關於 customer service officer做咩 ，我們在網路上蒐集到這些相關的討論、資訊與評價

史丹福大學知識分享: 做生意的九大元素 - 《Business Model Canvas 商業摸式圖》

如何定立及優化你的 Business Model Canvas 商業摸式圖?

做生意，你要認識你嘅 Business Model Canvas 商業模式圖，有九格。

肺炎第四波開始有減退嘅跡象， 等佢過咗之後，一連幾場星期六，我會在 Paragon Co-work Space 搞下做生意分享早餐會，大家交個朋友😬😁🤯🤓 互相俾下意見睇下盤生意有乜可以做好啲。

地點是觀塘 Paragon Co-Work Space。約3小時。

對象: 管理層/生意經營者/創業者，每場限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) 5566 1335。肺炎第四尾聲後，她會再聯絡你。

免費 (我不是靠這行搵食😅)。我請食早餐 😉 Be friends ..... 多謝! 李根興 Edwin

www.edwinlee.com.hk
www.paragonasia.hk，
https://www.facebook.com/paragoninasia/

#paragonasia #做生意的九大元素

全文內容:

做生意，你要認識你嘅 Business Model Canvas 商業模式圖，有九格， 逐個逐個同你講。

肺炎第四波開始有減退嘅跡象， 等佢過咗之後，一連幾場星期六，我會在 Paragon Co-work Space 搞下做生意分享早餐會， 其中一場會講 Business Model Canvas，人少少，4位，大家交個朋友。講下你盤生意點善用 Business Model Canvas 嘅九格。

我2016及17， 連續兩年代表Cyberport 帶團去 Stanford Business School 有個創業 bootcamp ，教授 Baba Shiv and Sarah Soule 話創業做生意，你要了解自己嘅 Business Model Canvas.

(1) Value Propositions 價值主張

做生意，你先要知道你幫到人啲乜? 你有乜樣好過人? 點解人哋要揀你? 新啲? 快啲? 平啲? 靚啲? 型啲? Why you?

我做商舖基金，就係幫人哋用少啲嘅資金， 分散風險， 買舖唔使煩，提升回報。

Paragon Co-Work Space 就希望係東九龍集中火力，以幾個center 發揮協同效，提供畀創業者最優越嘅營商空間。

記住，想租 Co-Work Space 可聯絡 Samuel Szeto Tel: (+852) 6215 0550
www.paragonasia.hk，[email protected]

你呢? 你嘅 Value Propositions 價值主張係乜呢?

(2) Key Activities 關鍵活動

要帶出以上嘅價值主張，你每日應該做緊啲乜? 生產? 研究? 客戶服務? 解決問題? 建立平台聯繫客戶， 由佢哋自己交易? Whatever...

記住喎，你做嘅嘢，應該係帶到價值主張 key value preposition 畀你嘅客人。而唔係講一套做另一套， 花咗啲時間係無聊，人客都唔care嘅活動上。

Now you know why 我日日拍商舖片，已經拍咗二千幾條， 因為我最重要就係日日要睇舖。

(3) Customer Segment 目標客群

邊個係你班客呢? 大眾市場? Niche market? 男人/女人/成年人/學生哥?

個個都可以係你嘅客，but who is your primary customer? who is your most important customer? 主要及最重要客戶? 你要搞得好清楚，when in conflict，邊個利益行先?

我成日都話如果你係揸住港幣八百萬以上流動資產(非物業)，能夠投資最少三百萬以上喺商舖基金，你就係我 primary customer 你嘅利益行先。

你盤生意呢? Who are your customers? Who is your primary and most important customer?

(4) Channels 通路

你點樣搵到、掂到你班客呢? 班客又點識你、點搵你、點俾錢到你呢? 分五個階段: (1) 認知 Awareness (佢先要識你)，(2) 評估 Evaluation (再諗過計過), (3) 購買 Purchase (俾錢), (4)傳遞 Delivery (你提供產品或服務)，(5) 最後，售後服務 Aftersale Service，希望滿意回頭再幫襯。

你盤生意嘅掂到個客嘅Channel 係乜呢?

