782 Matching Annotations
  1. Last 7 days
    1. “Business Machines.” The Journal of Business Education, September 1, 1930. https://www.tandfonline.com/doi/abs/10.1080/00219444.1930.10771593.

    2. Either system canbe s tart ed with a small li stof captions and be increasedscientifically.

      Scientific principles had bled so thoroughly into both culture and business that even advertising for filing systems in business in the 1930 featured their ability to be used and expanded scientifically.

    3. The Varidex is the name given to onemethod-a direct expanding index made inletter , bill and le gal sizes. In this systemthe general plan of tab positions is similarto the direct alphabetic system. It main-tains the fam iliar sectional arrangementfor guide s, individual and )Jliscellaneousfo ld er s.
  2. Apr 2024
    1. [Narrator]: The Cluttered Desk, Index Card,file folders, the in-out basket, the calculator.These are the tools of the office professional's past.Since the dawn of the computer age, better machines have always meant bigger and more powerful.But the software could not accommodate the needs of office professionals who are responsiblefor the look, shape and feel of tomorrow.

      In 1983, at the dawn of the personal computer age, Apple Inc. in promotional film entitled "Lisa Soul Of A New Machine" touted their new computer, a 16-bit dual disk drive "personal office system", as something that would do away with "the cluttered desk, index cards, file folders, the in-out basket, [and] the calculator." (00:01)

      Some of these things moved to the realm of the computer including the messy desk(top) now giving people two messy desks, a real one and a virtual one. The database-like structure of the card index also moved over, but the subjective index and its search power were substituted for a lower level concordance search.

      30 years on, for most people, the value of the database idea behind the humble "index card" has long since disappeared and so it seems here as if it's "just" another piece of cluttery paper.

      Appreciate the rosy framing of the juxtaposition of "past" and "future" jumping over the idea of the here and now which includes the thing they're selling, the Lisa computer. They're selling the idealized and unclear future even though it's really just today.

    1. You cannot buy a ready-made intelligence departmenton which to run your business.
    2. The subject is treated quite dispassionately,no particular file or cabinet is thrust upon the reader, but the re-quirements of ideal appliances and the state of existing ones aredescribed.

      Further evidence to the claim at https://hypothes.is/a/iQwqzvC4Ee6PrNfzDQurog

    3. Automobile and Carriage Builders' Journal, October 1908. Duringthe last five or six years the carriage builder has been adopting,perhaps slowly, and often unwillingly, the card system in his office.,owing to the extra detail the motor business has brought with it.It will have probably been introduced by a new partner who hasbrought new money into the business, when extra funds were necessaryto cope with the new state of affairs. The motor manufacturer usesit instinctively, for he brings with him,

      as a rule, the law, order, and precision of an engineer's office.

      There's an interesting dichotomy presented here about the tech forwardness of the automobile industry in 1908 versus the tech reticence of the carriage builders in regard to adopting card indexes with respect to their related (though different) industries.

      Me (sarcastically):<br /> "Oh, those backwards carriage builders will get with the 'program' any day now..."

    4. card system are indebted tothese catalogues for their information. But all these publications areprimarily concerned with the particular cabinet or file of the firm inwhose interest they are published.

      Variations of card index systems were published in booklet form by filing cabinet manufacturers as a means of selling not only their cabinets, but their systems for using them was common in the early 1900s. Examples of magazine advertisements in System Magazine back this up. It is also specifically highlighted in a review of J. Kaiser's book "The Card System at the Office" from Ironmonger (1909-10-03) which appreciates a more fully fleshed out version of a card index system in book form without mention of specific manufacturing firms.

    5. o businesses of varied sizes are set forth and their working illustrated."We note with appreciation the author's use of "flags" as indic.itors.Our experience of these handy and ingenious little devices datesfrom their first introduction in the States, and we can endorse all that"he says in their favour.

      When were bookmark-like "flags" introduced in America? (Certainly prior to 1908, based on this reference.)

    6. Yet it is doubtful whether since theintroduction of the typewriter there has been an invention so beneficialto modern business as the card-index system.
    1. A four drawer cabinetis as a rule ample for the purposes of the key cabinet.

      Key cabinets are used to control the information found in other card indexes as well as for private business information which should be restricted within a firm.

    2. Business In former years the account ledger representedLedger

      Business Ledger

      This section looks at index cards for communication to/from clients and appropriate follow up with respect to sales management in a manufacturing firm. It broadly represents some examples of how one would do larger scale project management and follow up with index cards.

    3. Summaries*

      examples of specific workflows within Kaiser's card system

  3. Mar 2024
    1. 163

      Early 20th century mail merge using a card index!

    2. Elaborate library classifications were either inapplicable or much 74too complicated and therefore unmanageable. Their applicationto business was out of the question. Something simple, easy toimderstand and easy to handle was required. This was foundin the numerical arrangement. The numerical classification inspite of its arbitrary character will always have this advantagethat it ensures accuracy with the least trouble, and this is stillmore the case where large quantities are handled. It was quitenatural therefore that this should be preferred for business purposes.As there are many sets of things arranged numerically, it isnecessary to distinguish one set from the other, so as to know towhat set a given number refers. This is done by affixing dis-tinguishing initials to the numbers, each class being assigned somecharacteristic initial of its own.

      In describing classification schemes for card index-based business uses, Julius Kaiser indicated in 1908 that "elaborate library classifications were either inapplicable or much too complicated and therefore unmanageable." This is in part because of the standardization of the Dewey Decimal System, which may have provided efficiencies for library systems, but proved too rigid for the idiosyncrasies of a variety of businesses. Instead he describes an alpha-numeric system in which numbers provide simple means of finding while the initial alphabetic codes assign specific office-related classes (correspondence, press cuttings, catalogs, etc.) to the indexed materials.

    3. The development of the card system and itsmore universal adoption within recent years isundoubtedly due in the mail to the development in modernbusiness and factory organisation ; it may be regarded as anoffspring of manufacture in quantities. (Massenfabrikation, Gross-industrie.) The recognised principle in manufacture in quantities ismaximum of output with minimum of labour. The means to attainthis end is specialisation, which in its turn yields greater precisionand accuracy as it^ result. All this is equally applicable to thecard system, and the last factor, greater precision and accuracy,is one of its most conspicuous claims.

      Julius Kaiser contemporaneously posits that mass manufacture and maximizing efficiency (greater output for minimum input) are the primary drivers of card index system use in the early 20th century. These also improve both precision and accuracy in handling information which allow for better company or factory operation, which would have been rising concerns for businesses and manufacturing operations at the rise of scientific management during the time period.

    4. Volume 2 will be almost entirelydevoted to the work of indexing in the sense of analysing literatureand will go more fully into the question of classification and themanagement of guide cards. The present volume is confined asfar as practicable to the use of plain cards. Tabulated cards,methods of tabulating and the application of tabulated cards topractical business will be dealt with in volume 3, " The CardSystem at the Factory."

      companion volumes treated the topics of "analysing literature" and the application of tabulated cards to practical business "at the Factory".

      see: Kaiser, J. Systematic Indexing. The Card System Series 2. London: Sir Isaac Pitman & Sons, Ltd., 1911. http://archive.org/details/systematicindexi00kaisuoft.

    5. Office Organisation, of which the work here discussed forms part, 2has been considerably modified within recent years, and Avhatis called the " card system " has now come very much into vogue.

      The nebulous, but colloquial "card system" was a common, but now lost moniker for the use of a card index in business settings in the early 1900s.

    1. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. Thehandle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face ofit, to stand for so much more. The suitcase represents all that has gone into the formation ofthe phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often,we grab the handle and—without realizing it—walk off without the suitcase. What’s more, wedon’t even think about what we’ve left behind. After all, the handle is so much easier to carryaround than the suitcase.

      Ed Catmull analogizes the idea of pithy business statements and aphorisms as old, heavy suitcases and their handles. It's easy to grab onto the handle and walk of only with it, particularly when the weight and inconvenience of the suitcase and its actual contents are no longer attached. One needs to make sure that their comfortable old suitcase handle is still attached to the case and the valuable, hard-won wisdom of the contents inside.

