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"wealth creation courses that MBA can't teach"

1 mindfulness

1. 1 Creating wealth starts with the right attitude.

The goal of 1. 1. 1 is too low and easy to get tired; If the goal is too high, it is easy to be defeated.

1.1.2100000 is not too much, and it is a very reliable goal.

1. 1.3 It is a lucky thing to create wealth while the passion is still there.

1. 1.4 The real process of creating wealth is trivial, boring, boring and repetitive.

1. 1.5 A long night without suffering is not enough to talk about life.

1.2 passion-the greatest wealth-creating capital for young people

1.2. 1 an example of making a fortune from scratch, sending takeout to earn the difference.

1.2.2 Fail first.

1.2.3 Too much money may be a poison pill, because there is a large proportion of stumbling for the first time.

1.2.4 Recognize your own resources. Diligence, understanding, inspiration and passion are the greatest resources and advantages of young people.

The target of 1.3 is set at100000.

The target of 1.3. 1 should be more reliable.

1.3.2100000 is a very reliable goal, with a sense of security but without losing morale.

1.3.3 is it difficult to earn100000?

1.4 Take good care.

1.4. 1 The paradox of self-confidence is too modest or conceited.

1.5 What is wealth created for?

1.5. 1 Those who are not bitter at night are not enough to live a life of language.

1.5.2 Did you really earn100000?

1.5.3 What do I want, an interesting life?

1.5.4 is rich and interesting

1.6 Choose the good and be stubborn

1.7 aristocrats in life

1.7. 1 Good friends are better than good schools.

1.7.2 people who affect me

1.7.3 The person who opened the skylight for me, Ceng Ming.

2 control power

2. 1 Knowing people, employing people and gathering people

2. 1. 1 Knowing people, employing people, trusting people and punishing people is a game of human nature.

2. 1.2 entrepreneurial failure, rarely died of dictatorship.

2. 1.3 was autocratic when it was founded, but it should be enlightened when it grows stronger.

2. 1.4 is autocratic in strategy and enlightened in tactics.

2. 1.5 leadership to simplify complex problems.

2. 1.6 management, which complicates simple problems.

2. 1.7 Most people are the golden mean, so they should be impartial in their understanding and application.

2.2 the science of employing people

2.2. 1 was cheated by "Acura" employees.

2.2.2 The role has changed and the mentality has also changed.

Reconstruction of trust

2.2.3. 1 People who are kind, tolerant, tough and simple will always win.

2.3 How to avoid being cheated in the interview?

2.3. 1 two-point evaluation

2.3. 1. 1 Morality: gregarious, intelligent, stable, strong, excited, persistent, aggressive, sensitive, suspicious, imaginative, anxious, experimental, independent, self-controlled and nervous (cartel 16PF).

2.3. 1.2 talent: professional skills

2.3.2 How to evaluate?

Evaluation software

2.4 Self-confirmation of prophecy

2.4. 1 How do you imagine this person, then he will gradually grow into what you want.

2.5 protection team in the defense.

2.5. 1 Realize * * knowledge strategically and demonstrate it repeatedly in tactics.

2.5.2 dangerous "collective unconsciousness"

2.5.3 "Anti-tune" is the treasure of the company.

2.6 Should I find an entrepreneurial partner?

2.6. 1 No partner was found, and 90% failed due to lack of ability; Looking for a partner, 90% of breakups fail because of uneven distribution of stolen goods.

2.6.2 Find a complementary partner, leadership and management are mutually exclusive.

2.7 Partner shareholding problem

2.7. 1 There must be a decider. The worst of all regimes is not dictatorship, but anarchy.

2.8 Open and honest

2.8. 1 Partners should have "empathy", that is, empathy.

2.8.2 Keep "seamless communication", two people are better.

2.9 Talk about "decision-making" cost

2.9. 1 Doing business is easy, but breaking up is difficult.

2.9.2 Growth is the last word, and dictatorship is often the most efficient.

2.9.3 Authoritarian when creating, and enlightened when growing up.

3 growth force

3. 1 wealth-creating mentality and enterprise scale

3. 1. 1 If the company is a school, the salary is a scholarship.

3. 1.2 A person with empathy is not keen on office politics.

3.1.3 at the age of 35, life has basically come to an end.

3. 1.4 Donate money with your left hand and make money with your right hand.

