Three fundamental questions about products and services

The north has been heated. With the winter weather together, it is said that there is still capital in the winters. Did the capital winter really come? I'm afraid not. When it snows in the House to take a nap, the café may be less than a few people, but the snow will always stop, otaku always go to the café. The use of snow to thoroughly clean the health, reflection of inadequate service is the duty. What's the use of blaming God? God also has the right to occasionally sow a complaint.

Moreover, the real God is not the capital, is the user. The user has never been cold, has been enthusiastically choose and give up. Connecting enterprises and users, is our products and services. Products and services out of the question, and then hot summer also empty, capital is bound to carnage behind. Products and services no problem, cold night is also crowded, capital does not leave the truth.

Products and services, is the eternal topic of enterprises, but also the only topic.

Imitating Drucker's three classic questions, the company's products and services also have three fundamental questions that need to be constantly rethought: what to do now, what to do in the future, and what to do.

First question, what to do now.

New business to find things to do, the old enterprise always have things to do. What we are doing now is not a ridiculous question, and it is not easy to answer. The crux of the matter is not to give an answer casually, but to get the answer and reflect the answer. The process is so tangled, repetitive, and even painful.

Managers are busy every day, there are departments within the trivial, there are departments of entanglement, peer persecution, there is the trend of choice. Every morning in the boiling blood woke up, every night in the physical and mental exhaustion of sleep. However, elbow grease is not equal to credit, not equal to success. What to do now is the first question that must be answered.

Our products and services, which users are using, what to do, which users have left, why to leave, what to replace, why we are replaced, what changes can be made to save the user, where the new user, how to use a sentence, two sentences, three sentences to tell the user, what we do; How many similar products and services, our differences in where, can continue to expand this difference, our shortcomings in where, to avoid the short-term real can swagger?

Not afraid of the problem is how difficult, afraid like Socrates always ask to go on. The problem is the starting point, the answer is the end, the most important is the process of questioning. In this process, over and over, is actually the core problem of the enterprise: positioning.

The majority of enterprises start from a not clear direction, there is too much imagination and uncertainty. Pre-products and services are often mixed with a lot of impurities, not pure and focused. With the development of enterprises, impurities will not reduce their own, will only be deposited more and more. There must be a way to clean out the useless, poisonous impurities. This process of refining and solidification can not expect external forces, only from the internal reflection and sublimation of the enterprise.

What to do now, is the enterprise's self-torture, is the enterprise's inner cultivation. Cultivation is not in the moment, you insist. Only in the constant cultivation, the enterprise can become pure and strong. Why a lot of noisy enterprises such as comet-like fall, because these enterprises, such as the comet-like loose, gorgeous huge appearance below, is a bunch of dust, the sun wind blowing on the scattered things.

What to do now, along with the growth of the enterprise change. There is no eternal product and service, only continuous reflection and cultivation.

A second question, what to do in the future.

The future is the continuation of today, the future can not be predicted, can only be created. It's good to know what to do now, but it's not excellent enough. A superior manager must be sober and clearly aware of what to do in the future.

The most likely thing to do in the future is to move on in the present direction. In fashionable words, it is from 1 to N. Continue to move forward, what will happen, N can become how much, can not be random guessing, the need for managers based on current business conditions, combined with their own professional knowledge and the future of the industry judgment, can give a more reasonable judgment and speculation. If there were no surprises, it would be like this in the future. Rich is easy to Ann, when the wind, the company hopes to do things in the future to continue to do, and hope that the success of the present to the future. This is a reasonable choice, which is not easy to grasp, is the consideration of potential risks.

What to do in the future, another possibility is to completely abandon the direction of the present, and find his way. is no longer from 1 to N, but from 0 to 1. Change direction, basically is the direction of the current has been a big problem, or developed to the ceiling, stagnant. Situation, in the face of adversity first reflection, can only be products and services. If today's products and services no longer meet the user, in the future to do those changes will be able to retain users? This is not true from 0 to 1, but from 0 to 1, from 1 to N, again from 0 to 1. Change is necessary, it is difficult to grasp the degree of change. Too much, emotionally inclined to completely abandon the past products and services, but this is not the real success of the enterprise. What we are doing now is not useless, finding out the value and the problem, and what it will do for the future.

Determine what to do in the future, the enterprise can be prepared in advance, because the place to go, the need for different resources. Chuang-Tzu's "Getaway" provides tourism strategy: near the picnic with some snacks said walk on the day before the domestic tour to prepare some dry food, and travel abroad at least three months before the start of planning.

Indeed, the key to what will be done in the future is how far it will be from now on. Is ten miles, or thousands of miles, different goals and vision, determines our choice and behavior.

The third question, what should be done.

What should be done is a matter of position. Stand on the side of the enterprise, now do and the future do, seems to be done, but standing on the side of the user, the conclusion may be completely different.

When Nokia and BlackBerry dominated the world, two of companies were clearly aware of what to do and what to do in the future. Everything was fine, everything seemed to be and should be, but when Android and iOS came together, Nokia and BlackBerry had almost no decent resistance, and the building collapsed in a twinkling.

In the eyes of the user, the smartphone should be like the iphone. The iphone is a bit expensive, too. Those that look like the iphone and operate like the iphone are also acceptable, but should be cheaper than the iphone. Rather than how Apple, Samsung, Huawei, and Xiaomi should succeed, Nokia and BlackBerry are bound by vested interests, deviating from the user's position.

What should be done, is still a matter of realm. It should not be, the boundaries between the two are often vague, not easy to make judgments and choices. This is somewhat similar to literary creation, and there is some subtlety between good and bad. Wang Guowei's "human Cihua" put forward "the word to the realm as the most", there is no realm of the word is not the inflow. Realm can be divided into two categories of creation and writing, which correspond to the two schools of ideals and realism. Wang Guowei realized that "the two are rather difficult to separate." Because of the great poet's creation, it will conform to nature, and the writing of the Territory will also be adjacent to the ideal.

Similarly, what should be done, also need to conform to nature, while adjacent to the ideal. A good business can always find a balance between ideal and reality. For example, Apple, in maintaining the high-pressure products, but also to ensure that the company's huge profits. While earning huge profits, it also sustains the social image of the enterprise. Realm of high, far beyond the peer.

Improve the realm, do what the enterprise should do. To ensure the rationality of enterprise existence without exceeding the moment of whim.

Three classic questions, focus on the enterprise's products and services, torture is the enterprise's present and future.

This article is from the "Drucker's It Followers" blog, so be sure to keep this source http://wenrong.blog.51cto.com/1945908/1723138

Three fundamental questions about products and services