    2. “Story Is King” differentiated us, we thought, not just because we said it but also becausewe believed it and acted accordingly. As I talked to more people in the industry and learnedmore about other studios, however, I found that everyone repeated some version of thismantra—it didn’t matter whether they were making a genuine work of art or complete dreck,they all said that story is the most important thing. This was a reminder of something thatsounds obvious but isn’t: Merely repeating ideas means nothing. You must act—and think—accordingly. Parroting the phrase “Story Is King” at Pixar didn’t help the inexperienceddirectors on Toy Story 2 one bit. What I’m saying is that this guiding principle, while simplystated and easily repeated, didn’t protect us from things going wrong. In fact, it gave us falseassurance that things would be okay.

      Having a good catch phrase for guidance can become a useless trap if it becomes repeated so frequently that it loses meaning. Guiding principles need to be revisited, actively worked on, and ensconced into daily activities and culture.

      examples: - Google and "don't be evil" - Pixar (and many others) and "story is king" (cross Reference Ed Catmull in Creativity, Inc.) - Pixar and "trust the process" (ibid) #

    3. I read many such books as I set about trying to become a better, more effective manager.Most, I found, trafficked in a kind of simplicity that seemed harmful in that it offered falsereassurance. These books were stocked with catchy phrases like “Dare to fail!” or “Followpeople and people will follow you!” or “Focus, focus, focus!” (This last one was a particularfavorite piece of nonadvice. When people hear it, they nod their heads in agreement as if agreat truth has been presented, not realizing that they’ve been diverted from addressing thefar harder problem: deciding what it is that they should be focusing on. There is nothing inthis advice that gives you any idea how to figure out where the focus should be, or how toapply your energy to it. It ends up being advice that doesn’t mean anything.) These sloganswere offered as conclusions—as wisdom—and they may have been, I suppose. But none ofthem gave me any clue as to what to do or what I should focus on.

      Curious that he might write this in a business book on creativity which is highly likely to fall trap to the same simple advice or catchy phrases.

      Does he ultimately give his own clear cut advice that means something?

      I'm reminded here of Dan Allosso's mention of the David Allen quote from Getting Things Done: "It is better to be wrong than to be vague."<br /> https://hypothes.is/a/yOFrNubcEe6AsafBDjDzBw

      Are business books too often vague when it would be better for them to be wrong instead?

    4. Catmull, Ed, and Amy Wallace. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. 1st ed. New York: Random House, 2014.

      Annotation link: urn:x-pdf:30663863383637656631613936313361656266663266383336636530383636623965393736396531323237383235353363353236653830623034366132373130

