Post by account_disabled on Feb 24, 2024 4:30:18 GMT -5
This is a more important point for B -end products. B -side products are the main body ... View details> Maybe it is a survivor deviation, but I can really see a lot of such companies around me -some bases are not small. The half -year contract volume can increase by%. Some revenue can achieve a growth of 20%and 30%in the country. What are the characteristics of these companies? ——The common feature is that they thought about their strategy in the year, year, or even years ago; and then insisted on this strategy, a shovel and shovel dug out the moat. This strategy may be the "base product", maybe it is a firm industrialization, maybe SaaSCB, maybe the value chain of the industry's continuous growth,
and even the innovative way of thinking in the digital era ... (For details SaaS's core competitiveness). Third,~ During the year, most SaaS companies will achieve positive cash flow, and the Jiangsu Mobile Number List pressure that cannot be achieved will be very high. Even through mergers, the secondary market will still require PE (P / E ratio) as the main valuation in recent years. After long -term losses, the pressure is still huge. But "not the table" is just the first step. From a longer -term perspective, it is more important to build a moat. The first path to build the moat is "firm". In the field of software, there are many years of maintaining strong strategy and strong organizational ability like Wind, Fan Soft, and the opponent to gain a leading position. This requires the crossing cycle and insists on the end at the most difficult time. The second path is "indirect strategy".
strategy recommended by my old comrades Wang Dong: indirect route (British military theorist B.H. Ledel Hart). As a startup, it is often a dead end to the strategic goal. Especially when the giant Lin stands, it is difficult to achieve prematurely exposing the magnificent strategic goals. I have talked about the triple value of SaaS. These three layers are typical indirect routes. When doing tools, it is the annual fee of software services. In fact, the industry's main data has accumulated; the next step is to gradually penetrate into the industry's Internet transformation in the process of providing data value -added value to customers ... How to go? Which data is the main data? Each company has different strategic paths。
and even the innovative way of thinking in the digital era ... (For details SaaS's core competitiveness). Third,~ During the year, most SaaS companies will achieve positive cash flow, and the Jiangsu Mobile Number List pressure that cannot be achieved will be very high. Even through mergers, the secondary market will still require PE (P / E ratio) as the main valuation in recent years. After long -term losses, the pressure is still huge. But "not the table" is just the first step. From a longer -term perspective, it is more important to build a moat. The first path to build the moat is "firm". In the field of software, there are many years of maintaining strong strategy and strong organizational ability like Wind, Fan Soft, and the opponent to gain a leading position. This requires the crossing cycle and insists on the end at the most difficult time. The second path is "indirect strategy".
strategy recommended by my old comrades Wang Dong: indirect route (British military theorist B.H. Ledel Hart). As a startup, it is often a dead end to the strategic goal. Especially when the giant Lin stands, it is difficult to achieve prematurely exposing the magnificent strategic goals. I have talked about the triple value of SaaS. These three layers are typical indirect routes. When doing tools, it is the annual fee of software services. In fact, the industry's main data has accumulated; the next step is to gradually penetrate into the industry's Internet transformation in the process of providing data value -added value to customers ... How to go? Which data is the main data? Each company has different strategic paths。