(5) Customer Relationships 客戶關係。

你點樣同你個客戶保持關係呢? One-on-One? 或 ATM 咁， 機械式，用電腦? 建立個客戶 Community 社群 ， 或者大家一齊俾 idea 共同創造 co-creation?

好似我咁，做咗我嘅商舖投資者，全部都會同我one-on-one有個whatsapp group，任何問題，我都即時回答。任何商舖最新發展， 內幕消息，同埋我哋買咗乜舖沽咗乜舖，我都會即時同佢溝通。 唔單止舖，佢哋好多個人投資同生意，得嘅話我都會提供我嘅意見及幫助。 佢畀得錢我使，我梗係第一時間幫佢。 Paragon co-work space 老闆都係我投資者之一， 佢幫我，我幫佢，當然我都想幫佢宣傳下Paragon Co-Work Space 😉

你同你班客嘅關係又係乜呢? 會唔會幫襯咗你，其實你都唔知佢係邊個，大家根本冇溝通過呢?

(6) Key Partners 關鍵合作夥伴

你點叻都好，你自己做唔曬所有嘢。 你日常要同邊個多合作，改善關係，先能夠做到更好呢? 有效同供應商夾得好啲，生意會唔會易做好多?

我成日講笑咁講，我「真正」老闆其實係全港各大小地產經紀， 我日日都要擦佢哋鞋， 因為如果經紀唔畀荀盤我，我這行馬上唔駛做。Fit 馬都變跛馬。同經紀夾得好? Fit 馬變飛馬。

你呢? 你同 key partners 又夾成點?

(7) Key Resources 關鍵資源。

做你以上咁多樣嘢，你需要咩資源呢? 錢? 人? 知識? 廠房?

知道要乜，咁喺邊度搵呢? 點樣提高營運效率? 盡量用少啲資源，做多啲、做快啲呢?

如果我只是一個普通炒家， 大部分炒家都只係需要一個司機(揸佢周圍睇舖)，一個秘書(安排日常工作雜務)，一個會計(管理好盤帳，交少啲稅)，3個人就搞惦，炒幾十億貨都係三個就夠。

但一商舖基金嘅話， 受證監會監管， Responsible Officers 持牌人起碼要有兩個，Compliance Officer 又加多個，再加財務/會計監管，再加 License Representatives 又要考牌，年年續牌， 成立基今日要開曼群島 Cayman Islands 註冊， 律師/會計/基金行政費用一大堆，成本馬上大升。 咁你做生意就要自己計，值唔值得呢?

你呢? What are your key resources? 點搵? 無又點呢?

(8) Cost Structure 成本結構

你做生意嘅成本架構係乜呢? 你最貴嘅成本喺邊度? 大部係 Fixed Costs 固定成本? 或大部分係會隨着你嘅生意額上落 Variable Costs 呢 ?

老實說， 我公司同事們嘅老底(底薪)唔算高， 但佢哋嘅收入會隨著我哋嘅基金每季嘅表現 ，來分花紅。 因為我要班同事們及我哋嘅投資者大家利益一致。 基金賺錢，大家分多啲。基金蝕本，大家都無花紅。This is our cost structure! 你呢?

(9) 以上所有嘢都係支出，最後當然是收錢啦 - Revenue Stream 收益流。

你點收錢呢? 每件收? 每月收? 每次使用收?月費、年費? 版權費、 顧問費 、廣告費、利息、佣金? 係預繳、現金交收、或做完先收數? 會唔會有難尾? 送貨如送米，收數如乞米? 收入係唔係個個月都要有? 重複性購買? 或餐搵餐食餐餐清? 你係做緊農夫定獵人?

我自己嘅商舖基金會收首次認購費， 每個月會收管理費， 同埋間舖賣咗出街之後賺錢，會收表現分紅 performance fee. 賺就收，唔賺就唔收。 之前嗰兩項叫做「維皮」， 表現分紅先至係我哋嘅肥豬肉。你呢? 錢從邊道嚟，點嚟呢?

