Designing a Customer-Centric Business Model
发布时间 2023-03-25 21:00:12 来源
摘要
Simply defined, a business model is how you deliver value to customers and how you make money in return. The most successful business models capture value in concert with the customer. In this session, originally presented in-person at the Harvard Innovation Labs, you’ll learn how to do just that. Michael Skok, founding partner at Underscore VC, will share how to identify your core business value and align your business model to your customer’s success.
About the Speaker:
Michael Skok is a founding partner at Underscore VC, a Boston-based firm investing in bold B2B software founders. Since starting his first software business as a teenager, Michael has spent 21 years as an entrepreneur and the past 18 years as a venture investor. During this time, he has founded, worked with, and invested in startups, and created thousands of jobs and billions of dollars of value.
As an entrepreneur and an investor, Michael has focused on breakthrough technologies and disruptive business models including Open Source, Cloud, IoT, and emerging domains such as Blockchain, Virtual/Augmented Reality, and Artificial Intelligence/Machine Learning. He has served on or is active on many private and public boards such as Acquia, Demandware (now a Salesforce company), Mautic (acquired by Acquia in 2019), Salsify, and Zaius. He has also held leadership roles in many industry groups such as the Software Publishers Association, where he served as chairman for many years.
In 2015, Michael co-founded Underscore VC to help founders create enduring companies through the power of community. He has a passion for helping the next generation of entrepreneurs succeed by not only backing them with capital but bringing the resources and commitment of an aligned community around them to propel their success. To help achieve this, he has mentored and taught for over 10 years at Harvard University, where he is an Entrepreneur in Residence, and created the Startup Secrets series.
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中英文字稿 
Thank you very much for coming everybody. I want to say that the most important thing we're going to do tonight is to try to give you a chance to figure out what your business model is. Indeed, just gave me a perfect intro. He said he's not sure why he's here, or most of you probably aren't. Why do you need a business model? That's a really, really good question.
非常感谢大家前来。我想说，今晚我们最重要的事情就是尝试让你们有机会找到自己的商业模式。事实上，刚才的那位演讲者给了我一个很好的开场白。他说他不确定自己为什么在这里，而大部分人可能也不确定。为什么你需要一个商业模式？这是一个非常好的问题。
Now, by the end of this evening, I hope you will answer that for yourselves. Now, what is a business model? That's what I want to get to this evening. And I'm going to give you the agenda up front so you have a sense of it. We're going to talk about a few key concepts. Number one of which is how do you focus on the absolute essence of what you do? That's what we call a call. And then how do you multiply that to market in a way that's very efficient and also get leverage from it in a way that it is ultimately going to become sustainable for you so that you can operate your business for the long time. And you'll learn five initials, RSVPD.
现在，今晚结束时，我希望你们能自己回答这个问题。现在，什么是商业模式？这就是我今晚想要讲的内容。我会先给你们整个议程，让你们了解一下。我们会谈论一些关键概念。最重要的是，你们如何关注到你们所做的事情的本质？这就是我们所说的呼叫。然后，你们如何将此事乘以市场，以一种非常高效的方式，并从中获得杠杆，以便它最终能够使你们的业务变得可持续，这样你们就能长时间经营你们的业务。你们会学到五个首字母缩写，RSVPD。
And by the end of this evening, you should be able to save yourself. Okay, if I have an RSVPD model, you're great. Well, how are you going to remember those initials? When was the last time you went to an invitation to something and you didn't RSVPD? It's never a good thing to do. So you just remember it that way. You're going to be able to figure out a great business model by just RSVPing it. Great.
到今晚结束时，你应该能够让自己安全。好的，如果我有一个 RSVPD 模型，你就很棒了。那么你会如何记住这些首字母缩写呢？你最后一次收到邀请去做什么，并没有回复确认吗？那是不好的事情。所以你只需记住这个缩写，通过回复确认，你就可以找到一个好的商业模式。太棒了！
So we've already asked this question, but I want you to all write down one thing now that I've told you that we are going to define what's important about a business model. One thing that you think it might be, just write it down for yourself. This is for you, not for anybody else, just write down one thing.
所以我们已经问过这个问题了，但是我希望你们现在都写下一件事情，就是我告诉你们我们要定义一个商业模式中什么是重要的。你认为可能是什么，只需要为自己写下来。这是给你自己的，不是给任何其他人的，只需要写下一件事情。
So is anybody from HBS here, by the way? Okay, lots of HBS students. That means I'm doubly challenged tonight because there's Harvard students from all over the campus, all the different schools here tonight. And some of them haven't had the benefit that you've had of going through business school and learning some of the fundamentals of why business models are important. So I'm immediately going to bridge for you guys with the rest of the Harvard schools.
顺便问一下，这里有哈佛商学院的人吗？好的，很多哈佛商学院的学生。这意味着今晚我面临双重挑战，因为来自校园各个学院的哈佛学生都在这里。其中一些人还没有像你们一样通过商学院学习一些商业模型的基本原理。所以，我准备立即为你们和哈佛其他学院的同学搭起桥梁。
So when you go to HBS, for those of you who don't, you will learn something from a great professor, Tom Eisenman and many others, something called the diamond. And he describes the business model in terms of a customer value proposition, a go-to-market model, a technology and operations model and a cash flow formula. So as we are in business school, you're probably going, well, what are those things? So I'm going to make it super easy for the rest of you.
当你上哈佛商学院的时候，对于那些没有去过的人，你将会从伟大的教授Tom Eisenman和其他人那里学到一些东西，也就是所谓的“钻石模型”。他用客户价值建议书、市场推广模式、技术和运营模型以及现金流公式来描述业务模型。所以作为我们商学院的学生，你可能会想，这些东西是什么啊？所以我要为你们其余的学习者讲解得更加简单易懂。
One, two, three and four in I-Lab terms tonight, we're going to talk about how you create, deliver, make money and do all of this sustainably. And therefore, the MBA student should walk out of here again. Okay, I know how to go about building a business model. You guys should all feel like you've been fully introduced to it and could also do the same. That's my challenge to myself tonight.
今晚在I-Lab领域，我们会谈论如何可持续地创造、传递和获取利润。因此，这位MBA学生应该再次走出这里。好的，我知道如何构建商业模型。你们所有人应该感觉已经全部介绍完毕，并且也可以做得一样。这是我今晚对自己的挑战。
Great. So what is this framework that we're talking about? This thing that can help you create and deliver value to your customer and make money and keep that sustainable? It turns out it's a lot of different pieces. And so I'm really only going to cover three of them tonight. This creating and delivering will be the bulk of it, but making money we're not going to get to tonight. We'll give you the essence of it, but we will have it in a follow-up class. Doing it sustainably, we will talk about tonight. But again, all of these elements are covered in startup secrets classes in more depth going forward.
大家好，那么我们在谈论什么框架呢？这个框架可以帮助你创造和提供价值给你的客户，赚钱，并且保持其可持续性。事实证明，这是许多不同的部分组成的。今晚我只计划讲解其中的三个部分，其中创造和提供价值是主要内容，但是赚钱我们今晚不会讨论。我们将告诉您其要点，但会在后续的课程中详细讲解。我们今晚会谈论如何可持续地做到这一点。但是，请注意，所有这些元素都将在后续的创业秘诀课程中更深入地讲解。
So I'm going to give you a sneak preview of those. Those of you are going to be coming to future classes. We will cover a lot of these in the startup secrets workshops going forward. So the particular one that I get excited about is next workshop. And the reason is it's the one that covers this customer value prop or how you create this value. And it's a whole workshop unto itself. And it is the most fundamental piece of a startup because if you haven't got the right value prop, in other words, if you're not solving a real meaningful problem or addressing a great opportunity, there's no point doing anything else. Because the number one reason startups fail is they're not creating value for anybody who cares about it. It's not a big enough or meaningful enough opportunity or it's not a significant enough problem that's worth solving. That's the number one reason things fail.
所以我要向你们展示一些预告片。假如你们要参加未来的课程，我们将在新企业秘诀工作坊中涵盖许多这方面的内容。我对下一个工作坊非常感兴趣，因为它是一个讨论如何创造客户价值和价值特点的独立工作坊。这一工作坊是创业公司的最基础部分，如果你没有得到正确的价值特点（即没有解决一个真正意义上的问题或并没有抓住一个巨大的机遇），那么做其他任何事情都没有意义。因为有关创业公司失败的最主要原因是他们不能为任何关心此事的人创造价值。要么他们抓住的机遇机会太小或没什么意义，要么他们没有解决一问题其问题没有足够重要解决。这就是它们失败的主要原因。
Paragraph 1: So we're actually in the tackle at next workshop. But what I'm going to do is get you settled in with a really fun way to think about it regardless of any of this of what's on the board.
所以实际上我们在下一次研讨会中会处理这个。但我现在要给你们一个非常有趣的思考方式，让你们无论看到白板上的内容如何，都能感到舒适自在的安顿下来。
Paragraph 2: How many of you think that your technology or your idea or your service is really a breakthrough? It's disruptive. Yep, in the back. My name is Maria and I'm building a digital health and tech business that is essentially helping people take charge of their health.
第二段： 你们有多少人认为自己的技术、想法或服务真的是个突破？它具有颠覆性。在后面的那位。我的名字是玛丽亚，我正在建立一个数码健康和技术业务，帮助人们掌控自己的健康。
Paragraph 3: So Maria, thank you. First of all, for doing something that's as important as health addressing health. What is it that you think is breakthrough about it? I think the actual business is targeting non-consumers of the health market as of currently. Because I'm not targeting what the health care system is targeting, I would say.
所以，Maria，非常感谢你关注健康这个如此重要的话题。你认为这个领域的哪个方面是突破性的呢？我认为，这个企业现在正在针对健康市场的非消费者。因为我不是在针对健康保健系统所关注的那些问题。
Paragraph 4: Okay, very good. So you've seen what you might call a white space where there's something that's not being addressed and you think you can fill it by serving consumers, is that right? Okay, great. So even if your idea was terrible, which it isn't, if it was terrible, we would hope tonight to be able to get you to a place where the business model you come up with is itself a breakthrough.
好的，非常好。所以你看到了一片可能被称为“空白区域”的地方，那里有些问题没有得到解决，而你认为通过为消费者提供服务可以填补这个空白，是这样吗？好的，太棒了。即使你的想法很糟糕，但事实并非如此，如果真的糟糕的话，我们希望今晚能够帮助你找到一个突破口，让你提出的商业模式本身就是一个突破。
Paragraph 5: And here's the thing that most people don't really recognize when they think about business models. It can be at least as impactful, if not more impactful, than your technology or your marketplace. And so what I want you to do is to think of tonight, how can you end up with such a disruptive business model that people go, wow, I need to go work with Maria because the way she's approaching this, enabling me as a consumer to get access to the health care I want is such a breakthrough that even if our service isn't an innovation, I would want to deal with her. Does that make sense, Maria?
这里还有一件大多数人在考虑商业模式时没能真正认识的事情。它至少会和你的技术或你的市场同等重要，如果不是更重要。所以我的建议是，今晚想想如何发展一个颠覆性的商业模式，让人们感觉惊叹，让他们想要和Maria一起工作，因为她的方法能让消费者获得想要的医疗保健服务。即使我们的服务不是一项创新，也会因此想要和她合作。Maria听起来行吗？
Paragraph 6: So that's why business models are really exciting because they do give you that potential. And by the end of this evening, I hope that you will start to think that way. So here's a way to start approaching it that way. So Maria and all the rest of you, imagine that I gave you a completely new game tonight.
所以这就是为什么商业模式非常令人兴奋，因为它们确实给你带来了这种潜力。希望今晚结束时，你们能开始这样思考。这是一种开始思考的方法。所以，Maria和所有其他的人，请想象今晚我给了你们一个全新的游戏。
Paragraph 7: So let's start with one you all know. Who's played monopoly? Okay. What if I said monopoly was about how much money you lose? You don't go, well you're crazy. It's all about how much money I win and the properties I get. That's the idea that we want to come up with.
那么，让我们从大家都熟知的一款开始说起吧。谁玩过“大富翁”啊？好的。如果我说“大富翁”的意思就是你输掉了多少钱，你不会以为我疯了吧？其实，重点是你赚了多少钱和拥有了哪些地产。这就是我们想要传达的思想。
Paragraph 8: We want to come up with a game that nobody's ever played before or even if they have, we change the rules. And so now it's your game, your rules. Guess who's got the best chance of winning? You, you do. If you write the game and the rules, you have the best chance of winning of anybody. And by the way, especially if you change them in the middle, which is what my brother always used to do to me.
第8段：我们希望打造出一款前所未有的游戏，即使有人玩过，我们也会改变规则。现在，这是你的游戏，你的规则。猜猜谁有最大的胜利机会？是你，你拥有最大的胜利机会，因为你写了这个游戏和规则。顺便说一下，特别是如果你在游戏过程中改变规则，这正是我弟弟经常对我做的事情。
Paragraph 9: No, no, no, really love it. It's my younger brother is a lot younger than me. It's always great. But the point is this is what actually business is about too. People do this all the time. They do change the rules. Also sometimes the rules get changed on you, but that's not what you want. You want to create the game. You want to cause an innovator's dilemma if you can.
不，不，不，我真的很喜欢它。我的弟弟比我年轻很多，这总是太棒了。但关键是，这才是商业真正的本质。人们总是这样做。他们改变规则。有时规则也会被改变，但那不是你想要的。你想要创造游戏。如果可以的话，你想要引起创新者的困境。
Paragraph 10: The late Clayton Christensen's great book is a wonderful way to get a handle on this because that's all what, what, what it's all about. And this business model approach can be as disruptive as technology.
第10段：克莱顿·克里斯滕森老师的伟大著作是了解这一切的绝佳方式，因为这就是它所关注的。并且这种商业模式的方法可以像技术一样具有破坏性。
Paragraph 11: So what's an example of this? So I'm sure none of you pay attention to virus these days. This is a long time ago. So I'm going to have to go backwards. Believe it or not, there wasn't even virus software 20 years ago because we didn't have viruses. They didn't exist. They first came out, really got prominent actually on the Macintosh. And I happened to be working in Symantec, which was the first antivirus solution on the Macintosh.
那么这是什么的一个例子呢？我相信现在没有人再关注病毒了吧。这是很久以前的事了。所以我需要回到过去。你们可能不相信，在20年前，还没有病毒软件，因为我们当时没有病毒。它们不存在。它们最初的出现是在Macintosh上，真正引起人们关注的。而我碰巧在Symantec工作，它是Macintosh上第一个杀毒解决方案。
Paragraph 1: And it was a great business. We used to sell package software, believe it or not, in boxes through retailers and people would pay a lot of money for it. That's how old I am. It's embarrassing, but it's true.
这是个很棒的生意。我们曾经卖过打包软件，你们可能不信，是卖成盒子放在零售店里，人们要为它们支付大量的费用。这就是我这么老的原因。虽然有些尴尬，但它是真实存在的。
Paragraph 2: All right. Now the piece that's not embarrassing is that we figured out a really disruptive business model that changed the game completely.
好的，现在说一下不尴尬的部分吧。我们已经想出了一种非常有颠覆性的商业模式，彻底改变了游戏规则。
Paragraph 3: And actually when Norton antivirus for the PC came out, which is we own Norton 2, it wasn't a good product at all. In fact, everybody's product was better than us that we could tell.
实际上，当PC上的诺顿杀毒软件问世时，也就是我们拥有的诺顿2版本，它并不是一个好的产品。事实上，从我们能够看到的情况来看，每个人的产品都比我们强。
Paragraph 4: Dr. Solomon and then Macafean, all these other people had much better solutions. So this was pretty embarrassing for us.
第四段：所罗门博士和麦卡菲恩等其他人都有更好的解决方案。这对我们来说相当尴尬。
Paragraph 5: The press would literally come up to our stands at exhibitions and go, see if you can detect this virus and the answer would be, oh shoot, no.
记者会在展览会上来到我们的展台，然后问我们：“你们能检测出这种病毒吗？”我们只能回答：“哎呀，没有办法检测出来呢。”
Paragraph 6: So what do you do? You've now got this product that's not great. Our Mac product by the way was very good. And we can't even detect the viruses because we're not keeping up with them.
那么你该怎么办呢？你现在有一个不太好的产品。顺便说一下，我们的Mac产品非常棒。但由于我们没有跟上病毒的步伐，所以我们甚至无法检测到这些病毒。
Paragraph 7: We rewrote the rules. We said we're not going to sell software. And remember, this is long, long time ago. So there weren't such things as SaaS models. It didn't even exist as a term. There weren't things like subscriptions.
第七段：我们重新制定了规则。我们说我们不会销售软件。请记住，这是很久很久以前。所以还没有SaaS模型这样的东西。这个术语甚至还不存在。也没有像订阅这样的东西。
Paragraph 8: Things that you've all got used to like downloading an app and doing an app purchases. That's subscription type model. That didn't exist.
