MindMap Gallery Full Business Case·Model - Methods for formulating strategies, business models, equity financing, equity design, and business transformation
Contains the following ten modules: 1. Transaction structure: What are the transaction structures? How to build? 2. Sharing economy: How to apply the sharing economy model? 3. New retail: What are the future retail trends? 4. Barrier Theory (Defense): How to build a moat? 5. Leverage theory (attack): How to use leverage to achieve success? 6. Alliance model: How to go from 1 to N, make more and bigger? 7. Financing: How to raise funds and design equity? 8. Commercial forbidden areas: ethical issues in business. 9. Strategy Guide: How to formulate a strategy? 10. Business transformation: How to carry out business transformation? Contains the following more than 65 concepts and knowledge points: 1. Business model, C2B, O2O, P2P, and school training; 2. Turn buying into renting, time-sharing multiplexing, super rent-to-sale ratio, and idle usage rights; 3. New retail, data empowerment, square footage revolution, and short-circuit economy; 4. Unmanned commerce, brand-operated stores, service-oriented channels, and user spokespersons; 5. Intangible assets, switching costs, cost advantages, network effects; 6. Leverage theory, team leverage, product leverage, capital leverage, influence leverage; 7. Local snake business, process, strategic potential, exponential growth; 8. Franchise model, direct operation model, direct management model, and crowdfunding model; 9. Venture capital, equity design, human life is at stake, Ma Xiangbole; 10. Ponzi scheme, pyramid scheme, illegal fund-raising, business ethics; 11. Hot product v combination, first mover vs later mover, blue ocean vs competition, subversion vs continuation; 12. Switch strategies…
Edited at 2022-11-29 17:33:45El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
El cáncer de pulmón es un tumor maligno que se origina en la mucosa bronquial o las glándulas de los pulmones. Es uno de los tumores malignos con mayor morbilidad y mortalidad y mayor amenaza para la salud y la vida humana.
La diabetes es una enfermedad crónica con hiperglucemia como signo principal. Es causada principalmente por una disminución en la secreción de insulina causada por una disfunción de las células de los islotes pancreáticos, o porque el cuerpo es insensible a la acción de la insulina (es decir, resistencia a la insulina), o ambas cosas. la glucosa en la sangre es ineficaz para ser utilizada y almacenada.
El sistema digestivo es uno de los nueve sistemas principales del cuerpo humano y es el principal responsable de la ingesta, digestión, absorción y excreción de los alimentos. Consta de dos partes principales: el tracto digestivo y las glándulas digestivas.
Business Case·Model
1. Transaction structure
131 Business Model
concept
Business model: It is the transaction structure for stakeholders
Business model innovation: optimizing transaction structure, creating space for efficiency, and reorganizing stakeholders
Hema Fresh
Traditional deal structure
Floor efficiency = offline revenue / store area
Hema Fresh Transaction Structure
Floor efficiency = (online revenue offline revenue) / store area
Didi Chuxing
traditional rental
Taxis don’t know who wants to use the taxi
Passengers don’t know where the bus is
Didi transaction structure
Efficiently match supply and demand to reduce empty flights and waiting
SPACEX
Turn buying into renting and reuse
132 C2B
From needs to products
Group buy
haggler
Building materials website
Reverse customization
Haier customized refrigerator (modular assembly)
physical crowdfunding
133 O2O
internet
The Internet has two flaws: experience and availability
4S store
We will invest in 1 suburban 4S store instead of opening 10 community quick repair shops, and then cooperate with the platform Tuhu
takeout
Cheap shop rent
Manicure
Online booking, offline door-to-door service
134 P2P
Peer to Peer
Decentralized coordination intermediary
Thunder
The movie does not exist on the Xunlei server, but on the computers of relevant users across the entire network.
