key business

1||| In the personal business model canvas, the inventory of core resources is placed in the first step. That is to say, based on the resources you have, we will next measure whether they match your work and whether they match the value services you provide. Matching, etc. will ultimately help you diagnose whether your current job is suitable for you and whether the way you convey your value is appropriate.

2||| This is slightly different from the way companies formulate strategies. When companies formulate strategies, they usually first formulate a value proposition, that is, what value do you bring to users. For example, the value proposition outside our circle is to help users develop faster in their careers. After determining the value proposition, we then look at what customers we serve, what activities we carry out, what resources we have, etc. At this time, if you find that your existing resources do not match the value you want to provide, you will supplement your resources. For example, we want to build business courses to help users understand the business world and move faster in their careers. However, Canvas shows that currently we do not have a team to design business course products, so we have to recruit people, find university professors to cooperate, etc. wait.

3||| From this point of difference, for enterprises, there is more room for changes in core resources. By building teams, shaping culture, etc., they can gradually supplement the core resources needed for their business. But for individuals, we have many factors that cannot be changed, such as personality traits, motivations, etc. Therefore, we should start from the individual to find a career direction that matches ourselves, so as to achieve twice the result with half the effort.

1||| Personality Traits: The sum of the ways we respond to and interact with others, often expressed through behavior.

2||| Values: represent our most basic beliefs, which are our views on right and wrong, good and bad, desirable and undesirable, etc.

3||| Motivation: Motivation is the inner workings that sustain and propel us toward a goal.

1||| Knowledge: knowledge you gain through study and practice, such as legal knowledge.

2||| Skills: Your ability to master and use a specific technical skill, such as typing on a computer.

3||| Competencies: Soft abilities in general areas, such as communication skills.

1||| Taking inventory of your key businesses, rather than trivial daily tasks, can help you get beyond the executive level;

2||| Taking inventory of your key businesses allows you to summarize your work tasks and work content from a strategic perspective.

1||| What are the goals of my position?

2||| What is the main job I am responsible for now?

3||| What problem do I spend most of my time solving?

1||| Who can I help?

2||| Who am I creating value for?

3||| Who is paying my salary?

1||| What is your personal position?

2||| What value have you created?

3||| What impact did your output have?

1||| Key business emphasis behaviors

2||| Value services emphasize results and impact

1||| Publicity services: Through what channels can potential customers know that you can help them?

2||| Selling services: Through what channels can you let customers buy your products or services?

3||| Delivery service: Through what channels do you deliver the products or services purchased by customers to ensure satisfactory after-sales service?

1||| How do you deal with your customer base? What communication methods are used?

2||| What is your cooperation method?

3||| What goals are you focused on?

When taking stock, consider not only your colleagues at work, mentors, bosses, etc., but also your family, friends, professional advisors, etc. Even classmates and teaching assistants you know outside the circle may actually become your important partners.

1||| Who do you generally turn to for resources and who provides you with technical support?

2||| Which departments or colleagues have a close working relationship with you?

You may find that when we talked about customer groups and value services in the third section, we said that the customers of the course operators include the operations director; but among important partners, you will find that the operations director has become her Important partners. In fact, the two roles of customer groups and important partners may be played by the same person. For many people, his boss is both a customer and an important partner. I don’t know this. Is it consistent with your previous understanding?

1||| Material investment is the "hard cost", that is, the payment that can be clearly seen. It mainly refers to your time cost and your money cost, including your working hours a day, commuting time, social expenses, etc.; non-material investment is also It is the "soft cost", which is hidden and generally includes the pressure you endure in this job, the emotional relationships you pay, etc.

2||| The output refers to what you gain from this career. The material rewards refer to the salary and benefits you get through your work, and of course also include some options, equity, etc.; the non-material rewards mainly refer to the benefits of this job. The environment, development opportunities, and the sense of achievement and satisfaction it brings you, etc.

1||| The second point is that individuals need to grow and develop, so we should not only consider material costs and income, but also consider non-material costs and income. For example, if you choose a job within the system, the rewards are very stable, and your family is very supportive, then you have to consider that the future development potential of this job may not be that good, and the sacrifice of future possibilities is also a cost.

Category 1: It involves the distribution of internal interests, so the internal team cannot settle the situation and uses a third party to act as the gunman.

The second category: local tycoons, especially some monopolistic state-owned enterprises, find consulting companies to make plans and show their performance in front of superior units.

Category 3: Really encounter management problems during development and hope to use the professional experience of consulting companies to find solutions

1||| Diagnosis: current mismatch between various elements. The main mismatch types are

2||| Choice: When comparing two career options, you can judge from two aspects: input-output and matching with core resources.

3||| Planning: The mismatch between various factors between the current occupation and the target occupation, and then make targeted career planning