第8段：像下载一个应用程序并进行应用程序订阅一样的事情，你们已经习惯了。这是订阅模式。这以前是不存在的。
Paragraph 9: But what happened was pretty interesting. We literally ended up completely disrupting that business. And the results were really fascinating. We took out two competitors within a year. They just were gone.
但事实上发生的事情非常有趣。我们实际上彻底扰乱了那个行业。结果真的很有趣。我们在一年内淘汰了两个竞争对手。他们就这样消失了。
Paragraph 10: And we ended up serving the customer better because guess what? Customers don't want software. What do they want to stop viruses? It's just a protection for them.
最后，我们可以更好地为客户服务。你们知道为什么吗？因为客户不想要软件，他们想要什么？他们想要停止病毒的入侵，只是需要保护机制而已。
Paragraph 11: All they really cared about was the notion that something somewhere would just make sure they didn't have to worry about viruses. And so by selling them that service and then creating much, much more importantly behind the scenes, the subscription model that said we would pay for the people in Ireland, mostly where we developed this, to sit there and get ahead of all the signatures of the viruses before they happened or create basis to even predict them.
他们真正关心的只是某个地方的某个东西会确保他们不必担心病毒的问题。因此，通过销售这项服务，并在幕后创造更加重要的订阅模式，我们会支付在爱尔兰（主要是在我们开发这项服务的地方）的人坐在那里，预先获取病毒的所有特征，或者甚至对其进行预测。
Paragraph 12: And by selling that as a service, everybody won. We served the customers better. We started to be aware ahead of the viruses. We ended up creating a basis for them to say, okay, I'm paying for this for a reason because I saw 10 new viruses came out last week and I didn't get any of them. This is like going to the doctrine being saying, being able to say, look, I don't know what the next COVID is, but give me the shot in advance. That's what our subscription service did. Do you think people would pay for that? Hell yes.
我们将其作为服务销售，这样每个人都受益了。我们更好地为客户服务，开始提前意识到病毒，最终为他们创造了基础，他们可以说：“好的，我支付费用是有原因的，因为上周出现了10种新病毒，而我没有被感染。”这就像去教堂并说，“虽然我不知道下一个COVID会是什么，但请提前为我接种疫苗。”这就是我们的订阅服务所做的。您认为人们会为此付款吗？当然会。
Paragraph 13: Not only do they pay for it, but it actually changed the game totally. It ended up increasing the price of our products that we were selling by 50% per seat. And then better still, we rise.
不仅他们为此付费，而且它实际上完全改变了比赛规则。最终，我们销售的产品每个座位价格增加了50%。更棒的是，我们还有所进步。
Paragraph 14: Well, why are we selling all these other things like backup and noughton utilities and all these other tools? We're really about one thing which was securing your data. We just started selling a data subscription service. That got us 2.6 times the revenue and profit within some number of years.
那么，我们为什么要销售那些备份和noughton实用程序以及其他工具呢？我们真正关注的是保护您的数据。我们刚刚开始销售数据订阅服务。在未来的某些年中，这给我们带来了2.6倍的收入和利润。
Paragraph 15: I can't remember the exact number, but the point is completely changed the games and it was all business model. And remember where I started, which is we had a worse product. That's why I wasn't meaning to be belittling to Maria. I'm sure she's going next on the product, but even if she didn't, you can have a disruptive business model that can change the game and set you off on the right direction.
第15段：我记不清确切的数字，但重点是这种商业模式完全改变了游戏。要记得我从哪里开始，我们的产品很差。所以我并不是想贬低玛丽亚。我相信她会在产品上取得进展，但即使她没有，你也可以拥有一个颠覆性的商业模式，改变游戏规则并让你走向正确的方向。
Paragraph 16: So that's why this evening's important. It's one of the reasons. Okay, so what are some of these models?
所以今晚很重要，这是其中一个原因。好的，那么这些模型有哪些呢？
Paragraph 17: You will know these companies, I would imagine. So how many of you have used, for example, Netflix or Spotify? I use both a bit too much.
第17段：我想你们都知道这些公司吧。那么你们中有多少人使用过Netflix或Spotify这样的服务呢？我自己也用得有点过多了。
Paragraph 18: So what is their model? Anybody raised their hand or anybody else who didn't? What is their model?
那么他们的模式是什么？有人举手或者有人没有举手吗？他们的模式是什么？
Paragraph 19: It's subscription. Yeah, what else is it? It's a what? A library, yes. So it's got content in it. What else about it? Do you pay for it all up front? No. That's the subscriptionator of it. How do you get value from it?
这是一个订阅的东西。是的，还有什么？它是什么？是一个图书馆，没错。所以它里面有内容。还有什么？你必须一次性全部付钱吗？不是的。这就是它的订阅方式。你怎样从中获取价值呢？
Paragraph 20: Like when you're watching Netflix, what value are you getting? Pleasure. Yeah, it's pure joy, but how do they measure that? From how often you watch? Yeah.
就像你在看Netflix时，你得到了什么价值呢？是愉悦。是的，这是纯粹的快乐，但他们是如何衡量的呢？是从你看的频率吗？是的。
Paragraph 21: I already would tell. They kind of will be watched. They've had some basically watches everything. They don't just say that, oh, you seem to be enjoying this movie so much. Maybe we will share your, what's it called, login details with?
我已经会告诉了。他们会被监视的。他们基本上被所有东西所观察。他们不只是说：哦，你似乎很喜欢这部电影。也许我们会和你分享，叫什么来着，登录详情？
Paragraph 22: So Abby is smart enough to have raised a whole bunch of things. So first of all, she started talking about, for example, are we getting pleasure out of this? And they know that by how often we watch? And that translates into data. And that data helps them.
阿比非常聪明，她提出了很多问题。首先，她谈到我们是否从中得到快乐，而他们可以通过我们观看的频率来知道。这会转化为数据，而这些数据能帮助他们。
Paragraph 1: You didn't mention it yet, but we all see it recommendations, right? Why do you go back to Netflix? Because hopefully they recommend something that you actually really like. So they can also sell that for ads and they haven't yet to date. But that changed.
你还没有提到它，但我们都能看到推荐，对吧？你为什么要回到 Netflix 呢？因为希望它们推荐的内容是你真的喜欢的。这样他们也可以通过广告销售相关产品。但迄今为止他们还没有这样做过，但现在情况发生了变化。
Paragraph 2: And if you haven't already noticed it, it changed for a reason because their stock price plummeted when they started losing subscribers and they couldn't compete with all the other services that come out. And so they said, shoot, we need to be able to compete. So they introduced this other aspect to their business model.
如果你还没有注意到，他们改变了原因，因为当他们开始失去用户并且无法与其他服务竞争时，他们的股价暴跌了。他们意识到需要竞争，于是就引入了另一种商业模式。
Paragraph 3: So what I'm trying to do here is illustrate for you. You don't even realize it when you're watching a movie that actually there's a business model behind this that keeps Netflix in business. And if there isn't, guess what? They're not sustainable. So they don't meet that key criteria, which is ultimately the outlast their competitors and be the surviving winner.
所以我在这里试图为您阐述一下。当您观看电影时，您甚至没有意识到其背后其实有一个商业模式，这个商业模式让 Netflix 能够继续经营。如果没有这个商业模式，你猜怎么着？他们就不可持续。因此，他们不能满足关键的标准，即最终比竞争对手长久存在，并成为最终的胜利者。
Paragraph 4: So you've got to think about this stuff. Even though sometimes it's like not obvious. So now how do I help you guys? Well, first thing I'm going to get you to do in this time, I'm going to get you as a group to pick one person in the group who's working on a business.
所以你得考虑这些事情。有时候可能不太明显。那么现在我该如何帮助你们呢？好的，首先在这个时间里，我要让你们作为一个小组选择一个正在经营业务的小组成员。
Paragraph 5: So it could be yourself, for example, and you get everybody around you and you say, okay, I want to know what is an example of a business model I could use. Doesn't mean it has to be the right one.
所以，它可能是你自己，例如，你可以让周围的每个人知道，你想知道一个可以使用的商业模型的例子。这并不意味着它一定是正确的。
Paragraph 6: And to get you going, is it a process or a product? So if it's a process, for example, to get people healthcare, then it's probably something you sell as a service. Is it software or is it service? So for example, Clint, remind me, is that it's your product, a software product or is it a service? Better describe it as a service.
让我们开始吧，这是一个过程还是一个产品呢？如果它是一个过程，比如提供健康保健服务，那么很可能是你提供的服务。它是软件还是服务？比如，Clinton，请提醒我，你的产品是软件产品还是服务？最好把它描述为一种服务。
Paragraph 7: Okay, so can you just describe, not everybody was here last time you were here. What does City bricks do? Yeah, sure. We're trying to give aspiring homeowners access to investing in their local housing market while they're saving up for down payment.
好的，那您能否简要描述一下，因为您上次来这里的时候并不是所有人都在。城市砖是做什么的？是的，没问题。我们试图让那些想要购买房屋但还在为首付款项而存钱的人们有机会投资他们所在地区的住房市场。
Paragraph 8: Okay, that sounds very much like a service to me rather than something you're going to go sell them software physically because that's not what they care about. Okay, great. So, content or data.
好的，这听起来对我来说非常像是一项服务，而不是你要亲自销售软件给他们，因为他们并不关心这个。好的，很棒。所以，是内容还是数据。
Paragraph 9: So who thinks they have something that's data, for example, that they're selling? Remember Netflix didn't say that they were selling data. Oh, sorry, they were acquiring data. They just did it in the background. Yeah, go ahead. I'm operating a marketplace for data. So literally that. Perfect. So your product is data. Awesome.
那么，谁认为他们拥有一些数据，比如，他们正在出售它？请记住，Netflix没有说他们正在出售数据。哦，对不起，他们正在获取数据。他们只是在后台做了这件事。是的，请讲。我正在运营一个数据市场。就是这个意思。完美。所以你的产品是数据。太棒了。
Paragraph 10: And then finally, how could you realize this? Would you do this with an open-source type model of proprietary premium or premium subscription or license? We're going to talk about that later. So I'm not going to say you have to do this now, but be thinking about that as you pick the first thing.
最后，你该如何实现这个呢？ 你会使用开源型模型、专有优质服务、订阅或授权呢？我们稍后再谈论这个。我不会要求你立刻去做，但在选择第一件事情时要考虑这些。
Paragraph 11: So go to the whiteboards. I'll give you, you really don't need more than a couple of minutes. Just pick one person first of all and then brainstorm quickly about what do you think would be the best starting point at the core of your business model? All right, have fun.
那就去白板那里吧。我会给你们几分钟时间，真的不需要太多。先选择一个人，然后快速地进行头脑风暴，想一想你认为你的商业模式中最好的起点是什么？好的，玩得开心。
Paragraph 12: Okay, everybody did really, really well just to be clear. So I didn't see any team not get going once we started letting you quiz each other. And so any one of you want to volunteer, otherwise, I'll just pick somebody to talk about what you did and how you went through the thinking.
好的，大家都做得真的非常非常好，让我来说明一下。当我们开始让你们相互提问时，我没有看到任何一个团队没有进展。所以如果你们中的任何一个想自愿发言，否则我就会挑选某个人谈谈你们做了什么以及如何进行思考。
Paragraph 13: Great. Up you come, Lisa. Yeah, well, actually, why don't you grab the board, come to the board and talk about it. Great. Okay. My business time credit, I'm Naga. Don't say the deed. The business that I'm building is using generative AI to translate accounting tables and into written form like memos and documents that worked in public accounting for seven years.
太好了， Lisa，你上来。嗯，实际上，你为什么不拿着板子到黑板前说说呢？好的。好的，我的业务时间信用是我叫 Naga。不要把文件提出来。我正在建立的业务是利用生成AI将会计表格转换成像备忘录和文件这样的书面形式。我在会计领域工作了七年。
Paragraph 14: It's very boring work that a computer can do now. So that's the product and it is obviously software. And so we went back and forth a little bit whether it's data or content. I think we ended up with data because like the more you use it, the more the ML like learns, then like the product, the actual memos and written reports end up more improving in terms of tone. Yeah.
第14段：这是一项现在计算机可以完成的非常无聊的工作。因此，这就是产品，显然是软件。所以我们来回讨论了一下它是数据还是内容。我想最后我们还是选择了数据，因为你使用得越多，ML就会学得越多，那么产品，实际备忘录和书面报告在语气方面最终会有更大的改善。是的。
Paragraph 15: Perfect. So let's give first of all a warm round of applause. And you had a great team obviously. So you can sit, don't worry. So Naga actually has a very clear idea of what she's doing, which is awesome. She knows who she's doing it for. She knows what she's selling them, which is potentially software or data. But is that the business model? What does anybody think?
太好了。首先让我们掌声送上热烈的掌声。显然，你拥有了一支伟大的团队。所以你可以坐下来，不用担心。Naga实际上非常清楚她在做什么，这非常棒。她知道她是为谁在做这些事情，知道她在为他们销售什么——可能是软件或数据。但这是商业模式吗？任何人有什么想法？
Paragraph 16: Because there's a difference. Next week, we're going to talk about what you're doing and that value prop. But what's the business model without you answering? How could we help Naga? So she's taking some terribly important. This boring work that's done in accounting is now going to be done by Gerrit Generative AI. That's fabulous.
下周我们会谈论你正在做的事情和价值主张，但如果你不回答，业务模式会怎样呢？我们该如何帮助纳加呢？她正在做一些非常重要的工作。会计部门那些无聊的工作现在将由Gerrit Generative AI完成，这太神奇了。
Paragraph 1: It's going to, I'm going to stop making this up. But free up people's time, potentially giving them much more accurate results, and all sorts of good things to come from that.
我要停止编造了。但是，如果能够节省人们的时间，很可能会给他们带来更准确的结果，并且会有很多好的影响。
Paragraph 2: How should she make a business model out of that? Anybody want to volunteer? Vivian?
第二段：她该如何将这个想法转化为一个商业模式呢？有人愿意志愿吗？Vivian？
Paragraph 3: In my understanding, a business model also includes like an excellent table that addresses how big the market is, how much people would pay for it, how many of them would pay for it, how often? That is an important aspect. That's sizing your market. That's something we'll talk about in the go-to-market session.
在我看来，商业模式还包括一个出色的表格，说明市场有多大、人们愿意为此付出多少、有多少人会付款以及多久付款一次。这是一个重要的方面，也是评估市场规模的部分。我们将在市场推广会议上谈论这个方面。
Paragraph 4: But how's she going to make money? Remember what we said? We want to figure out how we create value. We deliver value. How we do that on a sustainable basis, etc.
但她该怎么赚钱呢？记得我们说过的吗？我们想弄清楚我们如何创造价值。我们提供价值。我们如何持续地做到这一点，等等。
Paragraph 5: Anybody have any ideas about what Naga should do in that regard? We need an MBA student to step in here. You guys have studied this.
大家对纳加应该怎么做有什么想法吗？我们需要一位MBA学生来介入这里。你们都学过这个，有什么建议吗？
Paragraph 6: How about yourself? Oh, gosh. For a business model, I guess you identify maybe like a customer segment, as well as products like pathway or...
第6段：你自己呢？哎呀，我想作为一个商业模式，您可能需要确定客户细分市场，还有产品类型例如路径或...
Paragraph 7: Okay, let's pick that one. How should she sell it through what channel? Since we're all going to be interested to figure out how she can get this to the customers as fast as possible and as cheaply as possible. Any ideas?
好的，让我们选择这一个。她应该通过什么渠道销售呢？因为我们都很想知道她如何能够尽可能快且尽可能便宜地将产品销售给顾客。有什么想法吗？
Paragraph 8: And then when I last Naga, yeah, go ahead. You can go to Accounting Forms. Great.
然后当我最后一次去到 Naga 的时候，没问题，你可以去会计表格。太好了。
Paragraph 9: That's all I want to hear. So you already just learned the secret to this class, which is I don't actually teach you anything. All the people in this room are great peers who you can learn all this stuff from. So you don't need me. I really seriously mean this.
这就是我想听到的一切。那么你已经学会了这节课的秘密，那就是我其实并没有教你什么。这个房间里的所有人都是你可以从中学到所有东西的好同伴。所以你不需要我。我是真的认真地说这个的。
Paragraph 10: One of the most important things you could get out of the startup secrets classes is meeting each other and quizzing each other about how do you do these things. So you do need to talk.
从创业秘诀课程中获得的最重要的事情之一，就是相互认识并互相询问如何做这些事情。因此，你需要交流沟通。
Paragraph 11: And now tell us how you're thinking about it. So yes, it would be... I would start with Accounting Forms and charge a monthly rate per user. That's how it would be... price and there would be like a basic and premium, no premium, but in terms of like the enterprise tearing.
现在告诉我们你是怎么想的吧。所以，是的，我会从会计表格开始，针对每个用户收取每月费用。价格就是这样，而且会有基本和高级的版本，没有高级版本，但涉及企业方面应该是由不同等级的计费。
Paragraph 12: Yeah, that's the plan. Fabulous. Not sure why you're in the class because you're way ahead of it. It's really great.
