Funny Plan !
Junior Pleasant Charles
1. Grasp the current revenue model (regular/irregular) and share it internally.
2. Set the direction forward (announce positioning to internal staff).
3. Preparatory incubation work for the recommended BM
(Increasing internal headcount can be a crushing weight on the company's operations.)
-> Expand in-house content (people, theory) infrastructure
-> Turn it into a factory (voluntary participation of outside people)
4. Current operating issues
: Responsive web holds until next year (the earliest mobile portal — Paran — has collapsed)
For the time being, back to economies of scale (customers + advertising): Naver, Daum,
0) Preconditions: the 3rd item above
1) Concentration and selection of technology
Web standards and responsive web are table stakes now.
(e.g., not Flash but ActionScript) / (utilization — HTML5 → canvas)
Consulting: development issues → branding
(e.g., Rashvan) / (utilization — Demaking)
2) Concentration and selection of customers
3) An independent BM needs to be set
Alternative → a platform that uses big data as fertilizer
like Facebook (personal network)
like Twitter (news)
like Google Drive, Evernote (personal big data)
like Siri (interface)
like Flipboard (divergent convergence: news + interface)
5. As a role for a social enterprise.
If we fail to give the participants continuity, autonomy, and independence,
and it runs solely on the organizer's intent, purpose, or attitude,
it will end up as a short-lived fad rather than a trend, or it will be reduced to a political sacrifice.
(e.g., government-backed university-student / youth startup programs)
A "social enterprise" is not a business result or goal; it is only an attitude.
Just as passion is not a necessary-and-sufficient condition but simply an obvious necessary one,
the sharing economy, too, must never become the goal or the service itself.
Do not regard them as objects of help, donation, sharing, or pity!
Treat them, and regard them, as a useful, independent future infrastructure
you must grow in order to energize your own business.
Real service for overseas children is not giving money but giving education;
in the same way, to lift people up you don't just create an environment and hand them work —
you enable them to become part of the environment and to create their own work.
The undeniable facts in running a business are:
1. Never forget: the starting point is the endpoint.
2. The moment you start propping yourself up with something else, your own self-reliance and identity collapse.
3. There is no "later."
You must expand your own infrastructure and grow your viability.
