The full process for this kind of market analysis is: Choose a big general market you wanna play: Food, Tech, Medicine, Steel, Etc… -> Do the Industry Value chain analysis/ Customer Value Chain analysis to pick a node in that chain for you to jump in. Then do an STP analysis to find the easy-to-join, high growth rate, and profitable to build a business around. Remember to always choose things you have an interest in and know/ have an unfair advantage to do business.
@@MCLottotv Brother. If you dislike risk and are very risk adverse; let me ask you to pause and reconsider how to define risk. Be an entrepreneur and risk losing your investment? Of course, but you only need ONE to really succeed! Work as an employee for a guaranteed paycheck? 100% guaranteed to die broke and under someone else's rules, will, and best interests. 100% guaranteed. What is a bigger risk than that? The few financial upsides of being an employee are mostly gone anyway; no more pensions, no more loyalty, average person moves every 2-3 year to actually improve their salary, and now literally EVERYONE is just a dispensable number NO MATTER WHAT YOU DO FOR THEM. And have they earned a lot of money off the sweat of you brow? At least that will keep you safe, right? No, Sir. It is always, "What have you done for me LATELY."
Take away: Decouple the value chain activities and identify things that make customers unhappy: * Expensive activities - make cheaper * Time consuming activities - make faster * Too much effort ( Time to value creation is long ) - make easier
He is discussing disruptive innovation, which refers to the introduction of new ideas into an existing market. It involves identifying gaps or inefficiencies in the current market and developing solutions to address those issues. Two prime examples of disruptive innovation are Uber and Netflix.
His explanation of Ubers value prop is so helpful, to understand the customer value chain as several different steps of fulfillment by a business. Incredible jnsight.
00:01 Understanding the customer value chain is key to digital disruption. 02:17 Decoupling in the customer value chain is crucial for business growth. 04:33 Twitch and Steam are examples of companies that have broken apart different types of value creating and value eroding activities in the video game industry. 06:45 Investors value startups that decouple value creating activities. 09:14 Entrepreneurs need to map customer value chain for profitable business 11:27 Decouple processes to disrupt market 13:39 Identifying weak links in customer value chain drives business opportunities. 15:56 AI as a tool to increase customer value 18:07 Recreate business model with decoupling & customer value chain before new model
in India, Nama Yatri, Rapido found a problem in the customer value chain that's uber's commission fee. so instead of charging a commission for each ride, they only charge for using the app. this caused a lot of riders to join them instead of uber. nowadays it's hard to find uber rickshaws in many cities in India.
Excellent. In Design Thinking we use “the user journey”. Map out a typical task (or have the user map out a typical task), which steps are involved, which are the biggest pain points. Adding a value driven spin to it helps to see where a solution might have the biggest impact, allowing to capture the created value. And yes, testing and pivoting is a part of it - you can’t predict the future!
Despite what some others say this is a great simplified insight to breaking down further the improbable aspects of an industry. I’m going for this book.
Great knowledge from here! I love these business school professors for their ability to decomplexify common strategies used in several businesses which are not documented
As someone who enjoyed reading the late Clayton Christensen's "The Innovator's Dilemma," which I personally view as a Thomas Kuhn's theory of scientific revolution applied to the business world, I am uncertain whether Thales Teixeira's theory is superior, as it seems to contradict Christensen's view. Specifically, Teixeira's point of attempting to decouple and disrupt existing business models could create resistance and be squashed by incumbents, as this upfront attack could face significant opposition. I believe that Christensen's stealthy move of serving customers who were ignored by the existing giants is a better approach, as exemplified by Walmart or even Target versus Amazon. By targeting overlooked segments initially, disruptors can gain a foothold before eventually challenging the incumbents, rather than directly confronting their established models from the outset.
