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MindMap Gallery Reading Notes The New Generation of Business Models - Personal Chapter
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Reading Notes The New Generation of Business Models - Personal Chapter
Apply the Business Model Canvas to personal career planning and breakthroughs. The content includes Canvas (learning how to use key tools to analyze organizational and personal business models), thinking (reversely thinking about life direction, coordinating personal expectations and career development), revision (using Canvas and personal analysis, adjust and rebuild your work life), action (let's put it into practice).
Edited at 2023-10-07 17:59:53
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Reading Notes The New Generation of Business Models - Personal Chapter
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
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- Reproductive development of animals
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Reading Notes: "The New Generation of Business Models - Personal Chapter"
canvas Learn how to leverage key tools to analyze organizational and personal business models
Business model thinking: Adapt to a rapidly changing world
business model definition
Organizational business model, a way to become financially self-sufficient
Personal business model: a model that mobilizes individuals’ own talents and talents to achieve the perfect combination of personal development and career development.
rapidly changing world
Case: Nokia, Kodak
Changes brought about by the Internet: media, retail, finance, payment, entertainment, etc.
Business model thinking: the best way to adapt to a rapidly changing world
Be sensitive to changes in the external world
Clarify your business model
Adjust your own model to adapt to changes in the external world
business model canvas
To understand the issue of “business model”
Who are our customers? What does the customer need us to do?
Case: Running Association, Orphans Association
All organizations, if they want to survive and thrive, must abide by the principle of "livelihood first"
Business model canvas:
Why use the “graphic” approach: more effective understanding, more effective thinking and communication
Graphical explanation is more intuitive: better understand the mechanism of enterprise operation
Simplify the complexity of describing business operations through visual sketching
Nine modules
Customer Segments: Customer Segments Who do we create value for?
Different customers require different value services, customer channels and customer relationships.
Customers, there are free customers and paying customers
The same paying customers may have vastly different revenue contributions.
In the Internet age, sometimes free customers may be the foundation
Value Propositions: value proposition What problem do we solve or need do we solve for our customers?
Value brought to customers (Difference and activities carried out to realize value)
Convenience
price
cut costs
control risk
Differentiation
design
brand or market position
Customer Channels: channel channels How do we reach customers?
Learn about products or services
form purchasing decisions
Deliver value Complete payment
After-sale satisfaction
Customer Relationships：Customer relationships How to make customers like us? How do we keep customers liking us?
Customer relationship goals:
Acquire new customers
Maintain old customers
Generate more revenue from old customers
Customer relationship type
Personalized vs Universal
Service VS self-service
Single service vs repeated consumption
Revenue Streams: revenue structure What value are customers willing to pay for? Although it’s free, will it bring in revenue in the future?
One-time charge vs continuous charge
Key Resources: core resources What resources help us continue to win in the competition? Is it difficult to imitate or copy? Is it scarce?
resource
human Resources
physical assets
monetary assets
information assets
Brand resources
Skill
management skills
Innovation skills
Key Activities：Key business What activities need to be completed to keep the business model running
Basic chain: R&D, supply, production\manufacturing, sales, collection
Clients choose agencies: more for the value you provide than your key activities
Key Parners: important partners Important relationship to ensure the effective operation of the business model
upstream and downstream suppliers
A partner beyond “supplier”
Cost Structure: cost structure Have we analyzed every aspect of the business model?
Scalability: The additional cost of serving each additional customer decreases rather than increases
Upgradability case: such as the software industry, new customers do not incur additional costs
Personal Business Model Canvas
Nine modules
Key Resources: core resources who I am? What do I own?
who I am?
interest
things that excite you
What drives career satisfaction
Skill
professional skill
interpersonal skills
personality
What kind of person are you?
What do I own?
tangible resources
money, car, etc.
intangible resources
Network, technology, consulting, etc.
Key Activities：Key business What should I do?
Things you often do in your daily work (not lengthy details, just 2s-3 items)
Describe the characteristics of your job
Clients choose agencies: more for the value you provide than your key activities
Customer Segments: Customer Segments Who do we create value for?
Within the business: the people who rely on your work to get things done
Bosses, supervisors, and others who pay you
Who you need to report to
Who do you work to support? (e.g. technical support)
External clients: to whom your work can add value
Customers who purchase products or services related to your work
KP closely related to your company’s business
Value Propositions: value proposition What value do I provide through my work?