3. 1.5 The higher you go, the more you should cultivate your core competence by polymerization.

3. 1.6 The most terrible thing for people is not the trough, but the wrong line.

3.2 If you are the boss

3.2. 1 Not at work, can't be a good boss.

3.2.2 Even if you work part-time, you should have the boss mentality and look at everything from the boss's point of view.

3.2.3 Part-time job is similar to "collection work"

3. 2. 4 35 years old, life is basically like this.

3.3 Righteousness and benefit

3.3. 1 The foundation and purpose of an enterprise is profit.

3.3.2 Are you a sensitive person?

3.3.3 The knot from businessmen and martial arts need corresponding Buddhism to resolve.

3.3.4 The duty of a businessman is to earn more money.

3.3.5 The duty of being a man is to do business while donating money.

3.3.6 Operators and friends have dual identities, earning money as operators and giving back as friends.

3.3.7 stingy, don't need to talk to the Buddha through a monk.

3.3.8 Donation as soon as possible

3.4 Irrelevant diversification trap

3.4. 1 When an enterprise expands, "capability-related" and "industry-related" are the key points to be considered.

3.4.2 The cultivation of enterprise's core competence is always the core issue.

3.4.3 Want to do, can do, can do.

3.5 How to use 10 billion crowbar 10 billion?

3.5. 1100000 investment1seafood restaurant or KFC?

3.5. 1. 1 fixed cost: KFC's logistics and distribution system has a high cost, so it needs to open more branches to dilute the cost.

3.5. 1.2 Market capacity: How many KFC can a city accommodate?

3.5. 1.3 market segment: The narrower the consumer group, the lower the entry cost.

3.5. 1.4 customer demand: seafood restaurants require expensive dishes, good decoration and good privacy.

3.5. 1.5 competitors: competitors of seafood restaurants can be seen at a glance.

3.5.2 How to change from tens of millions to millions

3.5.3 "Management level" is a barrier, and engaging in chain operation requires excellent management level.

3.6 the relationship between subtraction and 6.5438+million

3.6. 1 Cut off too high unrealistic goals and too low ideals.

4 Financial strength

4. 1 Growth space and cost control

4. 1. 1 Be sure to choose industries with room for growth.

4. 1.2 ROE = profit rate × asset turnover rate

4. 1.3 Creating wealth is most afraid of being trapped in the precipitation of funds and losing the space for jumping.

4. 1.4 Only by looking at "variable cost" and "fixed cost" can we judge whether an industry is profiteering.

4. 1.5 cash flow is always the first for entrepreneurs.

4. 1.6 Treat "non-strategic costs" and hate them like killing your father's enemies.

4.2 What business do you choose?

4.2. 1 The key is the growth rate

4.2.2 Return on net assets = profit rate × asset turnover rate

4.2.3 There should be room for activities and don't be trapped.

4.2.4 Maintain leap-forward growth.

4.3 Subtract "false opportunities" that look like opportunities.

4.3. 1 Find out what you can do, what you can do and what you want to do.

4.4 "Variable Cost" and "Fixed Cost"

4.4. 1 contribution profit = sales price-variable cost

4.4.2 breakeven point = (fixed cost+variable cost)/contribution profit

4.5 leverage ratio

4.5. 1 leverage ratio = contribution profit/net profit

4.5.2 Net profit growth rate = turnover growth rate × leverage ratio

4.6 Cash flow is always the first for entrepreneurs.

4.6. 1 The last one is the king and the founder of Sandisk.

4.6.2 Survival comes first.

4.6.3 Does your budget conform to the "core competitive chain"? Spend every penny where it is possible to generate income.

4.6.4 Save what you can, and spend the remaining money from "non-strategic costs" on "strategic costs"

5 foresight

5. 1 Value chain, industrial chain and core competitiveness

5. 1. 1 vision, height and pattern

5. 1.2 industrial chain → value chain → core competitiveness → brand, marketing, cost control, etc.

5. 1.3 Your position determines whether you need brand building.

5. 1.4 Only after analyzing the value chain can we know where to exert our strength.

5. 1.5 A major feature of "Blue Ocean Strategy" is to cut off the links that customers are less concerned about and hit the links that target customers can perceive most.

5. 1.6 the greatest value of the blue ocean strategy lies in a set of tools and ideas of "addition, subtraction, multiplication and division".

