230816 回顧~第二章~地產篇

230816

25/9/2016

想不到回顧地產篇放了足足一個月都沒有更新,
似乎要加把勁, 又或, 可能太多資訊, 沒法好好統一,

腦海中的地產印象是

1. 銀行擔保的近十倍投資工具, 只要首期比得起, 每月供款搞得掂,係一個唔錯的投資,
人人都話磚頭保值, 一黎係有自住價值, 二黎係, 某程度上, 買樓進可攻, 退可守.

2. 進可攻: 樓巿特性, 其一係槓桿左十倍的投資, 嬴可以十倍而上; 其二係樓價沒有標準價與否, 只有心水價, 換言之, 樓價非線性發展, 同一行投資, 比所謂的穩定回報來得更具價值.

3. 退可守: 投資有升有跌, 一般人而言係用自住樓為本, 樓換樓去發展, 樓升, 放, 樓跌自住, 只要三餐一宿, 每月供款搞掂, 配合經濟發展, 樓可以係穩賺. 再進一步, 非自住的話, 所謂保值磚頭就係可以放租, 未必有吸引回報, 但至少以扺全部或部份供款,

4.  樓巿最吸引時期係每個經濟起飛時, 香港由50 年至70 年都係經濟起飛, 持有物業可以話發過豬頭. 樓巿一直發展, 社會未遇過大事件, 制度未完善下直到97 金融危機. 中原指數亦以此為標準.



呢個講法到今日有少許改變. 50-70 年代勁, 因為當時有大量資金大陸南移,
以中原指數為指標, 樓巿一直升到97 年見第一個頂. 然後03 SARS, 08 雷曼,
中原指數一直跌落40-60點 左右,
到09 年, 全球大印錢, 香港自由經濟體系,熱錢大量流入,  尤其係大陸, 加上大陸人仔逃亡潮,
香港樓巿係一個不可多得的避險地, 樓巿再度興旺,
中原指數由60 點升到最高峰140,
原本以為樓巿因當年經濟起飛已過而不再蓬勃, 現在又再次起飛.

全球印錢方法救起經濟, 而去印錢法只係以加息解決,
換言之, 巿場上的錢並沒有減少,
而巿場又唔似會一齊燒番D 錢以減少資金,
要令樓巿大跌原因, 似乎要再等下一次經濟大衰退.
或香港走資, 無人再玩香港.

5. 樓巿週期可以長達20 年.

6. 買物業, 一睇LOCATION, 二睇LOCATION, 三睇LOCATION.

7. 最近有個新說法: 紅衞兵買起香港.
香港傳奇李嘉城亦表示, 只要有人比得起錢,  除長江大樓外.佢原意出售香港所有資產,
講法再研究落去, 可以係好得人驚,
但深一層亦意味著, 紅衞兵不死的話, 香港亦繼續輝煌,
而紅衞兵係各國投資者的墳墓, 唔係中國生存, 無人會知下一步會係點!~

190816 回顧~第一章~STRATEGY MANAGEMENT~ 第二篇~雜記

190816
東穿西插, 左拼右湊的綜合了STRATEGY MANAGEMENT 的NOTES,
意想不到的是, 對自己創業, 或多或少, 也有些啟發作用.

1. SWOT
    External Environment~SW
    Internal Environment~ OT

2. Business Level Strategy- 單獨行業計劃
    Corporate level Strategy- Synergy - 數間公司互相發揮恊同效應
    Merger And Acquisition Strategy - 合拼, 收購
    International Strategy- 巿場一體化

3. Threat of New Entrants
   ~Barriers to Entry 入行有無禁制
   ~Switching Cost 轉型難度
   ~Bargaining power of suppliers
   ~Bargaining power of Buyer

4. Business level strategy
   ~Cost Leadership 鬥平 IKEA
   ~Differentiation 鬥服務
   ~Focus cost leadership 指定類別鬥平 SASA
   ~Focus differentiation 指定類別鬥服務 MOGAN STANLEY
   ~Integrated cost leadership / Differentiation 又平又靚

5. Industries analysis
   ~Attractiveness
   ~Position
   ~Porter's five forces model
          ~Buyer, Suppliers, Entrants, Substitutes, Competitive Rivalry
   ~Limitation

6. GAME THEORY, 敵人的敵人就是朋友

7. Original Equipment Manufacturing ~OEM~ 幫一間公司整零件, 唔出名
    Original Design Manufacturing ~ ODM ~ 幫人設計
    Original Brand Manufacturing ~ OBM ~ 向另一間公司買件PRODUCT 自己用