You make a compelling case for Christensen’s approach in business disruption, particularly noting its effectiveness in allowing new entrants to carve out a niche quietly before taking on industry giants. This strategic subtlety indeed seems less confrontational and perhaps more sustainable in the long run. However, considering the dynamics of modern markets, Teixeira's theory could also have its merits, particularly in industries that are ripe for rapid transformation due to technological advances or shifting consumer expectations. To add another dimension to this discussion, let's consider the example of Netflix in the digital streaming industry. Initially, Netflix did not confront traditional giants directly. Instead, they offered a DVD rental service by mail, targeting a niche market of movie enthusiasts who were underserved by the inconvenience of physical rental stores. This approach aligns with Christensen’s strategy of focusing on overlooked segments. Over time, as they established a strong customer base and a robust distribution network, Netflix shifted gears by introducing streaming services. This move, which decouples content consumption from physical and scheduled constraints, embodies Teixeira’s idea of disrupting existing business models. It was a direct challenge to the established practices of cable and rental services, leveraging technological advancements to disrupt the status quo. Netflix’s strategy showcases how a company can start with a Christensen-like approach to gain initial traction and then adopt Teixeira’s aggressive disruption tactics as they grow stronger and more capable of handling competitive pressures. This dual strategy allowed Netflix to not only enter the market with minimal resistance but also to redefine it entirely, demonstrating the potential effectiveness of integrating both theories depending on the stage of business development and market conditions. Your preference for Christensen’s method is well-justified, especially in industries where a quieter entry might prevent immediate and possibly overwhelming retaliation from incumbents. However, the Netflix example illustrates that there could be strategic value in eventually shifting toward Teixeira’s approach as companies stabilize and look to capitalize on broader systemic inefficiencies. What are your thoughts on the potential for such a phased or hybrid approach in business disruption strategies?
@@scrollblau2262 Thank you for the thoughtful comments. I believe we are on the same page, as I also think that starting with a niche market but having the ambition to revolutionize the business world is crucial. Without such ambition, a business would remain a mom-and-pop store. The revolutionary force of Amazon is a perfect example of this. Jeff Bezos embodies the philosophy of "think big, but start small." When Bezos quit his Wall Street job to start an internet company nearly three decades ago, envisioning a future where people could buy refrigerators online, many thought he had gone mad. At that time, hardly anyone believed they would buy anything online when they could “easily” do the same at brick-and-mortar stores. Despite his dream of revolutionizing the business world, Bezos began Amazon by selling used college books from his proverbial garage, packaging the books himself. I recall him mentioning in an interview that his first business purchase was knee pads because he needed to wrap the books on the floor. Bezos dreamt big but didn't start by attacking the entire market. Instead, he began small, proving his concept step by step.
I think he explained what you are talking about when he described the way Uber met the needs of people that could not be served by existing taxi companies. Once they had a solid taxi service they then branched out and disrupted other industries.
@@DanielSolis33 I guess I am turned off by the speaker's apparent assumption that business is a science that can be replicated, when in truth even the best chemistry experiments face replication problems (with many experiments not being replicable, as highlighted by the replication crisis in science). Most startups are constantly pivoting, demonstrating that business success is not algorithmic or easily replicable. As seen in the case of Netflix vs. Blockbuster, which I learned about from the podcast "Business Wars" (not on Netflix), Blockbuster tried to steal Netflix's process and approach but could not copy the soul of Netflix - its software and innovative culture.
I’m not sure that this is what he’s trying to do. My sense is that he’s attempting curate a theory of disruptive innovation. A value chain perspective allows the student to analyse markets and consumers, to isolate factors that have disruptive potential. As theories go, it could provide explanatory potential, reproducibility, generalisability and maybe prediction. I think you’re referring to a business strategy which helps with acceptance in the face of disruptive innovation, using a targeted focus on marginalised customers (I.e., targeting a narrow market segment).
The Uber story was partly because they made a way any car driver could ferry passengers in a efficient/safe way, and they subsidized the heck out of the fares to gain market share at huge loss. The subsidized fare was critical and leaving that part out glamorizes Uber when it was never profitable for a long time in the past.
