1
00:00:03,133 –> 00:00:03,400
人
2
00:00:03,400 –> 00:00:04,866
有人就有钱
3
00:00:06,400 –> 00:00:07,800
没人就没钱
4
00:00:10,200 –> 00:00:14,333
所以今天开饭店最大的问题没人来吃
5
00:00:14,566 –> 00:00:17,733
开服装店最大的问题没人来买
6
00:00:18,300 –> 00:00:21,166
开美容院最大的问题是没人来买
7
00:00:21,733 –> 00:00:24,600
开工厂最大的成本是没有订单
8
00:00:25,200 –> 00:00:28,500
开课程最大的成本是没人来听
9
00:00:29,100 –> 00:00:29,666
来告诉我
10
00:00:29,666 –> 00:00:30,466
对还不对
11
00:00:31,400 –> 00:00:33,566
这陈老师下个月开课
12
00:00:33,566 –> 00:00:34,366
打底300人
13
00:00:34,366 –> 00:00:35,200
打底300人
14
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300300-350吧
15
00:00:37,066 –> 00:00:38,100
现在还在找酒店
16
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就之前用的所有酒店
17
00:00:40,200 –> 00:00:40,866
都坐不下
18
00:00:40,866 –> 00:00:41,466
都坐不下了
19
00:00:41,466 –> 00:00:43,933
没办法还要再找酒店啊
20
00:00:44,166 –> 00:00:45,766
陈老师的线上的短视频
21
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包括我跟我的老师周老师的合作
22
00:00:48,533 –> 00:00:50,366
然后带来了很多的流量
23
00:00:50,500 –> 00:00:52,700
大家彼此的这种合作啊
24
00:00:52,700 –> 00:00:54,333
所以因此你会发现
25
00:00:54,666 –> 00:00:57,800
今天我讲课讲的再好
26
00:00:57,866 –> 00:01:00,266
你们不来听有个屁用啊
27
00:01:00,666 –> 00:01:01,766
我不能对桌子讲啊
28
00:01:01,766 –> 00:01:02,333
来告诉我
29
00:01:02,333 –> 00:01:03,366
对还不对啊对
30
00:01:03,566 –> 00:01:05,466
因此是不是要先搞到人
31
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先圈到人
32
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来给我说先圈人
33
00:01:08,866 –> 00:01:09,666
先圈人
34
00:01:09,966 –> 00:01:10,800
再盈利
35
00:01:11,133 –> 00:01:11,966
再盈利
36
00:01:11,966 –> 00:01:12,933
没有人
37
00:01:14,000 –> 00:01:14,866
没有利
38
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没有利
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00:01:15,933 –> 00:01:16,400
来告诉我
40
00:01:16,400 –> 00:01:17,900
对不对这是核心
41
00:01:17,900 –> 00:01:20,266
第二个你要考清楚你公司的收入
42
00:01:20,400 –> 00:01:22,000
收入来源和成本结构
43
00:01:22,566 –> 00:01:24,500
收入的来源一定是多元化的
44
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一定是多维度的
45
00:01:25,733 –> 00:01:27,666
成本的结构一定是成本外包
46
00:01:27,666 –> 00:01:28,966
成本三移三除
47
00:01:28,966 –> 00:01:29,600
成本转移
48
00:01:29,600 –> 00:01:30,333
全部要转移
49
00:01:30,333 –> 00:01:31,333
全部用股权结构
50
00:01:31,333 –> 00:01:32,733
内部外部的啊
51
00:01:32,733 –> 00:01:33,900
上下游融资的
52
00:01:34,066 –> 00:01:36,100
第三公司如何持续赚钱
53
00:01:36,200 –> 00:01:37,133
我要告诉你
54
00:01:37,133 –> 00:01:38,266
公司持续赚钱
55
00:01:38,266 –> 00:01:40,466
靠的是你的核心资源和合作伙伴
56
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和渠道通融
57
00:01:41,133 –> 00:01:42,066
和客户关系
58
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就是说白了
59
00:01:43,600 –> 00:01:45,700
你今天必须得懂得客户股东化
60
00:01:46,766 –> 00:01:48,866
必须得懂得部门公司化
61
00:01:49,000 –> 00:01:50,733
必须得懂得公司平台化
62
00:01:50,733 –> 00:01:52,266
必须得懂得员工创客化
63
00:01:52,266 –> 00:01:54,733
必须得懂得客户普通化的操作路线
64
00:01:54,900 –> 00:01:56,766
必须得懂得业务在线化