Value brought to customers (Difference and activities carried out to realize value)
Convenience
price
cut costs
control risk
Differentiation
design
brand or market position
Customer Channels: channel channels How do we reach customers?
Learn about products or services
form purchasing decisions
Deliver value Complete payment
After-sale satisfaction
Customer Relationships：Customer relationships How to make customers like us? How do we keep customers liking us?
importance
Only by determining the "value proposition" can we promote "value services"
Only by promoting "value services" can we sell "value services"
Only by selling "value services" can we win returns
Key Parners: important partners Important relationship to ensure the effective operation of the business model
Revenue Streams: revenue structure What can I get
Material categories: wages, bonuses, benefits, etc.
Non-material: skill growth, increased partners, relaxed environment, good leadership, sense of self-achievement, social contribution
Cost Structure: cost structure Have we analyzed every aspect of the business model?
time
money
energy
work pressure
Sense of loss
think Think reversely about life direction and coordinate personal expectations and career development
who I am
Dream jobs are created rather than found, and are difficult to achieve by ordinary means. Creating this kind of work requires a deep understanding of yourself.
Normally, only when a crisis occurs do we seriously reflect on our careers and lives
Tool One: The Wheel of Life
Choice: 8 themes (a circle divided into eight parts)
Level of importance: The more important it is, the fuller it will be filled with color.
Whole picture of life Importance analysis
Tool 2: Multiple roles
Prepare 10 pieces of white paper and write "Who am I" on each piece of paper?
Each piece of paper: Write a meaningful and valuable "role" in life (Father, son, musician, accountant, etc.)
Each sheet: Write “What the role is worth to you”
Sort 10 sheets of paper (importance)
analyze
Read one by one
Find out what these characters have in common
Try to summarize your characteristics
Tool Three: Multiple Canvases: Draw a “canvas” for each character
Tool 4: Life Exploration Line
Review: job satisfaction or effectiveness = ability * interest * personality (thinking mode)
Step One: Draw the High and Low Tides of the Lifeline
Event: A significant event that can be remembered clearly, an event that leads to strong personal feelings
Events: Unlimited scope, including life, work, social interaction, study, spiritual pursuit, etc.
Category: Negative below the timeline, Positive above the timeline
Reflects the degree of satisfaction with the living situation
Step 2: Explain the event
Use concise language to describe the event
Discover the drivers of career satisfaction, especially as they relate to skills, interests and personality
Use verbs to describe, such as "designed, led, organized"
For example: graduated from XX University with a degree in computer systems, Using logical reasoning skills to solve problems brings me great satisfaction; Participate in creative development and collaborate with team members towards common goals
Step Three: Determine Interest
Analyze the climactic event: What is the setting? What activities are involved? What areas of your interest does it reflect? How does the scope of interests match the results of the Wheel of Life?
Also of concern: Career transition periods (because important decisions have to be made)? For highs or lows?
The importance of independent decision-making: You must make decisions independently, rather than succumbing to external influences (family, friends, money, society, etc.) - you cannot leave the choice of career development to others.
Step 4: Describe skills
Return to the lifeline, corresponding to the climax event, check the skill list (approximately enough)
Step 5: “Top Ten” and “Five Loves”
Pick your “top ten” activities that you do frequently
Pick an activity that excites you “Five Loves”
Select 3-5 activities from the “Top Ten” and “Five Loves”: Love Skills
Tool 5: Personality and Environment
Conclusion 1: Career satisfaction depends on the match between the worker’s personality and the work environment (mainly other people in the work scene)
Conclusion 2: Everyone is a mixture of multiple personality tendencies, some of which are more pronounced than others.
Conclusion 3: Six types of personality tendencies under four dimensions (people vs. things, data vs. ideas)
Social (people)
Personality: Likes to work with others to complete tasks or solve problems, focusing on communication and education skills. (Realistic careers should be avoided)
Occupation: consultant, teacher, nurse, religion, psychological counseling
Business type (people data)
Personality: Likes to influence or lead others to achieve goals, focusing on leadership and persuasion skills (Avoid scholar-type careers)
Occupation: Entrepreneur, professional manager, sales, buyer, travel agent, etc.