Xianyu
Remove intermediaries
Blockchain
bidding station
135 watch the game
Pinduoduo
C2B
Pinduoduo sellers are actually bargainers (volume-based pricing)
2. Sharing Economy
136 Convert buying to renting
Time dimension sharing
Divide "ownership" into countless "rights to use"
We rent planes and trains
shared bikes
Reasons why it is possible today
Products can achieve “self-service”
Mobile phones, QR codes, positioning systems, etc.
AirBnB (shared rooms), ZipCar (shared cars), Pley (shared toys)
137 time-sharing multiplexing
Space dimension sharing
Shared mid and low frequencies
Shared office
high frequency
Workstation area
IF
meeting room
low frequency
Reception area
Bige family
Electric track system
Movable space
138 Super rent-to-sale ratio
rent-to-sale ratio
= rental price / sales price
The lower the price, the more suitable it is for leasing.
Factors that determine rent-to-sale ratio
1) Cost of ownership
2) Service life
3) Frequency of use
See case
Why does a $20,000 car rent for $40 a day, but a $500 evening gown costs $90 a day?
Shared power bank
The cost per use is only about 1 cent, while the rent is 1 yuan.
139 idle usage rights
incremental resources
Didi, shared bicycles, shared power banks, etc.
Consumes new resources, so some people think it is not a sharing economy
Stock resources
Shared parking space, shared WIFI, shared experience
140 watch the game
Can a business model be patented?
my country: Business models realized through certain technologies can apply for patents
Extra meal
Blockchain
Bitcoin
ICO
Opportunities and Traps
3. New retail
More efficient retail
141 New retail
Three elements of retail
Information Flow
Store rent is the cost paid for information flow
Cash flow
logistics
Shopping mall transaction structure
Use commodity price differences to subsidize information flow costs
Every reorganization of transaction structure is called new retail.
The advent of railroads —> mail order
The advent of the automobile —> Wal-Mart (opened in the suburbs)
142 Data empowerment
Data empowers “information flow”
Tmall store (offline)
Data empowers “fund flow”
Suning pays as you wish (use first, pay later)
Data empowers “logistics”
Cainiao Network
143 Ping efficiency revolution
The Internet focuses on “human efficiency”
annual revenue per employee
Offline entities focus on “square-meter effectiveness”
Annual income per square meter
Breaking through the limits of square footage and exceeding the bottom line of rent
Millet
Multiple products, low frequency —> high frequency
Hema Fresh
New square footage = (online offline)/total area
Costco
Few varieties, big packaging
144 Short-circuit economy
traditional path
D—>M—>S—>B—>b—>C
Design
Manufacture
Supply Chain
Big Business
Hypermarket, supermarket, chain store
small business
Mom and pop shops, local promoters, individual sellers
Consumer
short circuit intermediate link
Mingchuang premium products
M2B
Break S
Tmall store
S2b
Break off the big B
145 watch the game
Meituan and Didi fight
Future retail trends
146 Unmanned Business
Optimize structure
New costs < cost savings = more efficient business model
Unmanned open shelves
premise
Cargo damage cost < cost savings
147 Brand Experience Store
Profit method
Earn the price difference on goods —> Earn brand service commissions
Just try, don’t buy
Only information flow is completed offline, while capital flow and logistics are completed online.
148 Channel servitization
Two channel providers
Channel dealers based on information asymmetry
Intermediaries are worthless
Enterprise-(Agency)-Lecturer
Service provider based on unique value
Intermediaries are valuable
Real Estate Agents
Channel servitization
Channel providers based on information asymmetry —> service providers based on unique value
Channel merchant transformation methods
The value transfer of selling goods —> the creation of value by providing services
149 User Advocates
change
From product agent —> user spokesperson
From the side of the enterprise to the side of the user
Such as: some live broadcast experts
From helping companies sell products —> helping users buy products
Case
Taobao with Alipay
Help users keep their funds
Release website
Negotiate prices with airlines and hotels
costco
Help users purchase good products, the main profit comes from membership fees
insurance broker
Transform from insurance agent to insurance broker
150 review
4. Barrier theory (defense)
151 Intangible assets
Four types of moats
intangible assets
Smart fish eat stupid fish
switching cost
Eat fish first, fish later
Cost advantage
Big fish eats small fish
network effect
More fish, less fish
three intangible assets
patent
brand
statutory permission
152 Switching costs
= loyalty
Loyalty is because the price of betrayal is high enough
Such as: Baidu Cloud converts to Tencent Cloud
Motivation to replace products
Temptation > The price of betrayal
Temptation = new product value – old product value
Price of defection = switching cost
= (New product value - Old product value) - Switching cost
Ways to increase switching costs
1) Programmatic switching costs
time/effort
Android and iOS
2) Financial switching costs
capital cost
Points, membership, etc.