@@ravanpee1325 this is such a crucial point, it skirted regulations to achieve scale, this is a hard thing to do unless you're pioneering something new which can fall in a legal grey area
@@sriramananthakrishnan138 It's not scaling but rather which company has more Lobbying power to doge regulations like Boeing now or the Sacklers in the past with the Opiod crisis
Not exactly. Uber originally started with Black cars, which wasn't anyone with a car. It was Lyft that introduced any car and driver model. Then Uber copied it as Uber X and both companies heavily subsidized fares.
What a brilliant masterclass, He touched on some quite brilliant important points, which are essential for any business to inculcate, He simply made us understand that how can solve the problem of one delicious cake, but many people want a piece. Instead of trying to divide the cake equally, what if you made smaller pastries? By offering smaller portions, you can satisfy more people. As you learn what people enjoy maybe they prefer chocolate or fruit flavors you can create even more pastries that meet their tastes. This is how a business can grows by starting small, understanding customer needs, and then expanding to meet those needs.
This one really helps a lot for me. Knowing how to do things and knowing why it works are two different things. Thanks a lot for keeping it so compact yet comprehensive.
What’s interesting about most of the examples given here is the value eroding activities being avoided are REGULATORY. What these startups figured out is if you move fast enough, the regulatory environment often can’t keep up. Uber put a lot of unregulated drivers on the road. AirBnB put a lot of unregulated hoteliers on the market. Yes, some of them figured out how to automate or otherwise streamline regulatory hurdles, yet the others just ignored them and treated the eventual fines or other legal issues something they would deal with later (kicking the can).
This is a crucial key. AI is in that stage of pre-regulation now. Sam Altman of OpenAI also quoted Peter Thiel of PayPal about expanding quickly. Avoids so many regulatory obstacles as you bring in revenue. Just as PayPal experienced.
Planning is necessary. Find a problem, solve it in a new and better way. Let people who you know know what you have done. So, save the tuition and go find a problem lots of people have and solve it.
That was a good point at 9:02 I have heard many people indicate that if you provide extra value to your customers that will translate into greater revenues or profits but that is not always the case. The extra value provided and business model changes have to be profitable.
I like the videos, articles, podcasts that offer a framework for any activity that is easy to understand, explain, implement and repeat for different events. This being one such example. Simply loved it. Will buy his book to learn more.
Take away 1. From customer spective, Identify the worth solving problems in term of money, time, effort 2. Predict competitor response 3. Fall in love with the problems not the AI aka solution. Make sure the worth-solving problems get done
This can also be done in a small, niche, local scale as well. Great info and thx! Will start using a microscope to identify the CVC in everything around me, and identify the weak leak (s).
The problem with this line of thinking is because anyone can do it, a lot of people end up doing the same thing. You face a lot of competitors and then you end up giving up value to the market to gain market share thereby negating the value capture of your company. This is also about value capture and not value creation. You can capture value from existing competitors, but you're not creating something new, which again means your ceiling becomes limited.
By "YouSum Live" 00:00:30 Understanding digital disruption and startup success 00:00:57 Decoupling the customer value chain with Uber 00:01:58 Importance of customer value chain in disruption 00:02:52 Identifying weak links for decoupling opportunities 00:04:26 Types of decoupling activities in various industries 00:07:16 Investors' preference for value-creating decouplers 00:07:41 Impact of decoupling on attracting unsatisfied customers 00:08:01 Coupling: expanding activities post decoupling 00:08:50 Uncertainty in profitability despite providing value 00:09:42 Steps in the decoupling process for startups 00:13:28 Recognizing the weakest link for successful disruption 00:15:09 Opportunities for decoupling arise from customer dissatisfaction 00:16:25 Utilizing AI for enhancing customer value through decoupling 00:18:24 Advice on applying decoupling concepts for business success By "YouSum Live"
Why do so many entrepreneurs not have MBA”s let alone Ivy League MBA’s? Because entrepreneurs instinctually understand filling market needs and work like hell to fill them while Ivy League businesses professors spend their time researching and pontificating about the obvious.
The MBAs are pontificating how to make the most money out of the process. The entrepreneur is a description of someone who takes on their own business venture whether they are successful or not. Apples and oranges.