8. Entry Model
   ~Exporting 出口 / INTEL
   ~Turnkey Projects 起壇後, 賣比人管
   ~Licensing 科技 / 可口可樂入中國
   ~Franchising 專利
   ~Joint Venture 聯營 / XEROX + FUJI
   ~Set Up Subsidiary 子公司 / HSBC入亞洲
   ~Strategy align AB 公司合作, 但唔開公司 / CATHAY PACIFIC AND VIETNAM AIRLINE
   ~ Acquisition 收購 / 招商收購永隆 / LENOVA 收購IBM

9. Economic of Scope
   ~JOHNSON & JOHNSON
   ~WALT DISNEY
   ~SONY
   ~Commerical property and Electronic retail chain
   ~CHINA MOBILE and Bank
   ~Honda --> Small engine of Jet
   ~ Goldman Sachs + Sanyo Electronics
   ~Panasonic + Sanyo
   ~Gillette + Procter and Gamble
   ~UPS: Parcel Delivery & 按單 SERVIES

10. Acquisition
   ~ increase mkt power
   ~overcoming entry barries
   ~cost of new product development
   ~increase speed to market
   ~lower risk then developing new product
   ~increase diversification
   ~Reshaping firm's competitive scope
   ~learning and developing new competites

11. I/O MODEL

由外到內的判斷公司方向.

R/ B MODEL

由內到外的判斷公司方向.

190816 回顧~第一章~STRATEGY MANAGEMENT~ 第一篇

190816

STRATEGY MANAGEMENT於求學時期的一科, 求學時的notes 九成都掉哂 , 唯獨呢科.
可能是教得好, 可能是內容精彩, 印象是教授如何有策略性的去做事, 當中有很多現實公司的翻生例子, 十分精彩. 回望番好後悔當年無買到教科書, 望住本殘缺的筆記, 有些遺憾

1. Strategy Management 的VSOP~~~~VMOSP, 由成立一間公司的初衷, 目標, 到策略性行動的指引

http://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vmosa/main

Everyone has a dream. But the most successful individuals - and community organizations - take that dream and find a way to make it happen. VMOSA helps groups do just that. This strategic planning process helps community groups define their dream, set their goals, define ways to meet those goals, and finally, develop practical ways bring about needed changes.

VISION --理想, 願景, 如簡單直接到位的Slogan--Your vision communicates what your organization believes are the ideal conditions for your community – how things would look if the issue important to you were perfectly addressed.

MISSION-- 概括任務, 如為達到理想去比hints 下屬--An organization's mission statement describes what the group is going to do, and why it's going to do that. The mission might refer to a problem,while they don't go into a lot of detail, they start to hint - very broadly - at how your organization might go about fixing the problems it has noted.

OBJECTIVE- 目標, 個人性目標, 社團性目標, 過渡性目標-- objectives are focused on achieving that mission. Objectives refer to specific measurable results for the initiative's broad goals. An organization's objectives generally lay out how much of what will be accomplished by when. 

STRATEGIES-- 似係"鬼唔知呀媽係女人"的策略介定, 範圍廣-- Strategies explain how the initiative will reach its objectives. Generally, organizations will have a wide variety of strategies that include people from all of the different parts, or sectors, of the community. These strategies range from the very broad, which encompass people and resources from many different parts of the community, to the very specific, which aim at carefully defined areas.

ACTION PLAN-- ACTION ACTION ACTION, 做法, an organization's action plan describes in great detail exactly how strategies will be implemented to accomplish the objectives developed earlier in this process. The plan refers to: a) specific (community and systems) changes to be sought, and b) the specific action steps necessary to bring about changes in all of the relevant sectors, or parts, of the community.

160818 回顧。 再出發。

160818

慢慢開始新生活, 出發前, 先行回顧,
找找自己原有的利刀, 去磨利? 放棄? 保留?
審視過後, 再重新出發,
要不然, 只會不停不停的不滿現狀, 再找新方向,
不停的LOOP , LOOP.

回顧需時, 內容分別有. 排名不分先後.

1. 舊有YAHOO 之文章,
2. BLOGGER 之文章,
3. 英文筆記本.
4. 地產NOTES
5. STRATEGY MANAGEMENT NOTES
6. 方向NOTES.
7. 張五常,
8. 書本記錄.
9....

資訊太多太快, 回顧了, 就要出發, 現實唔等人呀