第12段：是的，那是计划。太好了！不太确定你为什么要上这个课程，因为你已经超前了。真的很不错！
Paragraph 13: Honestly, that's exactly what we're trying to do. Trying to tease this out for you and separate things like what your product is versus how you sell it, get it to market and indeed how you're going to charge for it and make money from it. So you're in great shape.
老实说，这正是我们努力的方向。我们正在试图为您梳理出一些东西，例如您的产品是什么，您该如何销售它，将其推向市场，以及您如何收费并从中赚钱等等。因此，您现在的状态很好。
Paragraph 14: I'm going to take one more because I want to make sure that there's an opportunity to get through the rest of the material. Anybody else really dying to bring this up and also challenge us to get some value to it. Add some value to it. Yeah, in the back.
我要再说一次，因为我想确保还有机会完成剩下的材料。还有其他人真的很想讲呢，同时也要挑战我们为之增加一些价值。在后面的那位。
Paragraph 15: All right, so yeah, the product is coffee in a T-bag. This is a product or one from Whole Foods if anybody is interested in trying it. And that's a product. Our business model is willing to buy the coffee directly from farmers in Kenya and we sell it to coffee buyers directly.
好的，这个产品是一种放在茶包里的咖啡。如果有人想尝试的话，可以到全食超市购买该产品。这就是我们的产品。我们的商业模式是直接从肯尼亚农民那里购买咖啡并直接卖给咖啡买家。
Paragraph 16: Coffee buyers get direct disability to farmers. Farmers get instant payment. They paid more. So that's the business model. And yeah, we have all these other benefits. It's locally sourced, more money for farmers, higher quality coffee, organic. We are trying to improve the domestic consumption of coffee in Kenya.
第16段：咖啡买家直接向农民提供购买残障保险的服务，农民可以即时获得付款，并且得到更高的售价。这就是我们的商业模式。另外，我们还有其他好处，比如本地采购、更多的利润回归给农民、更高的咖啡品质、以及有机认证。我们希望能够提高肯尼亚国内的咖啡消费量。
Paragraph 17: Because coffee is very expensive in Kenya so not everybody can afford it. So yeah, those are the benefits.
因为在肯尼亚，咖啡非常昂贵，不是每个人都买得起。所以嗯，这些就是好处。
Paragraph 18: Where's the round of applause for Zipura? That's brilliant. Fabulously done.
第18段：Zipura在哪里的掌声？太棒了！太厉害了！
Paragraph 19: So anybody think that we could help Zipura in any way? I felt like she was doing great. But is there anything you think, hey, Zipura, for what you're doing, there's something I would want to call out that's at the core of your business model. That is what you're doing. That's the essence of it. What do you think?
所以，有人认为我们能以任何方式帮助Zipura吗？我觉得她做得很棒。但是，您是否认为，在您的业务模式的核心有任何我想要指出的东西，可以帮助你做得更好呢？那就是你正在做的事情。这就是它的本质。你觉得呢？
Paragraph 20: Anybody want to take a shot of this? Like, if you were going to sell one thing, yeah, go ahead.
有人想拍这个吗？比如，如果你要卖一样东西，就去吧。
Paragraph 21: One thing about coffee is really the extraction process. So how are you going to sell that to coffee people that are really into coffee when you're something get into tea bags? Because to them, this is like the enemy, you know, tea versus coffee.
咖啡的一个重点就是它的浸出过程。那么，当你要转向茶包这一领域时，怎么才能向真正热爱咖啡的客户进行销售呢？因为对他们来说，这就像茶与咖啡的敌对一样。如果必要的话，可以改写成：“关于咖啡的一个重点就是它的提取过程。那么，当你要进入使用茶包的领域时，如何向真正热爱咖啡的人群成功销售产品呢？因为对于他们来说，这几乎是敌对的，好像是茶和咖啡之间的斗争一样。”
Paragraph 22: So how are you combining the both of them? You don't have to answer. I want to just make sure. So what do you think that should do in the business model?
所以你是如何将它们结合起来的呢？你不必回答。我只是想确认一下。那么你认为在商业模式中应该怎么做呢？
Paragraph 23: I think she should highlight that. Like why this is a premium product compared to the what we have on the market, the regular coffee, the parts or like, for example, if you have a fancy machine, then how is this superior to that? Just to answer that question. Like why should you use this product as opposed to using the regular product in the market?
我觉得她应该强调这一点。比如为什么这是一款高端产品相比市场上的普通咖啡，它的零部件之类的，或者比如如果你有一台豪华的咖啡机，那么这款产品如何比它更优越？只是为了回答这个问题。就像为什么你应该使用这种产品而不是使用市场上的普通产品？
Paragraph 24: So that has to be highlighted in the business model.
第24段：所以在商业模式中必须突出这一点。
Paragraph 1: That's a fabulous example again of where I would sit down, challenge each other, have that discussion. And it's very interesting because your premium pricing immediately calls people to say, so why? And so your business model somehow is going to be supporting that and also making sure that you're making money and being able to improve the supply chain that you've got. But fantastic job. Thank you very much.
这是一个很好的例子，展示了我们在坐下来讨论时可以相互挑战的情景。很有趣的是，你们的高价立即引起人们的质疑，那么你们的商业模式肯定在支持这种高价，同时也要确保你们赚钱并改善你们现有的供应链。做得非常好，非常感谢。
Paragraph 2: All right, well done. So like I said, the beauty of this group is that you're all smart enough to be able to help each other. So all I'm going to do is provide some frameworks now so you can have the discussions amongst each other.
好的，干得好。就像我说的，这个团队的优势就在于你们都足够聪明，可以互相帮助。我现在要做的就是提供一些框架，让你们在彼此之间讨论。
Paragraph 3: So first of all, if you haven't already taken away this key message and you've already hopefully heard me espouse it, and I gave the example with Samantha, an antivirus and going subscription, all these things are what adds up to the perfect storm for a startup. You obviously want the breakthrough technology. You obviously want to be able to discover some new market like consumers in healthcare or for example, some different kind of way to get coffee to people. But in the end, if that can become a disruptive business model that in of itself is so significant, you have the perfect storm because nothing's better than being in a place where nobody else is with a product that nobody else has got and being able to sell it in a way nobody else can beat.
首先，如果你还没有领悟到这个关键信息，希望你已经听到了我举例说明的Samantha、杀毒软件和订阅等等，这些都是创业公司所需要的完美风暴。显然，你需要有突破性的技术，你需要能够发掘出一些新市场，比如医疗保健领域的消费者或者能够让人们更方便地得到咖啡的不同方式。但最终，如果这能成为一种破坏性的商业模式，那么这本身就是如此重要，你就拥有了完美的风暴，因为没有什么比在一个没有别人的地方拥有一个别人没有的产品，并以别人无法超越的方式销售它更好的了。
Paragraph 4: That's like, wow, we're in a great place. So that's what we're trying to get you to and that's why this is so important. So back to what this business model is. It's about how you create, deliver and make money and then do that sustainably. Let's get onto the create piece.
哇，我们处于一个很棒的位置，这就是我们尝试让你达到的，也是为什么这一点非常重要的原因。那么回到这个商业模式的本质吧。它关乎如何创造、交付、赚钱并持续发展。现在我们来聊一聊创造这一部分。
Paragraph 5: Question on the...Oh please do, yeah. On the Ben diagram. So I guess I've been looking maybe at things like energy and climate space B2B and in that one, I guess some of the advice I've received is don't don't don't change all the circles, right? If you have a new technology, definitely don't disrupt the business model on the way you're delivering it. Don't disrupt it.
第五段：有关本翻译中的问题……哦，请尽管说吧。在本图表上，我猜我一直在研究诸如能源、气候、B2B 等领域。在其中，我收到的一些建议是不要改变所有的圆圈，对吧？如果你有一项新技术，绝对不要打破你交付它的商业模式。不要破坏它。
Paragraph 6: Yeah, I mean if you have a new disruptive technology, I guess like...Very well said. So Lace is bringing out an extremely important point which I want to make on two levels. First of all, not every one of these things is an answer. Like there is no right answer to all these things. So in certain circumstances, you're going to have such a disruptive technology that the last thing you want to do is change everybody's way of buying it because already you've got too much disruption. So you don't want to jump five steps at once, for example, because you fall down the stairs.
是的，我的意思是如果你有一个新的颠覆性技术，我想说的就是......非常好地说出来了。所以Lace提出了一个非常重要的观点，我想从两个层面来谈谈。首先，并不是每一件事情都有答案。就像没有一种统一的答案适用于所有情况一样。因此，在某些情况下，如果你拥有一项颠覆性技术，最后你想做的是改变每个人购买的方式，因为你已经面临太多的颠覆。例如，你不想一下子跳过五个阶段，因为你会跌倒下楼梯。
Paragraph 7: But what's important in what you're saying is how you judge this is at the end of the day about what your product is and who's buying it and how they will consume it best. So remember the title of the session is the customer centric business model. So now, Lace, how could you find out whether you are disrupting too much at once?
但你说的重点在于你如何判断你的产品以及谁会最好地消费它。所以，请记住这个会议的主题是以客户为中心的商业模式。那么，Lace，你如何找出你是否同时破坏了太多事物呢？
Paragraph 8: I probably start finding some customers. Bingo. So you don't need me to answer this question. In fact, I'm the worst person to answer it. Your most important guide to anything you do is your customer. A period end of story. Doesn't matter whether it's your value prop, your business model, or your distribution or anything else that you get to work on.
第8段：我可能开始找一些客户。太好了。那么你不需要我来回答这个问题。事实上，我是最不适合回答它的人。你做任何事情最重要的指导是你的客户，这是毋庸置疑的。无论是你的价值主张、商业模式还是分销，或者任何其他你着手处理的事情，客户都是最重要的。
Paragraph 9: So don't take anything for granted. What I said at the beginning is what I really care about. And this is the second key point is I'm here to bring you to think about the right things, not to give you answers. So none of these things I'm telling you are answers that just frameworks you don't get the right questions. So Zipora's thinking is so good. I think she's way down the track on this. But I'm really glad that we've got a challenge to. Okay, but how is she positioning this?
所以不要对任何事情都视为理所当然。我一开始说的就是我真正在意的事情。而这是第二个关键点，我在这里是让你思考正确的事情，而不是给你答案。所以我告诉你的所有这些东西都不是答案，只是框架，你得不到正确的问题。Zipora的思考是如此出色。我认为她在这方面已经远走高飞了。但我很高兴我们有了一个挑战。好吧，她是如何定位这个问题的呢？
Paragraph 10: Now, honestly, it's great you're getting challenged that here because this is safe. But really what you want to do is go and ask your customers. So why would you pay a premium? If I could do all these things to improve the supply chain, why would this be something you would engage and pay money for? Does that make sense? Does that answer your question? Okay, great.
现在，老实说，你在这里受到挑战是很棒的，因为这里很安全。但你真正想做的是去问你的客户。那么，为什么要付出更高的费用呢？如果我能做所有这些事情来改善供应链，为什么这会是你愿意支付金钱的东西呢？明白了吗？这回答了你的问题吗？好的，太棒了。
Paragraph 11: So next class, we're going to take a part the value prop statement. And at the highest level, it's what do you do uniquely well for who? That's the customer value prop on the other side of this board. It is this segment here. And you probably spent some time on that in the MBA course already. But what we'll do next week is talk about how do you actually get it down to its absolute minimum essence so that you can get in an elevator, for example, and pitch it.
下一节课，我们要解构价值主张陈述。最高层面上，我们要问自己的是，我们在为谁提供独特的服务。这是客户价值主张，就在这个白板的这一部分。你们 MBA 课程中可能已经花费了一些时间来研究它。但下周我们将讨论如何实际将其精炼到最简本质，以便你举个例子可以在电梯里快速介绍。
Paragraph 1: So that's next week.
所以那就是下周的事了。
Paragraph 2: But I've got good news for you.
但是我有个好消息告诉你。
Paragraph 3: We're going to cheat this week.
第三段：这个星期我们打算耍小聪明。
Paragraph 4: We're going to give you the advantage before we even get there.
在我们到达之前，我们将为您提供优势。
Paragraph 5: We're going to tell you what the most important thing in this is.
我们要告诉你这件事中最重要的东西是什么。
Paragraph 6: And it's what I call the call.
第六段：我所谓的“召唤”就是这个。
Paragraph 7: And we really want to focus on it tonight.
我们今晚真的想把注意力集中在它上面。
Paragraph 8: you, I was a terrible student so everything has an acronym.
你知道的，我以前是个很糟糕的学生，所以我为每样东西都能想出一个缩写。
Paragraph 9: So the acronym for this is it is your capability of really exceptional value.
所以它的缩写是指你真正卓越价值的能力。
Paragraph 10: It's the thing that when somebody says they will say because X, and ideally it would be like one word, like incredible experience.
第10段：就是当有人说他们会说因为X，理想情况下应该像一个词那么简短，就像是不可思议的经历。
Paragraph 11: So it's the taste.
所以这就是味道的问题。
Paragraph 12: That would be, for example, if you were selling a food product.
比如说，如果你卖的是一种食品产品。
Paragraph 13: Or maybe if it's Netflix, it's the recommendations.
也许如果是 Netflix，那么就是推荐内容的原因。
Paragraph 14: Well, you pick it.
好的，你来挑选它。
Paragraph 15: But it should be something that is so easy for you to test with customers that whenever they think of you, they say, yeah, that's what you guys do.
但是，它应该是让你能够轻松与客户测试的东西，以至于每当他们想到你时，他们会说，是的，那就是你们的业务。
Paragraph 16: You're just excellent at bringing better taste, giving better recommendations.
你真是太擅长于提高口味，给出更好的建议了。
Paragraph 17: Finding me the next piece of music I wouldn't have found on Spotify, whatever it is.
17段：请帮我找一首在Spotify上我找不到的下一首歌曲，无论是什么歌。
Paragraph 18: So exploration or discovery would be the word for Spotify.
所以，对于 Spotify 来说，探索或发现是一个很重要的词语。
Paragraph 19: By the way, that's why I use Spotify because I'm too old to find good music.
顺便说一下，这就是我使用Spotify的原因，因为我年纪太大了，找不到好听的音乐了。
Paragraph 20: So I just got to Spotify and ask.
所以我刚刚来到 Spotify 平台上向他们询问。
Paragraph 21: All right.
好的，没问题。
Paragraph 22: So what do we do to cut to the core?
那么，我们该怎么做才能深入核心问题呢？
Paragraph 23: I'm going to give you some examples and challenge you at the same time.
我要举些例子，并同时向你发起挑战。
Paragraph 24: Anybody want to say what is at the core of Harvard University?
有人想说说哈佛大学的核心是什么吗？
Paragraph 25: Prestige.
第25段：威望。
威望是在某个领域内的信誉和尊重。它可能来自于成功地完成了艰巨的任务并赢得了别人的信任和敬意。它也可能来自于专业知识和技能的展示，或者是对某个事业或组织的贡献。在某些文化中，威望还可能与社会地位和权力联系在一起。无论如何，威望都是一种通过行动和成就赢得的东西，而不是随意给予的。
Paragraph 26: Anybody else have a different word?
还有其他人有不同的单词吗？
Paragraph 27: Why did you come here?
27. 你为什么来这里？→ 你怎么会到这里来的？
Paragraph 28: Education?
第28段：教育
教育是我们未来的基石。它让我们有机会学习、发展和实现我们的潜力。教育不仅仅是为了练就一技之长或获得一张证书，它同时还应该培养我们成为更好的人类，更有同情心、更有判断力、更有责任心。我们必须重视教育，并致力于让每个人都能接受教育。这样才能创造一个更美好的未来。
Paragraph 29: What else?
第29段：还有什么？
Paragraph 30: Access.
第30段：访问。
访问可以是一个主要关注点。针对残障人士的访问包括障碍物的去除和其他可应用的不同方案。应该有易于使用的指南和设施来提高访问性。这可能包括无障碍路径、宽敞的门和能够适应各种需要的洗手间。提供有益的服务，如助听器和文字转换服务，也可以提高访问问题的解决。 应该确保所有人可以在任何位置轻松地使用建筑物和提供的服务。
Paragraph 31: Access?
第31段：访问？
您能访问这个网站吗？对于那些希望使用该网站的人，只需打开浏览器并输入正确的地址即可。一些网站可能会要求您输入用户名和密码以获得访问权限。如果您遇到任何问题或有任何疑问，请查看网站的帮助页面或联系网站的支持团队。
Paragraph 32: Oh, this is awesome.
哇，这真是太棒了。
Paragraph 33: Great.
33段：太棒了。
太好了。
Paragraph 34: So great.
第34段：太棒了。
这太好了。
Paragraph 35: Good news.
第35段：好消息。
真是太好了！我们终于有了好消息！
Paragraph 36: Harvard's got lots of words.
哈佛大学有很多单词。
Paragraph 37: And you're all here for a reason, so I don't need to challenge that one anymore.
你们都在这里有自己的原因，所以我不需要再质疑了。
Paragraph 38: Let's go to somewhere a little bit more interesting.
我们去一个更有趣的地方吧。
Paragraph 39: How many of you use Reddit?