There are three different animals : 1. Business and management professionals 2. Entrepreneur 3. Business guy #2 and #3 needs a real world exposure and most of the current b schools are just not the right environment for it.
MBAs weren't designed for start ups. They were designed for non financial senior managers moving into executive positions. Like an engineer moving into a senior position, that's why it's called a Master of Business Administration which effectively covers an undergrad business degree with Econ, Finc, HR thrown into the mix.
So to sum up, if you want your value added idea to actually be a PROFITABLE business model just assume that every prospective client is a LAZY client and the more "hand holding" you can do for them, the more money you will make 😂 but seriously, great value add in this video, good job!
Few people are digital entrepreneurs. A district near me added 'food catering truck management' to the school's curriculum. Fill a consumer's needs and compete.
😂 best comment, I really laughed out loud. He really like to say the words “decoupling” and “coupling”. I’m sure he hope it catches on, and can say he invented that word to mean something we all knew already
Ubers business model is stealing from everyone - governments, competitirs, passengers ,competitors, all most of all from the drivers. Their days are numbered...
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0:52 😊
So the summary is, finding problems in any activity that are hard and take time, and then make it easier for customers.
you're forgetting the decoupling part,
@@RaviAgarwal-d3j and the coupling part. Like Uber taking over taxis and providing food delivery.
Yes, that is basically what he is saying. That is not new?
No you forgot to couple and then decouple
thank you, for that
The full process for this kind of market analysis is: Choose a big general market you wanna play: Food, Tech, Medicine, Steel, Etc… -> Do the Industry Value chain analysis/ Customer Value Chain analysis to pick a node in that chain for you to jump in. Then do an STP analysis to find the easy-to-join, high growth rate, and profitable to build a business around. Remember to always choose things you have an interest in and know/ have an unfair advantage to do business.
Business is very iterative. It's not rational
@@omuani Yes. But if you do have a rationale, it would be better. My motto is "wrong plan is better than no plan".
Sounds like gambling to me
@@MCLottotv yeah, gambling all the way. But businesss is less risky and is not a zero sum game.
@@MCLottotv Brother. If you dislike risk and are very risk adverse; let me ask you to pause and reconsider how to define risk. Be an entrepreneur and risk losing your investment? Of course, but you only need ONE to really succeed! Work as an employee for a guaranteed paycheck? 100% guaranteed to die broke and under someone else's rules, will, and best interests. 100% guaranteed. What is a bigger risk than that? The few financial upsides of being an employee are mostly gone anyway; no more pensions, no more loyalty, average person moves every 2-3 year to actually improve their salary, and now literally EVERYONE is just a dispensable number NO MATTER WHAT YOU DO FOR THEM. And have they earned a lot of money off the sweat of you brow? At least that will keep you safe, right? No, Sir. It is always, "What have you done for me LATELY."
In simple terms, creating ease of access and providing the path of least resistance to your potential customers.
Yes. This is what amazon does too.
Take away:
Decouple the value chain activities and identify things that make customers unhappy:
* Expensive activities - make cheaper
* Time consuming activities - make faster
* Too much effort ( Time to value creation is long ) - make easier
Cheaper
Faster
Easier
...
Make it more FUN 🎉😂❤
Take solve problems of other people
Thanks! Saved me 18 minutes
Have connections. Do deeper research and find that most tech success stories had met individuals who helped support their vision early on.
Give example to differentiate between faster and less time to value
He is discussing disruptive innovation, which refers to the introduction of new ideas into an existing market. It involves identifying gaps or inefficiencies in the current market and developing solutions to address those issues. Two prime examples of disruptive innovation are Uber and Netflix.
This is the only business class you would ever need; it was well summarized and explained quickly. Thank you EO and Thales Teixeira.
People complain about his rewriting of Uber's history, but I learned something new about the customer value chain and decoupling.
Ok tell what u learned
His explanation of Ubers value prop is so helpful, to understand the customer value chain as several different steps of fulfillment by a business. Incredible jnsight.
00:01 Understanding the customer value chain is key to digital disruption.