Artistic (people, thoughts)
Personality: Likes to use tangible or intangible materials to create artworks, focusing on art, language and music abilities (Structured or traditional careers should be avoided)
Occupation: Actor, composer, musician, dancer, designer, etc.
reality (object)
Personality: Likes to use tools or animals for outdoor work, focusing on mechanical ability and athletic ability (Social occupations should be avoided)
Occupation: Auto mechanic, aircraft inspector, electrician, farmer, surveyor, etc.
Traditional type (object data)
Personality: Likes to organize or process structured data, focuses on calculation and secretarial skills (Non-institutionalized occupations should be avoided)
Occupation: Banker, accountant, secretary, programmer, financial analyst, tax accountant
Scholar Type (Things, Thoughts)
Personality: Likes to investigate and study natural, biological or cultural phenomena, focusing on scientific research and mathematical abilities (Career occupations should be avoided)
Occupation: Geologist, physical chemist, doctor, biologist, etc.
Tool Six: Interview Method (What kind of person are you?)
Find 100 adjectives about personal qualities
You first choose the 10 "most suitable" ones and briefly describe "why"
For example: Stability: always stick to the end of the project and never give up halfway.
Interview: Ask a trusted friend to help you choose 10 words and explain “why”
Analyze self-awareness VS peripheral feedback
Define work and interpret yourself
Work is a means of making a living (physiological safety)
Work is the direction of development (respect)
Work is a calling (relationships)
Work is self-actualization (self-worth)
what is my life goal
Goals trump skills: When redesigning career direction, analyzing "personal goals and value services" will bring much greater career opportunities than "solely considering skills"
The role of goals for organizations: The goals of an organization can guide the design of its business model. It is a key "off-canvas element" and a key design "constraint"
Tool 1: “My Cover Story”
Purpose: Help practitioners establish connections between "personal goals" and "interests"
Imagine that today, two years later, a media company interviews you, not only with your photos but also with your words.
Question 1. Which media is this? Choose a media you like
Question 2. What is the content of the report? Why your feature coverage.
Question 3. Write down quotes from you during media interviews. On this basis, present the report in the way you imagine (including text, pictures, charts, etc.)
Tool 2: "Three Questions"
Question 1: Satisfaction. Think back to a time when you felt extremely satisfied. What did you do then? Why does it feel good? Describe the experience as accurately as possible.
Question 2: Idol in life. Who do you admire most? Why? Describe the person's qualities and characteristics in a few words
Question 3: Eulogy. How would you like your friends to remember you? Write your eulogy.
Tool Three: "My New Life"
Scenario: You will inherit an inheritance (say $20 million) from your distant relative, but you need to complete two tasks within 2 years, and you will receive half of the inheritance for each half completed.
Task 1 of the first year: learn something new.
You cannot study in college or participate in any form of formal education. You can only use your time and energy to focus on and master a new instruction. what will you do? How should you develop yourself?
Task 2 for Year 2: Find a goal you can support.
You have 1 year to investigate, participate in, and choose a goal or project of concern (such as education, environment, community, country, etc.). At the end of the second year, you must donate 10 million to this goal or project. What goal will you choose?
In the third year, assuming you successfully complete two tasks, after spending half of your inheritance to support task two, you will still have 10 million left. Where do you want to live? Who do you live with? How to spend your time? What activities are you planning to engage in? What ideal is achieved?
Goal Statement:
Activities: Describe your 3-4 favorite activities
Partners: People or groups you want to spend time with.
Support: How will you help others? Use 3-4 verbs to specify how you help others
Comprehensive: I want----help (verb)-----who (other, noun)----what (by doing, verb)
For example: I want to help (improve, support, understand, recall) (evils running around, young creatives at work) (by making, participating, sharing, etc.)
Activity: KA
Partner: CS
Support: VP
Some Problems:
What to do if you can’t define your life goals?
Only 3% of people in the world can accurately describe their life goals
You can still achieve success and gain satisfaction by focusing on your current work
The content of the goal statement is constantly changing
For people at different stages such as 20 years old, 30 years old, 40 years old, etc., the goals are constantly changing.