65
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业务在线化
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知道吗
67
00:01:58,533 –> 00:02:01,466
必须得懂得老板IP哈
68
00:02:01,800 –> 00:02:03,466
你现在有打造老板个人IP
69
00:02:03,466 –> 00:02:04,566
你自己有抖音号
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00:02:04,566 –> 00:02:06,366
你自己不是为了生活
71
00:02:06,400 –> 00:02:08,266
不是为了在上面刷美女
72
00:02:08,266 –> 00:02:10,366
你是为了有计划的公司
73
00:02:10,366 –> 00:02:12,700
有短视频的运营团队和剪辑团队
74
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来打造你个人的IP
75
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不管你粉丝多少
76
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不管你有没有变现
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00:02:17,566 –> 00:02:19,000
你已经有这个认知
78
00:02:19,000 –> 00:02:20,866
你开始做这个动作的请举手
79
00:02:21,533 –> 00:02:22,933
你看看啊
80
00:02:22,933 –> 00:02:24,766
不多现场只有1/4
81
00:02:25,066 –> 00:02:29,200
这些人是走在趋势的前面的人
82
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还来得及
83
00:02:30,533 –> 00:02:31,533
你再不做
84
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我告诉你
85
00:02:32,800 –> 00:02:34,000
没机会了
86
00:02:34,766 –> 00:02:37,100
现在的抖音是你不投流
87
00:02:37,100 –> 00:02:38,366
都不给你流量了
88
00:02:39,366 –> 00:02:40,933
抖音是一家商业机构
89
00:02:41,100 –> 00:02:42,900
所以抖音要不要赚钱
90
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要
91
00:02:43,900 –> 00:02:47,333
所以在那个风口来的时候
92
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你没有抓住
93
00:02:48,200 –> 00:02:49,100
你没有重视
94
00:02:49,100 –> 00:02:51,100
你现在发现你想
95
00:02:51,133 –> 00:02:52,666
你想在抖音上白嫖
96
00:02:52,666 –> 00:02:53,366
嫖不到了吧
97
00:02:53,366 –> 00:02:54,600
流量都不给你了吧
98
00:02:55,300 –> 00:02:56,300
啊视频哈
99
00:02:56,300 –> 00:02:57,466
勉勉强还可以
100
00:02:57,600 –> 00:02:58,766
所以你要搞清楚啊
101
00:02:59,066 –> 00:03:00,100
商业模式设计啊
102
00:03:00,100 –> 00:03:01,100
有三大核心逻辑
103
00:03:01,100 –> 00:03:02,966
第一个叫创造价值
104
00:03:03,300 –> 00:03:04,466
商业的本质
105
00:03:04,666 –> 00:03:06,733
商业的本质就是价值交换
106
00:03:06,800 –> 00:03:08,600
第一你要创造价值
107
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你要创造一个什么价值
108
00:03:09,966 –> 00:03:11,466
你不是创造产品的价值
109
00:03:11,466 –> 00:03:14,533
而是创造一个模式的价值
110
00:03:15,066 –> 00:03:19,200
就是让客户在你家花的钱还能干嘛
111
00:03:19,500 –> 00:03:21,266
还能赚回来
112
00:03:21,400 –> 00:03:22,666
还能赚回来
113
00:03:23,933 –> 00:03:28,766
你要把每个客户背后的资源把它激活
114
00:03:29,000 –> 00:03:31,200
你要把每一个客户背后的客户
115
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为你所用
116
00:03:33,500 –> 00:03:36,533
你要让每一个客户疯狂帮你转介绍
117
00:03:37,000 –> 00:03:40,166
而且还让他能够有利益驱动
118
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和精神驱动
119
00:03:41,566 –> 00:03:45,366
第二你要学会如何把你的这个价值
120
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传递给你的客户
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00:03:46,600 –> 00:03:47,933
做价值的传递
122
00:03:48,500 –> 00:03:50,400
