経営コンサル日誌

NISHIコンサル日誌のバックナンバーブログです。

日記

業種のスタンダードは、自分でつくる。

投稿日:

こんにちは。NISHIです。

昨日のこのメルマガは、
ビジネスモデルの捉え方
といいますか、
ビジネスモデルの作り方
といいますか、
その基礎となる「指標」に
ついてのお話をしました。

昨日はひとつ例をとって、
広告宣伝費に多少、
フォーカスしてみましたが、
損益構造を知る、
収益構造を知ることは、
コンサルにとって基本ですし、
基本が故にコンサルをするなら
必須かつ厚みをもたらして
くれるものかなと思います。

で、
例えば「広告宣伝費」といった
1つの指標を先に定めることで
業種横断的に見ていくのも
確かに力にはなりますが、

まず、業種を絞ってP/Lを見よう
——————————————–

というお話をしました。

その方が
業種毎の傾向をつかまえやすいですし、
1業種でトライすれば
他の業種でも同じように見方がわかる。
その1業種ずつの積み重ねが
ビジネスモデルを捉えたり
作りあげたりするのに役立ちますし、
コンサルとしての基礎や「厚み」に
なってくるのです。

ここまでがファーストステップ。

次にセカンドステップとして
「応用編」に行きます。


以前、私が所属したF総研でも
単一業種しか対応できない
いわゆる「専門〇カ」の人種と、
業種業態が変わろうが問題なく、
むしろそこが変わった方が
力を発揮できる、
いわゆる「力のあるコンサル」の
2つの人種がいます。

その後者の筆頭である、
とある先輩コンサルから教えて
いただいたことですが、

それは……

P/Lは自分でつくれ
————————-

というもの。

いかがでしょう?
もしかしたら、
昨日の話と逆に聞こえるかも
しれません。

昨日は、

「その業種のスタンダードを
 知って捉えよう」

という話をしていましたから。

今日の話はそうではなく、

「その業種のスタンダードは
 自分でつくってしまおう」
————————————

という話をしています。

実はこれは全く矛盾した話では
ありません。

その業種業態のスタンダードな
収益構造を知ることは
ファーストステップとして
必要になります。

だって、
それをしなければ自分の中に
【基準】ができませんから。

その業界、その業種の
スタンダードを知った上で

スタンダードに捉われない
ビジネスモデルを描けるか、です。

言ってしまえば
都合のいいP/Lなのかもしれません。
でも、それでいいし、それがいい。
極端でも、それでいいし、それがいい。

そうでないと、
インパクトのあるモデル、
その業界業種のスタンダードを
破壊するようなビジネスモデル、
大勝ちできるようなビジネスモデルは
生まれないからです。

「俺の」系のお店ってご存知ですよね?
俺のイタリアンなどなどの系列です。

あれって、
私の記憶が確かならば、
食材原価率を確か9割とか、
相当高くしていますね。

で、
立ち呑みスタイルにすることで、
坪当たりで取り込める客数を
MAXまで高めているし、
回転率もMAXまで上げている。

同じ飲食店でも
ビジネスモデルが全く違うわけです。

原価率を極端に高くする。
客数、回転率をMAXまで上げる。
そうやって極端にしたからこそ、
かつ、飲食店の基本的価値である
「おいしい」をキープし、かつ、
「お値段以上」という価値を
提供できたからこそ、
流行ったわけですね。

応用編は、P/Lを自分で書く。
いろんな業種でやってみると
面白いかもしれませんよ。

では。

NISHI

-日記

執筆者:


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