      alternate annotation link

    1. Its a powerful software, Adobe is a Horrid company though, and they make everything subscription base, Buy out and monopolize software sweets whenever they can, Generally they are the absolute worst. I recommend learning how to use blender painting or the open source software ARMORPAINT as soon as its available so you don't have to support this scumwater company.In the mean time its the only thing that is widely supported, The united states just needs better consumer protection laws. it all comes down to america's horrid consumer protection laws that make companies like this possible.
  4. Feb 2024
    1. 有人称奥乐齐是「上海打工人的食堂」,更夸张的是「命是奥乐齐给的」。
    2. 由于经常有优惠券、打折活动,奥乐齐商品性价比高。均价 20 多元一顿,不愁没的选择。
    3. 值得注意的是,在沪上活了三年,奥乐齐的对手画像,不是传统高端精品超市,而是盒马。
    4. 由此可知,ALDI 的家庭型客群,基本都能承受越过平均线的房价,消费力居中等偏上。
    5. 不同于 blt、Ole'、CITYSHOP 等国内外精品超市偏爱高端购物中心,奥乐齐偏爱大众化、中档小型 mall。
    1. 在发展初期阶段,奥乐齐主要定位于低收入阶层客群,因此在德国也被称为「廉价超市」。不过,后来随着市场扩张至国际市场,奥乐齐在英国、澳大利亚、中国等市场的门店都做出了主动调整,客群也扩大至了中等收入阶层客群。
    1. 这种“升档“策略在奥乐齐进入瑞士、英国等地区时也曾采用过,这两个地方的物价通常比德国高,一味低价容易给当地人留下“品质不好“的印象。所以,奥乐齐在进行全球扩张时,也曾因地制宜过,在价格和商品上做差异化调整。
    2. 精选零售模式的精髓在于把SKU控制的很低(通常在3000个以下),通过单个SKU的规模效应来摊薄成本,把价格打下来。奥乐齐在欧洲市场可以做到90%-95%左右的SKU商品均来自自有品牌(private label),从酸奶到零食,从葡萄酒到水果生鲜,均有常年合作的制造商,贴Aldi的标签。
    3. 感慨道,这个模式非常厉害,一定能成功,少量的SKU,很强的供应链,都是精选,单点做透,我们还在玩价格战,他们是在做定制。言语间流露一丝兴奋。
    1. 在中国市场,过去几年,奥乐齐围绕百年品牌的三大支柱原则:极具竞争力的价格,物超所值的品质和省心的购物体验,初步构建了一个本地化「社区平价超市」的样本。同时,一直低调、不动声色地布局供应链,让奥乐齐在新变化到来时,向国内消费者,亮相了一个更像德国 ALDI 的奥乐齐。截至 2023 年 12 月,奥乐齐在上海开出了 50 家门店,现有供应商中,已实现 80%以上本地化。这距离 2019 年 6 月,奥乐齐在上海开出中国首批线下店,不过 4 年半。显然,充分本土化供应链,是奥乐齐能在中国市场落地「高质」和「低价」的基础。
    2. 「卷」,已不足以形容眼下中国零售市场「折扣化」和「低价」变革的喧嚣潮流。应对新变化,「低价」成为国内众多电商平台、零售商超们的共识,ALDI 奥乐齐也成了行业内外最常被提及探讨的那个「好学生」。
    1. 1913 年成立的奥乐齐,被业内公认为「硬折扣鼻祖」。正是它首创了「强供应链管理+低成本运营」的硬折扣模式。目前已在全球 10 余个国家拥有超过 1 万家门店。2019 年起,它也进入到中国,入局参与中国零售战场。奥乐齐的力量,只举一个例子就能说明。全世界最大的零售巨头,有「价格屠夫」之称的沃尔玛,却因为德国有着奥乐齐的存在,被迫在 2006 年退出德国市场。不过,由于奥乐齐有不能接受外部采访的内部规定,因此市面上极少有系统分析奥乐齐的资料。此前中译出版社曾出版过一本《大道至简:德国零售巨头 ALDI 管理法》,由曾任奥乐齐北方公司董事总经理兼监事的迪特尔·布兰德斯及其儿子所写,几乎是市面上唯一一本系统介绍奥乐齐方法论的书籍。
    1. 通常情况下,国际零售品牌的自有品牌占比在 20%左右,而 ALDI 奥乐齐内却高达 90%,这样的高比例使得 ALDI 奥乐齐可以更好地对商品进行价格和质量上的管控。 像是 4L 饮用纯净水,在 ALDI 奥乐齐内售价为 6 元,比同类市场瓶装水农夫山泉、怡宝等便宜 35-40%。其他类商品在 ALDI 奥乐齐中也基本是比较亲民的价位。
    2. 如果你曾去过 ALDI 奥乐齐的线下门店,你会发现,尽管店铺面积不大,但你几乎可以一次性买齐所有你需要的商品,而这都归功于其强大的选品能力。 ALDI 奥乐齐的选品能力主要体现在两方面:自有品牌的保有率和 SKU 数量。 有这样一则数据统计,ALDI 奥乐齐里的商品有 90%以上都来自自有品牌,店铺中的 SKU 从最早期的 300 个到现在也不过在 1800 左右,但其单个 SKU 的年销售额是沃尔玛的 12 倍以上,足以可见其水准。
    1. 业务方面:1)公司第一家百货门店南京新街口店于 1995 年 12 月试营业,1996 年正式营业;2)2000 年,开设南通店,走出百货连锁经营的第一步;3)2005 年,西安国贸店开业,标志着公司百货业务走出江苏,逐步向全国扩展;4)2014 年,正式由百货业态向「全生活中心」战略转型;5)2017 年,获得 7-Eleven 便利店在江苏的20 年独家经营权。历经近 28 年发展,目前开业 30 家百货连锁门店。
    1. 其实比宜德的问题,也是现在很多中国折扣店的病。对于硬折扣店而言,规模=效率=利润,没有规模,就不会有极致的效率。但现在很多折扣店在规模这一环上,靠的一是资本输血,二是加盟商入局。为此国内的折扣店,其贩卖的产品有两个。一个是货架上的产品,这是卖给消费者的。一个是街边的那个店,这是卖给加盟商的。
    2. 但很多人不知道,比宜德是奥乐齐的嫡亲弟子。比宜德的创始人 Philipp Spangenberg 曾在德国奥乐齐任高管,来中国之前曾在土耳其复制了一个本地版奥乐齐,后被奥乐齐收购。在土耳其的成功经验,让他萌生了来中国再造一家奥乐齐的想法。2016 年,Philipp Spangenberg 在上海开了第一家比宜德,经营模式一比一复刻德国「廉价超市」。
    1. 社区折扣连锁本质是精简 SKU、高比例自有商品、规模优势、低成本高效率运营带来的极致性价比。供应链效率低,就没法做到成本领先,保持稳定低价。
    2. 据首都经济贸易大学教授陈立平表示,参考日本经验看,未来中国实体店的机会将在「小商圈零售」和「折扣店」这两类业态中诞生。据上海连锁经营研究所研究发现,「在上海市场奥乐齐所在的区域里,中高端消费者去 COSTCO 和山姆会员店的频率在减少,次数在下降。」
    3. 根据奥乐奇方面的说法,预计 2022 年 27 家门店每家销售额为 2000 万元,总计超过 5 亿元。折算下来,按照平均每个门店面积 500 平米计算,单店年销售坪效约 4 万元/年,这在行业内居于很高水平。
    4. 奥乐齐上海目前线上到家订单比重已达到 30%。奥乐齐中国区主席陈有钢表示:到家业务是增量市场,但行业里存在一个「40%生死线」的论断。如果零售线上占比超过 40%,就意味着边际成本上升,对盈利反而是个挑战。
    5. 奥乐齐在中国开设线下门店之前,已经提前把国内商品供应链体系、全球进口贸易供应链全部搭建完毕了。奥乐齐的准备工作可谓十分充分。
    6. 奥乐齐「觊觎」中国市场已久,但行事谨慎。公司于 2015 年香港设立采购办事处,2017 年 3 月入驻天猫国际。当时,奥乐齐的海外旗舰店主打酒类、早餐、零食等非冷冻食品杂货,商品主要来自澳洲供应链。一方面,奥乐齐在 2001 年进入澳洲,积累了众多供应商资源;另一方面,中国消费者对澳洲商品需求和信任度较高。直至 2019 年 6 月,公司在上海开设第一家线下门店。
    7. 极致精选 SKU 的好处是,单品采购量大有利于做低采购价格、周转快、库存管理高效,供应商合作稳定。但也非常考验买手能力,及对消费需求的理解能力。在自有品牌方面,奥乐齐在中国的门店仍主要经营自有品牌,由供应商为其OEM贴牌。在奥乐齐中国门店,除了一线品牌之外,其余商品都采用自有品牌,奥乐齐的自有品牌商品占比超过 70%,这使得奥乐齐的商品具有一定的价格优势。奥乐齐的自有品牌商品并非简单以低价取胜,而是在同类商品中,以价格低于同类,品质与档次高于同类的商品开发策略,形成相比同类商品较大的高性价比优势。让消费者感觉不仅物美价廉,而且物超所值。
    8. 奥乐齐进入中国后,更强调一日三餐。这从奥乐齐经营的商品大类也可以得到印证,奥乐齐经营品类中,食品饮料有 7 个大类,为奥乐齐经营商品的主要品类。所以在一些行业人士看来,奥乐齐在上海的门店从品类特征来说,更像是食品超市,而不是生鲜超市或者综合标准超市。这正符合公司在中国市场设定的「社区食堂」定位。
    9. 奥乐齐根据在中国市场的目标客群定位,将自身定位为社区精品超市和社区食堂。奥乐齐中国区主席陈有钢表示,进入中国后,奥乐齐更强调一日三餐,满足年轻家庭和中青年家庭需求。「奥家厨房,社区食堂」——这是奥乐齐中国为「锁定」中产消费者而设定的「社区食堂」定位,以及想要做的顾客心智市场卡位。奥乐齐中国区主席陈有钢表示:「之所以提出社区食堂概念,把它提到比较高的高度,核心是中国市场由于外卖的发展,出现了『餐饮零售化』和『零售餐饮化』不可逆转的趋势」。陈有钢表示,在中国,餐饮可以在店里吃,又可以拿回家吃,已是「餐饮零售化」了,「零售如果不积极思考餐饮化路径的话,未来空间会越来越小」。而「社区最大的一个潜在需求就是怎么解决简单吃饭,同时又要吃好饭的问题」,在陈有钢看来,做热气腾腾的「社区食堂」,是满足消费者生活方式需求变化的关键所在。在商业发达的上海,超市和便利店无处不在,消费者为什么还要到奥乐齐来?陈有钢认为,「能体验到色香味,看到超市热柜里蒸汽的颜色、闻到味道,能引起购买的冲动,本身对消费者来说也是一种享受」。在陈有钢看来,一方面从消费者需求来说,社区食堂存在空白需求点;另一方面,奥乐齐能够通过有效的工业化、标准化做社区食堂,存在商业机会。
    10. 所以,在中国市场,ALDI 奥乐齐去除低端化标签,目标客群瞄准中国的中产阶级,试图打造一个「精品社区超市」及「社区食堂」。奥乐齐中国区主席陈有钢表示:自有品牌高比例,以及精选 SKU,仍然是奥乐齐最核心基因,但会因地制宜,在不同环境下表现出不同形式。
    11. 在德国本土等海外大部分市场,奥乐齐均定位为廉价超市,客群以中低收入阶层为主。但奥乐齐来到中国,业务模式根据中国市场的实际情况做出了主动调整。至于业务模式做出调整的原因,奥乐齐中国区主席陈有钢解释说,奥乐齐的特点是因地制宜,但低端不是奥乐齐的唯一标签。在他看来,中国的零售市场本身就充斥着「价格战」,在中国市场,价格没有最低只有更低,「作为一家比较系统化的、合规成本也比较高的外资企业,奥乐齐在中国市场比拼价格并不是最好的途径。」
    12. 德国北奥乐齐 Aldi Nord 前高级经理 Marc Houppermans 也认同这一评估。如今,他作为折扣零售咨询公司的执行合伙人为零售商提供咨询,其中包括在亚洲建立折扣机构。他表示:「中国的潜力非常大,仅在大上海地区,奥乐齐就可能有 500 至 600 家商店 。」
    1. ALDI不销售大多数市场品牌的商品,认为这些品牌让顾客多支付不应该承担的品牌营销费用。ALDI 消除了品牌中间商这一增加成本的重要环节。没有中间商赚差价。为了应对这种情况,ALDI 与当地供应商合作,以更低的价格销售自有品牌,提供品质相近的商品,ALDI 门店货架上 90%的商品来自自有品牌。
    2. 当你认识到产品的本质以后,产品本身便没有那么多花样了。所以对于 ALDI 的 1000 多 SKU,并不是强行删减下去的,而是在 ALDI 眼里,商品的品项只有这些 SKU。
    3. 与仓储会员超市零售企业类似,ALDI 也采取精选 SKU 策略,其 SKU 只有 1100~1400 个左右,相比而言,美国的零售行业平均 SKU 为 14000 个左右,沃尔玛的 SKU 甚至超过 20000 个。ALDI 聚焦于食品杂货(50%)的同时辅以生鲜(36%)等高价格弹性的品类。
    4. 尽管在发展过程中,AIDI 经历过德国经济的起伏,但它始终坚守着「低价高质」的原则,力求让所有消费者获得物超所值的商品。据毕马威的一项调查数据显示,ALDI 商品的价格较一般超市便宜 20%~30%,个别商品较沃尔玛能便宜 50%还要多。根据中信证券研究,ALDI 商品较沃尔玛等超市具有明显价格优势(如下图所示)。
    5. ALDI 在中国:2017 年在天猫开设旗舰店,2019 年在中国上海开设线下门店,目前在上海已经开设了 36 家线下门店。据报道, ALDI 计划在中国扩张提速,将继续开设数百家分店。
    6. 1966 年起,因为兄弟两人经营出现分歧,ALDI 开始拆分为完全独立的两部分——北方集团ALDI Nord和南方集团ALDI Sud,由哥哥卡尔和弟弟特奥分别经营。其中,北方集团主要负责西欧市场业务的拓展,涵盖比利时、丹麦、法国、荷兰、葡萄牙等国家,南方集团则专攻国际市场业务的拓展,澳大利亚、奥地利、瑞士、西班牙、英国、美国等地都是其目标所在。
    7. ALDI 的目标是成为消费者社区内的便捷购物地。货物种类能满足生活必需品的供应,自有品牌占比超过 90%,商品质优价廉,主打高性价比,在国外被称为「穷人的廉价超市」。在德国,虽然 ALDI 属于廉价超市,但是无论穷人富人都对这家超市有很高的品牌忠诚度,开着豪车到阿尔迪排队购物是经常能看到的景象。事实上,ALDI早期主要定位于低收入阶层客群,后来随着市场扩张至国际市场,ALDI 在英国、澳大利亚、中国等市场的门店都做出了主动调整,客群也扩大至中低收入阶层客群。
    8. 根据知名机构德勤(Deloitte)发布的《2022 全球零售力量》研究报告,2022 年 ALDI 的零售额达到 1170 亿欧元,在全球排在第八名。公司没有进入资本市场,是非上市公司。
    1. For example, an HS event closely followed by heavy rainfall caused the deaths of more than 500,000 livestock and over $1.2 billion in economic losses

