Hi everyone, my personal website has been upgraded and I like it very much.👇
lochanpeng.com
There are my art reviews and reports over the years (in the process of collating)
There are also my works. In particular, my works will no longer be classified in series on the website, but in chronological classification. This is also in line with my perception of creativity in recent years. If the relationship between the work and the person is one in the present, then do the ten-year-long series mean that the person has not changed in the past ten years?
So for me, the series is a kind of framework, and it can even be said to be a shackle. Also because my website works are classified by chronology, I have also seen that the difference in my life course is completely reflected in my works-some years of creation are very colorful, Some years are very gloomy, some years are particularly obsessed with huge works, and some years have suffered setbacks in life. These are all very interesting to me. Creation is like breathing to me.
At the same time, I have been thinking about this part of the newly completed online course area for a long time. Is it necessary to have a promotion month and various marketing methods like when working with industry platforms in the past?
In the end, I decided not to do this.
I hope that the students who take my course can see my value rather than being attracted by the 20% discount. I hope that our relationship can be more purely focused on learning. Rather than let your head keep thinking about whether there is a cheaper way.
At the same time, designing and selling are very laborious. Abandoning the sales method, I will go back to the original point and focus on my creation, making better courses, and replying to your homework in the group. Just do this well.
I think this is my consistent way of doing things.
The new courses have just been established, and I will continue to add them in the future. Welcome to join my membership. You will receive all kinds of information updated on the website as soon as possible, including my exhibitions, new works, and new courses.
☆The course video will be converted to 1080P pixels from 10/1☆
同時也有6部Youtube影片,追蹤數超過4萬的網紅李根興 Edwin商舖創業及投資分享,也在其Youtube影片中提到,史丹福大學知識分享: 做生意的九大元素 - 《Business Model Canvas 商業摸式圖》 如何定立及優化你的 Business Model Canvas 商業摸式圖? 做生意,你要認識你嘅 Business Model Canvas 商業模式圖,有九格。 肺炎第四波開始有減退嘅...
「value creation」的推薦目錄:
- 關於value creation 在 羅展鵬 /Lo Chan Peng Facebook 的最讚貼文
- 關於value creation 在 Facebook 的最佳解答
- 關於value creation 在 Facebook 的最佳解答
- 關於value creation 在 李根興 Edwin商舖創業及投資分享 Youtube 的最佳貼文
- 關於value creation 在 Wendy Vaz Youtube 的最佳解答
- 關於value creation 在 李根興 Edwin商舖創業及投資分享 Youtube 的最佳解答
- 關於value creation 在 Value Creation: The Single Skill That Built My $1M ... - YouTube 的評價
value creation 在 Facebook 的最佳解答
[大里鄉中出環]68蚊件。兩件136,咁價錢應該夠我在泰國食一個月(聽講係)
呢啲就value creation ,marketing ,brand building 啦。fuck that 成本幾多啦。當然到你自己做老闆時就連小學去北海道exchange 嘅錢都計埋落成本,我苦練四十年呀。
匠人精神?我醉了。你估當生親自焗咩,咪又係港女trainee 整(佢心口真係只寫trainee,幾靚的說,態度又好,把聲又好聽,see?呢度都唔止值68蚊件。call it 其士but I don’t think they will hire a 譚仔阿姐)
認真,淨係個盒都值回票價。諗起當年暗戀個女同學,暑期工去賣西餅,自此我就對西餅制服有fetish (好變態咩?)
我覺得最有型係啲姐姐,裝餅時可以單手Chok 斷條絲帶嗰下嘢,仲要啪一聲,真係令我有反應。女同學後來甚至試過在我面前示範!我百睇不厭。幾乎想買一餅返學校。
不過我冇講嘅係,嗰陣時我成日性幻想一個畫面,就係做愛做到高潮時條女搵條絲帶啪一聲咁勒斷我頸骨。「其實我係咪應該去拍戲」
(朋友聽後感想:你條頸咁撚粗,幾個大隻佬用鐵鏈都唔掂)
又又,你諗下,其實當時壽司之神小野二郎未拍戲,又仲會親自落場, 先收你三四千蚊位,真係超值。本尊親自落場喎,食一件少一件。你香港求撚其MK仔餓媽卡些都收你兩千銀啦。可惜當年食唔起,「唔係冇錢不過覺得唔抵」,「即係食唔起」
結論?「食完記得去對面買我本書」。真喎,本尊一字一淚打出嚟,冇人代工。小野二朗都有個仔幫手,我唔通搵勞蘇打字?
