Bureau is a classic vocabulary unique to China people. The so-called knowing, doing and breaking the game is also a way for people to know themselves, design themselves and break through themselves. In modern cognition, the game is actually a comprehensive relationship between oneself and others and various resources around. If you are biased towards one business aspect, it is the value relationship network around yourself.
The reason why people are trapped in the game and it is difficult to break through is actually the same as the fish in the water can't find themselves in the water. The way to solve the puzzle is actually in the difficult sentence we often say: the authorities are confused, and the bystanders are clear.
Today, I will talk about how to break our predicament from a business perspective. Of course, due to the limitation of space, I will try to talk about a framework idea first, and then expand it one by one in the following articles.
To break the game, it is natural to "understand the game" first. Teacher Wu Bofan once mentioned the concept of "blind dimension", which means that those problems that can be known cannot be called really serious problems. The really serious problems are often those we don't even know exist. Just like a blind man touching an elephant, you can't know the whole picture.
We already know that the so-called game is the relationship between people and other people and other resources, so the so-called game knowledge is to recognize this relationship itself and distinguish its characteristics and differences.
From a business point of view, there are two ways to look at it: subjective and objective.
1 Subjectivity: Look at the outside from your own point of view
The business thinking mode that can be used here is called "marketing". As individuals, we want to get any interpersonal relationship and resources, which is essentially a part of market behavior. So from the inside out, we must first look at the market.
The so-called "market" is essentially a transaction+scene.
The so-called "market" refers to trading, whether there is money or not. Of course, it is not difficult to reach a deal, but it is difficult to reach a deal of considerable scale.
The so-called "scenario" refers to the carrier needed to realize this kind of transaction, including five W's, WHO (with whom to trade), what (what to trade), where (where to trade), when (when to trade) and how (how to trade).
The so-called "camp" was originally a military vocabulary, meaning "camp". It can be considered as some kind of commercial barrier. Only when the barriers are established can there be a relatively stable "transaction" environment.
The so-called "sales" is the part of selling, promoting sales and harvesting actual profits.
2 Objectivity: Look at yourself from an external perspective
The business thinking model that can be used here is Liang Ning's product hierarchy model. From a purely third-person point of view, we look at ourselves from five aspects: external sense, role framework, resource structure, ability circle and self-existence definition.
Sensory layer: face value/talk/dress/posture/lifestyle
Role framework layer: occupation/position/social status
Resource structure layer: wealth/bachelor/spiritual wealth
Ability circle: what can be done and what responsibility can be determined.
The layer of existence perception: the definition of existence
If you are careful, it should not be difficult to find that although we just discussed how to recognize the situation and break it, it is impossible to break it in essence. Because we are not in the current game, then we must be in another game. Then at this time, the only most favorable way to "break" the existing game must be to make a new game and then control it yourself. Yes, in the business world, it is to re-create a new value network and control it as much as possible.
The key point of the game is still those two words: transaction. Further, it is to create value for other individuals in the value network. So as to obtain a series of resources accumulation that you can constantly break through the self-worth network. To generate value for others, users and products (or services) are inseparable, and the best business thinking mode that can connect users and products is the product user mode mentioned by Teacher Liu Run.
Who is the user? Where are they from? What kind of life experiences do they have? What is your position in life? What kind of life are you in now?
What desire did b satisfy them? Survival? Reproduction? Pain? Desire? Still happy?
What kind of needs and desires did C satisfy? More comfortable? Faster? More creative?
D. What kind of products should we make to meet these needs and the desires behind them?
E In order to make a profit, what kind of business model should we match for this product?
As the saying goes, Rome was not built in a day, and any behavior that wants to change the value network itself cannot be done overnight. The key to the final breakthrough is to stand the test long enough in time. So the last business thinking mode, the product life cycle mode, was broken.
Any enterprise is inseparable from the investment period, growth period, maturity period and recession period.
Investment period: only ask about innovation and don't ask about gain.
Growth period: focus on sales, quantity is justice.
Maturity: reap profits, otherwise there is no time.
Recession: control the cost before you can set sail again.
The mode I understand with business thinking is: first recognize the game, then do it, and then break it.
This film is the beginning and will be updated continuously.