On one occasion, I was invited to participate in a strategic meeting of a 100 billion group to guide them to sort out their core strategies, find enhanced circuits, and determine development plans.
I admire this company very much. From the group chairman down, I deeply respect the system and know how to manage the company with systematic thinking. This may be the reason why they can achieve 100 billion scale.
After a day of tutoring, I was deeply touched.
The people you see do n’t necessarily do it, the people you do do not necessarily insist on doing it
Speaking is more important than listening, writing is more important than speaking, and painting is more important than writing.
After listening, we suddenly realized.
Then you ask: Then you repeat it. Can’t say a word.
why?
Because the gain after listening is usually just “you are right”.
But “you said” is still not “I understand”.
Say, be sure to say. Can speak it out, then write.
Write, be sure to write. You will sweat all over.
This cold sweat is the process of turning “what you say” into “I understand”.
Only when you understand it can you “speak it out and write it down”.
But this is not enough.
Draw a picture and see.
Once you draw a picture, it will involve problems that you cannot meet when you say it, write it down:
What is the relationship between these two variables? Who is the cause and who is the result? A before B, or B before A?
Slightly logically incomplete, I can’t get through it.
You can get 1 point for listening, 10 points for speaking, 20 points for writing, and 100 points for painting.
In any industry, do n’t look at the competition. It seems that the competition is fierce. If you work a little bit harder than others every day and take two steps upstream, you will be swept away by a large number of people.
Those who said knowing did not really understand it. When they saw difficulties, they gave up.
Those who understand, do n’t really understand, only see trees, not forests.
People who really understand, do not really do it if they understand it, and do not insist on it seriously.
Those who did not understand, those who could not speak, those who could not write, and those who could not paint, eliminated themselves.
People who see it do not necessarily do it, and those who do do not necessarily insist on doing it.
This is an opportunity.
Arguing right and wrong is meaningless, the key is to make things to the extreme
Only a good product can sell well.
So, product capacity is the cause, is sales capacity the result?
Sounds reasonable.
The better the product, the better the sales. But in fact, there is no causal relationship between product capabilities and sales capabilities.
The better the product capability, the higher the performance; the higher the sales capability, the higher the performance.
Product capabilities and sales capabilities are all factors of performance.
However, there is no relationship between them (at least not).
Many sales are estimated to disagree. How can a bad product sell well?
If only good products can sell well, what else do you need to sell?
Good products sell well, that is the credit for the products.
Only when the “bad” products can be sold well is the credit for sales.
Teachers who only teach students well, not good teachers.
A clear understanding of this can lead to no mutual excuses caused by “taking succession as cause and effect” in management.
Drawing is very important.
After painting in a cold sweat, you will have unprecedented insight into your business.
Doing a lot of things is not about arguing who is right or wrong, or whether you have caught up with the bonus period.
Rather, have you done everything to the extreme, is it really a insight into the nature of the industry.
What is the core stock?
What kind of stock can be called “core stock”?
Is it worth persisting for 10 or 20 years and constantly pushing forward?
The core stock must meet several conditions:
First, it must be on the enhanced circuit. Such as reputation.
Reputation brings more good cooperation opportunities; good cooperation opportunities bring better reputation. This cycle.
In this way, the more you push back, the less effort you need.
The stock that is not on the enhancement circuit, you need to push it forever.
Second, it must be able to form a moat. Such as patents.
Once the patent wall is formed, it will bring huge benefits. Moreover, this benefit is moat.
In this way, the opponent outside the city wall will not be able to attack you for a long time.
There are four types of moats: intangible assets, cost advantages, network effects, and migration costs.
Third, it must belong to the organization. Such as brand.
Brands belong to organizations, and products belong to users. Products are never your core stock.
The ability to produce products is the goose that lays the eggs. Those belong to the organization.
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In the evolution island community, I once shared such a thing with my classmates.
I once asked a company: What is your core competitiveness?
He said: it is a product.
We have this product, and that product is very good.
I said, no, products will never be a company’s core competitiveness.
why?
You have a goose, it lays an egg every day. You sell goose eggs and you can make a lot of money every day.
So, is the egg that your goose lays every day your core competitiveness? of course not.
Goose eggs are never the core competitiveness, the goose is.
Each of your products is a goose egg. They are just results.
They are not core competencies. Why are you able to make these products is your core competencies.
For example, do you have a unique process that has been polished countless times to make products? Have you created a culture where employees are extremely responsible and can’t fit a bug in their eyes? Do you have a team that has invested 5 years and has been researching the underlying technology? Your team of designers go to 20 countries every year to collect wind?
These are your core competencies.
It is these things that keep you laying eggs and producing new products.
Find these things, then extract them, protect them as treasures, and train them until others ca n’t surpass them, and then copy them to each product.
Laying eggs is the job of geese; raising geese is your job. Focus on geese, not goose eggs.
And what if the core stock belongs to employees, to the environment, to policy? Then you will be very vulnerable.
Finding your own core stock requires keen business insight.
Insight is not knowledge, but skill.
It’s like riding a bicycle.
Looking at the instructions, you can’t learn to ride a bike, you need to practice.
The more practice, the more superb.
The enterprise has reached a certain scale, and all the clever and shrewd clever ones that used to be useless.
Past successful experience and thinking,
Instead, it may become the biggest stumbling block for future development.
Last words
The essence of entrepreneurship is innovation, and innovation must come from practice.
It is important to get things done.
Yes. Everyone knows.
But when you are very difficult to survive on your own.
It will be very entangled between the benefits of consumers and their own benefits, difficult to choose.
A company that knows sustainable development is a good company.
Knowing that hard work will make progress, why not work hard?
Because most people do n’t know, but they ca n’t do it.
In the future, who can never seize the opportunity?
Seeing the emerging trend, knowing but not going to do it.
The first reaction is always doubt, not optimistic, conscious of the opportunity, and will not act.
The “burden” on the body is particularly heavy, especially for people who have a vision and evaluation in the accident world.
People who know that new opportunities are good, but can’t make up their minds to abandon the stock business and really commit.
Forever staying in the wait-and-see stage, others sing and sing along with others. Others say that the dividend period has passed, and they also follow the trend.
These people had no choice but to watch, and pass the opportunity forever.
When you say that the starting point of all business is consumer benefit.
They will ask: I am going to die, but also control consumers?
If you cut corners on the raw materials of the product, you will be deducted immediately.
You can earn one more point, not a lot. Which industry can make quick money, it quickly floods in.
However, if you have more ambitious goals in your heart, you need to restrain your current desires and give up the temptation.
When you focus on creating value, and then happily accept the resulting benefits, it will calm down;
When you focus on the target benefits and then make a difficult decision about the sacrifices made for it, you will be anxious.
Entrepreneurs are inherently bearers of risk and uncertainty. Wind, rain and snow are the norm of the environment, and the ability to grow is often forced out.