The choice of model depends on the entrepreneur'sTargeting and resource endowment: If you wish to createScale operationsIf you are looking for outside investment and rapid market expansion, teamwork is more consistent with success, but if you are inclined toa business that runs on thin streamsThe super-individual model is likely to be more sustainable in the pursuit of personal freedom and modest profitability.
VI. Comparative Summary of Entrepreneurial Models
Summarizing the above analysis, we can placestart up one's own business(super-individuals) andjoint venture(small team) characteristics for comparison:
| comparative dimension | Superindividuals (solo ventures) | Partnerships (small teams) |
|---|---|---|
| Market Environment Fit | Capture market segments and cut through quickly with personal IP; respond flexibly to policy and trend changes | Grasp the wind in the industry, deep plowing with team strength; easier to obtain policies and investment favor |
| Resource acquisition | Funding is mainly rolled over from own and small incomes; limited circle of contacts, all built up by individuals | Easy access to angel/VC financing (more favorable for teams); wide network of partners, more sufficient human and material resources |
| Decision-making and efficiency | Minimal decision-making and high flexibility; low cost of trial and error and fast iteration However, it is difficult to handle parallel tasks with limited personal energy | Decision-making needs to be communicated and coordinated, which is more robust; can be taken forward in parallel by multiple people to improve overall efficiency But team discussions are time-consuming and disagreements need to be reconciled |
| Innovation and competence | High degree of creative freedom from internal constraints; strong personal style, many niche innovations However, the horizons are limited and the coverage of the profession is limited | Diversified team brainstorming, more comprehensive creativity; complementary skills to overcome difficulties ability However, there is a need for harmonization of ideas and possible compromise of the innovative frontiers |
| risk-bearing | Individuals share both the benefits and the risks; no risk of internal conflict and low impact of decision-making errors. However, the risk tolerance is weak, and the project will stop once the individual is in a bad situation. | Risks are shared by the team, making them more resistant to stress; someone out of the game can be replaced by others However, there is a risk of partnership disputes, and internal disagreements can jeopardize the project |
| Long-term development | Easy to maintain a small but stable profitable program with low cost and low profitability requirements for long term survival The scale is limited by the individual's ability, and it is difficult to become a large scale | Opportunity to grow bigger and stronger, creating scale effects; sustainable operations and expansion for the company Costs and responsibilities increase with scale, and profitability is needed to support team operations |
Conclusion:There is no one-size-fits-all model for individuals aspiring to start an Internet business today. The “super-individual” embodies the trend of the rise of personal value and the universality of tools in this era, and by making good use of their own expertise and agility, they have every chance to succeed in their niche areas. Partnerships, on the other hand, are a way to compete from a higher starting point through teamwork and collaboration, in line with the principle of “all for one and one for all”. Whether you choose to go it alone or partner with others, the key is to examine your ownNature of the project, target size and resource requirements：
- If the project has a low technical threshold and moderate market capacity, and you are sure that you can cover the major segments, you may want to start with asuper-individualStart with a format that quickly validates your idea. Successful cases such as many content creators and independent developers, with a skill to accumulate users, to achieve wealth and personal influence “double income”.
- If the project is of high complexity, involves cross-disciplinary cooperation, or requires a large capital investment to capture the market, it should considerLike-minded partnersStarting a business together. From the experience of China's unicorn companies, joint ventures tend to go further and have a better chance of building an ecosystem and winning long-term competition.
Of course, the two are not unconvertible or juggle. Many entrepreneurs use “Individuals before teams”The "path": first incubate product prototypes and early users as an individual, and then invite reliable partners to form a team to make it bigger once the business model is validated. For example, after an independent developer figured out a profitable service in the AI field, he registered a company to formally operate and expand his business. There have also been cases where the team has shrunk to one person and continued to persevere in the face of staff changes. Flexibly adjusting the model according to the development stage of the project is a pragmatic way to reduce risk and increase the probability of success.
All in all, in the Chinese Internet startup landscape of 2025, theA single super-individual和A small team that works well togetherEach of them has its own strengths, and together they form an indispensable part of the innovation ecosystem. Entrepreneurs should take into account their own reality, embrace the opportunities and challenges offered by the times, and choose the path that best suits them. As one entrepreneur said, “You can't say no when you work in a company, but you have the freedom of choice when you go solo.” Whether traveling alone or with a partner, as long as you insist on creating value for users and continue to learn and iterate, you are expected to break through in the big waves of the Internet jungle.