价值的传递也就说白了
123
00:03:50,400 –> 00:03:52,600
你得说得清楚
124
00:03:52,933 –> 00:03:54,133
你得想的清楚
125
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你还得说的什么
126
00:03:55,700 –> 00:03:57,333
感动然后第三
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个你还得获取价值
128
00:03:59,066 –> 00:04:00,333
你还得获取价值
129
00:04:00,666 –> 00:04:02,533
你把价值获取完了之后
130
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就是你你
131
00:04:02,866 –> 00:04:04,533
你有现金流了
132
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你传递了
133
00:04:05,300 –> 00:04:07,133
然后你再创造了全新的价值
134
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所以各位
135
00:04:08,666 –> 00:04:11,200
当你把商业模式这3大核心逻辑打通
136
00:04:11,200 –> 00:04:12,100
的前提条件
137
00:04:12,133 –> 00:04:15,400
那今天请问靠产品去创造价值
138
00:04:15,566 –> 00:04:16,500
有的时候
139
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客户已经感知不到这种价值了
140
00:04:18,733 –> 00:04:21,700
你会发现饭店之间单纯去竞争口感
141
00:04:21,700 –> 00:04:24,333
你会发现好像其实也差不多
142
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再好吃的菜连续让你吃一个月
143
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你都变得恶心
144
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来你们告诉我对不对
145
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对
146
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就这个逻辑
147
00:04:31,333 –> 00:04:34,133
所以就改来改去没得搞嘛
148
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就就就这样子嘛
149
00:04:36,100 –> 00:04:37,933
所以这是核心关键点
150
00:04:38,000 –> 00:04:39,500
那因此各位
151
00:04:39,566 –> 00:04:43,066
今天站在老板的角度来讲
152
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我要告诉大家的是老板本身
153
00:04:46,933 –> 00:04:48,866
老板他是不是一个岗位
154
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来告诉我
155
00:04:50,566 –> 00:04:51,966
老板是不是一个岗位
156
00:04:52,333 –> 00:04:52,866
是
157
00:04:52,866 –> 00:04:55,166
那请问老板要不要有他的定位
158
00:04:56,000 –> 00:04:57,200
你得有定位啊
159
00:04:57,300 –> 00:04:57,966
来跟我说
160
00:04:57,966 –> 00:04:59,266
老板也是一个岗位
161
00:05:01,666 –> 00:05:02,733
岗位定位
162
00:05:04,366 –> 00:05:06,133
商业模式创新专家
163
00:05:08,566 –> 00:05:11,166
老板这个岗位有没有他的职责
164
00:05:11,400 –> 00:05:12,200
有
165
00:05:12,400 –> 00:05:14,766
所以你连自己的定位都不清晰
166
00:05:14,766 –> 00:05:16,733
所以你这么多年经营企业很难
167
00:05:17,166 –> 00:05:18,800
很痛苦来
168
00:05:18,866 –> 00:05:22,066
老板的岗位定位很清晰
169
00:05:22,300 –> 00:05:25,066
你必须是商业模式创新专家
170
00:05:25,333 –> 00:05:29,366
你必须商是商业模式创新专家
171
00:05:29,500 –> 00:05:30,933
在今天这个时代
172
00:05:31,000 –> 00:05:33,600
如果你一个老板不懂商业模式创新
173
00:05:34,200 –> 00:05:36,066
你今天创业在裸奔
174
00:05:36,866 –> 00:05:38,333
你今天创业在赌博
175
00:05:38,600 –> 00:05:41,500
今天创业比过去创业的难度
176
00:05:41,500 –> 00:05:44,500
风险压力挑战不确定性因素
177
00:05:44,500 –> 00:05:46,966
比过去5年10年困难10倍
178
00:05:47,066 –> 00:05:48,266
压力挑战10倍
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00:05:48,300 –> 00:05:49,700
来告诉我有还是没有
180
00:05:50,733 –> 00:05:51,266
今天多少
181
