Use growth to leapfrog the stage and the problem disappears

Entrepreneurship and development is a process of continuous discovery and problem solving. We may need to spend a lot of energy focusing on some problems at a certain stage, but in the end we still need to have a suitable strategy and plan to push us forward in the right direction. The author of this article shares some of his thoughts during the entrepreneurial process, hoping to inspire you.

I spent more time meeting with clients this week and had some new thoughts. I connected my experiences of the past two months and wanted to share them with you.

Every company has pain points.

It is difficult to solve the problem by yourself. If there is someone outside who can help, the bosses are willing to spend the money.

The question is who can solve it and who can be trusted.

This is why many people are doing self-media, hoping to gain the trust of their customers.

You may ask, with so many people wanting to be trusted, are there enough trusts to give them? Will there be a shortage of supply?

My feeling is that the B-side demand is very strong and the scenarios are complex and diverse, so it is no problem for a startup like us to make a living.

The difficulty lies in how to gain trust.

This is the value of content creation. When potential customers get to know you through content, and continue to read your content for a long time and recognize your views, trust is established.

Creating content is not easy, and what’s more important is to sustain it over the long term.

I have been writing WeChat public accounts for 8 years, and even longer if you add the blog I wrote before. I have seen too many people who tried to write but gave up before they could last for a year. Not only did they lack perseverance, but more importantly, they only had a few things in their hands, and once they finished writing, they were gone.

If you want to produce content continuously over a long period of time, you must have a strong learning ability and constantly run the cycle of absorption, digestion, and production.

This is not enough, we also have to deal with the tide of content media.

A few years ago, everyone was writing WeChat public accounts, and then short videos and live broadcasts came into being, which required different skills for content producers. So some people fell behind in the process of media changes.

Fortunately, there is no absolute standard for quality content. Just like when you like someone, feelings are important.

Different clients choose different consultants, and the reason lies in the content. Some people like Zhang Qi's content, some like Can Ge, and a small number of people like me. Clients have different preferences for content, and everyone can get a piece of the pie.

Client A is the boss of a state-owned enterprise.

He likes reading and thinking, not very talkative but every word he says is to the point. He is very logical in what he says and does, and seems calm on the outside and lacks passion, but he is very determined on the inside.

He trusted me very much. After several exchanges, he felt that we were the same type of people, and we got along very well and collaborated smoothly.

Judging from the preferences of this customer, he will definitely not look for experts from Douyin to help him, because the expert content that can be generated from the Douyin algorithm does not conform to his cognitive logic and he will not trust it.

I think this is why my content data seems mediocre, but the actual effect is quite good.

In addition to recognition at the value level, as a consultant, you must of course have the ability to solve problems, which is hard power.

There are so many problems that B-side clients want to solve, and the backgrounds of the problems vary greatly from company to company. Although they can all be classified into strategy, management, organization, and growth, the consultants who are suitable for them are different.

What problem do I solve? It has to do with my strengths.

Generally speaking, the problems of an enterprise are either strategic or tactical. I have found that most bosses do not think there is a problem with the company's strategy, because they set the strategic direction themselves.

The reason why we are not doing well now is because the people below are not able to execute it effectively, so it is a problem of tactical play, strategy formulation, and team execution.

When such a boss comes to us, he gives us a proposition, that is, how to accomplish this task under this strategic direction and resource conditions. He diagnoses where the problem is and how to solve it.

This is a tactical issue, or a strategic issue.

Client B is a TOP enterprise in a certain niche segment in the education industry.

The boss spent a lot of time telling me about the ecosystem he envisioned, and drew many circles and lines on the whiteboard. Unfortunately, none of the circles were implemented.

What he needs is how to break through in this certain ecosystem.

Specifically, it can be broken down into which circle to do first, how to do it well, and which circle can be driven to improve. These all confused him and he needed to borrow external brains to sort them out.

What we can do for him is to provide him with a complete set of feasible playing methods, with rhythm, focus, resources and effect evaluation.

All in all, good progress.

While running as fast as he could, he was also throwing away his guns and armor. It seemed that the more he did, the more obvious his shortcomings became.

My previous experience in large companies has taught me that this is normal. We cannot stop and wait until everything is ready before starting again. Some problems disappear as we move forward because they are only temporary.

Use growth to leapfrog the stage and the problem disappears.

Author: Han Xu

Source: WeChat official account: "Operation Dog Work Diary (ID: yunyingriji)"