記住做以上12345678一啲都唔難， 免費嘅話，十萬個人搵你做。 最難嘅係第九，收錢。 但其實收錢都唔難。 你可以支出100蚊，收得廿蚊。蝕80蚊，咁你要繼續的話可能要不斷地「籌錢」， 吹水吹到以後個餅好大， 希望有投資者畀你錢繼續燒。咁下期你可能支出200蚊，收入80蚊， 感覺收入大升，但其實可能仲蝕多咗。 今時今日，好多初創企業就係咁。 收入係多咗，但蝕得更多。

無話對與錯，大有大做細有細做，做生意你可以專注「籌錢」，亦都可以專注「賺錢」。我選擇「先賺錢、再籌錢」，因為賺到嘅錢係自己嘅，籌錢嘅錢係欠人嘅， 感覺真係好唔同! 我自己做商舖基金，就係exactly 「先賺錢、再籌錢」， 如果憑我自己能力都未能夠賺錢，我邊有資格去籌錢，幫客人搵更多錢呢?

記住，最好嘅生意應該係收入多過支出， 而且多過好多，持續地多， 咁你就本事! I like this business.

有興趣以上九個做生意嘅元素，Business Model Canvas 的:
(1) Value Propositions 價值主張
(2) Key Activities 關鍵活動
(3) Customer Segment 目標客群
(4) Channels 通路
(5) Customer Relationships 客戶關係
(6) Key Partners 關鍵合作夥伴
(7) Key Resources 關鍵資源
(8) Cost Structure 成本結構
(9) Revenue Stream 收益流
肺炎第四波後嘅星期六，我一齊同你小組分享下， 度下你們生意點做好啲。有興趣 send 卡片畀 Suki， 喺 Paragon Co-Work Space 呢度見啦!

Business Model Canvas Download https://upload.wikimedia.org/wikipedia/commons/1/10/Business_Model_Canvas.png

睇留言。

//..車長點會唔知咩事？ 先唔講每個車廂平時攞黎睇下你有無飲食個兩部閉仔，西鐵車長每次閂門都會行出月台望 直到車箱門閂左 佢駕駛室度門先會閂 所以每次撘車都會聽到兩次閂門聲
仲有 車站月台無老閉，站長唔知乜事簡直係笑話
呢段錄音所有野都好似平行時空咁
咁樣既對話咪啫係叫市民自己搞掂算？
港鐵對乘客既Duty of care 呢？價就識加！..//

有關 7 月 21 日（星期日）於元朗站的暴力事件，以及一羣車務人員的抗議訊息
Summary on the violent acts in Yuen Long Station on 21/Jul (Sun) and the joint petition by operating staff

於 2245 時，西鐵綫元朗站職員發現車站大堂有人展示標語，在表達訴求期出現爭執，繼而有乘客遇襲，因此即時通知車務控制中心召喚 香港警察 Hong Kong Police 到場

期間，車站消防警報系統曾被人啟動，亦有在場人士同時自行致電 999 求助；奈何警方良久未有到場，只有消防處救護員抵達治理傷者

由於車務人員當時已無法確保乘客安全，更有車站職員被人打傷，故此車務控制中心迅速安排元朗站關閉，並開出空車接載於站內的乘客離開現場

而當時月台 1 - 往屯門已有一列如常接載乘客、並非特別安排的班車，但車門因人羣的衝突而失靈，車上多人按動緊急通話器，令車廂的牽引系統鎖死，未能成功載客開出，而要先停止服務

雖然車務控制中心於 2319 時開始，重新安排所有列車於元朗站上落乘客，讓乘客繼續乘搭列車離開打鬥現場

及至 2350 時，緊急服務人員需要於車站內作蒐證，並治理傷者，因此元朗站再次需要關閉，控制中心亦有即時再安排列車接走受影響的乘客

港鐵公司行政總裁金澤培博士強烈譴責在鐵路範圍發生的暴力事件，並將全力配合執法機關的調查。同時代表港鐵公司，向受傷的乘客致以深切慰問

乘客若於 7 月 21 日（星期日）晚在西鐵綫元朗站範圍內不幸受傷，可於下列途徑查詢：

郵遞至 香港郵政總局信箱9916號 📨
傳真至 2795 9991 📠

－

At 2245 hours, staff who were on duty at Yuen Long Station on the West Rail Line have noticed that when some members of the public were displaying banners in the station concourse, there were quarrels and assaults breaking out simultaneously and passengers were injured. Hong Kong Police was immediately requested to attend the scene by the Operations Control Centre