02:17 Decoupling in the customer value chain is crucial for business growth.
04:33 Twitch and Steam are examples of companies that have broken apart different types of value creating and value eroding activities in the video game industry.
06:45 Investors value startups that decouple value creating activities.
09:14 Entrepreneurs need to map customer value chain for profitable business
11:27 Decouple processes to disrupt market
13:39 Identifying weak links in customer value chain drives business opportunities.
15:56 AI as a tool to increase customer value
18:07 Recreate business model with decoupling & customer value chain before new model
I love how he has so many examples of each step of each concept that he mentions. The animations in the video also added much value to it.
in India, Nama Yatri, Rapido found a problem in the customer value chain that's uber's commission fee. so instead of charging a commission for each ride, they only charge for using the app. this caused a lot of riders to join them instead of uber. nowadays it's hard to find uber rickshaws in many cities in India.
The bit that was skipped is, if you can't solve an existing problem, create that problem and then charge people to solve it.
This video is great, I don't what these guys in the comments are talking about, thank you so much professor.
It’s incredible that we have access to such high quality content, for free
Ok, I need more of these videos. He is a good lecturer. Learned a different way of looking at problem-solving in startups.
Excellent. In Design Thinking we use “the user journey”. Map out a typical task (or have the user map out a typical task), which steps are involved, which are the biggest pain points. Adding a value driven spin to it helps to see where a solution might have the biggest impact, allowing to capture the created value.
And yes, testing and pivoting is a part of it - you can’t predict the future!
Such a great class
Despite what some others say this is a great simplified insight to breaking down further the improbable aspects of an industry. I’m going for this book.
Excellent video! The information presented is concise and practical. It’s always refreshing to find such high-quality, professional content.
I wish he applied some decoupling to this speech.. so many sentences for simple concepts..
lol dude
😅 Yes!... He literally Decoupled my Pineal gland
That is the gap so you can create your own video to steal us to your chanel 😂
Great knowledge from here! I love these business school professors for their ability to decomplexify common strategies used in several businesses which are not documented
we can learn what they teach in famous and expensive MBA schools, free of charge, in 18 min, wherever you are and at any time convenient. I love it.
I still have this man book and just few days ago saw it in my kindle app to re-read it. Gems aplenty
As someone who enjoyed reading the late Clayton Christensen's "The Innovator's Dilemma," which I personally view as a Thomas Kuhn's theory of scientific revolution applied to the business world, I am uncertain whether Thales Teixeira's theory is superior, as it seems to contradict Christensen's view. Specifically, Teixeira's point of attempting to decouple and disrupt existing business models could create resistance and be squashed by incumbents, as this upfront attack could face significant opposition.
I believe that Christensen's stealthy move of serving customers who were ignored by the existing giants is a better approach, as exemplified by Walmart or even Target versus Amazon. By targeting overlooked segments initially, disruptors can gain a foothold before eventually challenging the incumbents, rather than directly confronting their established models from the outset.
You make a compelling case for Christensen’s approach in business disruption, particularly noting its effectiveness in allowing new entrants to carve out a niche quietly before taking on industry giants. This strategic subtlety indeed seems less confrontational and perhaps more sustainable in the long run. However, considering the dynamics of modern markets, Teixeira's theory could also have its merits, particularly in industries that are ripe for rapid transformation due to technological advances or shifting consumer expectations.
To add another dimension to this discussion, let's consider the example of Netflix in the digital streaming industry. Initially, Netflix did not confront traditional giants directly. Instead, they offered a DVD rental service by mail, targeting a niche market of movie enthusiasts who were underserved by the inconvenience of physical rental stores. This approach aligns with Christensen’s strategy of focusing on overlooked segments. Over time, as they established a strong customer base and a robust distribution network, Netflix shifted gears by introducing streaming services. This move, which decouples content consumption from physical and scheduled constraints, embodies Teixeira’s idea of disrupting existing business models. It was a direct challenge to the established practices of cable and rental services, leveraging technological advancements to disrupt the status quo.