3) Relational switching costs
Emotional/psychological
Key customer relations, passenger relations
153 Cost Advantage
understand
After monopoly, use costs to drive away potential rivals instead of cultivating competitors with high prices.
For example: Alibaba uses its monopoly position to charge high prices, but instead cultivates competitors.
four kinds
1) Scale advantage
Great rules, lower costs, scare away opponents
2) Process advantages
Xiaomi power bank positioning
Battery tail goods
3) Geographical advantages
Beer from all over the world
4) Resource advantages
middle east oil
154 Network effects
Winner takes all (natural monopoly industry)
The value of a product to users depends on the number of other users using the product
Case
financial industry
cross-side network effects
Stock exchange: The number of listed companies is positively related to the number of investors
Telecommunications
One-sided network effects
Regulation: Different telecom companies can call and send information to each other
Communications industry
155 watch the game
What are not moats?
1) Quality products
High-quality products with technology and patents are the moat
2) High market share
Failure case
Netscape browser Netscape, Kodak film, IBM computers, Nokia
3) Excellent management
Thousands of theories
thousand
era
Hundred
strategy
ten
governance
indivual
manage
4) Effective execution
Converting to a replicable process is the moat
5. Leverage Theory (Attack)
156 Leverage Theory
Fulcrum
Capability core
1) A good product is not the fulcrum, the process that can make a good product is
2) Good employees are not the fulcrum, the system that produces good employees is
3) Good users are not the fulcrum, the method to obtain good users is
lever
Resources that can be used to leverage the fulcrum and achieve greater success
157 Team Leverage
McKinsey
Fulcrum
Knowledge Base Methodology
lever
Recruit an elite team
Turn the understanding of business management into "service"
Services that rely on human “marginal delivery times”
4 ways to use team leverage
1) Badminton doubles mode
trust
2) Football team mode
strategy
3) Symphony Orchestra Mode
process
4) Army mode
rewards and punishments
158 Product Leverage
Accenture
Turn the understanding of business management into "software"
Turn services into products, relying on technology and tools
Online App
Partial Answer-Eavesdropping
Turning experts’ answers into products
Online recording class
is a product
Offline training courses: a service
159 Capital Leverage
Bain Capital
From consulting —> acquisition —> restructuring —> sale
Start a business
It is to acquire yourself, and then use the power of capital to copy and amplify your capabilities.
160 watch the game
Innovation moat
The quarrel between Buffett and Musk
6. Alliance model
Go long: 1 to N
161 Local Snake Business
Businesses that form a moat due to geographical advantages
Engineering companies, security companies, pharmaceutical companies
Qianglong has the leverage to copy and grow bigger, while local snakes also have their own moat.
162 Processing
A powerful dragon defeats a local snake 1
How does a strong dragon defeat a local snake?
From relying on people to relying on systems
Turn personal abilities into system abilities
Turn disorder into order
Turn complexity into simplicity
Sales needs to be streamlined
Let performance not depend on a few super employees
1) Confirm the customer’s vision for the project
Obtain needs and seek participation
2) Identify potential supporters
Client company, who supports it?
3) Complete opportunity assessment
Is it worth investing?