5.2 Standing on the moon to see the earth.

5.3 Industrial chain analysis

5.3. 1 profit-the foundation and purpose of an enterprise, and creating value is the key.

5.3.2 Analyze the industrial chain in which the enterprise is located.

5.3.3 The position of industrial chain determines whether brand building is needed.

5.4 Value chain analysis

5.4. 1 belle: positioning high-end women's shoes

5.4. 1. 1 channels choose Hualian and Parkson, not Guo Mao Mall.

5.4. 1.2 Design and manufacture should choose better studios in China instead of France and Italy.

5.4. 1.3 Selection of raw materials

5.4.2 Only with a vision can we jump out of the bottleneck.

5.4.3 Find out the core competitiveness from the value chain

5.4.4 brand, save it! Some enterprises don't need brand building!

5.4.5 Do wipers also need brand building? have no use for

5.5 Ming Dow takes advantage of the situation and has a superb technique.

5.5. 1 See the tree but not the forest, industrial chain → value chain → core competitiveness.

5.5.2 Putting the cart before the horse will bring endless harm.

5.6 Can Vacheron Constantin be born in China?

5.6. 1 industrial chain?

5.6. 1. 1 The production of high-end luxury goods is basically in France, Italy and other European countries.

5.6. 1.2 The top jewelry cutting factory is in Switzerland.

5.6. 1.3 Top Swiss watchmakers

5.6.2 All "medicinal materials" serve the value chain.

5.7 Interpretation of "Blue Ocean Strategy"

The core part of1is "addition, subtraction, multiplication and division"

5.7.2 Vulgarized "Blue Ocean Strategy" refers to innovation when it comes to the blue ocean.

5.7.3 The Blue Ocean Strategy is based on the Red Sea.

5.7.4 Zara, the best case to interpret the blue ocean strategy

5.7.4. 1 several stars' cost chain leads to several stars' brands and corresponding retail prices.

Zara, five-star shop, two-star to three-star price, quasi-four-star design, three-star to four-star origin, seven-star category richness.

5.7.4.3 stole the bait and switch, cut off celebrity endorsements, reduced advertisements, and reduced the production of single products. The texture and quality of fabrics were just right, which increased the grade of the store.

5.7.4.4 Zara's multiplication is a rich category.

5.7.5 "Value Breakthrough" and "Cost Reorganization"

5.7.5. 1 is based on a major breakthrough in realizing customer value for customers in the original market, rather than value innovation.

5.7.5.2's Rapid Reorganization of the Original Cost Structure

5.7.6 Zara wonders, the richness and changes of clothing styles.

5.7.6. 1 The new highlights of the fashion show will be quickly transformed into finished products for sale.

Without a chief designer in 5.7.6.2, any good design will not be subjectively denied.

5.7.6.3's best-selling styles don't pay attention to the comeback list, and there is no inventory.

5.7.6.4 got into the truck without folding, hung the truck and went to the store directly on the shelf.

5.7.6.5 factory production automation

5.7.7 Blue Ocean and blue ocean strategy are two different things.

5.8 Characteristics of the strategy

5.8. 1 One trick without strategy.

5.8.2 The strategy should have the final judgment, and we should look at today from the future, not the future from today.

5.8.3 The strategy is systematic, and the first-Mover advantage will form barriers.

5.8.4 The strategy is dynamic.

5.8.5 The strategy is executable.

5.8.5. 1 The strategy affects the operation, and the operation command group and team modify the strategy.

5.9 Beyond salty Lang Ping

6 determination

6. 1 Improvisation and Strategic Craft

6. 1. 1 Rich people often watch A, do B, become C, and make money by D.

6. 1.2 to fight guerrilla warfare, we should have the mentality of "establishing base areas"

6. 1.3 the cost of seizing the opportunity.

6. 1.4 It is sheer nonsense for small enterprises to engage in "sand table deduction".

6. 1.5 Everyone has his own familiar field and corresponding "subconscious ability".

6. 1.6 Good strategy and entrepreneurial needs are regarded as "skills"

6.2 Self-waste martial arts

6.2. 1 "cut meat" bile

6.2.2 Are you ready to give up your weapons? Seize the big opportunity and give up the small one.

6.2.3 Choice means giving up.

6.2.4 Don't hold all the opportunities in your hands.

6.3 Business intuition

6.3. 1 Test your imagination and count the squares.