Netflix’s strategy showcases how a company can start with a Christensen-like approach to gain initial traction and then adopt Teixeira’s aggressive disruption tactics as they grow stronger and more capable of handling competitive pressures. This dual strategy allowed Netflix to not only enter the market with minimal resistance but also to redefine it entirely, demonstrating the potential effectiveness of integrating both theories depending on the stage of business development and market conditions.
Your preference for Christensen’s method is well-justified, especially in industries where a quieter entry might prevent immediate and possibly overwhelming retaliation from incumbents. However, the Netflix example illustrates that there could be strategic value in eventually shifting toward Teixeira’s approach as companies stabilize and look to capitalize on broader systemic inefficiencies. What are your thoughts on the potential for such a phased or hybrid approach in business disruption strategies?
@@scrollblau2262 Thank you for the thoughtful comments. I believe we are on the same page, as I also think that starting with a niche market but having the ambition to revolutionize the business world is crucial. Without such ambition, a business would remain a mom-and-pop store. The revolutionary force of Amazon is a perfect example of this.
Jeff Bezos embodies the philosophy of "think big, but start small." When Bezos quit his Wall Street job to start an internet company nearly three decades ago, envisioning a future where people could buy refrigerators online, many thought he had gone mad. At that time, hardly anyone believed they would buy anything online when they could “easily” do the same at brick-and-mortar stores.
Despite his dream of revolutionizing the business world, Bezos began Amazon by selling used college books from his proverbial garage, packaging the books himself. I recall him mentioning in an interview that his first business purchase was knee pads because he needed to wrap the books on the floor. Bezos dreamt big but didn't start by attacking the entire market. Instead, he began small, proving his concept step by step.
I think he explained what you are talking about when he described the way Uber met the needs of people that could not be served by existing taxi companies.
Once they had a solid taxi service they then branched out and disrupted other industries.
@@DanielSolis33 I guess I am turned off by the speaker's apparent assumption that business is a science that can be replicated, when in truth even the best chemistry experiments face replication problems (with many experiments not being replicable, as highlighted by the replication crisis in science). Most startups are constantly pivoting, demonstrating that business success is not algorithmic or easily replicable. As seen in the case of Netflix vs. Blockbuster, which I learned about from the podcast "Business Wars" (not on Netflix), Blockbuster tried to steal Netflix's process and approach but could not copy the soul of Netflix - its software and innovative culture.
I’m not sure that this is what he’s trying to do. My sense is that he’s attempting curate a theory of disruptive innovation. A value chain perspective allows the student to analyse markets and consumers, to isolate factors that have disruptive potential.
As theories go, it could provide explanatory potential, reproducibility, generalisability and maybe prediction.
I think you’re referring to a business strategy which helps with acceptance in the face of disruptive innovation, using a targeted focus on marginalised customers (I.e., targeting a narrow market segment).
awesome video.
please do make more videos like this with real mentor who is geniune like this person
Excellent simplistic (easy to understand) explanation of what most digital products have done (and are trying to do)
The Uber story was partly because they made a way any car driver could ferry passengers in a efficient/safe way, and they subsidized the heck out of the fares to gain market share at huge loss. The subsidized fare was critical and leaving that part out glamorizes Uber when it was never profitable for a long time in the past.
Also Uber is de facto just a taxi without taxi regulation
@@ravanpee1325 this is such a crucial point, it skirted regulations to achieve scale, this is a hard thing to do unless you're pioneering something new which can fall in a legal grey area
@@sriramananthakrishnan138 It's not scaling but rather which company has more Lobbying power to doge regulations like Boeing now or the Sacklers in the past with the Opiod crisis
Not exactly. Uber originally started with Black cars, which wasn't anyone with a car. It was Lyft that introduced any car and driver model. Then Uber copied it as Uber X and both companies heavily subsidized fares.