During the course, the station fire alert had also been activated, with various reports made separately to the 999 hotline by other members of the public at the scene. Paramedics of the Fire Services Department arrived promptly to provide assistance to those who were injured; however, the police was nowhere to be seen for a prolonged period

Because the operating staff could no longer ensure the safety of passengers and also due to the fact that some station staff had been physically assaulted, the Operations Control Centre quickly arranged Yuen Long Station was to be closed straightaway while dispatching an empty train to pick up those passengers who were still at the station

At the time, there was a normal, timetabled service 08 standing at Platform 1 - to Tuen Mun. However, the doors being blocked then failed during the incident and the multiple Passenger Alarm Devices being operated had caused a traction system lock-up on this train, meaning this service had to be withdrawn

Although the Operations Control Centre had instructed all services to resume calling at Yuen Long Station from 2319 hours in order to enable passengers to leave the violent scene

The emergency services had to investigate the incident inside the station and to assist those who were injured. As a result, Yuen Long Station had to be closed again after 2350 hours, while the Operations Control Centre continued to arrange train services to pick up the affected passengers

Dr Jacob Kam, the Chief Executive Officer of the MTR Corporation, strongly condemns the violent acts that took place on the railway premises and the Corporation shall fully co-operate with the investigation by the law enforcement authorities. On behalf of the MTR Corporation, he has also offers his sincere wishes for the speedy recovery of the injured passengers

Passengers are welcomed to make enquires by following methods If you are injured at 21/Jul (Sun) night in West Rail Line Yuen Long Station：

Mailing Address
MTR Corporation Limited, GPO Box 9916, Hong Kong 📨

Fax
2795 9991 📠

＃＃＃＃＃

此外， MTR Service Update 現提供版面予車務人員刊出抗議訊息：

香港都未發生過有人衝入鐵路處所毆鬥的事件，應變程序都係假設全部香港人會守法搭車，車務人員唔係保安，都無其他國家啲鐵路有武警去監視乘客一舉一動，依家有無人值守大堂同無人駕駛列車，應該報警之後，警察係最快到場

唔好講站長、車長唔知邊啲人原來係黑底，邊個組織咩事忽然衝入嚟打人，記者、救護員都俾人扑頭

警察唔派人行咇，屯門、元朗、天水圍啲差館一早落埋閘唔俾人報案，打 999 又 cut 綫叫你：「驚就咪出街啦！」市民收工返屋企都唔得呀 ?

（按：☎️ 999 熱綫由警務處運作，只會於有需要時方轉介消防處安排救護服務）

職員點手無寸鐵出去做超人一個打十個，除咗控制室道鋼門外，月台值班亭、客務中心全部玻璃一打就爛，客務中心外判又唔知保險包幾多，依家仲真係有同事俾人拖出去，又有同事受傷添

我地依家嚴正質問香港鐵路有限公司、香港警察，有乜野措施可以保障乘客、職員安全，喺未有措施保障大家安全之前，唔反對良心罷工令鐵路停駛

－

Furthermore, MTR Service Update would like to use this opportunity to publish the joint petition by operating staff:

There has been no precedence of railway premises being turned into the scene of bashing; the standing procedure assumes that Hong Kongers would observe the law when they travel on the MTR. Station staff are no substitutes of professional security and unlike some countries, the police is not here to monitor every single act of the passengers. Nevertheless, the police should be the first to arrive at the scene when they have been requested, especially now when there are unmanned station concourses and driverless trains

Station staff and the Train Captain were unlikely to be aware of the possible background of the attackers or the organisations they potentially associate with; not to mention the fact that even journalists and paramedics had also been hit in the head

There have been no police officers patrolling, the police stations in Tuen Mun, Yuen Long and Tin Shui Wai were closed and the general public had even been advised by the 999 hotline operators to not leave their properties if they felt unsafe. Is it too much to ask for those who would like to go home after work, feeling safe?