4) The evaluation plan is approved
Cooperation between departments
5) Complete the plan that has received preliminary approval
Amazing customer reports
6) Obtain written consent
Start the business process and submit the plan to the customer
7) Obtain signing documents
Signing a contract
8) Implementation and deployment of products and solutions
Project delivery and discovering new opportunities
9) Complete support work
Post delivery service
Talent strategy needs to be streamlined
Continuous supply of new blood
Product strategy needs to be streamlined
Continuously have high-quality products
163 Strategic potential
The strong dragon beats the local snake 2
Use the strong to defeat the weak
IOE (Technical Advantage)
I.I.B.M.
Provide minicomputer products
O.Oracle
Provide database products
E.EMC
Provide high-end storage products
High to beat low
The Internet hits traditional companies
Didi hits traditional rental companies
Fight fast against slow
China’s internet hits foreign giants
Alibaba hits eBay
Didi fights Uber
164 exponential growth
Qianglong cooperates with local snake
2 keys
1) Fission core (Qianlong)
Very light, unique, fissile asset
Such as Fan Deng’s audiobook products
2) Leverage resources (local snakes)
Put important things, such as people and capital, into cooperation with external resources
Such as Fan Deng’s partners from all over the world
165 watch the game
Going Big: Alliance
166 Franchise Mode (Quick)
model
Share ownership and management rights, you are the boss and you are the shopkeeper
Shared ownership: Use benefits to motivate franchisees
Shared operating rights: autonomy stimulates franchisees’ flexibility
5 franchise modes
1) Entrusted to join
The brand owner fully invests and has ownership
Franchisees are responsible for operation and have the right to operate
2) Franchise
Franchisees invest more than 60%
Franchisees have majority ownership and operating rights
3) Join voluntarily
Franchisees fully invest and fully operate
Franchisees have full ownership and operating rights
4) Supply alliance
Franchisees and brands only have a supply relationship
Franchisees have full ownership and operating rights
5) Cooperation and franchising
Franchisees have ownership and operating rights
The appearance, image, marketing activities and brand owners are unified, but internal management and procurement operate separately
Disadvantages of joining
1) Ownership does not belong to you, which will lead to "diversification of interests". Franchisees look at the short term, and you look at the long term.
2) The management rights do not belong to you, which will lead to "loose management" and you have no right to interfere with the performance of franchisee employees.
167 Direct operation model (quality)
model
Retain ownership and management rights, I will be the boss, I will be the shopkeeper
Take care of it till the end
1) Front desk
branch
Store manager responsibility system, store operation standards, store assessment and incentive mechanism, etc.
2) Middle platform
Area management
Professional manager system, annual operation plan, store guidance and support system
3)Backstage
Headquarters
Establish models, mechanisms, processes, and policies
Disadvantages of direct sales
slow
SF Express
168 Straight pipe mode (fast and quality)
model
Share ownership and retain management rights. You will be the boss and I will be the shopkeeper.