屌你!我本書七萬字,都未撚使136蚊呀!你食兩件蛋糕轉頭咪屙出嚟!但睇我本書你成世搞腸沙呀!「文字真低賤!」(但冇人拎支槍指住我叫我寫,所以苦困~~皆自願)
又,你睇下身邊嘅女,如果食蛋糕用嘅錢多過買書用嘅錢,你要三思- 「應該都幾好肉地」
Btw,我在曼谷食過最好嘅餐廳,係⋯⋯⋯⋯德國菜!Sühring,米芝蓮兩星,神奇頂級超卓。不過周圍都廣東話,唔通泰仔食咩。
牛年比別人知得多。subscribe now.
Patreon.com/ivanliresearch
value creation 在 Facebook 的最佳解答
哈佛知識分享: 第三集(合共七集) What is competitive advantage? What is your value chain? 什麼是競爭優勢? 什麼是企業價值鏈?
仲記得我喺哈佛讀行政人員課程嘅時候,教授 Michael Porter 考考我哋, "In business, is strategy more important or excution more important?" 做生意,策略重要啲? 定執行力重要啲? 等陣同你解釋。
上兩集同你講咗你應該點諗「競爭」? 行業的五加一動力點影響你嘅利潤。今集同你分享下企業價值鏈點影響你的競爭優勢? 策略/執行力,邊個重要啲?
全文內容:
https://docs.google.com/document/d/10iTzUHyqrhcLvrfYHqZhu8tNpT-jnzKWVhVls09ciWk/edit?usp=drivesdk
。。。。。
My hobby 《星期六早餐會》!
七/八/九月份早餐會 Topic: Applying "Michael Porter" to your business: How to compete and win!
哈佛分享: 如何應用「米高波特」於你盤生意? 點競爭? 點贏?
講起哈佛策略教授, 無人出名過 Michael Porter. 有幸我2017年在哈佛親身上過他教的課程, 今次早餐會同你分享,希望對你做生意亦有所啟發。
有興趣參加啦 😃 每次限四位 (包括我)。 人多傾唔到計。
7月/8月/9月份,逢星期六早上9時開始,約三小時半。地點中環。
對象: 中小企老闆/創業者/公司管理層,連我限4位。
有興趣參加的話,請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。
我唔係靠呢行搵食,免費,我請食早餐 😉 Be friends ..... 有機會到時見你。李根興 Edwin
www.edwinlee.com.hk
www.bwfund.com
聯絡李根興 whatsapp (+852) 90361143
。。。。。。。。。
先講何謂「競爭優勢」Competitive Advantage?
Michael Porter 話 "If you have a real competitive advantage, it means that compared with rivals, you operate at a lower cost, command a premium price, or both."
如果你有真正的「競爭優勢」,相比起競爭對手,你就有低啲嘅成本,或高啲嘅售價,或兩個都有。
"Competitive advantage is a relative concept. It's about superior financial performance." by Michael Porter
競爭優勢是相對的。 係代表你財務回報做得好過你同行的競爭對手。
唔單止做得好,而係要賺錢多過人。記住,上集我同你講:
"The real point of competition is not to beat rivals. It's to earn profits."
競爭,最重要唔係打低競爭對手,而係要賺錢!
何謂賺錢? Michael Porter 嘅定義唔係純粹睇個大數。 他話賺100蚊嘅公司,唔係一定叻過賺90蚊嘅公司。 因為話唔定賺100蚊嘅公司,佢就投資咗1000蚊,先賺100蚊。 但賺90蚊嘅公司,投資咗500蚊已賺賺到90蚊。 咁後者又何必再投資多500蚊,去賺嗰剩餘嘅10蚊。 因為呢500蚊可以投資喺第二度可能有更高回報,何必為做而做呢?
因此 Michael Porter 睇嘅賺錢,係 measured by ROIC (Return On Invested Capital) 資本投資回報。 即係話你放咗幾錢入去盤生意,equity and debt combined, 資本又好、借又好, 賺錢回報率有幾多呢?