你们中有多少人使用 Reddit？
Paragraph 40: What if you have you?
第40段：如果你有自己怎么办？
如果你拥有自己，你将能够做出自己独特的决策并追求自己的梦想。你将不再受制于他人，而是能够自由地掌握自己的命运。当然，拥有自己也意味着你需要承担更多的责任和艰难险阻，但这些挑战将让你变得更加坚强和自信。最重要的是，拥有自己将让你拥有一种独特的身份和自我认知，这是无法用任何其他东西来替代的。
Paragraph 41: Okay, I'm going to pick somebody I haven't talked.
好的，我要选择一个我没有和他/她说过话的人。
Paragraph 42: Gentlemen in the back with glasses.
背后带眼镜的先生们。
Paragraph 43: Why do you use Reddit?
你为什么使用 Reddit？
Paragraph 44: I don't really like Reddit, but I think one of the things that they don't really like being able to share.
我不是很喜欢Reddit，但我认为他们不太喜欢分享这件事情。
Paragraph 45: So I'm going to challenge you a little bit.
所以我要向你提出一点挑战。
Paragraph 46: You don't like it, but do you use it?
第46段：你不喜欢它，但你使用它吗？
你不是很喜欢它，但你还是用它吗？
Paragraph 47: Why?
为什么？为什么我们总是觉得在实现某些事情时和别人合作会更容易呢？这是因为团队合作减轻了个人承受的压力和责任。此外，合作可以带来不同的想法和观点，从而产生更好的创意和解决方案。当然，达成共同目标需要良好的沟通和合作，但在一个高效的团队中，那是非常容易实现的。
Paragraph 48: One word, why?
第48段：为什么只有一个词？
为什么只有一个词呢？我们往往需要更多的词才能准确地表达我们的想法。即使我们尝试用一个单词来概括所有的意义，也不足以传达细微的差别。然而，有时候一个单词可以激发出整个思路，激活我们的创造力和想象力。所以，虽然只有一个词，但它可能会是开启我们思考的钥匙。
Paragraph 49: I think the people and the community.
我认为人民和社区非常重要。
Paragraph 50: Great.
第50段：太好了。
太好了。
Paragraph 51: Done.
第51段：完成。
Paragraph 52: Okay.
第52段：好的。
Paragraph 53: So I couldn't give you a different answer.
所以我无法给你不同的答案。
Paragraph 54: It might have been not the people.
可能不是人民的问题。这句话的意思是，有可能问题不在于人民。
Paragraph 55: It might have been the actual content itself.
或许实际内容本身可能是原因。
Paragraph 56: It doesn't matter what it is, but you got to the core eventually, right?
无论是什么，最终你终于找到核心了，对吧？
Paragraph 57: It wasn't, well, I love the user interface.
第57段：嗯，其实我很喜欢这个用户界面。
Paragraph 58: It actually sucks in my opinion, but that's a whole other story.
我个人觉得它真的很糟糕，但这是另一个故事了。
Paragraph 59: The point is that there's something in all these products or services that is at the core of why you use it.
这个意思是，所有这些产品或服务都有一个核心，它就是你使用它的原因。
Paragraph 60: Anybody use by Patagonia stuff?
有没有人用Patagonia的东西啊？
Paragraph 61: I haven't to be wearing my Harvard Patagonia fleece earlier this evening.
今晚早些时候，我不必穿我的哈佛巴塔哥尼亚羊毛衫。
Paragraph 62: That was given to me, so I can't answer.
这是给我的，所以我不能回答。
Paragraph 63: Go ahead.
63段：继续吧。
请您前进。
Paragraph 64: I mean, they have a promise of a big surprise.
我是说，他们有一个大惊喜的承诺。
Paragraph 65: Okay.
65段: 好的。
Paragraph 66: Great.
第66段：太好了。
太好了。
Paragraph 67: Anybody else do it for a different, anybody else wear Patagonia or a bike Patagonia?
还有人换了不同的品牌，还有人穿着Patagonia或者骑着Patagonia的自行车吗？
Paragraph 68: Yeah.
68段：是的。
Paragraph 69: Because of the style.
因为风格的缘故，第六十九段需要进行一些改写。
Paragraph 70: Because of the style?
第70段：因为风格的原因？
为什么这个问题存在，可能是因为作家的风格太过复杂或难以理解。这可能会导致读者在进行翻译时遇到困难。此外，不同的文化和语言之间还存在很大的差异，可能会出现某些词语或短语在某些语言中无法很好地表达的情况。因此，这个问题可能正是因为作者的风格、文化和语言之间的差异而产生的。
Paragraph 71: Great.
第71段：太好了。
哇，这太棒了啊！
Paragraph 72: So you got style, supply chain.
那么你有风格，供应链。
Paragraph 73: What else?
第73段：还有什么？
还有什么事情要补充呢？
Paragraph 74: Culture.
第74段：文化
每个人都有自己的文化背景，也就是个人所生长的环境和经历所塑造出来的价值观和行为方式。文化的差异使得我们在交往和沟通时面临挑战，因为我们可能会按照自己的文化去看待和处理问题，而这可能与他人的文化背景有所不同。理解和尊重不同的文化是建立良好人际关系的关键。为了避免误解和冲突，我们应该学习尊重和包容不同的文化，以促进文化的多元和相互理解。
Paragraph 75: Say more about that.
可以再谈一下这个问题吗？
Paragraph 76: I always saw Patagonia as the specific brand associated with a certain type of people and community.
我一直认为Patagonia是与特定人群和社区相关的特定品牌。
Paragraph 77: So it's almost like it embodied a certain culture where it was the finance, bro, the VC, bro, but that whole.
所以它几乎就体现了某种文化，在这个文化中它代表着金融、风投，但其实是全部的文化。
Paragraph 78: So it was kind of like, okay, so Patagonia sleeveless vest.
所以有点像，好的，Patagonia无袖马甲。
Paragraph 79: Okay.
79段：好的。
Paragraph 80: So listen to all this great feedback here.
所以听听这里的所有好评反馈。
Paragraph 81: I will say that that's one of the things that Drew Claire, who helps me with startup secrets.
我要说，这是Drew Claire帮我启动秘密的其中之一。
Paragraph 82: She produces all this great content.
她能制作出所有这些优秀的内容。
Paragraph 83: So thank you, Claire.
所以谢谢你，克莱尔。
Paragraph 84: She put this in here because she thought we should have something that's about social missions.
她把这放在这里是因为她认为我们应该拥有一些关于社会任务方面的信息。
Paragraph 85: Actually, a lot of people buy Patagonia because of the social mission or the culture or what it represents.
实际上，很多人购买Patagonia是因为它的社会使命、文化或代表了什么。
Paragraph 86: Because you can buy the same clothing from all sorts of different places.
因为你可以从各种不同的地方购买相同的服装。
Paragraph 87: And sometimes cheaper.
有时候也更便宜。
Paragraph 88: I mean, you can go to REI and buy, you know, five different other kinds of alternative to Patagonia.
"我的意思是，你可以去REI买五种不同的替代品来代替Patagonia，你知道的。"
Paragraph 89: But a lot of people buy it because of the culture of the social mission behind it.
但是很多人购买它是因为它背后的社会任务文化。
Paragraph 90: Not because of the supply chain.
第90段：并不是因为供应链的原因。
并不是由于供应链的问题。
Paragraph 91: But by the way, you're not wrong.
顺便说一下，你没有错。
Paragraph 92: Everybody has their own reason for doing things.
每个人做事情都有自己的原因。
Paragraph 93: But you get into the point here where I hope you understand anybody not feel that they understand what I'm talking about when I say core now.
但是你到了这个地方，我希望你能明白，任何人都可能感觉不理解我现在所说的核心。
Paragraph 94: You pay pretty really exceptional value.
你所支付的价格非常优惠，超值得。
Paragraph 95: And please ask me any questions.
请问有什么问题吗？如果需要的话，请随时问我。
Paragraph 96: Yep.
96段： 对的。
Paragraph 97: Go ahead, Maria.
97段落：请说吧，玛丽亚。
Paragraph 98: Since so far we've seen that the core is such a diverse response.
自今，我们已经看到，核心呈现出了如此多样化的反应。
Paragraph 99: And you were saying that it's the first thing that people think about.
你说的是人们想到的第一件事。
Paragraph 100: So essentially what I'm getting at is like, if you as a founder think the core of your business is one thing, many of your customers think will think that the core of your business is in something else.
所以我想表达的是，如果你作为创始人认为你的业务核心是一件事情，那么你的许多客户会认为你的业务核心在其他地方。
Paragraph 101: So innovationally just accept that like diversity because even with our room here, there were so many different cores.
所以，创新性地接受多样性，因为即使在我们这里，也有很多不同的核心。
Paragraph 102: So is that okay?
那样可以吗？
Paragraph 103: And how can we leverage that diversity of cores in the business model?
那么我们该如何在商业模式中利用这些不同的核心技术呢？
Paragraph 104: So let's draw this like this because Maria's asking a great question.
所以让我们这样画，因为Maria问了个很好的问题。
Paragraph 1:
Let's say your markets. here, you're sitting in the middle of it here and you've got all these customers telling you all these different things all over the place.
假设这是您的市场。您现在坐在市场的中央，周围的顾客都在向您不停地讲述各种不同的事情。
Paragraph 2:
Somebody in this room tell me whether that matters or not and what you should do about it. Anybody wanted to help Maria with it answering that question?
有人在座上告诉我这是否重要，以及你应该怎么做。有人想要帮助Maria回答这个问题吗？
Paragraph 3:
Does it matter that you all came up with different reasons for buying Patagonia? Go ahead.
你们对购买Patagonia有不同的理由，这有关紧要吗？请自便。
Paragraph 4:
The product is going to be the protagonist of a brand. It has to have more than one core because you're appealing to target yes, but we need it to be attractive to different different desires.
这个产品将成为品牌的主角。它必须有不止一个核心，因为你需要吸引不同的目标人群，但我们还需要让它对不同的需求有吸引力。如果需要，可以改写第四段：这个产品需要吸引不同的目标人群，因此必须拥有不止一个核心，以满足不同的需求。
Paragraph 5:
And so on purpose you design something that will appeal to different people in different levels.
因此，你会有意设计出能够吸引不同层次人群的东西。
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Okay. Different desires for different people. And somebody had the hand up at the back so I want to capture you.
好的。不同的人有不同的欲望。有人在后面举手，我想听听你的想法。
改写6：
好的，每个人的欲望都是不同的。有人在后面举手了，我想听听您的观点。
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My name is Nakhul and I think what you pointed out to sounds like a problem where you want to understand your brand positioning and you want to convey your idea in the best possible manner.
我叫Nakhul，我觉得你所指出的问题好像是你想了解你的品牌定位，你希望以最好的方式传达你的想法。
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And you know truly through market research or knowing your position in the market in the best possible manner and stick to that position and portray that because ultimately as we saw, although initially customers said something else but at the core there is one particular reason why they're buying into it like Apple.
你要真正了解市场研究或最好的方式认清你在市场中的位置，并坚持这个位置并展现它，因为最终我们看到虽然最初客户有不同的声音，但在核心原因上，正是类似苹果公司的原因，他们买入了这种产品。如果需要的话，可以改写第八段：你需要彻底了解市场研究或者了解自己在市场上的位置，然后坚持这个位置并加以展示。正如我们所见，尽管最初客户的声音不同，但在核心原因上，他们购买某种产品的原因是类似于苹果的。
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It's not just the phone. It's about the feeling. So I guess it doesn't matter what others might be saying which might be a noise but it's better that how we understand where we are positioned.
不仅仅是手机，这关乎到感觉。所以我猜其他人可能会发出噪音，但更重要的是我们应该明白自己的位置在哪里。
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Okay. Very very good. Now just because of time I'm going to stop it to you and because next session we're going to answer a lot of these questions but where I want to recognize this group is that you are doing a great job of describing why business model is not one thing.
好的，非常好。现在我因为时间的关系要停止与你的对话，因为在下一个环节我们将回答很多这些问题，但我想要承认这个团队所做的一件伟大的事情，就是你们正在很好地描述为什么商业模式不是一个固定的东西。
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It's not just your value prop and how you get positioned to the marketplace. It's sometimes actually how people are going to find you and buy you and indeed how you will actually make money from them and also how you will in process in the process of supplying for example your coffee make money yourself. It's all these elements.
不仅仅是你的价值主张和你在市场上的定位。有时候实际上是人们如何找到你并购买你，以及你如何从中赚到钱，同时也是如何在为你的咖啡供应过程中自己赚钱。这些都是要考虑的要素。如果需要，可以改写第11段。
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Therefore all I was really trying to get to was one thing here which is you still can't monetize everything.
所以，我真正试图说明的一件事是，你仍然无法将所有东西商品化。
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Like if Netflix decided they wanted to monetize their recommendations as well as their data as well as their advertising as well as their content that would be a very messy business. In the end you have to pick something that is at the core of what you're going to monetize for your business model. That's all this exercise is about.
如果Netflix决定将他们的推荐、数据、广告和内容进行商业化，那将是非常混乱的业务。最终，你必须选择核心的商业模式来进行商业化。这就是这个练习的全部内容。
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But what you're raising and I do not want to in any way shape or form stop this great thinking is all sorts of things that are about actually your customer value prop and that's what we're going to talk about next session.
不过，我不想以任何方式阻止这种伟大的思维，你所提出的各种事情实际上是关于你的客户价值主张，这就是下一次会话我们将要谈论的内容。
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Now I'll give you a little guide to this because it's this clarinet challenged ourselves.
现在我会给你一个小指南，因为这个单簧管对我们来说是有挑战性的。
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We took too long on it last time we did the session so we will put this in the workbook for you.
上次我们在这个会议上花费的时间有些太长了，所以这次我们会把它放在工作簿里给你做。
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It turns out there is a trick to this though. When you're a startup of one like your one person trying to build your business and you have thousands potentially millions of customers even and they all pull you in different directions.
其实这个问题有一个小诀窍。当你是一个单人创业公司，试图建立你自己的事业，并且你有成千上万甚至数百万的潜在客户，他们都在不同的方向上拉扯着你。
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What happens to your energy? It's delus it.
你的能量去哪了？它消散了。
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It's get dissipated. It's pulled in all sorts of different different directions.
它变得分散了，被拉向各种不同的方向。
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How's your business going to do? Not great.
你们的生意怎么样了？不太好。
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You have to pick something and we call this a minimum viable segment an MBS and it's where everybody has the same need.
你需要选择一些东西，我们称其为最小可行片段MBS，它是每个人都有相同需求的地方。
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So if everybody has the need for a faster supply chain for their coffee or for a culture that is the base so much they buy things or with a better means for a consumer to get access to health care.
那么，如果每个人都需要更快的供应链来获取咖啡，或者文化对他们的基础性如此重要，以至于他们购买物品都要考虑文化因素，或者需要更好的方式让消费者获得医疗保健服务。
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That single need if it's the same across a set of customers is where you want to focus and that we call a minimum viable segment.
如果在一组客户中，我们发现存在着同样的单一需求，那么我们需要将重点放在这里，这就是我们所称的最小可行市场。
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We will put that explanation up in the workbook for you and we'll give you some examples of it so you can go look at it because it's honestly the basis on which this conversation works for both of these points which is you do need focus because otherwise you'll never make any impetus but your brand or your customer value proposition might be recognized to your point with positioning that people say well Apple's lots of things to me but what is it actually stand for when you buy a product?
我们会将这个解释放在工作手册中，并给你一些实例供你查看，因为这实际上是这个话题的基础，无论是你需要专注还是你的品牌和客户价值主张可能会被定位所识别，人们会说，苹果对我来说有很多事情，但是当你购买产品时，它实际上代表什么？
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Some people will say privacy other people will say usability doesn't matter those are brand attributes they're a different set of things can you monetize usability?