@@brandonreed09 So Uber operated an illegal Taxi operation without paying >200.000$ for the medallion
What a brilliant masterclass, He touched on some quite brilliant important points, which are essential for any business to inculcate,
He simply made us understand that how can solve the problem of one delicious cake, but many people want a piece. Instead of trying to divide the cake equally, what if you made smaller pastries? By offering smaller portions, you can satisfy more people. As you learn what people enjoy maybe they prefer chocolate or fruit flavors you can create even more pastries that meet their tastes. This is how a business can grows by starting small, understanding customer needs, and then expanding to meet those needs.
This one really helps a lot for me. Knowing how to do things and knowing why it works are two different things. Thanks a lot for keeping it so compact yet comprehensive.
What’s interesting about most of the examples given here is the value eroding activities being avoided are REGULATORY. What these startups figured out is if you move fast enough, the regulatory environment often can’t keep up. Uber put a lot of unregulated drivers on the road. AirBnB put a lot of unregulated hoteliers on the market. Yes, some of them figured out how to automate or otherwise streamline regulatory hurdles, yet the others just ignored them and treated the eventual fines or other legal issues something they would deal with later (kicking the can).
Excellent point
that's a really good point
This is a crucial key. AI is in that stage of pre-regulation now.
Sam Altman of OpenAI also quoted Peter Thiel of PayPal about expanding quickly. Avoids so many regulatory obstacles as you bring in revenue. Just as PayPal experienced.
Investors know this and there is often budget earmarked for eventual lawsuits if the product or service really takes off
Wow this is gold content, thanks so much for sharing. Great explanation of key management consulting concepts in a short video .
Just watched it again and bought the book 😂
We are so lucky to still have access to stuff like this for free.. Thank you.
There are tremendous opportunities if someone approaches this way, much much more practical when it comes to selecting the idea for your business.
In my humble opinion, this video make a simple topic really complex, without adding nothing of valuable to it.
Lol what
Agree!
I'm busy reading his book. It's excellent and easy to understand, with great examples.
Very well explained, Professor.
Kudos.
Thank you.
Planning is necessary. Find a problem, solve it in a new and better way. Let people who you know know what you have done. So, save the tuition and go find a problem lots of people have and solve it.
That was a good point at 9:02 I have heard many people indicate that if you provide extra value to your customers that will translate into greater revenues or profits but that is not always the case. The extra value provided and business model changes have to be profitable.
Great Professor! So much of the knowledge in just one video.
He has broken down the steps for us nerds
I like the videos, articles, podcasts that offer a framework for any activity that is easy to understand, explain, implement and repeat for different events. This being one such example. Simply loved it. Will buy his book to learn more.
Very well explained. Thank you for the insights
I love it, great video professor!! Thank you.
The content of the video has more value than expected from the headline and thumbnail
The video title about disruption was much better and made me actually watch! What is this weird "Harvard" title?
Great broker choice! I'm here too. Profits were modest at first but now I’m a full-time trader.
Take away
1. From customer spective, Identify the worth solving problems in term of money, time, effort
2. Predict competitor response
3. Fall in love with the problems not the AI aka solution. Make sure the worth-solving problems get done
youtube algorithm, gimme more of this. thank you
I like it; very informative. Thank you guys
Amazing information! Clarifies the opportunities- or not - of any business. Genius.
This is GOLD!
This is actually a very smart business framework to think through
The most beautiful, informative, and satisfying video I've watched to date. Thanks Professor
Very helpful lecture, high value
¿Puedes hablar más sobre el análisis técnico en las opciones binarias en tu próximo video?
This can also be done in a small, niche, local scale as well. Great info and thx! Will start using a microscope to identify the CVC in everything around me, and identify the weak leak (s).
Thank you for this master class! I love and appreciate the science of business. Well done!
Amazing value in this video. Thanks for sharing!
The problem with this line of thinking is because anyone can do it, a lot of people end up doing the same thing. You face a lot of competitors and then you end up giving up value to the market to gain market share thereby negating the value capture of your company. This is also about value capture and not value creation. You can capture value from existing competitors, but you're not creating something new, which again means your ceiling becomes limited.
Congratulations. Very good content and examples to understand how startups disrupt markets.