例如,你開間茶餐廳,你自己放咗100萬入去,問銀行借咗100萬裝修,合共投資200萬。開業後,未扣除銀行利息及稅務 (EBIT - Earnings Before Interest and Tax),每年就賺40萬,咁你嘅 ROIC (Return on Invested Capital) 就係40除200,等如20%。
如果你再另外開多一間, 道理上因為經驗多咗啦,總部人手成本一樣,額外投資金額應該就會少咗,開始有 economy of scale (經濟規模效益),當今次只係投資160萬,回報一樣每年40萬。ROIC 就係 25%。
Michael Porter 話, 如果你每開一間,你嘅投資回報 ROIC 會因為 economy of scale (經濟規模效益)而提升,why not! 開多幾十幾百幾千間都得。
但如果你開到某個程度,每開一間,你嘅投資回報 (ROIC) 就下降。 例如依家總投資要成200萬,由於市場開始飽和,每年賺錢只得額外20萬,資本投資回報只得10%。Michael Porter 話咁又何必再開呢? 因為咁樣只會把你整體嘅 ROIC (資本投資回報率)拉低。
做得大,唔代表賺錢。唔好為大而大。有時 Small is beautiful. 細有細嘅美麗。
美國最賺錢嘅航空公司 Southwest Airlines, 睇下呢幅圖, 過去幾十年佢嘅嘢 ROIC (Return on Invested Capital),上面黑色條線,一直保持行內最高, 行內其他航空公司平均係每年回報3.1%, Southwest Airlines 就能夠做到每年回報11.4%,高出同行2.7倍, 肺炎前年年賺錢。
Southwest Airlines 創辦人 Herb Kelleher 曾經講過 ”Market share has nothing to do with profitability. Market share says we just want to be big; we don't care if we make money doing it. In order to get an additional 5% of the market, some companies increased their costs by 25%. That's really incongruous if profitability is your purpose."
佢話:「市佔率往往同利潤率無關係。 市佔率只係講大, 但未必賺到錢。 有啲公司為咗攞多5%額外市佔率, 願意洗多25%嘅成本, 咁樣同做生意要賺錢嘅理念係互相違背的。」
我自己做商舖基金都係一樣,我成日都話:「我情願人少啲,賺多啲」,遠遠好過「人多多,每人賺少啲!」 人少啲, 社運肺炎,咩風浪都經過起。 人多, 一闊三大,一個浪冚,好易玩完。
記住我上面提過「競爭優勢」就係: 「相比起競爭對手,你有低啲嘅成本,或高啲嘅售價,or both!」 咁點樣同樣嘅產品或服務,你嘅回報就更高。
"Strategy choices aim to shift relative price or relative cost in a company's favor." by Michael Porter
策略的選擇,目的是向公司有利的方向把相對的價錢或成本調整。
咁點選擇呢? 就係睇你條 「Value Chain 企業價值鏈」啦。
"The sequence of activities your company performs to design, produce, sell, deliver and support its products is called the value chain. " by Michael Porter.
由產品的設計、生產、銷售、送遞、到售後服務,這個流程就叫做企業價值鏈。
"A company's value chain is the collection of all its value-creating and cost-generating activities." by Michael Porter.
企業價值鏈係由所有為客戶增值及令企業增加成本的活動總和。
睇圖,Value Chain 包括 Primary Activities 主要活動 and Supporting Activities 輔助活動。入貨、加工、出貨就係你服務顧客啲主要活動。 公司嘅架構、人力資源、科技應用就係輔助活動。Michael Porter 話如果你要贏人, 你就要明白你以上嘅價值鏈每一步、 每個活動、 每個細節對人客嘅價值製造 (value creation) 同相關成本 (cost incurred)。
要勝出,你有兩個選擇:
(1) Compete on execution. Better operational effectiveness. Perform the same activities as rivals, but execute better. Be better, be the best!
用「執行力」去贏人。每一步,設計/入貨/生產/出貨,都同爭對手差不多,但執行得更好、更快、更準。成個流程成本平啲,人客滿意啲。 等於一間茶餐廳, 落單準啲、上菜快啲、 炒餸好味啲。 但教授 Michael Porter 話咁就好似隻老鼠喺個圈入面,operational effectiveness, 跑快啲跑快啲 ,be the quickest, be the best! 但其實不斷地都喺個圈入面跑緊。長遠,人或老鼠,始終會攰, 你好啲,但人哋都會改善追上。競爭對手就遲早令你競爭優勢難以維續。
(2) Compete on strategy. Perform different activities from rivals. Meet the different needs of customers at lower cost or higher price. Be unique.