(Note : ☎️ the 999 hotline is operated by Hong Kong Police, they would only refer calls to Fire Services Department when ambulance service is needed)

Apart from the steel door of the Station Control Room, no matter how well the staff practise self-defence or even martial art, we have to face the fact that the glasses at the platform booths and Customer Service Centres could easily be breached and that there is a lack of clarity on the insurance

We are here to ask the #MTR Corporation and Hong Kong Police seriously what measures they have to guarantee passengers' and staff safety. We support strike actions if they don't have any

OL-Secret#004 【神級豬隊友】

妳都有八卦嘢想匿名分享？👉https://goo.gl/9QkcpB

我做咗銀行呢一行3年，冇諗過會因為一個同事，俾公司逼辭職。

話說我係一間小型華資銀行做咗3年teller仔，雖然啲客癲癲地好難搞，但勝在有班好同事一齊共同進退。直到2個月前，嚟咗個新女Customer Service Officer（簡稱CS），就係我惡夢嘅開始。

平時聽大堂同事講個新CS恃住自己曾經喺大行做過，成日黑面唔同人講嘢，同事教佢嘢又唔聽，做嘢又甩甩漏漏，但就好識擦老細鞋，成日又買咖啡又買下午茶，氹得老細好happy。我地成班同事平時都已經好容忍佢，佢做漏嘢又會同佢補鑊，有時佢會過份到自己辣㷫個客，跟住就點個客過嚟counter要我地執手尾，我地都照忍。

直到上個月，有一日有個大客仔嚟咗我地到想開個新公司户，一入大堂就問個新CS邊到可以整公司嘢，個客冇講清楚佢想開户口，個新CS西曬面咁叫佢排counter，咁個客就拎飛排咗半個鐘隊，到我接佢時個客一埋counter就話要開新公司戶，咁我唔知咩事就當然叫佢搵返CS同事搞，見個CS位冇客我就好友善咁請佢行過去，點知1分鐘後個客又行返嚟話個新CS又叫佢過返嚟，我就解釋返話counter處理唔到開户口嘅事，點知我未講完個客就突然變臉勁大聲咁指住我嚟鬧：「你地咩服務質素呀？！！！」，我當堂嚇窒咗，之後個客癲咗咁不停鬧人，搞到經理要出嚟調停先搞得掂。

幾日後，我同個新CS都俾經理叫咗入房「勸」我地主動辭職。原來個客係總行嘅大客，幫佢地買咗好大額嘅保險同基金，又擺咗好多錢喺到，一句講曬唔得罪得⋯⋯最後我同個新CS遞咗辭職信，被逼離開呢間做咗3年嘅地方，我真係好唔甘心但冇計，只怪自己遇著個神級豬隊友。

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史丹福大學知識分享: 做生意的九大元素 - 《Business Model Canvas 商業摸式圖》

如何定立及優化你的 Business Model Canvas 商業摸式圖?

做生意，你要認識你嘅 Business Model Canvas 商業模式圖，有九格。

肺炎第四波開始有減退嘅跡象， 等佢過咗之後，一連幾場星期六，我會在 Paragon Co-work Space 搞下做生意分享早餐會，大家交個朋友???? 互相俾下意見睇下盤生意有乜可以做好啲。

地點是觀塘 Paragon Co-Work Space。約3小時。

對象: 管理層/生意經營者/創業者，每場限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) 5566 1335。肺炎第四尾聲後，她會再聯絡你。

免費 (我不是靠這行搵食?)。我請食早餐 ? Be friends ..... 多謝! 李根興 Edwin

www.edwinlee.com.hk
www.paragonasia.hk，
https://www.facebook.com/paragoninasia/

#paragonasia #做生意的九大元素

全文內容:

做生意，你要認識你嘅 Business Model Canvas 商業模式圖，有九格， 逐個逐個同你講。

肺炎第四波開始有減退嘅跡象， 等佢過咗之後，一連幾場星期六，我會在 Paragon Co-work Space 搞下做生意分享早餐會， 其中一場會講 Business Model Canvas，人少少，4位，大家交個朋友。講下你盤生意點善用 Business Model Canvas 嘅九格。

我2016及17， 連續兩年代表Cyberport 帶團去 Stanford Business School 有個創業 bootcamp ，教授 Baba Shiv and Sarah Soule 話創業做生意，你要了解自己嘅 Business Model Canvas.