00:05:51,266 –> 00:05:53,900
老板白天啊
182
00:05:54,300 –> 00:05:56,600
白天看起来风光无限
183
00:05:56,666 –> 00:05:58,166
晚上辗转难眠
184
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痛苦不堪
185
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来告诉我有还是没
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00:05:59,900 –> 00:06:00,700
有有
187
00:06:00,866 –> 00:06:02,400
所以我告诉大家
188
00:06:02,566 –> 00:06:04,733
老板他是一个岗位
189
00:06:05,166 –> 00:06:06,700
但是你会发现
190
00:06:06,866 –> 00:06:11,733
今天做老板和5年前10年前做老板是5年
191
00:06:11,733 –> 00:06:12,866
10年当老板更简单
192
00:06:12,866 –> 00:06:14,533
还是今天当老板更更容易
193
00:06:15,100 –> 00:06:16,100
今天还是过去
194
00:06:16,366 –> 00:06:17,133
过去
195
00:06:17,133 –> 00:06:17,966
过去嘛
196
00:06:18,300 –> 00:06:22,700
所以说各位你会发现今天做老板
197
00:06:23,066 –> 00:06:25,333
他是一个专业技术活
198
00:06:25,333 –> 00:06:26,066
来跟我说
199
00:06:26,066 –> 00:06:27,133
今天当老板
200
00:06:28,800 –> 00:06:30,400
也是专业技术活
201
00:06:30,666 –> 00:06:31,966
也是专业技术活
202
00:06:32,333 –> 00:06:34,533
这对老板的眼光的要求
203
00:06:34,533 –> 00:06:35,566
认知的要求
204
00:06:35,566 –> 00:06:36,500
模式的要求
205
00:06:36,500 –> 00:06:37,500
战略的要求
206
00:06:37,500 –> 00:06:38,333
思维的要求
207
00:06:38,333 –> 00:06:39,300
成长的要求
208
00:06:39,400 –> 00:06:40,500
越来越干嘛
209
00:06:41,166 –> 00:06:41,966
越高了
210
00:06:42,733 –> 00:06:43,666
越来越高了
211
00:06:43,666 –> 00:06:44,900
老板也是一个岗位
212
00:06:45,333 –> 00:06:48,866
所以你的定位是商业模式创新专家
213
00:06:48,933 –> 00:06:50,200
你的职责是什么
214
00:06:50,200 –> 00:06:51,000
各位
215
00:06:51,400 –> 00:06:52,333
你的职责
216
00:06:52,333 –> 00:06:53,566
你的唯一职责
217
00:06:53,866 –> 00:06:56,466
是让公司的现金流最大化
218
00:06:56,600 –> 00:06:59,533
让公司什么现金流
219
00:06:59,533 –> 00:07:00,333
怎么样
220
00:07:00,966 –> 00:07:05,933
让公司现金流最大化
221
00:07:06,100 –> 00:07:06,900
来跟我说
222
00:07:06,900 –> 00:07:08,066
老板岗位职责
223
00:07:08,666 –> 00:07:11,933
老板岗位职责让公司现金流最大化
224
00:07:12,100 –> 00:07:14,200
让公司现金流最大化
225
00:07:14,400 –> 00:07:15,000
为什么说
226
00:07:15,000 –> 00:07:17,566
老板岗位的定位是商业模式创新呢
227
00:07:18,000 –> 00:07:21,266
特别是在座的各位中小微企业老板
228
00:07:21,766 –> 00:07:25,333
你今天要做产品创新极其困难
229
00:07:25,666 –> 00:07:28,066
因为产品创新面临的
230
00:07:28,066 –> 00:07:30,400
研发面临的
231
00:07:30,400 –> 00:07:32,200
投入面临的
232
00:07:32,200 –> 00:07:34,200
技术面临的
233
00:07:34,200 –> 00:07:36,466
人才面临的
234
00:07:36,466 –> 00:07:38,766
这些面临的巨大的投入成本
235
00:07:38,766 –> 00:07:39,700
包括华为
236
00:07:39,800 –> 00:07:40,500
你不是华为
237
00:07:40,500 –> 00:07:41,166
你不是格力
238
00:07:41,166 –> 00:07:43,366
你会发现产品创新你玩不起
239
00:07:43,666 –> 00:07:44,966
所以你今天不是高科技
240
00:07:45,000 –> 00:07:46,133
你搞产品研发
241
00:07:46,133 –> 00:07:48,933
投入技术人才的创新太太太大了
242
00:07:48,933 –> 00:07:51,666
那么可是今天你会发现你又没创新
243
00:07:51,666 –> 00:07:52,533
所以你的产品
244
00:07:52,533 –> 00:07:53,366
我坦率来说
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00:07:53,366 –> 00:07:54,766
你的产品跟你同行的产品
