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“Do you explain when things don t go as we assume or better how do do you explain when others are able to achieve things that seem to defy all the assumptions for example. Why is apple so innovative year after year after year after year. They re more innovative than all their competition and yet. They re just a computer company.
They re just like everyone else they have the same access to the same talent. The same agencies. The same consultants the same media then why is it that they seem to have something different why is it that martin luther king. Led the civil rights movement.
He wasn t the only man who suffered in a pre civil rights america and he certainly wasn t the only great orator of the day. Why him. And why is it that the wright brothers were able to figure out control powered man flight when there were certainly other teams who were better qualified. But her funded and they didn t achieve powered man flight the wright brothers beat them to it there s something else at play here about three and a half years ago.
I made a discovery and this discovery profoundly changed my view on how i thought the world worked and it even profoundly changed the way in which i operated it as it turns out there s a pattern as it turns out all the great and inspiring leaders and organizations in the world whether it s apple or martin luther king or the wright brothers they all think act and communicate the exact same way. And it s the complete opposite to everyone else all i did was codify. It and it s probably the world s simplest idea i call it the golden circle. Why how what this little idea explains.
Why some organizations and some leaders are able to inspire where others aren t let me define the terms really quickly every single person every single organization on the planet knows what they do one hundred percent. Some know how they do it will you call it you re differentiating value proposition or your proprietary process or your usp. But very very few people or organizations. Know why they do what they do and by why i don t mean to make a profit that s a result.
It s always a result by why i mean what s your purpose. What s your cause. What s your belief. Why does your organization exists.
Why do you get out of bed in the morning. And why should anyone care well as a result. The way. We think the way we act the way we communicate is from the outside in it s obvious.
We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspire or inspired organizations regardless of their size regardless of their industry. All think act and communicate from the inside out let me give you an example. I use apple because they re easy to understand and everybody gets it if apple were like everyone else a marketing message from them might sound like this we make great computers.
They re beautifully designed simple to use and user friendly want to buy one man and that s how most of us communicate. That s how most marketing is done that s how most sales done and that s how most of us communicate in to personally we say what we do we say how we re different on how we better and we expect some sort of behavior. A purchase a vote something like that here is our new law firm. We have the best lawyers with the biggest clients.
We have you know we always perform for our clients do business with us here s our new car. It gets great gas mileage. It has you know leather seats by our car. But it s uninspiring here s how apple actually communicates everything we do we believe in challenging the status quo.
We believe in thinking differently the way we challenge the status quo. Is by making our products beautifully designed simple to use and user friendly. We just happen to make great computers want to buy one totally different right you ready to buy a computer from me. All i did was reverse the order of the information.
What it proves to us is that people don t buy what you do people buy why you do it people don t buy what you do they buy why you do it this explains why every single person in this room is perfectly comfortable buying a computer from apple. But we re also perfectly comfortable buying an mp3 player from apple or a phone from apple or a dvr from apple. But as i said before apple s just a computer company there s nothing that distinguishes them structurally for many of their competitors. Their competitors are all equally qualified to make all of these products in fact they tried a few years ago gateway came out with flat screen tvs.
They re eminently qualified to make flat screen tvs. They ve been making flat screen monitors for years. Nobody bought one dell came out with mp3 players and pdas and they make great quality products. And they can make perfectly well design products and nobody bought one in fact talking about it now we can t even imagine buying an mp3 player from dell.
Why would you buy an mp3 player from a computer company but we do it every day people don t buy what you do they buy why you do it the goal is not to do business with anybody with everybody who needs what you have the goal is to do business with people who believe what you believe here s the best part. None of what i m telling you is my opinion. It s all grounded in the tenants of biology not psychology biology. If you look at a cross section of the human brain looking from the top down.
What you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle our newest brain. Our homo sapien brain. Our neocortex corresponds with the what level. The neocortex is responsible for all of our rational and analytical.