6.3.2 Absurd sand table deduction, small companies do not have the ability to do research.

6.3.3 "Three Sorrow", data collection, mathematical model, self-awareness

6.3.4 Listen to the voice of intuition

6.3.5 MBA does not teach imagination.

6.3.6 The value of MBA certificate is "waste paper" for starting a business.

6.4 Businessmen's "Gambling"

6.4. 1 What is gambling? Any choice can be called "gambling".

6.4.2 Subconscious decision-making power accumulates over time.

6.5 strategic technology

6.5. 1 strategic itinerary, properly consider in advance, learn by doing, and summarize the improvement results afterwards.

6.6 strain force

6.6. 1 How do enterprises evolve in the face of environmental changes?

6.6.2 "Opportunity-oriented" and "Strategy-oriented", enterprises should be able to fight guerrilla warfare in the early stage.

6.6.3 Grasp the sense of rhythm

6.7 How to open a "creative product" store?

6.7. 1 expansion of specialty stores

6.7. 1. 1 Self-built specialty store, with large initial investment and test turnover rate.

6.7. 1.2 is added, and the dead point is counterfeiting and piracy.

6.7.2 Quickly launch new products and change the gap with speed.

7 Competitiveness

7. 1 Building a core competitive chain

7. 1. 1 Value chain must correspond to cost chain.

7. 1.2 Consumer's consumption chain is the process of consumer's purchase decision.

7. 1.3 Make strategies according to the opinions of front-line managers rather than front-line employees.

7. 1.4 How to create new growth points when business is stagnant?

7. 1.5 Tactics into strategy to build the core competitive chain.

7.2 Crossing the Red Sea

7.3 Consumer's consumption chain

7.3. 1 Starting from the consumption chain, make efforts in the value chain.

7.3.2 The value chain must correspond to the cost chain.

7.4 Strategy meeting

7.4. 1 Front-line managers can stand in a suitable position to observe consumers, and the shop assistants are too close to the boss and too far away.

7.4.2 Strategy is a process of differentiation.

7.5 actual combat: how is the strategy formed?

7.5. 1 Strategy is not subjective will and needs rich information.

7.5.2 Strategic Guidance Operation

7.5.3 The operation guidance team should look for someone because of something, instead of setting things up for others.

7.5.4 Make good use of the advantages based on the platform.

7.5.4. 1 Create new growth points, regional expansion, product diversification, and upstream and downstream integration of industrial chain.

7.5.4.2's understanding of the lifestyle of a specific group of people determines the outcome of the competition.

7.6 Tactical running-in

7.6. 1 Training contact person

Identify trigger point

7.6.3 Principle of "reciprocity"

7.6.4 Principle of "Rejection → Concession"

7.6.5 Principle of "Commitment and Consistency"

7.7 How does the commissary transfer100000?

7.7. 1 pressure principle, the more accurate the value provided, the easier it is to be broken.

7.7.2 Strategies to Cultivate Laziness of Customers

7.7.3 Unique competitive advantage

7.7.4 Competitors covet huge profits.

7.7.5 How to set up competition barriers

Explore new value propositions

7.7.5.2's opportunities and abilities are growing in a spiral. Seeing new opportunities → cultivating new abilities → cultivating new abilities → seeing new opportunities again.

7.7.6 Operation and adjustment

7.7.6. 1 In the final judgment, competitors will enter the market sooner or later.

7.7.6.2 might as well take the initiative to attack itself when assessing risks.

7.7.6.3 capacity calculation

7.7.6.4 Customer Value Appeal

7.7.6.5 can only win by gambling.

7.8 cleaning cars can also make millions of profits.

Unemployed car cleaners

7.8.2 Discover the customer's needs.

7.8.3 Profit analysis shows that there are 400 fixed services with a monthly turnover of 60,000 and an annual turnover of 720,000.

7.8.4 Value proposition, providing simple and clear services for customer groups.

7.8.5 Competitors come to sneak attack

Strategic analysis

Porter's competitive strategy

7.8.6. 1. 1 leading in total cost.

7.8.6. 1.2 Difference

Business focus

7.8.6.2's defensive counterattack.

7.8.6.3 is actually a "business center", which makes the car cleaning business in a single community to the extreme.

7.9 *** Health Strategy

7. 10 from core competitiveness to core competitive chain

7. 10. 1 Building a core competitive chain

7. 10.2 diagram worth 20,000 yuan, value chain analysis diagram (demand and grade)

7. 10.3 budget hotel raiders, Formulier Hotel highlights the value of a good night's sleep.