用「策略」去贏人。設計/入貨/生產/出貨嘅價值鏈,同行內其他爭對手唔同。 明白唔同顧客,有唔同需求。 用低啲嘅成本或者高啲嘅售價,or both, 去滿足佢哋嘅需求。做唯一! Michael Porter 話咁就會令你 好似隻老鼠咁,跑出個圈,走條捷徑,帶你想去嘅地方。 只是專注,長遠你嘅競爭優勢更容易持續。
例如, 美國嘅航空公司過去幾十年都係非常之難做嘅行業,1980年起,ROIC Return on Invested Capital 資本投資回報平均只得每年3.1%。
但我上面提及的西南航空 Southwest Airlines,佢過去幾十年,由(1) 訂票 (只用自己網絡,唔用 agent, 慳番啲手續費) 、(2) 機種 (只用一種波音737,方便機司培訓同保養, 唔似得其他航空公司乜飛機種都有)、(3) 坐飛機無飛機餐(慳返成本及方便清潔)、(4) 無編定座位 (先上機先揀位坐, 唂啲人快啲上飛機,早啲開機)、至 (5) No connecting flights 無轉駁航班 (只有直接 point to point, 唔使等你或你啲行李轉機), 仲有更多更多, 成條嘅 Southest Airlines Value Chain 價值鏈嘅活動,都係同行內競爭對手唔同。 雖然機票售價平啲,但佢成本更加平。咁亦都解釋咗點佢能夠咁多年來平均嘅資本投資回報率 ROIC 高達11.4%,高過同行競爭對手近三倍。
我自己做商舖基金都係一樣, 都係 compete on strategy. 如果我純粹低買,高賣舖。 我只可以靠買得平過人,沽得快過人去賺錢。 但長遠好難持續跑贏大市的優勢, 一個社運肺炎冚埋嚟, 馬上冚旗。
呢條係我哋公司商舖增值嘅價值鏈 (insert graph), 由投資者集資、買舖、解除 order /裝修/分契、至「服務式商舖」搵合適租客 (諗計仔幫佢做多啲生意)、至宣傳推廣出售商舖及「三大保證」售後服務, 加上公司基本設施、人力資源、科技應用、採購流程嘅配合, 我相信香港無任何一個商舖投資者同我哋一樣為商舖增值。 我係舖市要跑贏大市,都係靠呢條 Value Chain 價值鏈。包括,買賣我基金單位嘅交易成本,遠遠低過買賣成間舖。租我哋舖做生意嘅風險,都遠遠低過租間不知名、無人跟進的舖。
咁亦都解釋咗點解,我哋用咗五年時間,今個月就用基金買入咗港幣第一個「10億」舖,前後60間街舖。萬事起頭難,我相信第二個「10億」舖,大約兩年內會完成。
根據哈佛教授 Michael Porter,只要條 value chain 企業價值鏈夠獨特及專注, 好難有另一個競爭對手入嚟係香港街舖嘅層面打低我哋。好多人會嚟抄我哋嘅 business model 商業模式,但佢唔會做舖。 佢會做工廈、商廈、住宅、農地、骨灰龕位、大灣區、非洲、火星,但佢唔做香港街舖。 因為個地頭已經畀我哋霸咗,佢點做都唔夠我哋熟。 唔通我講話我要買1000間香港街舖,佢講話要買2000間,邊個人會信佢! 佢話500間就不如唔好講。
當然,教授話任何 good strategy 都需要 good execution,無好嘅執行力,所有說話只係空談。因此我成日話「持續性、持續性、持續性地執行」好重要。
Both strategy and excution are important. 好嘅「策略」及好嘅「執行力」同樣重要。 只有好嘅 「執行力」,無「策略」,你會賺到錢,不過好大機會係細錢。 加埋好嘅「策略」,配合好嘅「執行力」,大錢就會嚟!
你盤生意呢? 你條企業價值鏈 Value Chain 又係點呢? 同人哋有乜唔同? Are you competing on good execution or good strategy? 你係執行力上贏人、定策略上贏人? 點樣做到成本平啲或收費高啲,or both 呢?