Thought and language. The middle two sections make up our limbic brains and our limbic brains are responsible for all of our feelings. Like trust. And loyalty.
It s also responsible for all human behavior. All decision making and it has no capacity for language in other words when we communicate from the outside in yes people can understand vast amounts of complicated information like features and benefits and facts and figures. It just doesn t drive behavior when we communicate from the inside out. We re talking directly to the part of the brain.
That controls behavior and then we allow people to rationalize. It with the tangible things we say and do this is where gut decisions come from you know sometimes you can give somebody all the facts and your figures in these high know what all the facts and detail say. But it just doesn t feel right why would we use that verb it doesn t feel right because the part of the brain. That controls decision making doesn t control language and the best.
We can muster up is i don t know it just doesn t feel right or sometimes. You say you re leading with your heart. Where you re leading with your soul well i hate to break it to you those owned other body parts controlling your behavior. It s all happening here in your limbic brain.
The part of the brain that controls decision making and not language. But if you don t know why you do what you do and people respond to why you do what you do then how will anybody how will you ever get people to vote for your buy something from you or more importantly be loyal and want to be a part of what it is what you bet you do again. The goal is not just as to sell people who need what you have the goal is to sell to people who believe what you believe the goal is not just to hire people who need a job. It s to hire people who believe what you believe i always say that you know this if you if you if you hire people just because they can do a job they ll work for your money.
But if you hire people who believe what you believe they work for you with blood and sweat and tears and no air. No. Where else is there a better example of this than with the wright brothers. Most people don t know about samuel pierpont.
Langley and back in the early 20th century the pursuit of powered man flight was like the dot com of the day. Everybody was trying it and samuel pierpont langley had what we assume to be the recipe for success. I mean even now will you ask people why did your product or why did your company fail and people always give you the permeate same permutation of the same three things undercapitalized. The wrong people bad market conditions.
It was the same three. Things so let s explore that samuel. Pierpont langley was given 50000. By the war department to figure out this flying machine.
Money was no problem he held a seat at harvard and worked at the smithsonian and was extremely well connected. He knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The new york times followed him around everywhere and everyone was rooting for langley and how come we ve never heard of samuel pierpont langley a few hundred miles away in dayton ohio.
Orville and wilbur wright. They had none of what we consider to be the recipe for success they had no money they paid for their dream with the proceeds from their bicycle shop not a single person on the wright brothers team had a college education. Not even orville or wilbur and the new york times followed them around nowhere. The difference was orville and wilbur were driven by a caused by a purpose by a belief.
They believe that if they could figure out this flying machine. It ll change the course of the world samuel pierpont. Langley was different he wanted to be rich and he want to be famous. He was in pursuit of the result.
He was in pursuit of the riches and lo and behold look what happened the people who believed in the wright brothers dream worked with them with blood and sweat and tears the others just worked for the paycheck and they tell stories of how every time the wright brothers went out they would have to take five sets of parts because that s how many times. They would crash before they came in for supper and eventually on december 17th 1903. The wright brothers took flight and no one was there to even experience it we found out about it a few days later and further proof that langley was motivated by the wrong thing the day. The wright brothers took flight.
He quit he could have said that s an amazing discovery guys and i will improve upon your technology. But he didn t he wasn t first he didn t get rich he didn t get famous so he quit people don t buy what you do they buy why you do it and if you talk about what you believe you will attract those who believe what you believe. But why is it important to attract those who believe what you believe something called the law of diffusion of innovation and if you don t know the law you definitely know the terminology. The first two and a half percent of our population are our innovators.
The next 13 and a half percent of our population are our early adopters the next thirty four percent are your early majority you re late majority and you re laggards. The only reason these people buy touch tone phones is because you can t buy rotary phones. Anymore. We all sit at various places at various times on the scale.
But with the law of diffusion of innovation. Tells us is that if you want mass market success or mass market acceptance of an idea you cannot have it until you achieve this tipping point between fifteen and eighteen percent market penetration and then the system tips and i love asking businesses. What s your conversion on new business and they left us lu. Oh.