      for - epiphany - money is the only lens that business sees reality through

      epiphany - money is the only lens that business sees reality through - Just hit me how economics is the dominant and only metric that seems to matter to much of the business community - even in most research papers, we have to keep translating environmental into economic, as if the only people that matter are business people - it is indicative that we DO NOT KNOW HOW TO INTRINSICALLY VALUE NATURE

  5. Jan 2024
    1. Chris, I read it some 40 years ago when as a school boy I began with my Zettelkasten journey. It is about the technique as well as the intellectuell framework behind it and was surely pointed to business aspects as well as running the civil service but also outspoken to the worker of the mind, the scientist and philosopher. Filing and indexing is crucial to all of these varied aspects of cultural life. But don't expect hitherto unknown magical practices to be revealed. It was commune practice then and you could find handbooks on indexing and filing in organisations also in America and England at that time. The new found way of personal knowlegde management just doesn't know about its predecessors with pen, ink, typewriter and other unbeliefable tricks.
    1. It’s a shift in mindset where the question changes from "were we busy doing the tasks?" to "did we move the needle for our organization to thrive?"
    1. (my bias is showing through - marketing people don't call it surveillance capitalism, to be fair. That's a pejorative term. They just call it doing their job, generating leads, and increasing conversions.)
    2. just shooting from the hip, to me, I'm glad that subscription services like Netflix and Spotify are becoming more popular. That means that the companies (as opposed to Google & Facebook) don't have the incentive to follow this "surveillance capitalism," i.e. building increasingly sophisticated advertising technology predicated upon the behavioral history of users.(my bias is showing through - marketing people don't call it surveillance capitalism, to be fair. That's a pejorative term. They just call it doing their job, generating leads, and increasing conversions.)
    3. The answers you seek are difficult ones. The internet isn't free, so someone somewhere along the chain will need to pay for the content. As consumers we pay for internet access, and may sometimes pay for premium content (news site subscriptions, Patreon, etc.) but usually the content that we consume is free to us. Instead, it's the ad services that are paying. The internet content being "free" to consumers can really be a great thing, and equalize the playing field for people of different means. But it does come with its issues.
    4. What they say is this is due to is new EU policies about messenger apps. I'm not in the EU. I reckon it's really because there's a new Messenger desktop client for Windows 10, which does have these features. Downloading the app gives FB access to more data from your machine to sell to companies for personalized advertising purposes.
      • for: elephants in the room - financial industry at the heart of the polycrisis, polycrisis - key role of finance industry, Marjorie Kelly, Capitalism crisis, Laura Flanders show, book - Wealth Supremacy - how the Extractive Economy and the Biased Rules of Captialism Drive Today's Crises

      • Summary

        • This talk really emphasizes the need for the Stop Reset Go / Deep Humanity Wealth to Wellth program
        • Interviewee Marjorie Kelly started Business Ethics magainze in 1987 to show the positive side of business After 30 years, she found that it was still tinkering at the edges. Why? - because it wasn't addressing the fundamental issue.
        • Why there hasn't been noticeable change in spite of all these progressive efforts is because we avoided questioning the fundamental assumption that maximizing returns to shareholders and gains to shareholder portfolios is good for people and planet.**** It turns out that it isn't. It's fundamentally bad for civilization and has played a major role in shaping today's polycrisis.
        • Why wealth supremacy is entangled with white supremacy
        • Financial assets are the subject
          • Equity and bonds use to be equal to GDP in the 1950s.
          • Now it's 5 times as much
        • Financial assets extracts too much from common people
        • Question: Families are swimming in debt. Who owns all this financial debt? ...The financial elites do.
      • meme

        • wealth supremacy and white supremacy are entangled
  6. Dec 2023
    1. This article explores the intricacies of Deliveroo's business and revenue model, shedding light on the mechanics behind this popular food delivery platform's success. Discover how Deliveroo operates and, most importantly, how it generates revenue in the competitive world of food delivery services.

      • for: Deep Humanity - business transition, DH - business transition

      • summary

        • fear of the old system dying, and therefore of death in general is something top executives are dealing with, and not very well.
        • Deep Humanity mortality salience BEing journeys are a valuable tool to help with the transition of business and industry
    1. In the past seven years alone I’ve given more than 500 talks and interviews about regeneration, and I sense the same fear again and again in most leaders. A fear of fully embracing a regenerative transition because it means they need to let go of most of what they have been taught is good business and leadership. They need to surrender to a landscape that doesn’t have a fixed toolbox, process-plans, checklists and business models and it scares the shit out of most executives.
      • for: transition - business world - fear, DH - business application, Deep Humanity - Business application
    1. Crux - 1. Apple is not a company where general managers oversee managers; rather, it is a company where experts lead experts. The assumption is that it’s easier to train an expert to manage well than to train a manager to be an expert. 1. Whereas the fundamental principle of a conventional business unit structure is to align accountability and control, the fundamental principle of a functional organization is to align expertise and decision rights. 1. In a functional organization, individual and team reputations act as a control mechanism in placing bets. 1. So, that means if the camera team pitches an idea, but the same doesn't receive a good response from the users, for the next model the camera team's functionality will have a lower priority than suppose the touch team. 1. As is often the case with decentralized business units, managers were inclined to fight with one another, over transfer prices in particular. 1. Managers should be expertise in their fields. They should spend majority of their time either owning, learning or teaching, and less of delegating. Each piece they work on should be deeply thought of . 1. Squircle scenario. 1. Cross functional debates

  7. Nov 2023
    1. we've become a province in which the the doctrine has become look out for yourself look out for your family and um and if you can 00:21:44 socialize costs and privatize benefits and of course that's what the oil industry is doing it's what the it's what every industry has learned to do
      • for: meme - business - socialize costs / privatize benefits

      • meme: business and industry

        • socialize costs / privatize benefits
    1. Seit dem Pariser Abkommen haben europäische Banken fossile Energieunternehmen durch die Ausgabe vom Anleihen in Wert von ca einer Billion (1000 Milliarden) Euro unterstützt, wie eine Recherche des Guardian ergibt. Anleihen (Bons) sind inzwischen die wichtigste Form der Finanzierung der Fossilindustrie. https://www.theguardian.com/business/2023/sep/26/europes-banks-helped-fossil-fuel-firms-raise-more-than-1tn-from-global-bond-markets

  8. Oct 2023
    1. 04:30 education business as scam (bec information is not tangible)

      • information and knowledge, historically speaking, is fundamental to society and culture
    1. MONDAY, NOVEMBER 2, 1942Dear Kitty,Bep stayed with us Friday evening. It was fun, but she didn’t sleepvery well because she’d drunk some wine. For the rest, there’snothing special to report. I had an awful headache yesterday andwent to bed early. Margot’s being exasperating again.This morning I began sorting out an index card le from theoce, because it’d fallen over and gotten all mixed up. Before long Iwas going nuts. I asked Margot and Peter to help, but they were toolazy, so I put it away. I’m not crazy enough to do it all by myself!Anne Frank

      In a diary entry dated Monday, November 2, 1942, Anne Frank in an entry in which she includes a post script about the "important news that [she's] probably going to get [her] period soon." she mentions spending some time sorting out an index card file. Presumably it had been used for business purposes as she mentions that she got it from the office. Given that it had "fallen over and gotten all mixed up", it presumably didn't use a card rod to hold the cards in. It must have been a fairly big task as she asked for help from two people and not getting it, she abandoned the task because, as she wrote: "I'm not crazy enough to do it all by myself!"