有興趣一齊研究多啲點做? 聽多啲 Michael Porter,就來我七/八月份星期六嘅早餐會啦! 下集我再同你講 (4) What is strategy? How do you create value? 什麼是策略 ? 你如何創造價值?
全文內容:
https://docs.google.com/document/d/10iTzUHyqrhcLvrfYHqZhu8tNpT-jnzKWVhVls09ciWk/edit?usp=drivesdk
。。。。。
My hobby 《星期六早餐會》!
七/八/九月份早餐會 Topic: Applying "Michael Porter" to your business: How to compete and win!
哈佛分享: 如何應用「米高波特」於你盤生意? 點競爭? 點贏?
講起哈佛策略教授, 無人出名過 Michael Porter. 有幸我2017年在哈佛親身上過他教的課程, 今次早餐會同你分享,希望對你做生意亦有所啟發。
有興趣參加啦 😃 每次限四位 (包括我)。 人多傾唔到計。
7月/8月/9月份,逢星期六早上9時開始,約三小時半。地點中環。
對象: 中小企老闆/創業者/公司管理層,連我限4位。
有興趣參加的話,請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。
我唔係靠呢行搵食,免費,我請食早餐 😉 Be friends ..... 有機會到時見你。李根興 Edwin
www.edwinlee.com.hk
www.bwfund.com
聯絡李根興 whatsapp (+852) 90361143
#michael_porter, #競爭策略, #企業競爭優勢,#價值鏈
value creation 在 李根興 Edwin商舖創業及投資分享 Youtube 的最佳貼文
史丹福大學知識分享: 做生意的九大元素 - 《Business Model Canvas 商業摸式圖》
如何定立及優化你的 Business Model Canvas 商業摸式圖?
做生意,你要認識你嘅 Business Model Canvas 商業模式圖,有九格。
肺炎第四波開始有減退嘅跡象, 等佢過咗之後,一連幾場星期六,我會在 Paragon Co-work Space 搞下做生意分享早餐會,大家交個朋友???? 互相俾下意見睇下盤生意有乜可以做好啲。
地點是觀塘 Paragon Co-Work Space。約3小時。
對象: 管理層/生意經營者/創業者,每場限4位。
有興趣參加的話,請 whatsapp 你的名片給 Suki (我助手) 5566 1335。肺炎第四尾聲後,她會再聯絡你。
免費 (我不是靠這行搵食?)。我請食早餐 ? Be friends ..... 多謝! 李根興 Edwin
www.edwinlee.com.hk
www.paragonasia.hk,
https://www.facebook.com/paragoninasia/
#paragonasia #做生意的九大元素
全文內容:
做生意,你要認識你嘅 Business Model Canvas 商業模式圖,有九格, 逐個逐個同你講。
肺炎第四波開始有減退嘅跡象, 等佢過咗之後,一連幾場星期六,我會在 Paragon Co-work Space 搞下做生意分享早餐會, 其中一場會講 Business Model Canvas,人少少,4位,大家交個朋友。講下你盤生意點善用 Business Model Canvas 嘅九格。
我2016及17, 連續兩年代表Cyberport 帶團去 Stanford Business School 有個創業 bootcamp ,教授 Baba Shiv and Sarah Soule 話創業做生意,你要了解自己嘅 Business Model Canvas.
(1) Value Propositions 價值主張
做生意,你先要知道你幫到人啲乜? 你有乜樣好過人? 點解人哋要揀你? 新啲? 快啲? 平啲? 靚啲? 型啲? Why you?
我做商舖基金,就係幫人哋用少啲嘅資金, 分散風險, 買舖唔使煩,提升回報。
Paragon Co-Work Space 就希望係東九龍集中火力,以幾個center 發揮協同效,提供畀創業者最優越嘅營商空間。
記住,想租 Co-Work Space 可聯絡 Samuel Szeto Tel: (+852) 6215 0550
www.paragonasia.hk,[email protected]
你呢? 你嘅 Value Propositions 價值主張係乜呢?
(2) Key Activities 關鍵活動
要帶出以上嘅價值主張,你每日應該做緊啲乜? 生產? 研究? 客戶服務? 解決問題? 建立平台聯繫客戶, 由佢哋自己交易? Whatever...
