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2011/10/01 00:07◎記者萬博超/專題報導
2011/10/01 00:07◎記者萬博超/專題報導
2011/10/01 00:07◎記者萬博超/專題報導
John Warrillow explains how professionals-such as architects, accountants, doctors and dentists-can grow their business beyond themselves.
Dear John:
I'm a criminal defense lawyer. As much as I would like to, I don't see how I could apply the Built To Sell philosophy to my practice. In my field, clients hire the lawyer to represent them individually in court and get mad if the lawyer they hire sends someone else. Even getting past that, how can I sell a product (vs. service) in the context of what I do, if I can't guarantee a result? For example, someone get's arrested for a DUI. I can't promise what the result will be for obvious reasons. I wanted to make sure my analysis is correct. Is there a way to apply the Built To Sell philosophy to what I do?
—Steve, Las Vegas
The 'Built to Sell philosophy' the lawyer is asking about is an approach to running a business so that it is less reliant on the owner, making it a valuable and sellable business.
Lawyering is arguably the hardest occupation to transform into a business because clients buy an individual lawyer’s expertise–and they are often deeply loyal to that particular lawyer–by the hour. As a professional, you can create a pyramid of associates underneath you to try and scale your time, but eventually clients want to talk to their lawyer, not an underling.
The same is true of many people who sell their expertise: e.g., architects, accountants, consultants, personal trainers, doctors and dentists. My suggestion to professionals who want to build a business that can thrive without them is to focus on building an information product which packages your expertise into something that can be sold on a one-to-many basis without a lot of customization. For example:
1. Could you turn your expertise into an online course?
Kaplan Bar Review offers an online training course for would-be lawyers to get ready for the Bar Exam. Kaplan is a valuable company not because they are lawyers but because they have packaged up their expertise and sold it like a product.
In the case of the criminal defense lawyer who wants to get out of defending individual suspects, could he develop an online course for defending a drunk driving case? Assuming this lawyer has some unique knowledge to share on the subject, I would imagine a lot of young defense attorneys with their first Driving Under The Influence (DUI) case to defend would be interested in taking his course.
2. Could you create a membership program?
Joe Polish is an expert marketer who got his start teaching cleaning companies how to market themselves. He got to a point where his time was so valuable he was selling it for $20,000 a day. Keen to find a way to scale up his expertise beyond peddling hours, Polish launched The Genius Network Mastermind Group, a program for information marketers to learn his marketing techniques. Polish charges $25,000 per year to be a member of the group, which meets for two days, three times per year. Instead of just learning from Polish, the members of the group report getting at least as much value from each other's experiences as they do from Joe himself. Joe has gone from selling his time to selling access to a group of smart people who offer a lot of the value of the program.
3. Could you train a trainer?
Nancy Duarte had a special talent for building PowerPoint presentations (her firm created the presentation Al Gore used in the movie The Inconvenient Truth). Duarte reached a point where she no longer wanted to be the one designing presentations so she decided to document her knowledge and build a training company. Her methodology is called VisualStory and is taught through company and public workshops by one of the many Duarte-trained facilitators.
4. Could you license what you know?
Peter Hickey is an Australian who started training companies to run better businesses in 1990. Rather than sell his expertise on a one-to-one basis, Hickey decided to develop The MAUS Accredited Partner Program to license his expertise to other business coaches and consultants who pay an annual fee for the rights to use Hickey's tools and techniques.
Selling time can be a soul-sucking way to make a living. You’re constantly having to decide between selling one more hour or doing something you love. When time is your inventory, everything becomes a trade off: should you see one more client or go to the gym? Should you sell one more hour or take your daughter to her soccer practice? To get yourself out of selling time, consider turning what you know into an information product others can benefit from without you having to be there.
在高速设计中,可控阻抗板和线路的特性阻抗是最重要和最普遍的问题之一。首先了解一下传输线的定义:传输线由两个具有一定长度的导体组成,一个导体用来发送信号,另一个用来接收信号(切记“回路”取代“地”的概念)。在一个多层板中,每一条线路都是传输线的组成部分,邻近的参考平面可作为第二条线路或回路。一条线路成为“性能良好”传输线的关键是使它的特性阻抗在整个线路中保持恒定。 线路板成为“可控阻抗板”的关键是使所有线路的特性阻抗满足一个规定值,通常在25欧姆和70欧姆之间。在多层线路板中,传输线性能良好的关键是使它的特性阻抗在整条线路中保持恒定。 但是,究竟什么是特性阻抗?理解特性阻抗最简单的方法是看信号在传输中碰到了什么。当沿着一条具有同样横截面传输线移动时,这类似微波传输。假定把1伏特的电压阶梯波加到这条传输线中,如把1伏特的电池连接到传输线的前端(它位于发送线路和回路之间),一旦连接,这个电压波信号沿着该线以光速传播,它的速度通常约为6英寸/纳秒。当然,这个信号确实是发送线路和回路之间的电压差,它可以从发送线路的任何一点和回路的相临点来衡量。 Zen的方法是先“产生信号”,然后沿着这条传输线以6英寸/纳秒的速度传播。第一个0.01纳秒前进了0.06英寸,这时发送线路有多余的正电荷,而回路有多余的负电荷,正是这两种电荷差维持着这两个导体之间的1伏电压差,而这两个导体又组成了一个电容器。 在下一个0.01纳秒中,又要将一段0.06英寸传输线的电压从0调整到1伏特,这必须加一些正电荷到发送线路,而加一些负电荷到接收线路。每移动0.06英寸,必须把更多的正电荷加到发送线路,而把更多的负电荷加到回路。每隔0.01纳秒,必须对传输线路的另外一段进行充电,然后信号开始沿着这一段传播。电荷来自传输线前端的电池,当沿着这条线移动时,就给传输线的连续部分充电,因而在发送线路和回路之间形成了1伏特的电压差。每前进0.01纳秒,就从电池中获得一些电荷(±Q),恒定的时间间隔(±t)内从电池中流出的恒定电量(±Q)就是一种恒定电流。流入回路的负电流实际上与流出的正电流相等,而且正好在信号波的前端,交流电流通过上、下线路组成的电容,结束整个循环过程。 |
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