How to start a business cost-effectively and efficiently? Enterprises to enhance the experience economy successfully transformed!

Small businesses want to be bigger, so as to play the scale effect; but large enterprises are envious of small businesses fast and sensitive, can be light, rapid transformation.

We have learned Newton's three laws of motion: the smaller the mass of an object, the easier it is to change its trajectory. There is a folk saying that "a small boat is a good way to turn around".

Small businesses can take advantage of the "light load" advantage, and the industry leader in the head-on dislike, small businesses to use the resources of the trick is to "subtract competitiveness", do not cover everything, but a sword to seal the throat. Aim at new user groups, open up new tracks, make yourself a rule maker, adhering to the "less is more" concept of competition.

In the early stage of business, saving money is very important, try not to use other people's money to start a business. The meeting is a big enemy, a few people can clap the board touch, spend a few minutes can be resolved, once included in the formal meeting agenda, not half an hour will not end.

Never engage in fatigue tactics, because that is the biggest nemesis of efficiency, staying up late to work will eventually cost you dearly. There's a saying, "If you want it fast, you can't get it right," and staying up all night is a classic.

The startup team is small, so it's important that everyone is capable and cooperative. They don't have to be cowboys, they have to be real people who can work, not supervisors. Recruit those who write well, they think clearly and know how to focus, do not refuse to hire the best because of the distance.

Slow down, live comfortably and profit consistently. Being a small and beautiful business is also a success!

The four economic forms of agriculture, industry, service and experience are particularly like Maslow's pyramid of needs, showing different characteristics and forms from low to high in terms of production and consumption behavior.

The agricultural economy belongs to the typical raw material-based production in terms of production behavior, and the principle of self-sufficiency in terms of consumption behavior. The industrial economy, in terms of production behavior, is typically dominated by commercial manufacturing, while the consumption behavior emphasizes the satisfaction of scarcity. The service economy, in terms of production behavior, emphasizes efficiency enhancement, while consumption behavior is oriented to product functionality. Experience economy, in terms of production behavior, is to enhance the service as the primary purpose, and the consumer behavior pursues the scenario and emotional appeal to create memorable activities for users.

With the development of the times, experience economy, as a new economic form, has gradually occupied the mainstream of the business community. Enterprises need to expand the experience economy to gain profit growth, and users also want to get more happiness in the experience economy.

In this context, the user of the experience economy is the real protagonist of the commercial stage, and what the enterprise can do is to set up a good stage, create a scene, provide props, and then retreat to the back of the curtain to become the director, so that the user can perform on the stage.

In the product with enough thought, in the function of the product, ease of use and emotional experience, not only to help users solve the core needs, but also to give the user to create a super-expected surprise, in order to let the user willingly buy your product.

In order to successfully complete the digital transformation, it is necessary to have "Accenture-style" strategic thinking.

At the heart of Accenture's strategic thinking is the need to rethink your portfolio, not only to keep up with the pace of technology, but also to match the digital transformation.

Balancing old, existing and emerging businesses. You also need to use financial leverage to help reconfigure business assets by reducing fixed assets, building digital predictive models, and increasing the proportion of investment in human capital. Adept use of human leverage to leverage the transformation of corporate culture, strengthen leadership and human-machine collaboration, and unify corporate culture.

An enterprise's financial composition is usually three aspects, one is fixed assets, such as factory equipment, sales stores, etc.; the second is the working capital, that is, the enterprise turnover of liquidity minus the amount of liabilities; the third is the human capital, such as the staff's knowledge and skills, the level of culture and so on. Therefore, the enterprise transformation to use money, can only start from these three aspects, redeployment.

Enterprises to do "people-oriented", you need to understand the three major levers of manpower, one is the leader's personal style; the second is the need for employees to master the cutting-edge thinking and technology of the work; the third is the enterprise in the day-to-day operation of the cultural image of the performance. Companies also need to communicate internally a true sense of mission to deliver products and services that exceed customer expectations.

Leaders can only turn to the future when they are ready to leave the haven of today, and that takes courage. Transformation is a gamble that requires timing.