有些人会说隐私重要，而有些人会说可用性并不重要，这些都是品牌属性，是不同的事情。你能够将可用性货币化吗？
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Yeah you probably can can you monetize promise privacy probably well what is Apple actually monetize a complete integrated stack from top to bottom that you can rely on that's what I would say for example anyway great conversation let's keep going
嗯，你可能可以这样做。你能够将隐私承诺变现。苹果实际上从上到下提供了一个完整的、可靠的集成式平台，这就是我想说的。总之，非常棒的对话，让我们继续。
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so I want to get through the material we have got through the most important thing which is an understanding of how you cut to the core and now I'm going to give you a chance to see this in action
所以，我想要讲解我们已经学过的材料中最重要的一点，即如何抓住核心，现在我将给你一个机会看到这个过程。
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so great news the company I'm about to introduce you is called Tetriscience was started right here in the iLab and with students who are in this very room at one of the iLab one of the startup secret sessions and they actually came up with an idea that's really incredibly obvious which is that scientific instruments all over the world lack connectivity
我要介绍的公司叫做Tetriscience，它在这个iLab开始创立，并且有这个房间里的学生参加了其中的一个启动秘密会议。他们想到的一个想法非常明显，就是全世界的科学仪器缺乏连接性，这真是一个好消息。如果有必要，请改写第三段。
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you can't actually get the data off them people all over the world in labs today still go and take readings from these instruments and they handwrite them into their notebooks or maybe electronic notebooks crazy right so it's like everything's connected these days no it's not tens and hundreds of thousands of instruments are not
你其实不能从这些仪器里拿到数据。现在全世界的实验室里的人们依然会去读这些仪器的读数，然后手写在他们的笔记本中，或是电子笔记本中。很疯狂，对吗？所以不是所有的东西都已经联通起来了。成千上万个仪器现在还没有联通。
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so they were addressing an emerging pain and the first thing they did was they created a hardware device it's like this was the year back six or seven years ago where everything was iot so they created a box sounded great I remember back in the launch lab over there going into the inventory room looking at that hardware and thinking oh my god all the different versions lots of expense of inventory etc so I can tell you fast forward that was not the right thing to monetize and that's just giving you that answer right off the bat it would actually nearly kill the company actually to be clear the whole first round that they raised flush down the train caused the founders huge challenges they ended up having unfortunately one founder fell out gone so this is how badly business models can mess you up
他们在应对新兴的痛点，第一件事就是制造了一款硬件设备。这是六、七年前的事情，当时一切都是物联网，他们创造了一个盒子听起来很不错。我记得当时在启动实验室里去看存货房时，看到那些硬件，心里想着哦我的天，有那么多不同的版本，需要大量的库存，等等。所以可以告诉你，快进到现在，那并不是正确的盈利模式，我可以一开始就告诉你这个答案。事实上，这几乎让公司倒闭，准确地说，他们第一轮融资的所有资金都浪费了，给创始人带来了巨大的挑战。不幸的是，一个创始人也因此离开了。这就是业务模式对您的影响有多大。
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the good news is they live to tell the tale and because they figured out what the right business model is and I'm going to let you try to do it for them so now you know that iot and hardware is not their business model let me tell you something other pain points the customers had they really struggle with basic things still required hardware for this by the way to detect when instruments failed they also really struggled to get the data in a form that they could use so I just told you you don't want to handwrite this stuff and they realized that if they could get this data in a form that they could store and sometimes it's huge amounts of data any of you working in bio yeah how big is it the DNA data record 10 to hundreds of gigabytes so imagine taking tens to hundreds of gigabytes you can't write that stuff down but you got to store it somewhere and they have it what's called in a temporal form which means over time they need to check the DNA so now imagine thousands of records of tens to hundreds of gigabytes you don't store that on your floppy drive well there's none existing more but CDs or or your hard drive that just you're going to run out of space on your iPad for sure right so where might they put that cloud okay somebody starting to think good
好消息是他们平安无事，因为他们找出了正确的商业模式，我会让你代替他们尝试这个模式。现在你知道了，物联网和硬件不是他们的商业模式。让我告诉你其他的痛点，客户们遇到的问题是，他们仍然需要使用硬件来检测仪器故障等基本的事情非常困难。他们也很难以一种能够使用的形式获取数据。所以我告诉你，你不想手写这些数据，他们意识到，如果他们能以一种可以存储的形式获取这些数据，有时候数据量是巨大的。你们有人在生物领域工作吗？DNA 数据记录有多大？10 到几百 GB。所以想象一下，处理成千上万条记录，每条记录是几十到几百GB的数据，你不能把这些都写下来，但是你必须要存储它们。它们以一种时间上的方式被存储，这意味着随着时间的推移，他们需要检查 DNA 数据。现在想象一下，数千条记录，每条记录有几十到几百GB的数据，你不可能将它们都存储到软盘上（已经不存在了），或者你的硬盘，你的 iPad 上的空间肯定不够，所以他们要把它们放到云上。
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so what is the right business model for tetrascience and I'm going to be a big clue this is the diagram that they came up with when they realized they could connect everything to everything so now they figured out they could do that so now as a group take a minute or two I'll give you two minutes to think what would you pick as the data as the business model excuse me for tetrascience and you might use some of the principles we were already going through to think well what's the core of that business opportunity and then how might they monetize it
那么，对于Tetrascience来说，什么是正确的商业模式？我会给大家提示，这是他们意识到可以将一切连接起来时想出的示意图。现在他们已经意识到可以这样做了，作为一个团队，请花一两分钟的时间思考，你会选择哪些数据作为Tetrascience的商业模式？你可以使用我们之前讲解的原则，思考这个商业机会的核心是什么，然后他们如何将其变现。
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I'm hearing really good discussion about what it is in fact this table is in such big debate that there is a four to one vote against a particular viewpoint so we're actually going to go right there so Alan you said hardware tell us why you said hardware the the mics right there the core of their value proposition is hardware and that's what they should monetize how does you want to get the data into the cloud you need to be able to connect from the instrument to the cloud so you need that standard solution to because you have so many instrument providers it will be really difficult challenging for each of them to build a solution to connect to get their data into cloud in first place so you are standardizing that part fantastic answer I really agree with that absolutely agree with it you guys what do you think
我听到了一个非常好的讨论，关于这张桌子到底是什么。这个讨论如此激烈，以至于有四分之一的投票反对某个特定观点，所以我们真的要去重点谈谈。Alan，你说的是硬件，请解释为什么你这么认为。麦克风就在那里，他们的价值主张的核心是硬件。这也是他们应该盈利的方式。如果想要将数据传输到云端，就需要从仪器到云端进行连接。因此，我们需要制定标准化的解决方案，因为有很多仪器供应商，如果每个人都为该问题建立一个解决方案，将会非常困难。你的回答非常出色，我完全同意。你们觉得呢？
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so we were thinking software either like a standard standardized cloud solution or marketplace to connect the people who produce the data and use it okay so as you can tell we have a fun and four of you said that right okay so let's just put this to the test in the room hardware we have one to four for software show of hands everybody thinks hardware it's just you and me sheepers we're in deep trouble really the rest of you asleep hands up those of you think software anybody's hands not up you've definitely had too much pizza all right great so there's an overwhelming belief at software all right what if I said none of you are are right in terms of where the company went where would you go
我们正在思考使用软件，不论是像标准化的云解决方案，还是像市场一样来连接生产数据和使用数据的人。你们可以看到，我们有了很多有趣的想法，有四位同意我们的构想。那么，让我们在硬件和软件之间进行一个小测试。请举手表决，谁认为是硬件的，谁认为是软件的。哇，好的，我想大家都认为是软件了。如果我告诉你们，你们所有人都错了呢？那么，你会选择哪个方向呢？
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so over here we had some good thinking going on you guys want to say what you came up with so we were kind of debating what to think about in terms of hardware versus software and I thought about like a garment versus a whoop was just like an athletic device and they each have their own um I guess apps or whatever where all the data goes and there's no way to really just connect both of those and to like compare them together I guess um so that's kind of where we were struggling to figure out a solution um but I think the concept of having um one hardware that is I think like Oracle maybe would be a good example of that um in terms of what what was it about Oracle that you thought was an example in terms of their hardware product um that I guess it's like it's very hard to switch um to a similar product um I don't know I was struggling to kind of think this is hard just to say it's really really hard does anybody have an idea thank you by the way for digging in on that
这里我们有一些好的思维，你们想说出你们的想法吗？我们正在辩论是考虑硬件还是软件，我想到了像衣物和运动器材一样有自己的应用程序的设备，例如Garmin和Whoop，但是它们之间没有真正的联系，也无法进行比较。所以我们正在努力寻找解决方案，但我认为有一个货品像Oracle可能会是一个好例子。 你们认为Oracle的什么方面是一个硬件产品的例子？它很难转移到类似的产品上，我不知道，我很难想到一个例子，这真的很难说。有没有人有想法？感谢你们的努力探索。
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I think a lot of things you're talking about are the right things to debate when you're trying to figure out your business model because it's not easy and what I just tell you if we get it wrong causes you to almost implode as a business found a fallout all sorts of challenges it was literally a couple of years written off because we couldn't figure that out uh anybody have a different view
我觉得你讨论的许多事情都是在探讨你的商业模式时值得争论的正确事物，因为这并不容易。如果我们搞错了，会导致公司几乎崩溃，并产生各种挑战。实际上，我们曾经因为无法解决这个问题而浪费过几年的时间。有人有不同的看法吗？
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so our group actually thought about essentially what you have there is a problem of you initially thought connectivity but it's actually data management so we were thinking of a platform like a SaaS platform for enterprise where you are leveraging APIs and you're trying to build like an ecosystem for this data to start sitting somewhere so you can connect producers on the one side versus consumers of the data and any other people who help with analyzing the data in between we needed you on the founding team of Tetriscience you would have saved us years and millions of dollars if you had been able to help this team understand that
我们的团队其实考虑到你所面临的问题实际上是数据管理问题，而不是最初想像的连接问题。因此我们考虑使用SaaS平台来为企业提供服务，该平台利用API，构建起一个数据生态系统，帮助数据存储并连接生产者和消费者，同时也包含了协助数据分析的专业人员。如果你在Tetriscience的创始团队中的话，你帮助我们理解这一点，不仅可以为我们节省几年的时间和数百万美元的成本。
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so not only is Intato turning out to be right for Tetriscience but at the core of this and we they by the way this they you know in a very basic way describe this as spaghetti because that's what it looks like this bowl of spaghetti has at the core of it the ultimate need that the customer has which is to get at the data it doesn't matter how it gets there they couldn't care today whether they created the hardware to connect it or whether the instrument manufacturer did and in fact to your point in Tato about ecosystem if they kept producing the hardware they would have ended up competing with all the instrument manufacturers who themselves need to create the connectivity so instead they made an ecosystem to the exact word you used and all those people are partners to them and on the other side of it the people who want to use that data the farmer bio farmer companies that they've focused on so they pick bio farmer as their MBS those people don't care about how the data gets there either all they care about is that they have a data pipeline another great word you used that puts it in the form normalized for them and in fact makes it literally that usable to them that they think of it as Switzerland so in the middle of this they've become an envy leader because they connect all the data to all the places it might get used and provide it in a normalized form I'm dramatically simply this business has skyrocketed triple triple double double it's probably going to be one of the fastest companies to reach a hundred million dollars in less than five years after being nearly dead one reason business model make sense any questions okay let's keep moving
因此，Intato不仅对Tetriscience来说是正确的选择，而且在这个过程的核心是——通过一个看起来像一碗意大利面的系统，客户能够获得他们真正需要的——数据。对于客户来说，数据怎么到手并不重要，他们并不关心硬件是由他们还是由仪器制造商创建的。实际上，正如Tato所说的生态系统，如果他们继续生产硬件，最终会与所有仪器制造商竞争，因为制造商自己也需要创建连接。所以，他们创建了一个生态系统，所有的参与者都成为了他们的合作伙伴。而那些想要使用数据的农民、生物制药公司等客户，也不在乎数据是怎么到手的，他们只在乎拥有一个数据管道，这也使得数据对他们来说非常可用。在这个系统的中心，他们成为了数据连接的领导者，为所有可能使用数据的地方提供了规范化的数据。因此，他们在业内迅速崛起，业务增长了三倍、两倍，可能会成为五年内迅速突破一亿美元的最快公司之一。这个商业模式是合理的，有什么问题吗？好的，我们继续前进。
"Sirs, I've got great news for you, you only need to start where we've already been. We already had laser explained to us that she had something she wanted to test. Start with your customer, so take a moment, just as a group, and write one thing that you think that your customer needs - just one thing. So I'll give you 30 seconds, it shouldn't take more than that. So what did this table come up with? The main thing was personalization, personalization, okay great. So what is it about personalization that is going to be valuable to your customer, not you, to them? I think health is a personal journey and that's perfect, stop right there, well done. Of course, it is, health is a personalized journey."
先生们，我有个好消息告诉你们，你们只需要从我们已经做过的地方开始。我们已经听过激光的解释，她有些东西需要测试。以你们的客户为中心，稍作停留，作为一个团体，写下一个你认为客户需要的东西——只有一个。我会给你们30秒钟，不会超过这个时间。所以这个小组想出了什么？最重要的是个性化，个性化，好的。那么个性化对你们的客户有什么价值，而不是对你们？我认为健康是个人旅程，这很完美，停在这里，做得好。当然了，健康是个性化的旅程。
"Fantastic, who else, what do we have over here? Abby, um, with representation, perfect. So why is representation what the customer really needs? The customer's actually students because what court is all about is a service for students who have teachers who actually look like them - especially in public schools in the US, especially if you have students in your class who are not Americans. So how can they have role models, representation, proper representation in schools, and we picked representation, perfect."
太棒了，还有谁，这边有什么？艾比，带着代表，太好了。那么为什么代表对顾客真正需要呢？顾客实际上是学生，因为法庭所提供的服务是为那些有像他们一样的老师的学生 - 尤其是在美国的公立学校，尤其是如果你班上有那些不是美国人的学生。那他们怎么能够有榜样，代表，适当的代表在学校里，我们选择了代表，太好了。
"What I love about Abby's um, one word there is that Cohort is trying to deliver this education to people who need to be represented by the people who are teaching them, it's like the teacher is themselves so they can understand what the student needs, is that right Abby, perfect? And it wasn't me who came up with it, it was you, and you've got a great name for it too. So now you understand what I mean by figuring this out actually isn't that hard if you can get from the customer standpoint. Okay, Claire, we're back to your table, have they figured it out yet?"
我喜欢Abby说的话，她说这样的话的原因是Cohort正在为那些需要被代表的人提供教育，而教他们的人正是他们自己，这样老师就可以理解学生的需求。这是对的，是吗Abby？你提出了这个想法，而且你还有一个好的名字。所以现在你明白了，从客户的角度出发，弄清楚这个问题并不难。好的Claire，我们回到你的桌子，他们弄清楚了吗？
"All right, what is it? Uh, it's basically a faster evaluation time for the dataset they're looking at, so the turnaround time from when they want the data to be able to actually get their hands on the data, that's the biggest problem. Great, and were you describing this for Cold Press AI, perfect? Okay, you guys are doing great."
好的，有什麼事嗎？嗯，基本上是针对他们正在研究的数据集的更快评估时间，所以从他们需要数据到真正能够获取到数据的周转时间是最大的问题。太好了，您是在为 Cold Press AI 描述这个问题吗？太棒了，你们做得很好。
"So, we've got to the place now we're on the second piece of the business model, and that is okay, we figured out how to create the value, but how do we deliver this value, and what is the thing that's going to make that powerful and disruptive? What we're going to try to do is think about around your core, what is it that you can do to actually get a multiplier that will take your value higher and a lever that will take your costs lower, and it starts to address this issue of how do we get to make money in the cash flow formula for those in the MSMBA classes or how do you make your operations model effective. So what we want to do is think about that core, that word that you will come up with that key thing, or for example, if you want to think about Tetrascience, how they actually decided to take the data and create the ecosystem around it would give the people on both sides of it, the instrument manufacturers and then the biopharma companies, the usage of that data in an effective way."
所以，我们现在已经到了第二步的商业模式了，我们弄清楚了如何创造价值，但如何传递这个价值，以及是什么东西将使其更具有强大的破坏性？我们要做的是考虑围绕你的核心，你可以做什么来实现价值的倍增，以及降低成本的杠杆，这开始解决我们如何在MSMBA课程中的现金流公式中赚钱或者如何使你的运营模式有效的问题。因此，我们希望思考那个核心，你想出那个关键的事情，或者例如，如果你想考虑Tetrascience，他们如何决定采取数据并在其周围创造生态系统，将会给仪器制造商和生物制药公司两方的人有效地使用这些数据。
"So, the two techniques are for multipliers, we want to increase revenue - you just sold a dollar for a dollar, you wouldn't make any money, just to state it the obvious. We want to increase reach, we want to get to more people that's part of the go-to-market. We want to increase coverage; when people buy your coffee, we want them to drink it lots of times a day, or when people buy your health care you don't want them just buying them as individuals, you want them telling friends about it, and so it spreads virally. For example, those are all multipliers that take up for those of you are interested in these things, your lifetime customer value, your LTV is often called. Or on the other side, we want to reduce the time, it takes you, so you just gave a great example if we can reduce for your customers the time it takes for them to get the data that's huge value to them. You're nodding your head, so think it must be right. And we obviously want to make sure that for you while you're doing that, you're reducing your costs as well as the customers' costs of actually using your product, and anytime you're reducing things like resources whether it's people, time, energy, etc., that's a lever. And if you're doing that around the core, you're going to increase the value, the ultimate value that the customer receives, and you're increasing your ability to be a sustainable business. So even if you have a nonprofit, this is important too because even if you're delivering a service that you don't want people to pay for, you've got to be able to sustain your business in order to be able to keep delivering that service."