Solve the shortcomings of franchise model and direct operation model
both ends
Shopkeeper Group
product management
Guaranteed "quality service"
Ditch the boss
store funds
Secure funds and accelerate expansion
Case
Heilan Home, Miniso
169 Crowdfunding model
model
Solve the problem of not utilizing the connections, resources, wisdom, and spending power of franchisees in the direct operation model
Case
Huajiantang Shangri-La Project
shortcoming
It’s easy to be defeated by everyone’s push
2016 Crayfish Crowdfunding Project: Juan Fu and his friends
170 Review
7. Financing
171 Venture Capital
angel wheel
value of ideas
1) Market capacity
Mobile > Refrigerator
2) Founding team
experience, ability, mind
3) Investment enthusiasm
Number of projects and hot and cold capital
Series A (valuation 3-5 times)
Need to prove that “angel round risk” has been avoided
Ability to build a team
Have the ability to make products
After Series A, unlock valuation 3-5 times
—> Round A
Series B (valuation 2 times)
Need to prove successful avoidance of “income risk”
Find a revenue model
team
product
seed user
—> Round B
C round
It is necessary to prove that the "unprofitable" risk has been eliminated
Profit model
Master core resources
Control cost structure
Streamline key processes
Build support systems (around core business)
Validate business model
Go through a single point and make money
—>C round
D round
Need to prove that "operational risks" can be eliminated
Can be expanded to the entire network/nation
Able to quickly expand the team
Introducing professional managers and professional operating talents
—> D round
上市融资准备
投资银行等
IPO
172 Equity Design
1) Big but not unique
Not suitable
50:50
30:30:30
99:1
Suitable
6:2:2
6:3:1
5:3:2
7:2:1
The first shareholder shall not be less than 50% and the second shareholder shall be no less than 10%
2) Earn first and give later
A 10% of the shares will not be given in one day
B It took 4 years to "earn" it slowly
C. Every time he works for 1 year, he will exercise 1/4, that is, 2.5%
D leaves midway and recovers the remaining unexercised parts
3) Use increase as decrease
What to do with the awesome guy who comes in later?
Don’t reduce holdings in old shareholders
reduce molecules
Additional options are issued and granted to newcomers in a targeted manner
increase denominator
173 Man·Fate·Guan·Heaven (Who to vote for)
People are teams
Ability and experience
How did the team meet?
Equity distribution
passion and desire
Start a part-time business without investment
destiny, mission
Do entrepreneurs have a lofty mission in mind?
Do you have core competencies and moats?
Are there any technical barriers, brand value, scale effect, etc.
Guan, that is, node
Starting a business is about breaking through
team relationship
Product related
market gate
mode off
Understanding the nodes and grasping the rhythm
Before the product is accepted by users, spend less and be slow.
Once the product is proven to be feasible, rush to grab the market quickly.
The sky is the outlet of the wind
It won't work if it's too early, it won't work if it's too late
1975/1976
Apple, Microsoft
1998/1999
Sina, NetEase, Sohu, Baidu, Alibaba, Tencent
174 Ma Xiang Bole (who to look for)
1) Reverse due diligence
Which stage of investment?
At what stage of the life cycle is the fund?
Chat with people who have invested in the company
2) Understand the character of money
friend's money
Fragile
entrepreneur money
strong
Rich man's money
poverty
knowledge and experience
Strategic investor money
constraint
Take control of your business
financial investor money
Short-sighted
Start with "Exit"
3) Make sure the scents are congenial
He recognizes you
you trust him
knowledge, wisdom, trust
175 Reading Boxing Manual
Investment term sheet
1) Exclusivity period
2) Valuation
3) Company control
4) Share redemption plan
5) Liquidation preference
8. Commercial restricted areas
176 Ponzi Scheme
177 MLM
178 Illegal fund-raising
179 Business Ethics
180 review
9. Strategic Guide
181 Explosives vs Combinations
1) Growth period
Explosive strategy
Lead the market quickly
2) Maturity period
portfolio strategy
Xiaomi multi-product line
3) Recession period
contraction strategy
Procter & Gamble cuts 50% of its products
182 First vs Second
Seize first mover advantage
winner takes all market
Market with economies of scale
Markets with scarce resources
Seize the latecomer advantage
Technical direction is unclear
When you need to educate the market
Companies that lag behind
183 Blue Ocean vs Competition
two markets
Red ocean competition
Stock market competition
blue ocean competition
incremental market competition
Open up new markets, create new demands and avoid competition
blue ocean strategy
add
Add valuable elements
reduce
Reduce low-value elements
take
Create new value elements
remove
Eliminate worthless elements
184 Subversion vs. Continuation
Disruptive innovation is sudden
iPhone first generation
Continuous innovation is normal
iPhone23456
1) Establish a culture where mistakes are allowed
2) Master systematic innovative thinking
Such as addition, subtraction, multiplication and division
3) Better to be different than better
185 Reading Boxing Manual
EU GDPR (Privacy Shield)
10. Business Transformation
Switch mode
186 Switching Strategy (Courage)
IBM CEO Gerstner
Quickly stop bleeding
Reduce staff, cut off unprofitable businesses, cut costs, and reduce dividends
whole body surgery
Organizational adjustment, board of directors adjustment, etc.