記住喎,你做嘅嘢,應該係帶到價值主張 key value preposition 畀你嘅客人。而唔係講一套做另一套, 花咗啲時間係無聊,人客都唔care嘅活動上。
Now you know why 我日日拍商舖片,已經拍咗二千幾條, 因為我最重要就係日日要睇舖。
(3) Customer Segment 目標客群
邊個係你班客呢? 大眾市場? Niche market? 男人/女人/成年人/學生哥?
個個都可以係你嘅客,but who is your primary customer? who is your most important customer? 主要及最重要客戶? 你要搞得好清楚,when in conflict,邊個利益行先?
我成日都話如果你係揸住港幣八百萬以上流動資產(非物業),能夠投資最少三百萬以上喺商舖基金,你就係我 primary customer 你嘅利益行先。
你盤生意呢? Who are your customers? Who is your primary and most important customer?
(4) Channels 通路
你點樣搵到、掂到你班客呢? 班客又點識你、點搵你、點俾錢到你呢? 分五個階段: (1) 認知 Awareness (佢先要識你),(2) 評估 Evaluation (再諗過計過), (3) 購買 Purchase (俾錢), (4)傳遞 Delivery (你提供產品或服務),(5) 最後,售後服務 Aftersale Service,希望滿意回頭再幫襯。
你盤生意嘅掂到個客嘅Channel 係乜呢?
(5) Customer Relationships 客戶關係。
你點樣同你個客戶保持關係呢? One-on-One? 或 ATM 咁, 機械式,用電腦? 建立個客戶 Community 社群 , 或者大家一齊俾 idea 共同創造 co-creation?
好似我咁,做咗我嘅商舖投資者,全部都會同我one-on-one有個whatsapp group,任何問題,我都即時回答。任何商舖最新發展, 內幕消息,同埋我哋買咗乜舖沽咗乜舖,我都會即時同佢溝通。 唔單止舖,佢哋好多個人投資同生意,得嘅話我都會提供我嘅意見及幫助。 佢畀得錢我使,我梗係第一時間幫佢。 Paragon co-work space 老闆都係我投資者之一, 佢幫我,我幫佢,當然我都想幫佢宣傳下Paragon Co-Work Space ?
你同你班客嘅關係又係乜呢? 會唔會幫襯咗你,其實你都唔知佢係邊個,大家根本冇溝通過呢?
(6) Key Partners 關鍵合作夥伴
你點叻都好,你自己做唔曬所有嘢。 你日常要同邊個多合作,改善關係,先能夠做到更好呢? 有效同供應商夾得好啲,生意會唔會易做好多?
我成日講笑咁講,我「真正」老闆其實係全港各大小地產經紀, 我日日都要擦佢哋鞋, 因為如果經紀唔畀荀盤我,我這行馬上唔駛做。Fit 馬都變跛馬。同經紀夾得好? Fit 馬變飛馬。
你呢? 你同 key partners 又夾成點?
(7) Key Resources 關鍵資源。
做你以上咁多樣嘢,你需要咩資源呢? 錢? 人? 知識? 廠房?
知道要乜,咁喺邊度搵呢? 點樣提高營運效率? 盡量用少啲資源,做多啲、做快啲呢?
如果我只是一個普通炒家, 大部分炒家都只係需要一個司機(揸佢周圍睇舖),一個秘書(安排日常工作雜務),一個會計(管理好盤帳,交少啲稅),3個人就搞惦,炒幾十億貨都係三個就夠。
但一商舖基金嘅話, 受證監會監管, Responsible Officers 持牌人起碼要有兩個,Compliance Officer 又加多個,再加財務/會計監管,再加 License Representatives 又要考牌,年年續牌, 成立基今日要開曼群島 Cayman Islands 註冊, 律師/會計/基金行政費用一大堆,成本馬上大升。 咁你做生意就要自己計,值唔值得呢?
你呢? What are your key resources? 點搵? 無又點呢?
(8) Cost Structure 成本結構
你做生意嘅成本架構係乜呢? 你最貴嘅成本喺邊度? 大部係 Fixed Costs 固定成本? 或大部分係會隨着你嘅生意額上落 Variable Costs 呢 ?
老實說, 我公司同事們嘅老底(底薪)唔算高, 但佢哋嘅收入會隨著我哋嘅基金每季嘅表現 ,來分花紅。 因為我要班同事們及我哋嘅投資者大家利益一致。 基金賺錢,大家分多啲。基金蝕本,大家都無花紅。This is our cost structure! 你呢?