  9. Sep 2023
    1. 付费会员能买到差异化商品,是吸引入会、留存的根本动力。万德乾指出,中国零售业长期欠缺有竞争力的商品,原因在于研发能力不够,单个品类的品牌集中度不高,原料采购的便利性也不及跨国企业。生产制造水平能补上一定短板,但难以满足会员店用户的消费升级需求。  外资超市和电商抓住了最近一波消费升级的红利。山姆靠社交媒体上的网红食品采购指南一次次出圈,其总 SKU(最小库存单位)只有 4000 多个——而一般超市通常都有数万个——商品来自全球采购,「新奇特」带来的消费者互动性较好。   低价考验供应链能力,这也是业内公认的山姆会员店竞争壁垒之所在。一方面得益于门店数多带来的规模议价能力,批量直采配合包厢集运,进货和物流成本的压降能让利给终端;同时,也和采购团队专业度有关,比如对接酒庄直采的人员不少持有品酒师证书。  不能通过直采获得理想的价格或品质,则通过和品牌、供应商共创定制来实现,这考验采购的选品眼光。过去,超市通过 ODM(原始设计制造商)做自有品牌,主要目的是对供应商产品形成竞争制约,提升自身议价能力,因此主要限制在弱品牌、强品质的品类。万德乾认为,麦德龙、山姆、Costco 的自有品牌占比均在 20%至 30%,可视为超市自有品牌占比的警戒线,否则面临专业度不足。  在受关注的进口商品之外,山姆会员店的商品主要来自本地供应。张陈勇认为,供应链数十年积累带来稳固合作是山姆壁垒所在,「小红书及电商代购潮给山姆带来的短时大量流量,供应链也能接得住,没有出现爆品断货或品质下降的情况。」
    1. The iCloud era starting in 2012 finally ushered in free email addresses and free operating system updates. That's when the business model of large tech companies turned more into user accumulation wars to see who can attract the most subscribers and retain them in their ecosystem of products.
  10. Aug 2023
    1. spirituality is not even a fourth pillar of sustainability, but is instead the foundation upon which the pillars of people, planet and profit must be constructed. To succeed on the triple bottom line, we must build a strong spiritual foundation. To do that, we must look inwards.
      • for: quote, quote - spirituality, quote - Tom Greenwood, triple bottom line, spirituality and business

      • paraphrase

      • quote

        • spirituality is not even a fourth pillar of sustainability,
          • but is instead the foundation upon which the pillars of
            • people,
            • planet and
            • profit
          • must be constructed.
        • To succeed on the triple bottom line,
          • we must build a strong spiritual foundation.
        • To do that, we must look inwards.
      • comment

        • We could express this succinctly in a new phrase:
          • The bottom line of the triple bottom line is spirituality
    2. I think if we stripped away the social stigma and stereotypes, we would find that most people have some personal beliefs about life, death and the universe that could be considered spiritual.
      • for: quote, quote - dogma, quote - wonder, quote - spirituality, quote- Tom Greenwood
      • quote
        • I think if we stripped away
          • the social stigma and
          • stereotypes,
        • we would find that most people have some personal beliefs about
          • life,
          • death and
          • the universe
        • that could be considered spiritual.
        • In fact, I would bet that
          • the number of people who never wonder about any of these things would be close to zero.
        • Spirituality then, is really the exploration of the other half of life
          • that our society isn’t comfortable exploring.
        • And that’s where it gets interesting.
      • author: Tom Greenwood
      • date: aug. 23, 2023
    3. The problem is that in rejecting the dogma, we too have created dogma. A dogma that shuts down our natural human inclination to explore the mysteries of life, of our own inner worlds and of our deep connection to nature and each other.
      • for: quote, quote - dogma, quote - wonder, quote - spirituality, quote- Tom Greenwood
      • quote
        • The problem is that in rejecting the dogma,
        • we too have created dogma.
        • A dogma that shuts down our natural human inclination to explore the mysteries of life,
          • of our own inner worlds and
          • of our deep connection to nature and each other.
      • author: Tom Greenwood
      • date: aug. 23, 2023
    4. I have to admit that it feels uncomfortable even writing this. Somehow we need to get comfortable talking about spirituality.
    1. personas allow you topersonalize or target your marketing for differentsegments of your audience

      Buyer persona definition



  11. Jul 2023
    1. A (business) partner MUST share your vision, otherwise they are a liability instead of an asset.

    2. Eat the frog. Do the most important thing(s) in the morning, before noon. The rest, in the evening, is acceleration.

    3. Success is about delaying gratification and building momentum. Be okay with a big goal taking time. Just work towards it, focus on the process, rather than the goal.

      Persistence and perseverance as well.

      Perfection is a big limiter. Don't obsess with finding the perfect path before starting. Build the map while going. Of course, starting with a rough idea or sketch for a map is always good.

    4. Advice doesn't matter as much as guidance, this way, not everyone needs to know about your goals. The fewer, the better. Those who do know, let them mentor you (also seek the correct mentors).

    5. To become unstoppable, you must:

      1) Outwork everybody

      2) Outsmart everybody

      3) Hire the greatest talent in the world

    1. A vision statement provides a brief description of a company’s long-term goals. It’s typically ambitious and communicates how the company plans to make a difference in the world. Think of it as a roadmap for making decisions that align with your company’s philosophy and objectives. A good vision statement helps you: Inspire teams and keep them focused Connect with customers in niche markets Make smarter decisions Attract top talent
    2. It doesn’t have a set length. You can craft a one-sentence statement or write a three-page document discussing the company’s future. The goal of a vision statement is to differentiate yourself from competitors and focus efforts on achieving your objectives.
    1. A vision statement articulates where you aspire to be once you achieve your mission. Often, it describes where you want certain people or the world to be as a result of your mission. Vision statements convey a long-term goal, generally a time range of five to 10 years, or beyond. Your mission statement is essentially an action-oriented vision statement, declaring the who, what, and why of your retail business. Your mission statement can be the roadmap for your vision statement.
    2. A mission statement is usually part of your business plan when you start a business. It identifies your company’s purpose and is a way to publicly share why your company exists. Crafting your mission statement helps you unify your business and avoid potential business mistakes by keeping you on track.  Your mission statement should: State what your company does. You don’t need to be fancy, simply state whatever it is your retail business produces or provides. State how your company does what it does. This does not need to be a detailed description of how you operate your business. You can describe how your business works in more general terms and incorporate one or more of your core values. State why your company does what it does. Think about why you started your business in the first place—share your passion for starting your company.
  12. Jun 2023
    1. One) Successful men realize that the most important decision in their life is the woman they choose, because outside of work, this is what they'll be spending most time on. The woman must understand the man's grand ambition, and support them with it. (Cf. Flow & The Intellectual Life as well). Women should be chosen on personality, not looks. Looks fade (attraction as well), personality "stays".

      Two) Everyone deserves an opinion but not everyone deserves a say. Charlie Munger sums this up right: "I don't ever allow myself to have [express] an opinion about anything that I don't know the opponent side's argument better than they do." Or Marcus Aurelius, who says: "The opinion of ten thousand men is of no value if none of them know anything about the subject." In short: Only state your opinion when you can back it up!; knowledge and experience. The same goes for judging opinion (and advice) from others.

      Three) Successful people buy assets when the money is enough. Assets > Luxury. (See also: Rich Dad, Poor Dad, Robert Kiyosaki). Only buy glamor and other "interests" once your assets are there to secure your financial success.

      Four) Be pragmatic. Do what's practical, not what is "sexy". Notice inefficiencies and solve them. The entrepreneurial mindset.

      Five) The morning sets the tone for the rest of the days. Time is subjective, waking up early doesn't matter as much as waking up later. It depends on the person. Someone who wakes up at 10am can be as successful as someone who wakes up at 6am. Instead, what defines success, is a highly effective morning routine.

      Six) The less you talk, the more you listen. Talking less means less mistakes. In addition, the less you talk, the more people will listen when you do speak. It puts extra weight on your message. Listening means analysis and learning.

      Seven) Pick the right opportunity at the right time. Pick the right vehicle. Do the right things in the right order! The advice "don't do what someone says, do what they do" is bullshit, as you can't do what someone is able to do after ten years of experience.