By "YouSum Live"
00:00:30 Understanding digital disruption and startup success
00:00:57 Decoupling the customer value chain with Uber
00:01:58 Importance of customer value chain in disruption
00:02:52 Identifying weak links for decoupling opportunities
00:04:26 Types of decoupling activities in various industries
00:07:16 Investors' preference for value-creating decouplers
00:07:41 Impact of decoupling on attracting unsatisfied customers
00:08:01 Coupling: expanding activities post decoupling
00:08:50 Uncertainty in profitability despite providing value
00:09:42 Steps in the decoupling process for startups
00:13:28 Recognizing the weakest link for successful disruption
00:15:09 Opportunities for decoupling arise from customer dissatisfaction
00:16:25 Utilizing AI for enhancing customer value through decoupling
00:18:24 Advice on applying decoupling concepts for business success
By "YouSum Live"
Why do so many entrepreneurs not have MBA”s let alone Ivy League MBA’s? Because entrepreneurs instinctually understand filling market needs and work like hell to fill them while Ivy League businesses professors spend their time researching and pontificating about the obvious.
The MBAs are pontificating how to make the most money out of the process. The entrepreneur is a description of someone who takes on their own business venture whether they are successful or not. Apples and oranges.
There are three different animals :
1. Business and management professionals
2. Entrepreneur
3. Business guy
#2 and #3 needs a real world exposure and most of the current b schools are just not the right environment for it.
MBAs weren't designed for start ups. They were designed for non financial senior managers moving into executive positions. Like an engineer moving into a senior position, that's why it's called a Master of Business Administration which effectively covers an undergrad business degree with Econ, Finc, HR thrown into the mix.
“Those who can’t do, Teach”
So you count the steps of needed to buy and remove as many as you can. -Thanks
This man is smart❤
4:11 3 types of Value related stuff: Value ... Creating/Capturing/Eroding
So to sum up, if you want your value added idea to actually be a PROFITABLE business model just assume that every prospective client is a LAZY client and the more "hand holding" you can do for them, the more money you will make 😂 but seriously, great value add in this video, good job!
Thank You
Thanks you for the insights 😊
Great content! 💙
Interesting concepts. Watch this video and don’t pay attention to the comments.
This is an amazing video 👏👏👏
Few people are digital entrepreneurs.
A district near me added 'food catering truck management' to the school's curriculum.
Fill a consumer's needs and compete.
Great information, thank you 🙏🏼
I’d like to talk to this man one on one.. he had said things I’ve never heard from anyone else
Value capturing coupling?
@@alexBaldman yeah yeah, extremely important
Lovely and informative video.Great thanks
Decoupling and then coupling … amazing video, thank you!
😂 best comment, I really laughed out loud. He really like to say the words “decoupling” and “coupling”. I’m sure he hope it catches on, and can say he invented that word to mean something we all knew already
So Vertical Scaling first by decoupling CVC, and then Horizontal Scaling by coupling CVC
superb awesome information
Very insightful
Ubers decoupling wasn't stealing customers, it was a rearranging the ⛓️ links between customers and the drivers position
Ubers business model is stealing from everyone - governments, competitirs, passengers ,competitors, all most of all from the drivers.
Their days are numbered...
excelent
great video!
There are some interesting thoughts, but it would be helpful if you new what Steam did and what it's business model was.
Im keeping my eye on ole miss. I think it will be ole miss vs Oregon in the championship
Awesome 👏 thx
It is mentioned "for digital startup", but is it the same principles for any startup with physical products ?
Thank you so much ❤
Life changing moment lots of love ❤
theoretically it's very simple but actually thinking of the big idea AND being able to make it work are not so simple at all
Wait? Ricky Ponting was a professor at Harvard Business School?
But this is the Brazilian or Portuguese version
The man who makes this chair is the one who really earns
Thank you!
Wow, great information
Easy to explain after someone has done it.
Love it❤
In other words: help the customer even more.
Great video!
Best video for me.
Thank you sir.
Using reWASD with all the latest games and it’s a breeze No bans and perfect compatibility 💥
So many thanks