所以，这两种技术都是用于乘数，我们想增加收入 - 你刚刚卖了一美元换一美元，你将不会赚到任何钱，这是显而易见的。我们想要扩大覆盖范围，我们想要触及更多人，这是营销的一部分。我们想要增加覆盖面；当人们买你的咖啡时，我们希望他们一天喝很多杯，或者当人们购买你的医疗保健时，我们不希望他们只是个体购买，我们希望他们向朋友宣传，这样它就会像病毒一样传播。例如，这些都是乘数，对于那些对此感兴趣的人来说，你们的终身客户价值，通常称为LTV。另一方面，我们希望缩短时间，就像你刚刚举的例子一样，如果我们能为你的客户缩短获取数据的时间，那对他们来说是巨大的价值。你点头表示同意，我认为这一定是对的。当我们在核心领域这样做时，我们当然也希望确保为您减少成本，同时为客户实际使用您的产品减少成本。每当您减少像人员、时间、能源等资源，这都是一个杠杆。如果你在核心领域这样做，你将增加客户获得的最终价值，并增加你成为可持续发展业务的能力。所以即使你是一个非营利组织，这也很重要，因为即使你提供的服务是不想让人们付费的，你也必须能够维持你的业务，才能继续提供那项服务。
"All right, so let me tell you how you designed that. First off, your product needs to feed the business model, so the user's got to have an experience that they love. So I've asked this question before, but I'm going to ask it again because it's so real, how many of you've downloaded an app on... " your phone hopefully all of you okay good how many of you have deleted one within the same period of for like five minutes of deleting it okay clearly not either a good experience or a good value honestly that happens all the time I mean it's it's part of experimentation so remember that when you're thinking about designing your value you want people to have a great experience of it right away it leads to four startup secrets that I'm going to walk you through and you can design these from the get go you don't even need to have a product you can start with for example literally your paper prototype and start thinking about this.
好的，让我跟你讲讲你是如何设计这个产品的。首先，你的产品需要符合商业模式，因此用户必须有一个令他们喜爱的体验。所以我之前问过这个问题，但是我要再问一遍，因为它真实存在，你们中有多少人下载过手机上的应用程序...好的，我希望大家都有。你们中有多少人在同一段时间内删除了一个应用，比如在五分钟内？好吧，显然不是一个好的体验或价值。老实说，这种情况经常发生。这是实验的一部分，因此当你考虑设计你的价值时，请记住你想让人们立刻体验到的是一个极好的体验。这会引导你走向四个初创公司的秘密，我将带你走过这些秘密，你甚至不需要产品，你可以从纸上原型开始考虑这些问题。
The first is my favorite so a long time ago I used to call this a startup secret called slippery and it's basically the same essence which is that we want to make something simple to use and install we wanted to make it low to no initial cost instant and ongoing value and then make sure it plays well in the ecosystem with everything else around it now I just set a lot but actually it's all brain dead simple and if you think about that app experience you had it clearly was simple to use an install or simple to install at least you just click to download it but it may not have been simple to use that may have been one of the reasons you you know through it away I see a lot of you nodding your heads was it delivering instant value or clearly not you through it away time to value is incredibly important it doesn't matter whether it's a service or a product or whether it's data if it gives you instant value you're going to keep it and then finally plays well in the ecosystem if you have to change your phone to use the app do you go are you going to use it I don't think so there are things that already exist so this is your point laser you don't want to change too much if it's disruptive to adopt something it's not going to work so I often say a startup secret that comes up lots of times is the best value props actually highly disruptive but non-disruptive to use and for example if you are building a an enterprise product these days you don't build it on stacks of hardware that you run into your desk which is how it was 20 years ago you build it in a container and you just deploy it to AWS or your favorite cloud provider that's incredibly non-disruptive to do and it gets you huge benefits so this is what you're looking for you're looking for products that have a slip which is now turned into a term that's become popular 15 years later called product-led growth so if you want to go and investigate more about this how do you make products that are slippery that are really friction-free and how they they can help you with product-led growth yep go ahead and don't go I was just wondering for example for enterprise software what the value would be for example having an API model versus something that can just be instantly downloaded where there might be a little bit more friction but it might also reduce churn because it's a little bit more personalized and then also a little bit more integrated that way wow you came up with a whole bunch of things again and I've thrown your board away but that's okay we will put it over here that are all great questions so I'm going to answer some of them later just to make sure that I keep the class on track but you said APIs and you said for example how do you reduce churn and there was one other thing you said so it would be more personalized and a little bit more integrated I imagine integrated yeah integrated personalized these are all good things so some of them I will answer next week one of them I'll just answer right now to give you a sense of this.
首先，我的最爱是一种叫做“滑”的创业秘诀，我在很久以前就开始叫它了。它的基本要素就是要让我们所做的东西易于使用和安装，我们希望它的初期成本很低，但其实际和持续价值很高，并且要确保它与周围的一切良好协调。现在我说了很多话，但实际上这一切都非常简单易懂。如果你考虑一下你使用过的应用程序体验，显然它们很容易使用和安装，或者至少很容易安装，你只需点击下载即可。但它可能并不容易使用，这可能是你抛弃它的原因之一。我看到很多人点头表示同意，这些应用程序是否能够即时提供价值？显然不能，因此，时间价值非常重要。不管是服务、产品还是数据，只要它可以给你即时的价值，你就会继续使用它。最后，协调好生态系统也很重要。如果你必须更换手机才能使用该应用程序，你还会继续使用它吗？我认为不会。已经有许多现成的东西可以使用，所以这就是你所说的“激光焦点”，如果过度折衷会打破采用某物的平衡。因此，我经常说一个创业秘诀，即最佳的价值主张实际上在高度颠覆但不折衷的使用中。例如，如果你正在建立一个企业产品，现在你不会像20年前那样在桌子上堆叠硬件运行它，而是在一个容器中构建它，然后将其部署到AWS或你最喜欢的云提供商。这非常不折衷，并且带来了巨大的好处。因此，你要寻找的是具有“滑”特征的产品，这已经成为一个受欢迎的术语，即产品驱动增长。如果你想深入了解如何制作毫不费力和摩擦的产品以及它们如何帮助你进行产品驱动增长，请随时去了解更多。你刚刚举的例子的价值，例如API模型与可以立即下载的模型之间的价值，也许会存在一些摩擦，但它也可能降低流失率，因为它更加个性化，远离整合。这是很好的问题，我下周将回答其中的一些问题，但其中一些问题我现在就来回答，以让你对此有个了解。
If you're selling an API are you selling that to a developer or are you selling that to an end user I guess the end user but through their technology department like I imagine there are the people integrating it okay so I'm going to give you two examples of companies that have played in this world one that was extremely successful one that failed and what I want you to take out of it is well what would you do so anybody know Twilio okay Twilio actually it's not doing terribly well at the moment of the stock market but incredibly successful story of an API first company in fact many people would say they kind of led the API economy not really true Amazon did years before but they started selling everything they did but they sold it to developers APIs because developers don't actually want a product that's finished because then they've got no job state the obvious right so you wouldn't sell it to a developer and users don't know how to program so would you sell them an API they don't know what to do with it so. you just got to be very clear what your audience is who your customer is who your buyer is and what they want to buy and what problem you're solving for them developers love APIs because it gives them the ability to get a multiplier on their experience and build things quicker that's why Twilio took off
如果你在销售 API，你是在向开发人员销售还是向终端用户销售呢？我猜是终端用户，但是需要通过他们的技术部门进行集成。所以我将给您两个在这个领域中扮演过的公司的例子，一个非常成功，一个失败，我想让您从中获得什么，那您会怎么做呢？有人认识 Twilio 吗？Twilio 实际上在股市上并没有做得太好，但是他们是一个 API 优先的公司的非常成功的故事，实际上很多人都会说他们领导了 API 经济，但这并不是真的，Amazon 几年前已经开始出售了所有东西，但是他们将其出售给了开发人员 API。因为开发人员实际上不想要一个已经完成的产品，因为他们就没有工作了，这很显而易见，对吧？所以你不会向开发人员出售，并且终端用户不知道如何编程，所以你会向他们销售一个 API 吗？他们不知道该怎么做。因此，您必须非常清楚您的受众是谁，您的客户是谁，您的买家是谁，以及他们想要购买什么，您解决了什么问题。开发人员喜欢 API，因为它们可以使他们的经验得到倍增，并更快地构建东西，这就是为什么 Twilio 取得了成功。
I'm actually not going to mention the name of the company because I was being embarrassing for them but a company that we have backed so I'm admitting this nature of venture capital is you back things some of us go wrong students came up with a brilliant API in the healthcare world it failed terribly because healthcare developers didn't actually have any clout they're not the people to hold the budget in healthcare and so even though they love the product they couldn't get anybody else to pay any attention to it or give them budget for it because they just wanted the solution the healthcare provider said I just want the solution give me the workflow give me the process give me anything but I don't want to develop to go for six months and customize this so what I hope you to realize take away from that is one simple thing it's about the audience back to the customer first and it's about what are you giving them that gives them a solution to a problem that's really significant to them that they can immediately use back to slip simple for them low to a no initial cost instant and ongoing value for them and it plays well in their ecosystem now does slip make sense great all right thank you good question so hopefully you wrote something down that's useful to you and you'll use after the workshop
实际上，我不打算提及这家公司的名称，因为那会令他们很尴尬。但是，这是我们支持过的一家公司。我承认风险投资的本质就是支持各种项目，有些是失败的。有些学生们在医疗行业设计了一款极为出色的API，但它最终失败了，原因是医疗开发者并没有任何影响力，他们不是医疗预算的主导。所以，尽管他们喜欢这个产品，但他们无法引起其他人的注意或获得预算。医疗行业只想要解决方案。他们说：“给我解决方案，给我工作流程，给我流程，给我任何东西，但我不想自定义这个东西要花六个月的时间。”因此，我希望大家能认识到一个简单的道理，那就是必须先关注客户，为他们提供解决问题和立即使用的方案，在他们的生态系统内发挥作用，让他们更轻松地使用，并降低初始成本。这样才能持续创造价值。现在，这是否有意义呢？好的，谢谢。希望你们记录下一些有用的内容并在研讨会后使用。
and now second startup secret how you price and package this is incredibly important so if every app you wanted to try on the app store cost a thousand bucks I didn't even say anymore it usually is free right the first thing they do is say download it but what they don't tell you in a lot of instances that oh when you start using it by the way there's an in-app purchase I see a lot of you nodding your heads okay it's true with online banking too by the way oh free banking no fees everything else how do they make money interestingly lots of different ways sometimes it's on your data even though they don't tell you that sometimes it's on referring you so it's lead generation of getting you on boarded for their bank sometimes it's on the back end with the credit card that they then sell you that you do have pay for there's all sorts of ways that people do this but to start off with it's attractive when somebody says free so how you price and package is important it's often by the way true that when you figure this out it's a series of steps you take and I encourage you to think about where do you want to start and how would you get to a place where you ultimately delivering value and being paid for it that's what the business model is really all about
现在，第二个创业的秘密是如何定价和打包，这非常重要。如果您想在应用商店上尝试的每个应用都要花费一千美元，我都不用再说了，通常是免费的，对吧？他们做的第一件事就是让你下载它，但在很多情况下他们没有告诉你，也就是当你开始使用它时，会有应用内购买，我看到很多人点头, 好吧，还有在线银行也是这样，免费银行没有任何费用，他们是如何赚钱的，有趣的是，有很多不同的方式，有时是在您的数据上，即使他们没有告诉您，有时是在引导您上他们的银行时进行的潜在客户生成，有时是在信用卡的后端，然后卖给您，您确实需要支付，有各种各样的方式，但是，最开始是免费吸引人，所以如何定价和打包是重要的。实际上，当您弄清楚这一点时，通常是一系列步骤，我鼓励您考虑从哪里开始，以及如何将价值传达给客户并得到回报，这才是商业模型的真正核心。
So next key example is a very easy one and you very used wistier by any chance if you're in marketing you do so um glad you wanted to describe what wistier does it's essentially a platform for hosting videos so they make it really easy for marketers who don't have a videographer and their team but want to use and promote video content to just upload stuff um and you see how they've tiered out their pricing they do it based on the number of videos that you store so the more stuff you create the more you end up paying them great thank you Claire so I was hoping that one of you would use it but thank Claire is thankfully the customer in this case it's drawn people like Claire in for a simple reason which is there's no cost to start trying to use it and if you have a great experience of it then you can play for the plus the plus piece if it really takes off it gets viral adoption you might have for example a work group that uses it and they pay the pro subscription and if your whole enterprise takes it then you start paying a lot more for it that's a classic strategy go ahead support right
下一个关键例子非常容易，如果你在市场营销领域工作，很可能已经使用过Wistia。很高兴你想描述一下Wistia的作用，它本质上是一个视频托管平台，让那些没有自己的视频制作团队但想使用和推广视频内容的市场人士轻松上传内容。你可以看到他们的定价是按照存储的视频数量分层的。所以创建更多的内容，你就需要支付更高的费用。非常感谢你的分享，Claire。我希望有人使用Wistia，但是Claire是个很好的客户，因为没有任何成本，她可以尝试使用它。如果她的体验很好，那么她就可以购买高级套餐。如果Wistia火爆起来，像一个工作小组一样使用它，那么他们就付费订阅高级服务。如果整个企业都使用它，那么你需要支付更多的费用，这是一个经典的策略，走向支持。
I need to send them with products like buy one get one free also it just comes for buy one get one great question what is anybody else in the class yeah go ahead laser i feel like bundling or like bundling or these like buy one get one free feels a little different because there's still a cost to initial entry whereas this one it's almost like a it's like if your coffee had a taste up like for two weeks you can get free coffee at the kiosk in in Kenya like it's the free entry that I feel like it's different in this model versus the other ones which are more about for us selling all upsetting all converting great so zippura i know that wasn't a complete answer to your question but it's a good start to the thinking so bundling zip tanzat is a whole science into itself we will put a link in the workbook to one of the people who has a fantastic view on bundling is done a great video on it it's a guy called shashir mahotra in fact he's the founder of of koda the what the workbook is built in and he also used to run youtube before that and he's an expert at this so rather than me try to half answer your question i will say the following incredibly important question there's no right answer there's lots of times when bundling can make lots of sense but you have to think about it as a separate science in this but great question it's absolutely the kind of thing you should be thinking about all right next startup secret if you can co-create stuff so in other words not just build it on your own but co-created with other people you can create tremendous win wins
我需要发送他们某些像买一送一这样的产品，也仅限于买一送一。很好的问题，班级里还有其他人吗？是的，Laser，请讲。我觉得捆绑销售或买一送一等这些感觉有点不同，因为初始进入仍有成本，而这个则有点像——如果你的咖啡品尝好，你可以在肯尼亚的亭子里免费喝两个星期的咖啡，这就是我感觉这种模式与其他模式不同的地方。其他模式更多是我们在销售和推销所有东西。所以，Zippura，我知道这并不是你问题的完整答案，但这是一个很好的思考开始。捆绑销售是一个独立的科学，我们将在工作手册中放置一个链接，链接到一个在捆绑销售方面有着出色见解的人的视频，他叫Shashir Mahotra，实际上他是Koda的创始人，工作手册就是基于Koda开发的，他也曾经负责运营YouTube，他是专家。因此，与其让我试图回答你的问题，我想说以下极其重要的问题：没有正确的答案，有时捆绑销售对我们来说确实是有意义的，但你必须把它作为一个独立的科学来考虑。不过，你的问题很好，这确实是你该思考的事情。下一条创业机密是：如果你能与其他人合作创造东西，而不仅仅是自己建立，那么你可以创造出巨大的双赢。
Also, how many of you know what open source software is before I explain that? All okay, about half the class. So, the notion of open source software is very, very simple, which is that anybody can build a piece of this code and put it in an open repository so that anybody can look at it, anybody can adapt it, and anybody can use it anyway they want. I'm grossly simplifying. Why did open source get started? Because people realized that actually it's a lot easier if I have the problem to design, and I'm a developer to design the solution myself.
在我解释之前，有多少人知道什么是开源软件？好的，班里大约有一半人知道。所以，开源软件的概念非常简单，就是任何人都可以构建一段代码并将其放入一个开放的代码库中，使得任何人都可以查看、适应和任意使用它。我做了太大的简化。为什么会有开源呢？因为人们意识到，实际上如果我自己设计解决方案，作为开发人员来说会更容易。
Why do I have to go pay some other giant company to do that if I'm a coder? I just develop it. And guess what, if I want people to keep adding to it, I'll say, “Hey, take a look at this, see if you think we should do something better,” and pretty soon hundreds of thousands, in fact, millions of people have contributed to open source projects all around the world. The one I have in the back was called Droople, which became the largest enterprise software content management system.
我为什么要去支付其他巨型公司来开发它呢？我只需要开发它就好了。你知道吗，如果我想让人们继续为此添加内容，我会说：“嘿，来看看这个，看看我们是否应该做得更好”，很快成千上万，事实上是全世界的数百万人都为开源项目做出了贡献。我后面拥有的一个项目叫做“Droople”，它成为了最大的企业软件内容管理系统。
So, it's actually used by everybody from Sony at one extreme to NBC at the other extreme to the White House at another extreme. Pretty much every website that is out there at real scale, for example, the Olympics, the Grammys, etc., is all built on Droople, and it's all open source. It's all free. The founder of it, Dris, is a brilliant guy who was solving his own problem as it turns out in his dorm room. He decided he needed to share information with a friend over literally what wasn't even ethernet, a cable, and he created his touch. Or, actually, Belgian, he created what effectively was a basis to share information.