(1) Value Propositions 價值主張

做生意，你先要知道你幫到人啲乜? 你有乜樣好過人? 點解人哋要揀你? 新啲? 快啲? 平啲? 靚啲? 型啲? Why you?

我做商舖基金，就係幫人哋用少啲嘅資金， 分散風險， 買舖唔使煩，提升回報。

Paragon Co-Work Space 就希望係東九龍集中火力，以幾個center 發揮協同效，提供畀創業者最優越嘅營商空間。

記住，想租 Co-Work Space 可聯絡 Samuel Szeto Tel: (+852) 6215 0550
www.paragonasia.hk，[email protected]

你呢? 你嘅 Value Propositions 價值主張係乜呢?

(2) Key Activities 關鍵活動

要帶出以上嘅價值主張，你每日應該做緊啲乜? 生產? 研究? 客戶服務? 解決問題? 建立平台聯繫客戶， 由佢哋自己交易? Whatever...

記住喎，你做嘅嘢，應該係帶到價值主張 key value preposition 畀你嘅客人。而唔係講一套做另一套， 花咗啲時間係無聊，人客都唔care嘅活動上。

Now you know why 我日日拍商舖片，已經拍咗二千幾條， 因為我最重要就係日日要睇舖。

(3) Customer Segment 目標客群

邊個係你班客呢? 大眾市場? Niche market? 男人/女人/成年人/學生哥?

個個都可以係你嘅客，but who is your primary customer? who is your most important customer? 主要及最重要客戶? 你要搞得好清楚，when in conflict，邊個利益行先?

我成日都話如果你係揸住港幣八百萬以上流動資產(非物業)，能夠投資最少三百萬以上喺商舖基金，你就係我 primary customer 你嘅利益行先。

你盤生意呢? Who are your customers? Who is your primary and most important customer?

(4) Channels 通路

你點樣搵到、掂到你班客呢? 班客又點識你、點搵你、點俾錢到你呢? 分五個階段: (1) 認知 Awareness (佢先要識你)，(2) 評估 Evaluation (再諗過計過), (3) 購買 Purchase (俾錢), (4)傳遞 Delivery (你提供產品或服務)，(5) 最後，售後服務 Aftersale Service，希望滿意回頭再幫襯。

你盤生意嘅掂到個客嘅Channel 係乜呢?

(5) Customer Relationships 客戶關係。

你點樣同你個客戶保持關係呢? One-on-One? 或 ATM 咁， 機械式，用電腦? 建立個客戶 Community 社群 ， 或者大家一齊俾 idea 共同創造 co-creation?

好似我咁，做咗我嘅商舖投資者，全部都會同我one-on-one有個whatsapp group，任何問題，我都即時回答。任何商舖最新發展， 內幕消息，同埋我哋買咗乜舖沽咗乜舖，我都會即時同佢溝通。 唔單止舖，佢哋好多個人投資同生意，得嘅話我都會提供我嘅意見及幫助。 佢畀得錢我使，我梗係第一時間幫佢。 Paragon co-work space 老闆都係我投資者之一， 佢幫我，我幫佢，當然我都想幫佢宣傳下Paragon Co-Work Space ?

你同你班客嘅關係又係乜呢? 會唔會幫襯咗你，其實你都唔知佢係邊個，大家根本冇溝通過呢?

(6) Key Partners 關鍵合作夥伴

你點叻都好，你自己做唔曬所有嘢。 你日常要同邊個多合作，改善關係，先能夠做到更好呢? 有效同供應商夾得好啲，生意會唔會易做好多?

我成日講笑咁講，我「真正」老闆其實係全港各大小地產經紀， 我日日都要擦佢哋鞋， 因為如果經紀唔畀荀盤我，我這行馬上唔駛做。Fit 馬都變跛馬。同經紀夾得好? Fit 馬變飛馬。

你呢? 你同 key partners 又夾成點?

(7) Key Resources 關鍵資源。

做你以上咁多樣嘢，你需要咩資源呢? 錢? 人? 知識? 廠房?