      Eight) Discipline > Motivation. Motivation, like Dr. Sung says, fluctuates and is multifactorial dependent... When you are lead by motivation you will not be as productive. Don't rely on chance. Rely on what is stable.

      Nine) Once a good career has been made, buy A1 assets and hold on to them to secure a financially successful future.

      Ten) Just because you won, you are not a winner. Being a winner is a continuous process, it means always learning and reflecting as well as introspecting. Don't overvalue individual wins but do celebrate them when appropriate.

      Eleven) Build good relationships with the banks early on. At times you need loans to fund certain ventures, when having a good relation with them, this will be significantly easier. Understand finance as early as possible. Read finance books.

      Twelve) Keep the circle small. Acquintances can be many, but real close relationships should be kept small. Choose your friends wisely. "You become the average of the five people you spend most time with." Privacy is important. Only tell the most deep secrets to the Inner Circle, to avoid overcomplication.

      Thirteen) Assume that everything is your fault. Responsibility. It leads to learning. It requires reflection and introspection. It leads to Dr. Benjamin Hardy's statement: "Nothing happens to you, everything happens for you."

      Fourteen) Work like new money, but act like your old money. Combine the hunger of the new with the wisdom of the old.

      Fifteen) Assume that you can't change the world, but slightly influence it. It prevents disappointments and gives a right mindset. Do everything (that has your ambition) with an insane drive. Aim to hit the stars. To become the best of the best.

      Sixteen) Private victories lead to public victories. The solid maxim is the following: "The bigger the public victory, the more private victories went into it." Work in private. Social media doesn't need to known the struggle. Let your results talk for you. This is also why you should never compare yourself to others, but rather to your own past self.

      Seventeen) After extreme experience, the most complicated task will look elegant and effortless. Unconscious competence.

    1. so that means that the the Christian products that are out there are largely playing to that 00:46:41 right-wing market
      • the evangelical business model
        • fundamentally depends on marketing fear
    2. if you aren't in those spaces you're oblivious to just how powerful this is
      • Evangelical Christian media
        • has a very lot of vested interest in media
        • because evangelicals are all about spreading the message
        • and growing their population
    1. Quarter Sawn Tiger Oak 6 Drawer Card Catalog Vintage American Business Systems


      American Business Systems Co. at 212 Summer Street, Boston, MA manufactured six drawer wooden card indexes some time circa early 1900s.

  13. May 2023
  14. view.connect.americanpublicmedia.org view.connect.americanpublicmedia.org
    1. To prevent fraud, Bob Brown, a founding partner of The CPA Solution, said businesses should focus on building strong systems that have checks and balances rather than relying on individuals who act as star employees.
    1. The transition from an idea to a successful product may be challenging and full of unexpected pitfalls. Harvard Business Review states that roughly 65% of projects end up failing, wasting a lot of resources.


  15. Apr 2023
    1. 据东兴证券研报,中国大陆人均面包消费量仅为日本的 24%、香港的 18%;市场规模仅有 463 亿,存在极大的增长空间。可以肯定的是,中国面包市场未来很可能成为千亿级消费赛道。
    2. 面包业大体可分为两种商业模式:一是「中央工厂+批发」,一是连锁面包房。桃李初创之时,面包房是新鲜面包的绝对领导者,而批发模式主要做长保质期的糕饼产品。两者井水不犯河水。但吴志刚并不认同这种非此即彼的格局,他要为一个全新的商业模式打开大门——批发短保面包。所谓「短保」,是指保质期在 30 天以内的产品。相比「长保」和新鲜面包,短保面包兼具更新鲜的口感和中等长的保质期,食用更健康。
    1. 江西盘踞着本地品牌赵一鸣零食——一家成立于2015年、也主打低价的零食集合店,现触角已延至安徽、广东,门店800余家,今年2月完成了黑蚁资本领投、良品铺子跟投的1.5亿元首轮融资。
    2. 位于雨花区二环路的高桥大市场,有着湖南「义乌」之称,是包括零食很忙在内的很多零食企业的进货首选地。


    3. 凭借定价策略、标准化管理、供应链长板,几年时间零食很忙在湖南遍地生根,截至 2022 年底,已开出 1496 家门店,甚至渗入到很多乡镇。
    4. 名不见经传时候,零食很忙靠着和腰尾部厂商合作逐渐做起声色,并凭借「一手交钱一手交货」的速度,打开更多供应商信任。一位供应商曾向逐日资本创始合伙人刘行健形容早期零食很忙的结款速度:司机去送货,司机还没回,款已经回来了。

      起步阶段大可另辟蹊径,不陷入先有鸡还是先有蛋的循环。如何对待供应商是一门学问,给上游厂商的回款周期短也是 SHEIN 拉拢人心杀出重围的秘诀之一。

    5. 价格便宜是很多人对零食很忙的直观认知。其店内没有高于 50 元的商品,同类产品普遍比传统商超或者线上低 20%-30%。 售价为什么能这么低? 问题放置到当下,很大一部分原因在于门店数量支撑起了零食很忙在上游供应链端的话语权,以规模效应换取低成本,体量足够大,议价能力越强,拿货价格就越低。


    6. 作为「后浪」的零食很忙,能从行业崭露头角的原因无外乎两个原因:加盟门店严格的标准化管理,以及难以复制的供应链资源。


    7. 过去几年,拼多多、蜜雪冰城的崛起验证了消费行业平价的力量。而身处良品铺子视野盲区,瞄准大众消费人群、定位「性价比」的零食很忙正在悄然长成巨兽。


    8. 与家喻户晓的茶颜悦色相比,大多像 Lisa 一样的外地人都没听过零食很忙,很长时间里,它在湖南省外没什么知名度。 2021 年前,关于零食很忙的报道几乎为零。直到红杉中国、高榕资本、启承资本等机构 2.4 亿元共同投资了首轮融资,这家公司才逐渐进入媒体视野。 创始人晏周非常低调,个人公开信息有限,外界对其知之甚少,但在创投圈很受认可
    1. 2022 年,B 站的广告收入是 15 亿多,仅次于会员收入。他们一共提供了三种资源位给客户。第一种叫「品牌营销」,简单来说就是买类似开屏广告、搜索关键词、焦点图等各种各样的;第二种叫「效果营销」,就是客户买流量,让广告更多地出现在用户的推荐位,增加曝光量,算 ROI;第三种就是「商单广告」,也就是客户通过 B 站选择合适的钱给 UP 主。这三种资源都面对更强大的对手,从客户的角度出发,除非年度预算极其充足,否则不会冒险把钱投放到 B 站。因为根本完成不了客户的 KPI 啊——在广告行业,谁能帮助客户多快好省地完成年度KPI谁就能拿到钱。
    1. 相较于前两年备受平台热捧的 KOL(关键意见领袖),更加垂直下沉的 KOC(关键意见消费者)如今成为广告主的心头好。「这个群体粉丝数量少一些,投放成本低,但是可以直接对身边的朋友产生影响,因此转化效率高。」一位广告公司人士说道。
    2. 一位自媒体博主告诉记者,如今单纯流量已不是万能牌,「现在不是有流量就能变现了,广告主对于变现的效率要求更为苛刻」。

      在 36 氪对一只姜茶茶的访谈《当一位66万粉B站UP主停止为爱发电》中,后者表达了 类似的观点


    3. 相比之下,B 站的反应较竞争对手慢了半拍。日前就有相关博主发文称,在此前与 B 站经纪人沟通时发现,相关经纪人对手下博主了解不足,无法提供足够好的商业化支持。更多还是依靠博主自己「找饭吃」。

      A 路人在 月初的微博 中提到了类似的经历。

      丝毫没有经纪。就拿我而言,我的经纪人至少换了 10 个。长久一点的经纪人可能会做个 1-2 年,短的竟然几个星期就可以换掉。每次有新来的经纪人我都要重新向他(她)们介绍自己,比如作品风格,特长,代表作等等。因为可怕的是,每一个经纪人竟然都不认识他们要带的 up 主,也基本没看过签约 up 主的任何一个作品。所以一般我不喜欢叫他们「经纪人」,而叫他们「对接人」。