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00:07:54,766 –> 00:07:56,866
90%到95%都差不多
247
00:07:56,866 –> 00:07:57,600
你得承认
248
00:07:57,600 –> 00:07:59,866
你跟对手之间的产品是同质化的
249
00:07:59,866 –> 00:08:00,366
来告诉我
250
00:08:00,366 –> 00:08:00,700
对还不对
251
00:08:00,700 –> 00:08:02,166
对那当你跟
252
00:08:02,166 –> 00:08:03,566
对手之间的产品同质化
253
00:08:03,566 –> 00:08:05,366
你只马上面临另外一个问题
254
00:08:05,366 –> 00:08:06,300
就是价格战
255
00:08:06,300 –> 00:08:07,900
所以只要你面临价格战
256
00:08:07,900 –> 00:08:09,666
你打你不挣钱
257
00:08:09,666 –> 00:08:10,466
你不打
258
00:08:11,200 –> 00:08:11,533
你更你你
259
00:08:11,533 –> 00:08:12,500
你没人买
260
00:08:12,500 –> 00:08:13,200
你更难受
261
00:08:13,200 –> 00:08:15,733
所以最终造成的结果是伤敌一千
262
00:08:15,733 –> 00:08:16,533
自损什么
263
00:08:17,566 –> 00:08:19,100
所以我告诉你
264
00:08:19,100 –> 00:08:20,700
你搞产品创新
265
00:08:20,700 –> 00:08:22,500
本身就是种植产
266
00:08:22,966 –> 00:08:23,966
本身就是重资产
267
00:08:23,966 –> 00:08:26,100
本身就是重投重投入
268
00:08:26,266 –> 00:08:28,366
你必须搞模式创新
269
00:08:28,400 –> 00:08:32,200
搞模式创新本身就是换道超车
270
00:08:32,200 –> 00:08:33,533
就是轻资产
271
00:08:33,533 –> 00:08:35,200
而搞模式创新的核心
272
00:08:35,200 –> 00:08:37,200
只需要老板自己亲自懂
273
00:08:37,733 –> 00:08:40,266
老板懂老板通
274
00:08:40,333 –> 00:08:45,533
来给我说老板懂老板通就可以了
275
00:08:46,066 –> 00:08:47,200
我要告诉你
276
00:08:47,266 –> 00:08:48,966
商业模式的创新
277
00:08:49,166 –> 00:08:50,700
商业模式的学习
278
00:08:50,800 –> 00:08:53,133
必须是老板亲通
279
00:08:53,266 –> 00:08:55,400
必须是老板亲力亲为
280
00:08:55,400 –> 00:08:56,933
为什么各位
281
00:08:57,100 –> 00:09:00,400
中国是因为国外都放开了疫情
282
00:09:00,533 –> 00:09:02,166
然后中国最后一个放开的
283
00:09:02,166 –> 00:09:03,000
我告诉你
284
00:09:03,000 –> 00:09:05,100
中国的疫情为什么防控的这么好
285
00:09:05,100 –> 00:09:07,266
为什么国外最后根本控不住了
286
00:09:07,266 –> 00:09:10,366
如果不是我们习大大亲自抓
287
00:09:10,733 –> 00:09:13,333
如果不是我们习大大一把手工程
288
00:09:13,500 –> 00:09:16,166
中国的疫情防控不可能做的那么好
289
00:09:16,166 –> 00:09:16,666
来告诉我
290
00:09:16,666 –> 00:09:17,466
对还不对
291
00:09:18,000 –> 00:09:21,266
所以来跟我说商业模式创新
292
00:09:21,500 –> 00:09:24,366
商业模式创新是一把手工程
293
00:09:25,933 –> 00:09:27,600
必须亲力亲为
294
00:09:29,500 –> 00:09:30,600
无法授权
295
00:09:30,766 –> 00:09:31,766
无法授权
296
00:09:31,766 –> 00:09:32,566
我告诉你
297
00:09:32,566 –> 00:09:34,666
在你公司有些事你是不能授权的
298
00:09:34,766 –> 00:09:36,066
为什么举例说明
299
00:09:36,133 –> 00:09:40,133
各位来现场的男人们
300
00:09:40,200 –> 00:09:40,966
来调查一下
301
00:09:40,966 –> 00:09:42,733
结过婚的请举手啊
302
00:09:42,733 –> 00:09:43,566
不是结过婚
303
00:09:43,566 –> 00:09:44,566
是结了婚
304
00:09:45,333 –> 00:09:47,000
结过婚好像有经验似的
305
00:09:47,066 –> 00:09:48,766
来结了婚的请举手
306
00:09:48,766 –> 00:09:50,766
结了婚的好手放下
307
00:09:50,766 –> 00:09:54,533
你的太太在某一年某一月要过生日
308
00:09:54,966 –> 00:09:56,733
你非得那一天出差
309
00:09:57,133 –> 00:09:58,800
你非得那一天赚钱
310
00:09:58,933 –> 00:10:00,566
你说赚钱太重要了
311
00:10:00,566 –> 00:10:01,766
出差太重要了
312
00:10:01,800 –> 00:10:03,466
谈客户太重要了你
313
00:10:03,466 –> 00:10:04,333
给你身边的一个