Replacement heart
Selling mainframes —> Selling services
courage
Courage comes from vision
Because I believe, I am sure
Courage comes from execution
Consistent direction, common values, strict discipline, etc.
187 Make good use of opponents (mind)
Steve Jobs returns to Apple
take back power
Forced out of the board of directors
Take advantage of your opponents
Work with Microsoft
Replacement heart
iPod, iPhone, App Store, iPad
Precautions
1) From competition to co-opetition
2) Find common interests
3) Stick to core values
188 Say goodbye to old achievements (decision)
Microsoft CEO Gundla
Abandoning Windows’ sole core status
Office for iPad
cloud computing
Precautions
1) Refresh the meaning of the organization
Microsoft: PC —> Cloud first, mobile first, AI first
2) Switch to focus on increment
Windows and Office are existing products, and old customers are existing products.
3) Gradually give up the stock
gradually
189 Internal Incubation
Haier CEO Zhang Ruimin
Spreading beans and forming an army
Implement the amoeba model
Water and fertilize
Established Haichuanghui to provide support
Harvest the future
Which amoeba succeeds is Haier's success.
Precautions
1) Spend the cost of redundancy
Multiple projects to increase the probability of success
2) Be cruel parents
Independent operation, independent accounting, and responsibility for profits and losses
3) Let children grow freely
control oneself
190 Read Report
Mobile Internet Trend Report
other
191 Patterns and Trends
Thousands of ways to think
Thousands
era
hundreds
strategy
tenth place
governance
ones digit
manage
Life is a business model
Success does not come from hard work
Illusion: Ignore external changes and only look at internal desires
192 Patterns and Capabilities
Mismatch between desire and ability
To obtain abilities for the sake of desire?
wrong
Modify desire based on ability?
wrong
Matching desires and abilities
Microsoft
missed the move
Need to be fast enough
Stop investing and comparing
Switch to cloud computing
Requires technical precipitation
Match ability
35 year old manager
Rely on experience, connections and capital
You can’t compete with 25-year-olds in terms of energy, overtime and hard work.
193 Patterns and Luck
determinism
Laplace's Creed
Previous trick Derivation Next trick
quantum theory
Microscopic and disorderly changes, no causal relationship, constantly rolling
Macro: Luck
manage luck
"Strong Luck"
1) Find the right card
Get in the right car first, wait for luck later
PC Games —> Mobile Games
2) Bet decisively
Lei Jun —> Xiaomi
3) Increase winning rate
Team, capital, model, iteration, etc.
194 Entrepreneurship
Schumpeter
business cycle theory
1) Innovation causes imitation, imitation breaks monopoly, stimulates large-scale investment, and leads to economic prosperity
2) When enough companies enter, profit opportunities disappear and the economy begins to decline, waiting for new innovations. Such a cycle
3) Innovation can create profits, moats can protect profits, and imitation can destroy profits.
innovation
Rearrange the original production factors and combine them into new production methods
An economic process in order to improve efficiency and reduce costs
profit
Special noun: Schumpeterian rent
two measures
1) Obtain pricing power
2) Reduce the fixed magnification ratio
195 Review
Table of contents
deal structure
sharing economy
new retail
More efficient retail
Future retail trends
Barrier Theory (Guard)
Leverage theory (attack)
Alliance mode
Go long: 1 to N
Make it bigger: Alliance
Financing
venture capital
Equity Design
Man·Fate·Guan·Heaven (Who to vote for)
Ma Xiang Bole (who to look for)
Commercial restricted area
strategic guide
business transformation
Switch mode
other