    4. 某种意义上,正是这一模式让 B 站在初期培养出了「小而美」的优质 UGC 内容生态。彼时,相较于连年亏损的长视频平台「爱优腾」,依靠 UGC 起家的 B 站可谓优势显著。有视频行业人士回忆,「当时长视频最大的问题就是版权费用太贵了,但是 B 站相当于低成本引进内容,加之当时抖音快手发展迅猛,因此也让资本市场眼前一亮。」
    5. 客观上来说,B 站在创作者直接激励方面相较于同行而言是「慷慨」的。
    6. 曾几何时,UGC(即「用户原创内容」)成为了内容平台一门「无本万利」的生意,B 站更是以优质 UGC 生态为傲。然而,如今看来,一切看似馈赠的礼物早已在暗中标好了价格。随着行业红利期的结束,UGC 这种看似免费的模式,代价已越发高昂。
    7. 2020 年,凭借一条视频《后浪》,B 站成功破圈,一时间「华尔街连夜补看 B 站春晚」成为投资圈的调侃。

      有意思的是,B 站自己的用户社区对这条视频的评价并没有投资圈这么积极。

    1. 一位行业人士评论认为,B 站最大问题是既要又要,「既要长视频,又要短视频,既要平台保持初心不加贴片,又要 UP 主不靠激励用爱发电,本质上还是商业化通路走不出来,陷入了左右为难,三方得罪的境地。」
    2. 对 UP 主来说,做一期中长视频的投入不小,但未来开支不变,收入却会减少,靠爱发电的创作模式并不能长久。
    3. 独立、原创、长时间、有特色的视频是 B 站的基石,但现在短视频正在侵蚀 B 站独有的特色。
    4. 站在管理层角度,相比长视频制作门槛高、费时费力,短视频对创作者更容易,也更容易吸引点击和播放带来商业效果。但对于不少用户来说,却觉得自己看到的干货少了,B 站丢失了自己的特色;而对于坚持长视频的 UP 主来说,短视频也会带来冲击,分走中长视频 UP 主的收益,立足更加困难。

      在《中国企业家》的采访《B 站百万 UP 主:养不起团队,3 个人刷信用卡交房租》中,UP 主铁根有 类似的观点

      这两年 B 站力推短视频,让本身传播性差、制作周期长的 UP 主在面对制作周期短、传播性强的短视频制作公司面前,彻底丧失竞争性。

    5. 客观来看,在激励下降,且广告市场萎缩的大环境下,UP 主的生存的确变难了,与此同时,B 站正在扶持的短视频也在挤压原有中长视频 UP 主的生存空间。
    6. 雪上加霜的是,广告市场正处于寒冬时期,根据 CTR 数据报告,2022 年全年中国广告花费同比下跌 11.8%。《2022中国互联网广告数据报告》显示,2022年中国互联网广告市场规模预计约为5088亿元,较2021年下降6.38%,市场规模近七年首次出现负增长。
    7. B 站管理层从一开始就宣称不做 YouTube 那样的贴片广告,给自己选择了「hard 模式」——要支付创作激励去养UP主。
    8. 从广告投放的角度来讲,相比于抖音,B 站 UP 主太贵,数据表现更差。而 B 站很多弹幕、评论对广告投放不友好也会「得罪」甲方。

      来自 36 氪对一只姜茶茶的报道《当一位66万粉B站UP主停止为爱发电

    9. 而 YouTube 把播放量的收益降低了 20%左右,这也说明整体广告行业的困顿。在今年 1 月,日本博主 Purotan 在其视频中称,YouTube 的收益这个月达到了过去最低记录,收入变成了原来的 1/5。
    1. 在铁根看来,此后,B 站出现了一种「诡异」的防御性运营策略。「因为担心 UP 主做大后被挖走,所以会在 UP 主发展期签约独家或者首发,然后根据签约的属性不同,做不同程度的推荐。但当(你的粉丝量)到达 100 万左右的时候,就会开始限制其曝光和推荐,也会有意破坏 UP 主在同类型社区的影响力,防止出现做大后跳槽带来的破坏,也防止头部 UP 主垄断资源,新 UP 主无法出头的情况。」铁根告诉《中国企业家》。
    2. 新的推荐机制下,视频是否被 B 站推荐主要看完播率、投币、点赞、收藏等互动指标,而完播率又占很大权重。「2 分钟的视频和 20 分钟的视频,肯定是时间短的完播率更高。」铁根称。
    3. 首先是短视频的「入侵」对高质量、长视频内容的冲击。铁根认为这改变了 B 站的生态。「这两年 B 站力推短视频,让本身传播性差、制作周期长的 UP 主在面对制作周期短、传播性强的短视频制作公司面前,彻底丧失竞争性。」铁根表示。
    4. B 站的广告报价和粉丝量有直接关系。「粉丝数除以 15 就是你的账号广告报价。」铁根告诉《中国企业家》。
    5. 据铁根介绍,B 站的大广告主,主要聚焦在一些特定公司,基本就是电商和游戏两大块
    6. 「一只姜茶茶」在接受媒体采访时分析了 B 站商业化难的原因:首先,B 站用户年龄偏低,消费能力弱;其次,B 站用户基数不如抖音等平台,从广告投放角度来说,性价比也低;以及 B 站的弹幕对于广告主来说并不友好。

      来自 36 氪对一只姜茶茶的报道《当一位66万粉B站UP主停止为爱发电

    7. 铁根表示,平台对老 UP 主的打压很明显,现在的推荐机制不利于社区生态发展,同时也有过被 B 站平台撬单的经历。
    8. 4 月 3 日,拥有 60 多万粉丝的 B 站 UP 主、资深广告人「一只姜茶茶」,也发文谈及自己已停更半年,并且细数了 B 站在运营、商业化和 UP 主生存方面的种种问题。

      来自一只姜茶茶 4 月 3 日的微信公众号文章《作为一个快 70w 粉的 b 站 up 主,我为什么停更?》。

    9. 4 月 2 日,UP 主「-A 路人」发微博列举了 B 站 7 大问题,问题包括但不限于:UP 主的经纪人更像对接人;捧新人淘汰老人;UP 主接单被平台撬单,等等。