(9) 以上所有嘢都係支出,最後當然是收錢啦 - Revenue Stream 收益流。
你點收錢呢? 每件收? 每月收? 每次使用收?月費、年費? 版權費、 顧問費 、廣告費、利息、佣金? 係預繳、現金交收、或做完先收數? 會唔會有難尾? 送貨如送米,收數如乞米? 收入係唔係個個月都要有? 重複性購買? 或餐搵餐食餐餐清? 你係做緊農夫定獵人?
我自己嘅商舖基金會收首次認購費, 每個月會收管理費, 同埋間舖賣咗出街之後賺錢,會收表現分紅 performance fee. 賺就收,唔賺就唔收。 之前嗰兩項叫做「維皮」, 表現分紅先至係我哋嘅肥豬肉。你呢? 錢從邊道嚟,點嚟呢?
記住做以上12345678一啲都唔難, 免費嘅話,十萬個人搵你做。 最難嘅係第九,收錢。 但其實收錢都唔難。 你可以支出100蚊,收得廿蚊。蝕80蚊,咁你要繼續的話可能要不斷地「籌錢」, 吹水吹到以後個餅好大, 希望有投資者畀你錢繼續燒。咁下期你可能支出200蚊,收入80蚊, 感覺收入大升,但其實可能仲蝕多咗。 今時今日,好多初創企業就係咁。 收入係多咗,但蝕得更多。
無話對與錯,大有大做細有細做,做生意你可以專注「籌錢」,亦都可以專注「賺錢」。我選擇「先賺錢、再籌錢」,因為賺到嘅錢係自己嘅,籌錢嘅錢係欠人嘅, 感覺真係好唔同! 我自己做商舖基金,就係exactly 「先賺錢、再籌錢」, 如果憑我自己能力都未能夠賺錢,我邊有資格去籌錢,幫客人搵更多錢呢?
記住,最好嘅生意應該係收入多過支出, 而且多過好多,持續地多, 咁你就本事! I like this business.
有興趣以上九個做生意嘅元素,Business Model Canvas 的:
(1) Value Propositions 價值主張
(2) Key Activities 關鍵活動
(3) Customer Segment 目標客群
(4) Channels 通路
(5) Customer Relationships 客戶關係
(6) Key Partners 關鍵合作夥伴
(7) Key Resources 關鍵資源
(8) Cost Structure 成本結構
(9) Revenue Stream 收益流
肺炎第四波後嘅星期六,我一齊同你小組分享下, 度下你們生意點做好啲。有興趣 send 卡片畀 Suki, 喺 Paragon Co-Work Space 呢度見啦!
Business Model Canvas Download https://upload.wikimedia.org/wikipedia/commons/1/10/Business_Model_Canvas.png
value creation 在 Wendy Vaz Youtube 的最佳解答
Wow, Quarter 1 of 2020 is almost coming to an end and I finally have the time to catch up with part 2 of my January Vlog. To be completely honest with you guys, I've missed putting out videos on YouTube so much! But I've been prioritizing work over content creation, so I've many footages laid stuck on my drive.
I'm taking this time of Restrictive Movements as a time to catch up with these missing vlogs, and I'm in big plans to create more value-packed, useful videos for you. Editing this vlog reminds me of the good times I've had only in the last 2 months, and I'm filled with gratitude despite all the negatives and fear that are surrounding me.
Here are a few highlights in the videos:
→ Lunar New Year Celebrations with colleagues, friends and family
→ More Birthday Celebrations!
→ Birthday Surprise + Fundraising Charity Party for Vince Tan
(special credit to Motion Art Cinemaworks for the amazing footage)
As I started making more videos about Entrepreneurship and Female Empowerment, I really wanted to make sure that the essence of my YouTube channel - my energy and personal relationship with you remains. Which is why I decided to these monthly vlogs so that you can take a sneak peek on the behind-the-scenes of my #AsianGirlBoss life!