7. 1 1 the battle of card position

7. 1 1. 1 The size of the plate determines the competition pattern.

7. 1 1.2 Different value chains have different definitions of advantages.

7. 1 1.3 First-Mover advantage of the new strategy

8 insight

8. 1 Industry Essence of Business Model

8. 1. 1 Divide the elderly: subdivide a market and be the boss in it.

8. 1.2 brand building is storytelling, and the skill of storytelling lies in attachment.

8. 1.3 luxury goods are not only showing off, but also aesthetic experience.

8. 1.4 The focus of aesthetic experience is to refine beauty, make a declaration in a theoretical way, and complete the style appeal.

8. 1.5 brand interaction, pay attention to proper collocation, otherwise people will only eat tofu.

8. 1.6 The industry essence of fitness center lies in socializing.

8.2 Who is Coca-Cola's competitor?

8.2. 1 Delineation of land for Guy

8.2.2 Competitors who seize "throat share"

8.2.3 The relationship between the competitive chain and the value chain, the core competitive chain consists of key links in the value chain.

8.3 Brand is to tell stories.

8.3. 1 brand building, the end of the value chain (advertising+public relations)

8.3.2 Luxury goods correspond to practical goods.

8.3.3 Analysis of Luxury Consumption Behavior

8.4 adhesion

8.4. 1 Aesthetic Experience of Luxury Goods

8.4.2 Aesthetic experience standard, no standard.

8.5 Any product is a luxury.

8.5. 1 Features of luxury goods

8.5. 1. 1 is not necessary.

8.5. 1.2 is more expensive.

8.5. 1.3 A kind of enjoyment

8.5. 1.4 The workmanship is very fine.

8.5. 1.5 cannot be mass-produced.

8.5. 1.6 can bring good feelings.

8.6 days of entertainment, Coca Cola and Crest.

8.7 Not fitness, but life.

9 critical power

9. 1 Breaking the myth of wrong theory

9. 1. 1 brand, innovation, quality knowledge blindly medicine, depending on the disease.

9. 1.2 Enterprises can be roughly divided into complex system type and daily trading type.

9. 1.3 brand basically does not play a role in complex system transactions.

9. 1.4 Intel is actually a traversal type.

9. 1.5 Small companies are more suitable for small efforts.

9. 1.6 Quality is not the most important value pursued by customers, let alone the only value.

9. 1.7 A letter is better than no book.

9.2 Brand Myth

9.2. 1 Complex system type and daily trading type enterprises

9.2.2 Which brands are dispensable?

9.2.3 Is the "GM" brand valuable? number

9.2.4 By playing, Intel

9.2.5 Use "brand" with caution.

9.2.6 Does China need to have its own brand? There are too many world brands to have a chance.

9.3 Innovation is just a neutral word.

9.3. 1 Small companies are cautious about core technology innovation.

9.3.2 We might as well start from an early age and graft innovation.

9.3.3 Innovation should obey the value chain.

9.4 Quality Myth

9.4. 1 The customer pursues value rather than quality.

9.4.2 "Bottom Line" and "Default Value"

9.4.3 "Quality" is just medicine.

9.5 What happened to Yu Shiwei?

9.5. 1 leads to fruit drop

9.5.2 False management kills people.

9.5.3 Why is Yu Shiwei wrong?

9.5.4 What should I say about the case?

9.5.5 "Management Master" who has crossed the line.

9.5.6 Use rational judgment

Personal income:

1. Young people's greatest wealth-creating capital is passion, not experience, technology or resources.

2. This book focuses on one sentence, standing in the industrial chain to see the value chain and standing in the value chain to see the core competitiveness.

There are two books in this book that may be worth reading, The tipping point and The Blue Ocean Strategy.

4. Blue Ocean Strategy: The original value chain is rapidly reconstructed, not innovated.

For this book, I have some doubts about two points:

1, not all enterprises need to build brands; Personally, I think it is necessary to build a brand under the environment of full competition (or homogeneous competition).

2. Being a brand is telling stories; Personally, I think branding is a result, and we need to use different means according to different situations, instead of telling stories blindly. For example, Coca-Cola emphasizes its authenticity according to its first-Mover advantage; Consumers believe that Pepsi shows that it is the younger generation.