知道要乜，咁喺邊度搵呢? 點樣提高營運效率? 盡量用少啲資源，做多啲、做快啲呢?

如果我只是一個普通炒家， 大部分炒家都只係需要一個司機(揸佢周圍睇舖)，一個秘書(安排日常工作雜務)，一個會計(管理好盤帳，交少啲稅)，3個人就搞惦，炒幾十億貨都係三個就夠。

但一商舖基金嘅話， 受證監會監管， Responsible Officers 持牌人起碼要有兩個，Compliance Officer 又加多個，再加財務/會計監管，再加 License Representatives 又要考牌，年年續牌， 成立基今日要開曼群島 Cayman Islands 註冊， 律師/會計/基金行政費用一大堆，成本馬上大升。 咁你做生意就要自己計，值唔值得呢?

你呢? What are your key resources? 點搵? 無又點呢?

(8) Cost Structure 成本結構

你做生意嘅成本架構係乜呢? 你最貴嘅成本喺邊度? 大部係 Fixed Costs 固定成本? 或大部分係會隨着你嘅生意額上落 Variable Costs 呢 ?

老實說， 我公司同事們嘅老底(底薪)唔算高， 但佢哋嘅收入會隨著我哋嘅基金每季嘅表現 ，來分花紅。 因為我要班同事們及我哋嘅投資者大家利益一致。 基金賺錢，大家分多啲。基金蝕本，大家都無花紅。This is our cost structure! 你呢?

(9) 以上所有嘢都係支出，最後當然是收錢啦 - Revenue Stream 收益流。

你點收錢呢? 每件收? 每月收? 每次使用收?月費、年費? 版權費、 顧問費 、廣告費、利息、佣金? 係預繳、現金交收、或做完先收數? 會唔會有難尾? 送貨如送米，收數如乞米? 收入係唔係個個月都要有? 重複性購買? 或餐搵餐食餐餐清? 你係做緊農夫定獵人?

我自己嘅商舖基金會收首次認購費， 每個月會收管理費， 同埋間舖賣咗出街之後賺錢，會收表現分紅 performance fee. 賺就收，唔賺就唔收。 之前嗰兩項叫做「維皮」， 表現分紅先至係我哋嘅肥豬肉。你呢? 錢從邊道嚟，點嚟呢?

記住做以上12345678一啲都唔難， 免費嘅話，十萬個人搵你做。 最難嘅係第九，收錢。 但其實收錢都唔難。 你可以支出100蚊，收得廿蚊。蝕80蚊，咁你要繼續的話可能要不斷地「籌錢」， 吹水吹到以後個餅好大， 希望有投資者畀你錢繼續燒。咁下期你可能支出200蚊，收入80蚊， 感覺收入大升，但其實可能仲蝕多咗。 今時今日，好多初創企業就係咁。 收入係多咗，但蝕得更多。

無話對與錯，大有大做細有細做，做生意你可以專注「籌錢」，亦都可以專注「賺錢」。我選擇「先賺錢、再籌錢」，因為賺到嘅錢係自己嘅，籌錢嘅錢係欠人嘅， 感覺真係好唔同! 我自己做商舖基金，就係exactly 「先賺錢、再籌錢」， 如果憑我自己能力都未能夠賺錢，我邊有資格去籌錢，幫客人搵更多錢呢?

記住，最好嘅生意應該係收入多過支出， 而且多過好多，持續地多， 咁你就本事! I like this business.

有興趣以上九個做生意嘅元素，Business Model Canvas 的:
(1) Value Propositions 價值主張
(2) Key Activities 關鍵活動
(3) Customer Segment 目標客群
(4) Channels 通路
(5) Customer Relationships 客戶關係
(6) Key Partners 關鍵合作夥伴
(7) Key Resources 關鍵資源
(8) Cost Structure 成本結構
(9) Revenue Stream 收益流
肺炎第四波後嘅星期六，我一齊同你小組分享下， 度下你們生意點做好啲。有興趣 send 卡片畀 Suki， 喺 Paragon Co-Work Space 呢度見啦!

Business Model Canvas Download https://upload.wikimedia.org/wikipedia/commons/1/10/Business_Model_Canvas.png