The Youtube Formula --FOREWORD BY MR BEAST

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  FOREWORD Everyone should have a YouTube channel. Literally everyone, but especially brands. When I see brands that don’t have a presence on YouTube, I think they’re insane. It’s unfathomable that anyone isn’t capitalizing on the opportunity there. It’s the most coveted job in America, and with good reason. It is quite literally a gold mine. 每个人都应该有一个YouTube频道。每个人,尤其是品牌。当我看到那些在YouTube上没有建立起影响力的品牌时,我觉得他们疯了。令人费解的是,还会有人不好好利用youtube提供的机会。这是美国最令人垂涎的工作,并且充分的理由支撑。这简直就是一座金矿。 When I was a kid, I watched YouTube all the time. It was always my dream job. I didn’t want to be an astronaut or a doctor—I couldn’t envision a world where I wasn’t a YouTuber. I started my channel in 2012 and only got 40 subscribers my first year. Now I have one of the fastest growing channels in the world. I gained more than 15 million subscribers in 2019 alone with just over 4 billion video views. And it’s still growing every day. 当我还是个孩子的时候,我一直在看YouTube。这一直是我梦寐以求的工作。我不想成为一名宇航员或医生——我无法想象我的世界中没有YouTuber。我在2012年创办了我

The big customer and big order businesses mode

 The big customer and big order businesses mode



It's worth saying more about the big customer and big order businesses. It is very simple to identify whether it is a major customer category. First of all, it depends on the sales expense rate. Generally, those with very low sales expense rates either follow the distribution channels of major dealers or have a high concentration of downstream customers. Secondly, the annual report will disclose the proportion of the company's top five customers in sales, which is also very illustrative. Generally speaking, the sales volume of enterprises with the characteristics of key customers rises more rapidly, because there is no dead corner of coverage for a few limited key customers in its downstream. Once these big customers launch a big procurement plan, the sales volume of enterprises is easy to grow by leaps and bounds, which is the advantage of big customer enterprises. However, the disadvantages are also obvious. As the procurement of major customers often presents phased characteristics, large orders may continue in the past two years, but in the next year, due to some macro factors or the impact of its own construction cycle, the procurement plan may disappear overnight, and the magnitude of its decline is often unexpected. What's more troublesome is that the procurement plan of such large customers is often not so transparent and easy to predict, which makes the performance predictability of large customer and large order enterprises very poor.

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