所以，实际上从Sony一端到NBC另一端再到白宫又一端，每个人都在使用它。几乎所有真正规模的网站，如奥运会、格莱美等，都是构建在Droople上的，而且它是开源的，全部免费。它的创始人Dris是一个很聪明的人，事实上他在宿舍里解决了自己的问题。他决定需要通过甚至不是以太网而是一根电缆与朋友分享信息，于是他打造了Droople。他实际上是个比利时人，创造出能够有效共享信息的基础。
And then it became sharing it on websites, and then it became Droople. And, you know, literally, there are now tens of thousands of modules that have built for Droople that everybody around the world, as a Droople developer, contributes to. And it's free. How would you make money out of that? Go ahead. You start with the free service people.
然后它变成了在网站上分享，接着变成了Droople。你知道，现在已经有成千上万的模块为Droople建立，全世界的Droople开发者都在贡献。而且它是免费的。那你怎么从中赚钱呢？可以从免费服务的人们开始。
The developers usually open source structure that exists today. And then for some enterprises, you can start offering things like they would develop, like the cloud storage, etc., as a service. And you monetize a part of what you can do for free, but you just add convenience and charge for the convenience. That's exactly what he did. They figured out how to give away the software and then create the services around it that made it, for example, secure, reliable, scalable. They eventually put it in the cloud. And what Droople became is a cloud service for anybody to create any website at any scale.
开发者通常会开源现有的结构。然后，对于一些企业，可以开始提供像他们开发的东西，例如云存储等，作为一项服务。你可以从你所能免费提供的部分中获得利润，但仅仅是为了增加便利设施并收费。这正是他所做的。他们找出了如何免费提供软件并在其周围创建服务，例如安全，可靠性和可扩展性。最终将其置于云中。最终，Droople成为了云服务，任何人都可以在任何规模下创建任何网站。
And it literally is used, as I said, by, for example, every major artist. Harvard uses it, for example. Everybody uses it as a service to be able to get that content, their website there. It's now media and their “experience.” So, they call it experience management, up and running. But what's the win-win in it? I'll go backwards. Who created it? Everybody did. So, a huge startup secret if you can tap a community.
就像我说的那样，每个主要的艺术家，比如哈佛，都实际使用它。每个人都使用它作为一个能够获取内容的服务，他们的网站就在那里。现在，它已经是一个媒体和他们的“体验”。所以，他们把它叫做体验管理，启动并运行起来。但是其中的双赢在哪里？我反过来说。谁创造了它？每个人都创造了它。因此，如果您能够利用社区，那么这是一个巨大的初创公司秘密。
For example, you're going to get into healthcare, right? Is there a community around healthcare? For sure there is. Imagine if you could tap the community that could help you create your product. Would that be a good thing? Absolutely. Who else has something that they think they could tap a community to help them build that solution? Yeah, go ahead, Charles.
举个例子，您将进入医疗保健行业，对吗？有围绕医疗保健的社区吗？当然有。想象一下，如果您能够利用这个社区来帮助您创建产品，那会是一件好事吗？绝对是的。还有谁认为他们可以利用社区来帮助他们构建解决方案？嗯，去吧，查尔斯。
So, I'm working on developing a line of products that for the first objective is to work on sex education and reproductive rights. And so, we're going to develop a line of products that are biodegradable, have embedded tech, and are there going to be so affordable that low-income and stringent individuals can buy them. Sounds like a great product. Now, how is the community going to help you do that?
我正在开发一系列产品，首要目标是进行性教育和生殖权利。因此，我们将开发一系列可生物降解、嵌入技术，并且价格低廉，能够让低收入和紧缩预算的人购买的产品。听起来像一个很棒的产品。那么，社区将如何帮助你实现这个目标呢？
So, we need experts on product design and also health experts because we don't only want to develop a pad or tampon, but like a complete line of products for that. What's great about what you're thinking is look there's a lot of elements to these products, and they're, you know, everything to do with health and safety but also really important for population control. For certain governments, probably have a basis for actually wanting that part of kind of products.
所以，我们需要产品设计专家和健康专家，因为我们不仅想开发卫生巾或卫生棉条，还要像一整套产品一样。您想法的好处在于，这些产品涉及许多元素，与健康和安全有关，但对人口控制也非常重要。某些政府可能有基础要求这一类产品。
There's lots of people who could contribute to this need, and you're going to get them involved in a community to help you build your product. Is that what you're thinking? Yeah, I was thinking of an echo system. Okay, so I'm going to make sure that Cheryl doesn't get curtailed tonight by asking if you guys would actually spend a bit of time with Cheryl afterward.
有许多人可以为这个需求做出贡献，你将让他们参与社区，帮助你建立产品。这是你的想法吗？是的，我想到了一个生态系统。好的，那么我会确保 Cheryl 今晚不会被切断，我会问你们是否愿意在之后花一些时间与 Cheryl 一起。
What would you recommend to her to do to get the community engaged around this need? Because there must be many of you who've experienced this. You've said, okay, this I wish out a better biodegradable, much more low cost, or something that, for example, might appeal to low-income. How could you contribute to that?
你会给她什么建议来促进社区在这个需求上的参与呢？因为一定有许多人经历过这种情况。你们可能已经说过，我希望有更好的生物降解产品、更低成本的产品，或者某些适合低收入人群的产品。你们怎样可以对此作出贡献呢？
What I will say is as follows, which is it's really important that this word win-win. It's two words, I guess. Is there for. your community to work so the reason that for example Drupal took off or any Rapunzel's project takes office that the person who has the problem wants to solve it so you're going to have to find the person that's in the medical world for example or in the bio world by um in that a world that you're solving this problem for that wants to solve this problem that will contribute to your community it has to be a win win otherwise they won't engage it can't be just your need if you keep asking that you need help that won't work but if you can get them to say but I want to solve this problem so I'd like to contribute then you're on the basis to get going on a win win that makes sense.
我要说的是，这个词“双赢”真的很重要，它有两个单词。就拿Drupal或任何Rapunzel项目成功的原因来说吧，因为那些有问题的人想要解决它们。所以你必须找到那些在医疗或生物领域里的人，让他们为你的社区做出贡献。这必须是一个双赢的情况，否则他们就不会参与进来。这不能只是你的需求，如果你一直在寻求帮助，这是行不通的。但是如果你能让他们说：“我想解决这个问题，并且我想做出贡献”，那么你就有了基础，可以实现双赢的局面。
It's not as easy as saying I just want to start a community you have to find this win win see lots of people nodding do you still have your question.
这可不像说我只想建立一个社群那么容易，你必须找到一个双赢策略，看到很多人点头赞同，你还有问题吗？
I'm developing a new pre workout and I'm on a on the varsity rowing team and I think I have a certain problem with like getting more endurance um and whatever way so I created a product but wanted to ask other teams like what they would want in a product so I sent out a survey to all the other varsity teams um and kind of like cross reference different sports and um like what they wanted to come up with an ultimate solution that kind of would cover a lot of different sports um so it wasn't I guess me kind of creating it more of like Harvard athletics was helping me create it fabulous.
我正在研发一种新的预训练饮料，我是一支大学赛艇队的成员，我认为自己在增加耐力方面有一定问题，因此我创建了一个产品，但想向其他团队询问他们希望产品有什么特点，因此我向所有其他大学团队发送了一份调查问卷，对不同的运动进行了交叉参考，并得出了一种终极解决方案，能够涵盖许多不同的运动项目，所以不是我单独创建的，而是哈佛体育部门帮助我创建的，非常棒。
Um what Meredith did is really smart to go and get a win win you need to find out who else cares about the problem and if they care enough about it like there are other rowers or there are other athletes and they're in the same community as you Harvard for example and they would like to solve that problem too there you have the beginnings of something that could become a community and I bet that they would love to contribute to it it's going to help them so great great example thank you very much so win win doesn't always work but I gave you an example here because I really want to make sure you understand it's actually something that can play out in different ways not just in aqua's open source example but via strategic partnerships too.
嗯，梅雷迪思所做的非常聪明，为了实现双赢，你需要找到关心这个问题的其他人，如果他们同样非常关心，比如其他划船运动员或其他运动员，而且他们与你同在同一个社区，比如哈佛，他们也想解决这个问题，那么你就有了一个可能成为社区的开端，我敢打赌他们会很愿意为此做出贡献的，这将对他们有很大帮助，非常好的例子，非常感谢，所以双赢并不总是有效的，但我在这里给你举了一个例子，因为我真的希望你能理解它实际上可以通过不同的方式体现，而不仅仅是在 Aqua的开放源代码示例中，还可以通过战略合作伙伴关系来实现。
So I'm almost going to guarantee that um none of you have what we call a whole product what I mean by that is you're going to be a piece of the puzzle so I'm going to pick on cold press AI because I think you have a very good example of this so you're going to get your data to people faster as the essence of the value of prop right what are they going to do with it and they're just going to say great I've got the answer there they're going to train their models with it yep they're going to train their machine very models okay and who has those models do you have them uh one day hopefully what right now is just it's on the customers to find another provider okay perfect so this is a perfect example of what I'm describing now which is that in order for cold press AI to have a whole product they're going to need a lot of things so first of all you need a cloud provider.
我几乎可以保证，你们中没有人会拥有我们所说的全套产品，所以你们只是拼图中的一部分。我要攻击一下Cold Press AI，因为我认为你们有一个很好的例子。你们的价值关键是可以更快地为人们提供数据。然后人们会拿着这些数据去训练他们的模型。那么，这些模型归谁？你们拥有它们吗？或许会有一天，但现在只能让客户去寻找其他提供商。这正是我所描述的完美例子。为了拥有整个产品，Cold Press AI还需要许多其他东西，首先是需要一个云供应商。
Okay and then as you said someday you hope to have models but you don't today so you need a partner for those models and I'm going to go one step further even when they've got all that what are they going to use it for they need to deploy it and use it in features on their on their applications in go so there's something they're going to use this for it doesn't matter whether that's a healthcare application at one extreme or a consumer application or something else right this is the notion of a whole product so you can't actually be successful for your customer to run x application with AI and data in it until you get all these pieces together you get the cloud the storage your product to get it that faster the models that make it useful and then it integrated into some application so good news these two people need you and actually because of that they'll help you get to market and they'll help you find customers and they'll help you build the success of those customers and there'll be a great multiplier for you to get to market as well as a lever they'll reduce your cross because you're not having to build all that stuff so strategic partnerships are incredibly important and the first thing I recommend you do is think about the end-to-end solution what we call the whole product and where do you fit in the ecosystem and who could you partner with and by the way it's not optional because if you just keep trying to sell your little feature or your little function or your little. product and there are all these other things that the customer needs it won't work but generally speaking by the way if you found a real need to solve I at the end of this there will be people out there who are solving some part of it and they'll be delighted that you come in and say I can make it faster for you better cheaper etc make sense any questions on that one good
好的，正如你所说，有一天你希望拥有模型，但现在你没有，所以你需要一个伙伴来帮你建立这些模型。我还要进一步说明，即使他们拥有了所有这些，他们将用它来做什么？他们需要将其部署在应用程序中，以便在 Go 中使用。因此，他们会用这个做些什么，无论是极端的医疗应用，还是消费者应用或其他应用，这就是一个完整产品的概念，所以直到你将所有这些部分整合完成，你才能真正让你的客户成功运行具有AI和数据的应用程序。好消息是，这两个人需要你，并且因此他们将帮助你进入市场，帮助你找到客户，并且帮助你建立客户的成功，他们将成为你进入市场的一个很好的乘数，也将成为你减少交叉的杠杆。因此，战略合作伙伴关系非常重要，我建议你首先考虑整体解决方案，也就是我们所说的完整产品，以及你在生态系统中的位置以及你可以与谁合作。顺便说一句，这不是可选的，因为如果你只是试图销售你的小功能或小产品，而客户需要的其他东西都没有，那这是不行的。但一般而言，如果你找到了真正需要解决的问题，那么在最后，一定会有人正在解决其中的某个部分，并且他们将非常高兴地听到你的到来，并说：“我可以为你更快，更好，更便宜地解决这个问题。”明白了吗？这方面有什么问题吗？
yeah what if the community that that when we exist is like the community of a competitor what do you think you're very smart you've been here before so I've got to challenge you back what would you do like obvious example obvious example a competitor has a form people on that forum talk about stuff that is needed yeah that does not being provided perfect so like but you can't I don't know like because there your competitors can lock you out of there for example it's hard to engage in there all true so you've got a potential threat and an opportunity the threat is that the competitors lock you out the opportunity is that you're identifying things that they're not doing so you you've got to play that with the classic skill of an entrepreneur and say I can see this competitor over here that's coming up against me cannot solve this problem so an example might be there an on-premise solution you're the first people are going to do it in the cloud and by the way that's a classic thing that's happened for the last 10 years and it's still going on people are figuring out how to decimate old solutions that were legacy enterprise based on premise by coming up with cloud versions it that's the whole SaaS movement another example let's stick with cold press a is almost every application is probably going to get reinvented with AI that's just my view of the world so the good news is you could go along to anybody who's got an application and say hey we could AI enable your application wow that's pretty cool because now they're not in the old guard you're enabling them as a partner to come into the forefront of what people want which is more intelligent applications that have better data that are faster delivering the solution to their problem make sense make sense to you great
嗨，如果我们所处的社区就像竞争对手的社区一样，你觉得怎么样？你非常聪明，之前就在这里，所以我要反击一下，你会怎么做？一个明显的例子是，竞争对手拥有一个论坛，人们在那里讨论亟需但尚未提供的东西，那么这太完美了。但是，你不能像竞争对手那样锁定你，参与很难实现，这是真的。你面临潜在的威胁和机会，威胁是竞争对手会把你锁在外面，而机会是你可以发现他们未能解决的事情。因此，你必须以一名企业家的经典技能来应对，认为我可以看到这边的竞争对手正在挑战我，但他们无法解决这个问题。比如说，你们是第一批在云端实现现场解决方案的人，这是一个很好的例子。顺便说一下，这是过去10年一直在发生的经典现象，人们通过推出云端版本来解决遗留的企业基础架构上的旧解决方案，这就是整个SaaS运动的精髓。还有一个例子是，以冷压类的应用为例，几乎每个应用都可能会使用人工智能进行重建，这只是我的世界观。好消息是，你可以去找任何一个有应用的人说，咱们可以用AI增强你的应用！这太酷了，因为现在他们不再是老卫兵了，你成为了他们的搭档，来迎接更加智能的应用，获取更好的数据并更快地解决问题。你觉得有道理吗？非常好！
All right, next one is what I call the three ups. So think about this as teeing up if you're looking for something, a solution to have a great go-to-market experience. So it turns out for your product to get adopted is just the beginning. You are always going to want to improve it, right? So you're going to want to update it. That sometimes is just for security fixes and things like that. Then you're going to upgrade it. You're going to upgrade it when, for example, new capabilities are needed or new technologies like AI come along or you want to make it mobile, etc. So those are the upgrades. And then, guess what? You're selling into some particular functions. So let me pick one of the teams here. Lisa, you actually haven't talked about your solutions. Where do you start with Foodprint trying to provide environmental information on groceries to consumers based on data, not marketing? So, easily comparable environmental information about the food you consume and buy.
行，接下来我们来谈谈我所谓的三个升级。如果你正在寻找一种解决方案，以获得出色的市场营销体验，请把它看作是个筹备阶段。因为事实证明，要让你的产品被采用仅仅是个开始。你总是想要改进它，对吧？所以你想要更新它。有时候这只是为了安全修复和其他等方面。然后你会升级它。例如，当需要新的能力或新的技术，像人工智能，或者你想把它变成移动端，等等。这些都是升级。接下来，你要把它销售给某些特定的功能。所以让我们选其中一个团队。Lisa，你还没有谈到你的解决方案。在食品印记方面，你从何处开始，尝试为消费者提供基于数据而非营销的环境信息呢？因此，轻松比较所消费和购买食物的环境信息。
All right, so I know nothing about your business, but I can think of three ups for you. What might they be? So, how might you update your solution, how might you upgrade it, and how might you upsell it? So, somebody's already bought it, and anybody wants to help Lisa, please join in. This is a chance to really get somebody going. Yeah, so I guess one thing I've been playing with is if someone is already kind of, in this case, imagine like an online browser extension that goes in and if you buy groceries online when you get to the basket, it suggests alternatives to switch out your products that have lower environmental footprint. So, in this case, there's a range of products that then gets recommended, and that's certainly like an upgrade version where you could say, "Well, those products that are being recommended right now, they're not paying any commission but that's pretty valuable if people actually swap it into their basket." So, there might be an upgrade there.