      来自 -A 路人- 4 月 2 日的 微博

    10. 铁根也向《中国企业家》表示,断更潮是夸大的行为。「但存在有一些全职 UP 主出现经营困难做不下去的情况,这里有(UP 主)自身经营的问题,也有平台运营的原因。」
    1. 小红书的社区基因既是突破自我的桎梏,也是抵御外部强敌的壁垒。社区自带留住用户的黏性,以及激励用户产出内容的自驱力;大厂纷纷学小红书,在功能和产品层面可以做到像素级复刻,却无法在用户活性和内容生态上迅速完成模仿,也就不可能真正取代小红书。
    2. 从另一个角度来看,小红书做不成大厂,或许也并非坏事。
    3. 整体来看,小红书始终把社区价值视为重中之重,任何可能偏离这一主旨的动作都会格外谨慎。这在一定程度上让小红书避坑,却也在扩展边界时自我设限,难以跳脱种草社区的内涵与外延,进而限制了整个公司的成长半径。
    4. 其实,小红书已经在调整方向。在 2 月底的一场活动上,小红书推出了「种草值」,将更多用户动作纳入监测,比如笔记页面的截图次数、浏览多篇笔记搜索关键词的次数等,进而生成一个量化指标。「种草值」其实是把营销效果 ROI 化,以更直观的数据吸引商家在平台内进行投放。这种以商家为中心的思维范式,与两三年前的以社区为中心存在显著差别。
    5. 用户侧的逆向筛选,叠加内容侧的逆向淘汰,最终形成了小红书今天的样貌,也让它在向大厂跃进时,总是会有一股来自基因深处的力不从心之感。
    6. 社区的另一重隐藏挑战在于,它会导致内容的逆向淘汰,难以满足更广泛光谱的用户的需求。
    7. 小红书却做不到这一点。它是社区而非平台,尽管也陆续开设了自家的账号体系,并引入了不少品牌商家,但由于底层基础设施的差异,小红书从来都不具备显著的平台属性。新用户加入小红书,天然包含着是否喜欢平台内容的价值判断;而非像平台型 APP 那样,只与是否需要使用平台提供的某一项功能或产品相关。其结果是,小红书在圈入新一批用户的同时,也在潜移默化中将另一批网民挡在了社区之外。任何一个社区在不断膨胀的过程中,都会随着不同思想的碰撞激荡,逐渐形成自己的风格和氛围,并在用户彼此的惺惺相惜中融入社区基因。这既是获取新用户的过程,同时也是逆向筛选社区参与者的过程。这一过程的发生并非人力所能干预,而是所有社区的天然缺陷:小红书的精致女性,B 站的二次元玩家,知乎的高知精英,乃至豆瓣的文艺青年,虎扑的钢铁直男,都是在没有引导的情况下逐渐演化为社区的主流人群画像,并在未来成为社区打破圈层的严重阻碍。与之呼应的是,「破圈」成为小红书们近年来最头疼的难题。小红书要解「男」题,B 站不想被视为小孩子的玩具,知乎则要竭力避免「人在美国,刚下飞机」的曲高和寡。但目前来看,他们尚未从根源上完成转身。
    8. 更底层的因素在于,小红书的基因是社区而非平台。这或许是它无法成为大厂的真正阻碍。
    9. 时至今日,打开小红书 APP,可以发现主要功能仍然围绕笔记的发布、浏览和互动等展开,并没有跨出种草边界。
    10. 在走过诞生之初的海淘攻略阶段后,小红书确立以购物笔记为核心的社区型产品方向。
    11. 除了业务指标的数量级差距外,小红书的核心业务也显得单薄。它从未真正走出种草及其衍生的流量售卖生意,也没有通过内部孵化或外部投资等方式,拓宽业务边界,进而构建一个横跨不同业态、足以与其他大厂扳手腕的新山头。
    12. 小红书的商业化盘子也并不大。它主要靠广告和电商业务赚钱,2022 年收入预计为 300 亿元人民币左右,大致与爱奇艺相当。相比之下,抖音、阿里和腾讯三大巨头的年营收都在数千亿量级,收入渠道也丰富得多。
    1. 接下来我想说的,想必大家也猜到了吧。我们之所以会指出阿 b 的缺点,其中不乏激烈的言语,但其核心还不是因为爱它丫么!遥想在 12 年,13 年那会,B 站都没有自己的服务器,那会上传视频是要「战渣浪」或者「后黑」的——目的就是为了降低平均码率以防新浪二次压制视频。那会虽然过着小米加步枪的艰苦日子,但是大家真的很其乐融融。发弹幕都是清一色“好听”、“前方高能”、“23333”,就算up主有不尽如人意的地方大家也会留“加油”,“有进步了!”这样的弹幕或者评论。所以B站那会在所有人的心中都像是一个小窝一样:虽然名气不大,但是大家都觉得米娜桑好厉害,特别友好;不是技术宅,就是唱歌好听,游戏解说幽默又仔细,或者是位勤勤恳恳的搬运工。(那会听个「威风堂堂」都觉得自己领了很大的一袋福利呢。)但是慢慢的这样的感觉不复存在了。我们发现,明星越来越多,短视频越来越多,不认识的人越来越多。甚至有一天,我们竟然可以竖屏大拇指上划直播了,每个直播看 2 秒钟就可以划掉,一划就换了一个小姐姐。我们感觉很陌生,这还是我们的 B 站吗?其实我作为 up 主,和老粉丝想的是一样的——就是感觉自己的家被别人占据了。他们大摇大摆地不换鞋就走进了我们的屋子,带着他的朋友,大声嚷嚷着。他们看不懂,也丝毫不珍惜我们喜欢的东西,把我们桌子上摆的小挂件小手办全部抹走了,放上他们的大金链条和葡萄酒。他们人多势众,慢慢地这个屋子也变成了大别墅,可是这已经不是我们过去习惯的那个家了。我想对来我们这里做客的朋友说,我们欢迎你们的加入,但是也希望你们可以稍微做到一些入乡随俗,遵守一下这里的礼仪。不要老是教大家掐架、比拼、玩排名、搞擦边、弄末席淘汰。希望你们和我们一起唱唱歌、跳跳舞、看看番、打打游戏。我也想对 B 站说,我这人一直以来都比较头铁。有什么话就会说什么,是真的憋不住,特别不懂明哲保身,所以也吃了不少的亏。但是我一方面也挺喜欢这样的自己的。最后我还是要尽我自己绵薄的力量呼吁,B 站真的应该做到专业化一点,人性化一点,要做出自己的特色,做出自己独有的东西,让创作者和粉丝都有归属感,让我们走出去都能骄傲地说我喜欢这个地方。

      让我想到《大厂都在学小红书,为何小红书成不了大厂?》中所说的,「小红书的基因是社区而非平台」,这与早期 B 站的生态何其相似。在社区氛围维持和商业化中找到平衡,B 站已经失败了,小红书迟早也要面对。

    1. 我于 2012 年入站,今年是第 11 年。之所以我们今天会看到这个话题,就是因为 B 站「太想一口吃成一个胖子」。地基都没有打稳,就想造 800 米的摩天大楼。以下仅仅是这几年来一些自己的体会感受。1. 丝毫没有经纪。2. 捧新人淘汰老人。3. 没有商业诚信。4. 鼓励恶性竞争。5. 做事根本不考虑后果。6. 架子非常大。7. 永远找不到的领导。最后小总结一下吧。其实这些原因说到底就是 B 站没有哄好自己的 up,就想去抢别人的 up,甚至一度想做成中国的 YTB。
    1. 《作为一个快 70w 粉的 b 站 up 主,我为什么停更?》这篇文章,我只用了两个小时写作,这些话其实我一年前就想说了。
    2. 流量没那么值钱了。只要有流量就能赚到钱的时代已经结束。
    3. 作为一个自媒体或者 IP,生命周期也就几年而已,如果做了一两年还没有完成商业化,那继续下去也不过是充当 B 站股价的加油器罢了。
    4. 签约并不代表会得到特殊扶持。很多资深 UP 主跟我抱怨, 「B 站运营能左右很多,必须要搞好和他们的关系」
    5. B 站对于在站外有流量的 UP 主是有扶持的,就是通过给你更好的推荐位,「帮助你涨粉,管到 20 万」,等这个线一过,福利就没了。
    6. 还有一点让很多 UP 主们头疼,就是很多弹幕、评论对广告投放不友好。
    7. 还有一个更直接的问题,就是「决定广告预算去向的人不上 B 站」。
    8. 因为 B 站用户基数本身比抖音小,所以从广告投放的角度,性价比也会比抖音低一些。
    9. B 站用户普遍比较低龄,也是很难商业化的原因。而且 B 站以中长视频为主,其实更适合深度的理性消费种草,比如做相机、电器等评测类开箱视频,就很适合长视频的形式。但这类产品也要求了用户的消费能力要高。可是 B 站用户又很年轻,可支配收入有限,这就成了一个死结。
    10. 一句话来讲,B 站涨粉要比抖音难得多,但 B 站粉丝的商业价值却不一定会更高。不像很多人觉得,因为 B 站涨粉慢,似乎粉丝的价值就更高一些了,并不是这个逻辑。
    11. 一位持冷静态度的行业人士认为,疫情三年直至当前,整个广告市场都在萎缩,B 站 UP 主接单难,不应该被特殊看待。
    1. 目前,进驻大陆且顺利扩张的外资便利店就是日系三杰:7-ELEVEn、罗森和全家。尽管 7-ELEVEn 和罗森都源自美国,但进入日本市场后,它们早已被改造成日系便利店,最大的特质是标准化管理、熟食品类丰富、服务周到细致。
    2. 日系便利店对员工的培训更加规范化,具体体现在话术、行为以及个人界限的把控上,罗森的店员很难像红旗的阿姨一样跟你讨论哪个牌子的酱油更好,不过这更符合都市打工人保持距离的需求。对于年轻人来说,便利店满足即买即走的需求就够了,人情往来反而是负担。
    3. 邻几的优势在于,非常清晰地知道自己要卖什么,以及怎么卖。邻几的创始人刘建忠有个执念,门店只要塞得下,那么就得尽量放 12 张桌子。邻几的目标,是成为城市里的第三空间,在办公室和家之外,提供一个温馨的场所。
    4. 2018 年,十足便利店迈步出省,在苏州、无锡、常州等城市同时开业,成为浙江首个走向全国的便利店品牌。
    5. 公路商店曾形象地比喻:「如果把成都比作一盆毛血旺,全家和罗森的数量就是那为数不多的毛肚,剩下每次都吃不完的豆芽就是红旗连锁。」
    6. 当一个四川的家庭中,出现一位在国企、事业单位、学校等地的职员,那么这个家庭的茶米油盐酱醋茶统统将被红旗连锁承包。要是「突袭」一个这样的成都本地家庭,说不定还能找到一沓标志性的、带有红旗连锁钢印的票券。