Goals vs Purpose
Purpose: refers to reaching a specific state or place
For example: Arriving at the free America
Target: This usually refers to the direction
For example: moving towards freedom
decisive test
If you can proactively and confidently share your goals with others, you can start designing your business model.
revision Adjust and rebuild your work life using Canvas and personal analysis
be ready to adjust yourself
The power to reconstruct the facts is in your own hands (Russell experiment)
A chair, 20 people sitting on it and observing it from different angles => 20 different chairs
Conclusion: We can never fully observe or fully understand the physical entity of something =》Our perspective limits our cognitive abilities
Solution: Try to observe from a different perspective => Reconstructing facts can change reality
when humans think
The chair experiment: We don’t perceive the full picture
The problem arises when we assume that what we perceive is reality
For example: My career is failing, my boss hates me, my colleagues are ostracizing me. ---These perceptions are often reinforced through inner dialogue
These feelings are usually built up based on various fragmentary details. We integrate the rectification plot according to our own thinking patterns, and then obey it and obey its orders.
Many decisions are made based on our understanding of the facts rather than the facts themselves.
Refactoring: 5 5 5=550 (only 1 additional transaction)
Reconstruct a better reality
For individuals, you can use your personal business canvas as a modeling tool to help you reimagine reality in a more favorable direction.
Business model innovation is messy and unpredictable for an organization, despite its efforts to follow procedures.
Whether it is an individual or an organization, business model innovation requires the ability to deal with ambiguity and uncertainty until a good solution is formed.
Redesign the personal business model
five-step method
1 Design a personal business model based on the latest understanding of yourself
2 Point out your weaknesses Which aspect of your work life are you most dissatisfied with (for example, dissatisfied with your income)
3 Ask diagnostic questions For each module, ask relevant questions (solve problems and identify potential opportunities)
KR
Are you satisfied with your job?
Are you under-applying or failing to apply an important skill?
Does your personality fit the work environment? Does it fit with your work?
CS
Who are your most important customers?
Do you like your customers?
What is the real job the customer wants to get done? Are clients using your services to achieve a “bigger” goal?
Isn’t your success in providing services to customers very high (hard)? Does serving customers make you miserable (soft)?
Do customers equate your KA with the tasks they want to complete?
Do you need new customers?
VP
What service advantages do customers value most?
Can the value services you provide solve the most important and primary problems in the client's work objectives?
Can you provide VP through different channels?
Do you enjoy delivering VPs to clients?
CH
Through what channels do customers learn about content?
What do customers think of your product or service?
Do you allow them to purchase products or services the way they want?
How are your products and services delivered?
How to ensure that customers remain satisfied after sales?
What channels are used to select yourself and your VP?
CR
What kind of cooperative relationship do customers want to establish and maintain with you?
Is the primary goal of your customer relationship maintenance or development?
Can you co-create a product or service with a customer?
KP
Who are your main partners?
If you lack a partner, have you considered finding one?
RS
How do you earn money by providing value services?
Are you underestimating the value of your services? Are you forced to underestimate lower returns?
Are you satisfied with your income? If not satisfied, what are the solutions?
Are you delivering revenue the way you prefer or the way your customers prefer?
CS
What are the costs? Are you paying attention to “soft costs”?
Is the cost you pay acceptable?
4 Modify the module and evaluate the results Based on the problems discovered, make appropriate adjustments and evaluate the results
Adjustment method: "increase OR elimination" items in blue ocean strategy "increase OR decrease" degree
Note 1: Interactions between various modules
For example: the goal is to add new "CS" => the condition is to increase marketing "KR" => the result is to increase "RS" "CS"
for example:
5 Reset the business model Modify the module, redraw the canvas, try different business models and decide what works best for you
The power of prototyping: When the environment changes, experimenting with different patterns is effective.
For example: What will you do when your boss is reorganized tomorrow?
Case 1: Musician=》Add CH: Online channel
Case 2: Bankruptcy Sales => Add CS: Financial Blogger
Case 3: Announcer => Add KR: Host
Case 4: Reverse reasoning
Envision and map the “ideal” personal business model of the future
Mapping the current “realistic” personal business model
Analyze the gap between “ideal” and reality
Module-by-module analysis to identify actions required to close the above gaps
Execute action
"Managers" with "engineering knowledge" VS "Engineers" with "management capabilities"
action let us put it into practice
Calculate your business value
Payroll Secrets
Revenue vs. Profit
Under normal business models, when an organization decides to hire you, it must consider whether the value you provide is greater than the salary paid for you.