It s about ten percent. Proudly well you can trip over ten percent of the customers. We all have about ten percent who just get it that s how we described them right. That s like that gut feeling.
Oh. They just get it. The problem is how do you find the ones that just get it before you re doing business with them versus. The ones.
Who don t get it so it s this here this little gap that you have to close as jeffrey. More calls of crossing the chasm because you see the early majority will not try something until someone else has tried it first and these guys the innovators in the early adopters. They re comfortable making those gut decisions. They re more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available the people who stood on line for six hours to buy an iphone when they first came out when you could have just walked into the store.
The next week and bought one off the shelf. These are the people who spent forty thousand dollars on flat screen tvs. When they first came out even though the technology was substandard and by the way they didn t do it because. The technology was so great they did it for themselves.
It s because they wanted to be first people don t buy what you do they buy why you do it. And what you do simply proves what you believe in fact people will do the things that prove what they believe the reason that person bought the iphone on the first in the first six hours of stood in sick in line for six hours was because what they believed about the world and how they wanted everybody had see them they were first people don t buy what you do they buy why you do it so. Let me give you a famous example of famous failure and a famous success of the law of diffusion of innovation. First the famous failure.
It s a commercial example as we said before a second ago. The recipe for success is money and the right people in the right marketing conditions right you should have success then look at tivo from the time tivo came out about eight or nine years ago to this current day. They are the single highest quality product on the market hands down there is no dispute they were extremely well funded market conditions were fantastic i mean we use tivo as a verb like tivo stuff on my piece of junk time warner dvr. All the time.
But tebow s commercial failure. They ve never made money and when they went ipo their stock was at about thirty or forty dollars. Then plummeted. And it s never traded above 10 in fact i don t think it s even traded above 6.
Except for a couple of little spikes. Because you see when tito launched their product. They told us all what they had they said we have a product that pauses live tv. Skips commercials rewinds live tv.
And memorizes your viewing habits. Without you even asking. And the cynical majority said. We don t believe you we don t need it we don t like it you re scaring us.
What if they had said if you re the kind of person who likes to have total control over every aspect of your life boy. Do we have a product for you it pauses live tv. Skips commercials memorizes your viewing habits. Etc.
Etc. People don t buy what you do they buy why you do it. And what you do simply serves as the proof of what you believe now let me give you a successful example of the law of diffusion of innovation in the summer of nineteen sixty three 250000. People showed up on the mall.
In washington. To hear. Dr. King speak.
They sent out no invitations. And there was no website to check the date. How do you do that well. Dr.
King wasn t the only man in america. Who was the who s a great orator. He wasn t the only man in america who suffered in a pre civil rights america in fact some of his ideas were bad. But he had a gift he didn t go around telling people what needed to change in america.
You know he went around and told. People what he believed i believe i believe i believe he told people and people who believed what he believed took his cause and they made it their own and they told people and some of those people created structures to get the word out even more people and lo and behold two hundred and fifty thousand people showed up on the right day on the right time to hear him speak. How many of them showed up for him zero. They showed up for themselves.
It s what they believed about america that got them to travel in a bus 48 hours to stand in the sun in washington for in the middle of august. It s what they believed and it wasn t about black versus white 25. Percent of the audience was white. Dr.
King believed that there were two types of laws in this world. Those that are made by a higher authority authority and those that are made by man and not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happens that the civil rights movement was the perfect thing to help him bring his cause to life. We followed not him not for him for ourselves.
And by the way. He gave the i have a dream speech. Not the i have a planned speech listen to politicians now with the comprehensive 12 point plans are not inspiring anybody because there were leaders and there are those who lead leaders hold a position of power or authority. But those who lead inspire us with other individuals or organizations.
We follow those who lead not because we have to but because we want to we follow those who lead not for them. But for ourselves. And it s those who start with why that have the ability to inspire those around them or find others who ” ..
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