????領導力內部網絡是邀請最有智慧、最具影響力的商界人士及時回答職業(yè)與領導力問題的在線社區(qū)。本期我們的問題是“你會給計劃創(chuàng)業(yè)的人什么建議？”以下為祖?？萍糃EO左軒霆的回答。

????我要給所有創(chuàng)業(yè)者們的第一條建議是：忘掉他們在商學院所學的那些知識?；蛘撸纱嗖灰x商學院。為什么？因為目前，商界正在經歷百年一遇的大變革，現有的所有規(guī)則都將被打破，其中包括MBA課程教授的所有知識。不相信嗎？我們不妨回顧一下商學專業(yè)的過去100年教學方式。商業(yè)的基本目標是創(chuàng)造一款拳頭產品，這是舉世公認的事實。然后你要銷售盡可能多的產品，最大程度分攤固定成本，為獲得利潤而展開競爭。但在我看來，這種觀念一文不值。時代已經不同了。

????如果你現在創(chuàng)建一家新公司，你還會一部一部地銷售有形產品嗎？對此我深表懷疑。你可能會成立一家提供優(yōu)質服務的在線公司，比如Instacart、BloomThat、Washio或PostMates等新的配送服務，而不是出售一些小產品。這是因為商界正在從產品銷售向訂閱內容銷售轉變，而在“訂閱式經濟”中，公司要致力于創(chuàng)造經常性收入。因此，產品價格與利潤變得不再重要。關鍵是要為客戶提供價值，吸引他們不會更換服務。而為了有效實現這一目標，你必須做好五件事，并回答一個非常重要的問題：

????確定訂閱用戶標準

????你必須估量年均和總合約價值、付款與下降、月度與年均經常性收入，并設法留住用戶。這是從基礎會計課程中學不到的。

????了解你的消費者

????如今，人們期待能滿足其特殊需求的產品，希望獲得持續(xù)的價值和獨特的體驗。他們更感興趣的是結果，而不是方法。這是從市場營銷基礎課程中學不到的。

????個性化你的服務

????產品經濟是僵化的——產品無法進行個性化。產品無法了解你的行為與偏好。產品無法持續(xù)升級以不斷完善，相反它們會被淘汰。這是在制造基礎課程中無法學到的。

????定制使用權

????如今，人們將所有權定義為控制實物資產的減少。更多人選擇了使用權而不是所有權：拼車、流媒體服務和訂閱箱（譯注：一種市場營銷策略和產品銷售方式）等。這是在設計基礎課程中無法學到的。

????創(chuàng)造一流的體驗

????你必須創(chuàng)造可以學習和適應用戶行為的服務?？梢宰詣油晟频姆?。可以真正定制化的服務。沒有MBA課程會教授這樣的知識。

????最后的關鍵問題并非“我可以銷售什么產品”，而是“我的客戶真正想要什么，以及我如何通過直觀的服務而不是獨立的產品，來滿足客戶需求？”如果你能回答這個問題，就表明你已經找到了屬于自己的發(fā)展之路。（財富中文網）

????譯者：劉進龍/汪皓

????審校：任文科

????The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question “What advice would you give someone looking to start their own business?” is by Tien Tzuo, CEO of Zuora.

????The first piece of advice I would give anyone starting a new business is to forget everything they learned in business school. Or better yet, don’t go to business school. Why? Because right now we are going through a once-in-a-century transformation in business that is throwing out all the existing rules. And that includes everything that the MBA programs are currently teaching their students. Don’t believe me? Let’s look at how business has been taught for the past 100 years. It is a truth universally acknowledged that the fundamental goal of business is to create a hit product. You then sell as many units of that product, thereby spreading your fixed costs over as many units as you can, and you compete on margins. Well, in my opinionthat’s all worthless. Those days are gone.

????If you’re starting a new business today, it’s highly doubtful that you’re selling a physical product on a per unit basis. You are probably launching something online in order to deliver great services, not sell widgets–think of all the new delivery services like Instacart, BloomThat, Washio, or PostMates. This is because the world is shifting from selling products to selling subscriptions, and in the “subscription economy,” companies are focused on generating recurring revenue. So it’s not about the price of the product and the margin. It’s about delivering value to customers, so they don’t want to switch services. But in order to manage this effectively, you’re going to have to do five things, and answer one very important question:

????Define subscriber metrics

????You’re going to have to think about measuring annual and total contract values, payments and declines, monthly and annual recurring revenue, and relationship retention. Stuff they don’t teach in Accounting 101.

????Understand your consumer

????People now expect products to adapt to their specific needs. They expect ongoing value and unique experiences. And they’re not as interested in methods as they are outcomes. Stuff they don’t teach in Marketing 101.

????Personalize your service

????The product economy is dead–products can’t be personalized. A product can’t learn your behaviors and preferences. A product can’t be constantly upgraded, so that it gets better—instead, it becomes obsolete. Stuff they don’t teach in Manufacturing 101.

????Customize access

????People now define ownership as managing the decline of a physical asset. They’re opting for access over ownership: ride shares, streaming services, and subscription boxes. Stuff they don’t teach in Design 101.

????Create a great experience

????You have to create services that can learn and adapt based on behavior. Services that can improve themselves autonomously. Services that can be truly customized. There’s no MBA class for that.

????And finally, the key question isn’t “What product can I sell?” but rather “What do my customers really want, and how can I deliver that as an intuitive service, rather than a stand-alone product?” Answer that question and you’re on your way.