好的，我知道关于你的业务一无所知，但是我可以想到三个推广点。那它们可能是什么呢？那么，你该如何更新你的解决方案，如何升级它，以及如何推销它呢？所以，有些人已经购买了它，如果大家想要帮助丽莎，请加入进来。这是一个真正帮助某人起步的机会。是啊，所以我想我一直在思考的一件事是，如果有人已经购买了产品，比如一个在线浏览器插件，当你在购物车时，它会建议替代具有更低环境足迹的产品。在这种情况下，推荐一系列产品，这当然是一个升级版本，你可以说，“目前推荐的那些产品虽然不支付任何佣金，但如果人们真的将其换成购物车里的商品，那就非常有价值了。”所以，可能有一个升级的空间。
Perfect. So, I'm going to let you off the hook with coming up with all three of them, but that was fabulous. No, seriously, people buy her product, and they're figuring in this out with their groceries. The first thing I would say that you pointed out is you can give them an upgrade that makes recommendations for them. Great. You could sell that. If people really value it, they'll pay for it. That's both going to help you sell more because you're solving more of the problem because people want recommendations to find better products, but it's also going to increase value for you. So, that's a classic upgrade. By the way, the things I thought of are pretty obvious, which is you're going to constantly update the data, right? The data was out of date, you're dead. So, you need this, you need that, you, and then the upsell one would this apply to CPG as much as groceries? Yeah, so you could say, I mean, it's like a different value chain and less free can purchase things. So, it's not exactly clear how the like human nudging behavior would work, but absolutely like the idea that we should know the environmental footprint of any equilibrium by and of extensive universal. So there's both an update, an upgrade, and a huge potential set of upsells that could be done.
所以，我将让你免除提出所有三个问题的压力，但那太棒了，说真的，人们购买她的产品，并且他们与他们的杂货相结合来理解它。你指出的第一件事是你可以为他们提供升级，为他们提供建议。很好，你可以出售它。如果人们真的重视它，他们会为它买单。这既有助于您销售更多，因为您正在解决更多的问题，因为人们想要建议以找到更好的产品，但也会增加您的价值。所以，那是经典的升级。顺便说一句，我想到的事情非常明显，那就是你会不断更新数据，对吧？数据过时了，您就挂了。所以，您需要这个，您需要那个，您再卖一些，这适用于消费品牌吗？是的，所以您可以说，这就像一个不同的价值链，没有太多的自由购买物品。所以，不太清楚人类诱导行为如何工作，但绝对可以知道任何平衡的环境足迹，特别是普遍性的。因此，可以进行更新，升级和大量可能的升级销售。
And guess what? I did only one thing. I kept the customer the same because if the customer is the same here, and this is why we always talk about this is customer-centric value propositions, and you can keep updating, upgrading, and upselling them, you have a fantastic business model. So, that's the secret. And guess what? It plays with what we've already talked with with your bat, which is if you make it really slippery for people to just land and expand to get the first customer, and then you keep updating, upgrading, and upselling them, you build, ultimately, a moat meaning a defensibility around you that is tremendously valuable. That's, by the way, how every social network works. I might come up with a fantastic new social network tomorrow, and let's say you will love posting photos. I guess some of you do, and I said, "I've got a way easier way. We've got, we figured out this slip for you to just instantly download this thing, but bad news, you've got to invite all your friends before it's actually of any value to you. You're not going to do it." That's the value. The value is that somebody did a really good job of building whatever social network you like, whether it's TikTok or Instagram or pick your favorite, of building that network to the point where they've got huge defensibility. Even if their features aren't that good, they keep bringing you in, sucking you up in their ecosystem, effectively.
你猜怎么着？我只做了一件事情。我保持了客户不变，因为如果客户不变，这就是我们总是谈论的以客户为中心的价值主张，你可以不断更新、升级和升值他们，你就拥有了一个极好的业务模式。那就是秘密。你猜怎么着？这与我们已经和你的球棒谈论的玩法相符，如果你让人们很难简单地降落和扩展以获得第一个客户，然后你不断更新、升级和升值他们，你就会建立一个堡垒，最终形成一种巨大的价值。顺便说一下，这就是每个社交网络的工作原理。我可能明天想出一个绝妙的新社交网络，比如说你喜欢发照片，我说，“我们有一种更简单的方法，我们已经想出了这个滑动方式，让你可以立即下载这个东西，但是坏消息是，在它对你有任何价值之前，你必须邀请你的所有朋友。你不会这么做的。”这就是价值所在。价值在于有人做了一项非常出色的工作，构建了任何你喜欢的社交网络，无论是TikTok还是Instagram或你最喜欢的社交网络，将该网络建立到了一个巨大的防御性地步。即使他们的功能不是那么好，他们仍然在吸引你进入他们的生态系统，有效地吸纳你。
So, somebody had a question. I saw a raised hand. Yep, go ahead.
所以，有人有问题。我看到有人举手了。好的，请讲。
Clint, is it fair to say that both update an upgrade or about user/customer retention whereas upsell is about increasing the value per user? Yeah, yeah, you haven't exactly right. And by the way, there's no reason why all of that can't be true.
克林特，说升级和更新以及用户/客户保留大约是一样的，而推销则是为了增加每个用户的价值，这个说法是公平的吗？是的，是的，你说得很对。顺便说一句，这些都是有可能同时存在的。
So, remember my virus subscription example that was just updates? We actually. didn't change the product at all all we did was send you virus updates all the time so that you had the latest signature the latest virus before it even hit you we didn't have to change anything about the product we did ultimately end up upgrading it because people had different ways in which they wanted to monitor it for example and they wanted to see well how many viruses did I get they wanted analysis of that and then the people who were actually in the IT department said well I want to track whether it's happening in certain regions etc so there's lots of ways these things happen and then we upsold them I think I told you this by 2.6x by upgrading this functionality to being data security for everything so it wasn't just virus it was data backup and it was improving your performance of your PCs at the time etc it's a very very compelling business model startup secret basically just think of three upping everything and you have a great basis.
那么，还记得我之前提到的关于病毒订阅的例子吗？我们实际上并没有改变产品，我们只是一直给你发送病毒更新，以便你在病毒出现之前就拥有最新的签名和病毒。我们没有必要改变产品的任何内容，不过最终我们还是进行了升级，因为有些人想要以不同的方式来监控它，他们想知道自己收到了多少病毒，需要进行分析，还有那些实际上在IT部门的人想要跟踪是否出现在某些地区等等。这些东西有很多方式进行操作，然后我们就开始进行推销，通过将这个功能升级到所有数据安全的程度，将销售额提高了2.6倍，不仅仅是病毒，还包括数据备份和提高您电脑性能等。这是一个非常着眼的商业模式创业奥秘，基本上只要将一切3倍以上提升，就有了一个很好的基础。
So what I've been doing here is quietly building what we started out talking about is multiplies and levers around your core and anything that you can do to do that whether it's create whole product strategic partnerships or for example find ways to make your product more friction free in the slip model or price and package it so it has pull you're not pushing it but customers demanding it because it's so easy it's so efficient for them to download it's free for them to try or how you co-create it with a community that makes it a real win-win or ultimately what we just talked about which is three upping it so it has a long life cycle and to clint's point you can keep selling and getting more value for it that's it you just got four startup secrets very quickly all around increasing your lifetime value for your customers and reducing your cost of acquisition it's a fun thing to play this game and I encourage you to just work on it very simply starting with this core as I said.
我在这里偷偷地构建了我们最初谈论的关于您核心业务的乘数和杠杆的概念，您可以采取任何措施来实现这些目标，无论是创建整个产品战略伙伴关系，例如找到使您的产品更加摩擦力小的滑动模型、价格和打包，以使其有更强的吸引力，而不是推销它，而是让客户因为它如此易于下载和高效，所以要求它，或与社区共同创作，使它成为真正的双赢，或最终实现我们刚才谈到的即增加产品的寿命，保持持续销售并获得更多价值，这就是您获得的四个初创公司的秘密，都是围绕增加客户的终身价值和降低获客成本展开的，这是一件有趣的事情，我鼓励您从这个核心简单地开始进行。
So in the end here and what I want to do is give you a chance to just for a moment brainstorm on this as your own venture could be a multiplier lever for your table but jump in everybody this is your chance to just brainstorm with each other.
这样，最后我想要做的是给你一个机会，让你自己思考一下，因为你自己的企业可以成为你桌上的乘数杆，大家一起加入讨论，这是你们一起集思广益的机会。
I hear great discussion going on so top right what do we have this table set increased reach would be there one multiplier lever and what is it that your customer is going to benefit from that so our customer I had identified before our customers a low income consumer in Kenya at the moment they kind of fought coffee fresh coffee so they're going to benefit because of access so it's going to be affordable to them and convenience feel a support.
我听到这里正在进行一个很棒的讨论，所以在右上面的这张桌子上有些什么呢？这个桌子上增加的范围将会有一个乘数杠杆，你的客户将从中受益吗？我们之前已经确定了我们的客户是肯尼亚的低收入消费者，他们目前很想喝新鲜的咖啡，因此他们将从中受益，因为他们可以更容易地获取到咖啡，价格也更为实惠，并具有便捷性、支持性。
I actually don't need anybody else's answer tonight you just you expose the exact same thing that is perfect seriously because the next slide is you're designing this for your customers so what's great about what you answered right away was that yeah you want to get increased reach but why does your customer benefit and you just said it access by you getting that reach the low income people that couldn't have got access to this coffee can now get access to it fabulous again we need a round of applause here that was superb so we just came perfectly to the end for the session by bringing it all the way back to what I said was we need to design customer centric models so things that benefit the customer.
今晚其实我并不需要别人的答案，只需要你。你所展现的完美和真实性是一致的，因为接下来的一页是关于设计适合你的客户的产品。你的回答真棒的地方在于，你不仅想要扩大覆盖范围，还说明了顾客的受益，你说了通过扩大覆盖范围，低收入人群也能享受到这种咖啡。真是太好了，让我们鼓掌致敬，这真的非常出色。我们通过设计以顾客为中心的模式，从设计产品中返璞归真，关注顾客的利益，这样才是正确的结束探讨。
I'm going to give you just a quick flip through what will be on the portal and that is how you do this so what you do. The secret to it is following the customer journey which is actually when they first engage with you all they have as a problem and they spend a lot of time and it costs them money to basically figure out what solutions are out there. They buy it then they have to implement it then they have to get trained on it then they test it then they roll it out then they measure whether it's working then they optimize it and only at some point do they go you know what we got enough value from this thing that we should keep buying it we should go through the three-up process.
我现在会给你快速地浏览一下门户网站上会有什么，以及你应该怎么做。要做到这一点的秘密就是按照客户旅程来做，实际上就是当他们首次接触你时所面临的问题，他们花费了很多时间和金钱来弄清楚有什么解决方案。他们购买了它，然后就必须实施，然后接受培训，然后测试，然后推出，然后测量是否有效，然后进行优化，只有在某些时刻，他们才会意识到从这个东西中获得了足够的价值，应该继续购买，然后经历三个过程。
This is a whole journey that I encourage you to figure out and Clint you asked about this all of that you're trying to increase the dollars you're taking over the lifetime of your engagement with the customer and the more that they engage with you the longer they engage with you the higher your lifetime value which is going to make your business model much much better and obviously on the other side of this the question zipporan just nailed this so I don't really need to tell you but you're going to be answering questions for your customers like why is this better. for them does it save the money just like zipporan is saying it does or does it save them time like you're saying it does in terms of how you get the data to them or what's the margin improvement in their business not yours so in donge you've got probably plenty of examples of where you've been proven the customers ultimate business model themselves by what you're selling to them so these things are the things that make this a customer-centric model.
这是一个整个旅程，我鼓励你去探索，并且，Clint你问的问题都是关于你试图增加与客户合作期间所得益的美元数量，他们越多地与你互动，在你的生命周期之内，他们与你的合作时间越长，你的终生价值就会更高，这将使你的业务模式变得更加优秀。显然，在另一方面，zipporan刚才已经解决了这个问题，所以我不需要告诉你，但你将要回答顾客的问题，比如为什么这对他们来说更好。像zipporan说的那样，这是否能节省他们的金钱或时间，或者是如何把数据提供给他们，或者是它能够为他们的业务带来边际的提升，而不是你的业务。在你的业务中，你可能有很多例子，客户由于你所提供的产品/服务，而实现了他们自己的最终业务模式，这些都是使这个业务成为一个顾客中心的模式的东西。
And for examples of these things think about Airbnb they're helping homeowners utilize their home they're getting paid money that they wouldn't have otherwise got wow what about for example Salesforce why would you sell Salesforce is a good model well pretty obviously people are getting better utilization out of their salespeople if they're more in touch with their customers their better relationships with them they can sell more to them sort of basic stuff but at the same time this stuff is what drives businesses so I won't ask you this question just because of time but I would leave you to think about it which is what's the one thing that makes your business profitable that your customer also gets profit from or benefit from if you can identify that this is the key to having a great sustainable business model.
举个例子，看看Airbnb是如何帮助房主充分利用他们的房屋，从而获得他们本来得不到的收益的。再例如Salesforce公司，为什么它经营良好呢？很明显，如果销售人员与客户保持更密切的联系、建立更良好的关系，他们就能向客户销售更多的产品，这是一些基本的事情，但同时这些事情也是推动企业发展的动力。我不会在这里就此提问，因为时间有限，但我要留给您的是思考，即什么是您的企业实现盈利所依赖的唯一因素，同时您的客户也能从中获得利益或收益。如果您能确定这一点，那么这就是拥有一个伟大、可持续的商业模式的关键。
That last thing I was talking about it's sustainable because it's not just you who's succeeding it's your customer you're making successful that's what makes for a great business model so to bring it all together this is the sustainable part it's what you're going to do to make your customer successful in the long run with all the different facets of the business model that you've built there's one phrase I said to you at the beginning you're going to remember if you can get a great business model it's going to be like that invitation you're going to RSVP to it it's going to be something that becomes repeatable in other words the customers will keep buying it'll become scalable because not only will they keep buying it but you can keep operating it at a profitable basis and importantly it's valuable along the way because the way in which you're actually creating that might be very effective.
我谈到的可持续的内容不仅仅是你成功了，更是你让客户成功了，这是一个伟大的商业模式所在。将所有的内容综合起来，这就是可持续的部分，因为你在不同领域的商业模式中所做的一切都是为了让你的客户在长期中获得成功。在我一开始就跟你提到过的那句话中，如果你能够得到一个很棒的商业模式，它就像是一个邀请函，你会回应的，因为这将成为可以重复的东西，也就是说，客户会持续购买，同时它还可以可扩展，因为你不仅可以让他们持续购买，还可以在盈利的基础上不断运营它。重要的是，在实现这一切的过程中，它是有价值的。
For example from a community or you're making it very easy to sell through partners etc and it's disruptive because you're doing something that nobody else could do so open source disrupted for example many traditional software stacks or the ad model disrupted all the traditional software stacks so Google for example gives its apps away it calls Microsoft to have a stock price that was a dial turn for nearly a decade while they tried to catch up and compete that's what business models do though that disruptive and ultimately it becomes defensible because you build a motor around it with things like your network and that's what's so exciting about an RSVP model and obviously the bottom line of this is it's for you and your customer if you design this right so thank you for listening the summary of all this is going to be up online but you just learned four startup secrets you learn how to figure out how to build those around the core of what you're doing and you design and you've learned how to design an RSVP model that will create a very disruptive and defensible business for you real pleasure having you here.
举例来说，你来自一个社区，或者你正在通过合作伙伴轻松销售，这很具有破坏性，因为你做了其他人无法做到的事情，例如，开源曾经破坏了许多传统的软件堆栈，广告模式也破坏了所有传统软件堆栈，例如谷歌赠送其应用程序，这导致微软股价在近十年内不断下滑和竞争，这就是商业模式所做的，虽然具有破坏性，但最终可以通过如网络等手段建立起对其的保护机制，这就是 RSVP 模型的迷人之处。当然，这对你和你的客户来说是有利的，如果你设计得当，这就是本次演讲的最终目的。总结所有内容，将会在网上发布，但是你学到了四个初创企业的秘密，并且学会了如何在核心周围建立这些秘密，并学会了如何设计一个可创建极具破坏力和保护机制的 RSVP 模型。非常高兴你能来到这里。
I only have one question for you now do you now understand why a business model is important for you as a founder that was incredibly quiet okay good so I'll connect the dots for you in one way you probably didn't think of have you have a smart business model that will make you spend less it'll be very cash efficient you'll have better valuations you'll have lower delusion that'll give you higher ownership and the bottom line.
现在我只有一个问题问你，你是否现在明白了为什么商业模式对于你作为创始人来说是很重要的？如果需要的话，我可以用一种可能你没有想到的方式为你梳理思路。如果你拥有一个聪明的商业模式，它将使你花费更少的现金，非常高效。你的估值将更好，你的稀释率将较低，这将使你拥有更高的所有权和更好的底线。
Is you'll have a much bigger outcome as a founder this directly impacts your bottom line outcome let's figure out how to do great jobs with it thanks a lot really appreciate it
作为创始人，你将获得更大的回报，这将直接影响你的收益。让我们一起想办法做好工作，非常感谢你的支持。