Check out Part I of my January Vlog here: https://youtu.be/ZlOdOd73GCQ
Love,
Wendy
WATCH MY OTHER VIDEOS:
? How to Start (and End) the New Year Strong - https://youtu.be/Mu3hcKWD3oM
? How to be Comfortable In Front of the Camera - https://youtu.be/xvadXxDmmM0
? How to Build an AUTHENTIC Personal Brand in 2019 - https://youtu.be/6If9X0GrLNI
? Overcoming Social Media Anxiety - How to Ignore Judgement and Just Get Started - https://youtu.be/LA377PD5ECs
FOLLOW ME ON SOCIAL MEDIA:
? Instagram - https://www.instagram.com/wendyvazzy/
FOLLOW ASIAN GIRL BOSS ON SOCIAL MEDIA:
? Instagram - https://www.instagram.com/asiangirlboss/
MUSIC:
Girls Just Wanna Have Sun by Broke in Summer - https://youtu.be/FMA4ZIi55Fc
Our Place by Iaio - https://youtu.be/9EWnjpE12dU
Folk Chinese by PeriTune - https://youtu.be/_FKFunLPksg
Friendship by Declain DP - https://soundcloud.com/declandp
**********
WENDY VAZ is a Personal Branding and Business Coach who helps aspiring content creators build AUTHENTIC Personal Brand, become BOSS content creator, and start a PROFITABLE online business.
APPLY TODAY: https://www.wendyvaz.com/1-1-coaching/
value creation 在 李根興 Edwin商舖創業及投資分享 Youtube 的最佳解答
《點做生意系列 - 肉丸舖》 肉丸舖點做生意? 多謝50年老字號振興肉丸負責人 Pius Chan 陳岳成分享營商心得。(2019年2月12日)
Based on Stanford Design Thinking (史丹福大學設計思維), 今次同你從九方面分析如何創業營商。
(1) 如何定位及搵客? 成本效應如何計算?
(2) 自己最大價值在哪裏? 如何突圍而出?
(3) 資源,合作夥伴及日常活動如何配合?
他們最暢銷是牛肉丸、豬肉丸及墨魚丸,有機會幫襯下。
老店地址: 大埔墟鄉事會街47號地舖 (大埔墟站A2出口)
營業時間 8am - 7pm Tel: 29470047
尚德分店: 將軍澳尚德街市82號檔(港鐵將軍澳站A出口)
蝴蝶分店: 屯門蝴蝶街市M123號舖(輕鐵美樂站)
及各大超市及街市有售。
www.beefball.com.hk
https://www.facebook.com/TaiPoChunHing/
當然,買舖及租舖也歡迎搵我。
#振興肉丸,#肉丸點做生意,#stanforddesignthinking,#businessmodelgeneration,#李根興,#創業,#商舖, #李根興, #盛滙, #bridgeway,
Business Model Generation 商業模式的構建 by Alexander Osterwalder and Yves Pigneur
(1) Customer Segments 目標顧客群
. Mass vs Niche Market (大眾化 vs 某單一市場)
(2) Value Preposition 價值主張
. Newness, Performance, Customization, vs Price ( 新,表現,個人化,價錢)
(3) Channels 渠道
. Direct vs Indirect (間接 vs 直接)
. Awareness, Evaluation, Purchase, Delivery, After-Sales (知道,評估,購買,送貨,售後服務)
(4) Customer Relationship 顧客關係
. Self-Service, Automated Service, Assistance, Communities, Co-Creation
(自助服務,自動服務,協助,社群,共同創造)
(5) Revenue Streams 收益流
. Asset Sale, Usage Fee, Subscription Fee, Renting/Leasing, Licensing, Brokerage, Advertising (賣資產,使用費, 預訂費,租賃,專利費,中介費,廣告費)
(6) Key Resources 關鍵資源
. Physical, Intellectual, Human, Financial (有型資產,智慧資本,人力資源,財政)
(7) Key Activities 關鍵活動
. Production, Problem Solving, Network/Platform ( 生產,解決問題, 網絡/平台)
(8) Key Partnerships 關鍵合作夥伴
. Optimization/Economy of Scale, Reduction of Risk, Acquire Resources (經濟效益,減低風險,取得資源)
(9) Cost Structure 成本結構
. Cost-Driven vs Value-Driven (按成本 vs 按價值)
. Fixed Costs vs Variable Costs (固定成本 vs 浮動成本)
value creation 在 Value Creation: The Single Skill That Built My $1M ... - YouTube 的美食出口停車場
Every other high- value skill will fail if you don't learn this.Writing & Content Course: https://2hourwriter. ... <看更多>