Salary/Gross Profit = The revenue you need to achieve in order to hire you
Things to keep in mind: income, expenses, profit, income statement, income, gross profit or surplus, product cost or cost of sales, break-even, full cost (wage you get, taxes paid by the company, social security benefits, etc.)
Salary structure: basic income (competition) bonus (reward for additional contributions) long-term incentives (compensation for job opportunities)
Test your business value in the market
In personal business models, there are a series of assumptions. Whether these assumptions hold true needs to be verified. "Bold assumptions, careful verification"
Motorola: Launched satellite mobile phone service, lost 5 billion" without considering whether customers need "satellite" service
Reynolds Tobacco: Launched "smokeless cigarettes" and lost 450 million => Did not consider the needs of "smokers"
How to test a business model
Customer Discovery
Talk to potential customers to test the assumptions made in each module
If the feedback is different from the assumptions, you need to "fine tune" the corresponding module in the canvas
Repeat this process continuously to ensure that the business model can meet the needs of "potential customers"
Customer Discovery = “People Discovery”
To achieve effective "customer discovery", the key is to avoid "sales behavior" =》The interview should focus on verifying assumptions from the customer's perspective
Customer verification
Try selling to customers to verify the overall reliability of the business model.
If the customer is unwilling to buy, further "fine-tuning" is required
If customers are willing to buy, you can consider developing new customers
"Leap off the canvas"
Go through your network and tell them you are making a career move. Through them, get “recommenders”
Visit "recommenders" through contacts => Be sure to avoid "uninvited visits" and communicate after being recommended.
Many people find making phone calls difficult or even "painful." In fact, it only takes a dozen phone calls to make a difference in your professional life.
All major events in your career begin with familiar people around you. Rather than new technologies, new information, or new scenarios.
Go further
What to do when contacting for the first time: Be open and honest and get to the point
Self-introduction Referrer
Reason for calling
I am interested in XX industry
I learned through xx that you are an expert and would like to know your opinion
Make a request for a meeting
The length of meeting time required
Propose the time and place to meet and ask for opinions
How to break into the conversation?
Looking back on history: How did you enter the xx industry? How did you achieve XX?
Discover insights: What are your plans to achieve your XX goal? In the face of economic changes, what impact will it have on the XX project?
Increase understanding and arouse interest
Key: Repeat the other party’s point of view in your own words until the other party confirms your understanding.
Present yourself: propose your own “value services” and other aspects of your business model
"Secret Questions"
about. . . . Question, what else do you think I need to know?
For example: What else do you think I need to know about the sustainability issues implemented by the company?
"Pet Psychology"
Professional personnel usually have a desire to "share" challenges, opportunities and changes within their professional scope
Just ask questions and you can easily gain access to the "rich experience" accumulated over many years.
Prepare to win customers
Survey the organization
Use "Business Canvas" to analyze the organization and fully understand the company's situation
Selling to decision makers
Expand your network of contacts and find key “recommenders”
First, briefly describe your understanding of the client's work, and ask the other party to explain whether your understanding is accurate.
Accurate: How do you think we can solve this problem (Business Model Analysis)
Inaccurate: The other party will explain the problems and opportunities
Next, explain what role you should play in the other party’s process of realizing value.
Make Your Suggestions: The "One-Page" Suggestions Are Decision makers prefer simple, focused concepts
Goals (focus on customer goals)
Summary, status (description information)
Action required (advance decision)
Contact person (in-depth talks)
If multiple potential customers reject your proposal, your business model needs to be adjusted
Data: The key to victory is persistence Don't give up on the 4th time
First contact, 2% success rate
2 contacts, 3% success rate
3 contacts, 5% success rate
4 contacts, 10% success rate
5-12 contacts, 80% success rate
Conclusion
Career changes sometimes happen unconsciously.
Because changes in the external environment will not stop, organizational business model innovation will not stop.
As organizations revise their business models, employees often must also adapt their personal business models.
Personal changes will also bring about adjustments to personal business models.