تدريب Shadowing: Everything we learned in 29 minutes at Harvard Business School (part 1) - تعلم التحدث بالإنجليزية عبر الفيديو
اختر وضع التدريب
كل وضع يفتح غرفة تدريب بملء الشاشة.
494 جمل
إذا كانت الجمل قصيرة أو طويلة جدًا، انقر على Edit لتعديلها.
1
This is everything we learned at Harvard Business School in 30 minutes.
2
I'm Sheree.
3
I'm Jean.
4
And we're the Tiger Sisters.
5
Welcome to season four of the Tiger Sisters podcast.
6
So if you're new to this channel, Jean is my older sister.
7
She went to Harvard Business School.
8
She's my role model, best friend.
9
We have this podcast together.
10
And just a little bit more background of who she is.
11
She's an absolute badass, badass biatch.
12
She started her career out at Goldman Sachs working in finance.
13
And then she's pivoted to working in tech as a product manager at Zynga, the gaming company.
14
And most recently at Snapchat as head of product for augmented reality monetization.
15
And Gina went to Harvard Business School.
16
She graduated in 2017.
17
She has over 50 patents in AI, and I'm able to talk about this because she won't brag about herself, and I have to brag about her.
18
So as you know, we're talking about Harvard Business School, everything she learned there.
19
I went to Stanford's Business School, and I just graduated a few months ago, so this is fresh on our minds.
20
And we want to give you a crash course in the next 30 minutes.
21
We're going to race through all these concepts, so buckle up.
22
We're going to go through four main concepts, strategy, marketing, product development, and finance.
23
So what we're going to do throughout this episode is we're
24
actually going to bring in examples for each of these sections
25
so that we can talk through the company and you can really understand how these frameworks apply, just like we would in business school.
26
I learned best through examples, so I'm really glad we're going to put this to the test.
27
And by the end of this episode, you're going to have a mini Harvard MBA basically saving you $250,000.
28
That's right.
29
We both spent $500,000 collectively on our MBAs and you're going to get this for free, not including the travel expenses.
30
Fun and extraneous travel expenses.
31
So we're going to dive right in right after this break.
32
Hey guys, quick break to let you know that we now have merch on sistersmatcha.com.
33
We have sweatshirts and t-shirts that we designed ourselves.
34
Go check it out.
35
And please rate us five stars on Spotify and Apple Podcasts.
36
These ratings are so important for the distribution and survival of Tiger Sisters podcast.
37
Thank you for your support.
38
So let's get started with strategy.
39
So strategy is where Harvard Business School really, I think, differentiates themselves, or at least where they strive to differentiate themselves.
40
And where they shine.
41
Yeah.
42
So at HBS, strategy is not just a buzzword.
43
It's a roadmap for where to compete and how to win in a complex marketplace.
44
And without a clear strategy, even the best products or the best companies will not be able to succeed.
45
A classic HBS tool is Michael Porter's Five Forces, which analyzes the five components of strategy.
46
Porter's Five Forces was actually invented at HBS, so we bring it up all the time.
47
Porter's Five Forces are as follows.
48
Threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitutes, and rivalry among existing competitors.
49
So let's say we are going to use Starbucks as the example.
50
Everyone knows Starbucks and that's actually kind of like a classic business school company example.
51
So let's start with Starbucks and threat of new entrants.
52
So the way to think about the threat of new entrants is that from Starbucks perspective, one of the reasons why they're super successful is
53
because it's really hard to start your own company company and go against big people like Starbucks.
54
Starbucks already is a pretty massive company.
55
So they spend a lot of money on brand awareness.
56
supply chain efficiency, and they have a lot of money to spend on having the best real estate
57
so they can have the best stores in the best locations.
58
You might be able to open up a small coffee shop, but going against Starbucks for these reasons can be pretty hard.
59
So then I would say threat of new entrance for Starbucks is actually pretty low.
60
Yes.
61
So the second is bargaining power of suppliers.
62
Yeah, I feel like this is a pretty easy one
63
because the scale of Starbucks is so massive and obvious that they have incredible bargaining power with suppliers.
64
They buy in a huge bulk volumes.
65
So because of that, they can really control and push down the prices.
66
Yeah.
67
That's kind of similar to Walmart as a classic example that has incredible bargaining power with suppliers.
68
Also Costco.
69
Those are some of the other ones that get brought up a lot.
70
Yeah.
71
The big names.
72
Okay.
73
Shree, what about the bargaining power of buyers?
74
So the way to think about this is from the customer perspective.
75
The customer can go to other brands out there of coffee places.
76
Like you could go to Dunkin' Donuts.
77
You go to Phil's or Pete's.
78
But honestly, like there is pretty high brand affinity for the customers.
79
Starbucks has loyalty programs.
80
They have like cool seasonal drinks.
81
Customers want to buy Starbucks.
82
Starbucks has also invested a lot in this area through their technology investments.
83
So creating the app where you deposit money into your Starbucks
84
account ahead of time kind of locks in the customer
85
and sort of decreases the buyer bargaining power in some ways because they literally have a ledger with you.
86
Yeah.
87
And I guess the last part about Starbucks is that it was one of the bigger names to create a third space.
88
And now there's like so many other third spaces.
89
But Starbucks is really known for being like that place away from home where you can hang out, you bring a laptop, meet up with people.
90
So in the customer's mind, like it's still like let's meet up at Starbucks.
91
Yeah it's ingrained after having been in your sort of routine
92
and your go-to third place for so many years ever since for us since high school or middle school even.
93
Middle school not my caramel macchiato my ice caramel macchiato.
94
Oh my gosh it was the ultimate treat.
95
It was so the ultimate sweet treat.
96
Yes.
97
Before we knew about calories.
98
Before I cared about calories and the effects of caffeine on stunting my height as a 13 year old in middle school, but I love that iced caramel macchiato.
99
I felt like a queen drinking that.
100
But we digress.
101
Back to the lesson.
102
Back to the lesson.
103
Okay.
104
So the fourth force to talk about is the threat of substitutes.
105
Yes.
106
So if you think about coffee as a category, there are a lot of substitutes.
107
You can make coffee at home, you can get coffee in the office, et cetera.
108
But I think what Starbucks has done a really good job of is expanding into adjacent categories
109
so that they sort of diversify their holdings and then decrease the threat of substitutes.
110
So Starbucks also makes those little pods, right?
111
Coffee pods.
112
They make coffee beans that you can buy.
113
They make ground coffee.
114
So they're not just a retailer of coffee in their retail locations only.
115
They've done a really good job of sort of mitigating the risk of substitutes.
116
So I would say their risk of substitutes is moderate.
117
Yeah.
118
The last of Porter's Five Forces is rivalry among competitors.
119
So how does Starbucks line up here?
120
So, I mean, there's a bunch of different competitors in the coffee space,
121
but Starbucks stands out because they're consistently delivering on the customer experience in-store and setting itself apart with its premium pricing.
122
There was an HBR piece recently on how Starbucks has gone above and beyond on customer service.
123
And also, I know in the most recent years, there have been kind of some bad press that Starbucks has had recently, especially over the last like three years,
124
but they've like completely jumped on top of that
125
and tried to mitigate any of the bad press
126
that they had recently um the press the starbucks like ceo slash president has gotten ahead of that and
127
so they're just really trying to put the customer service at
128
the forefront a starbucks employee called police on these two men
129
who were like these two black men sitting in starbucks i vaguely remember
130
and then they were arrested um even though they didn't do anything wrong
131
but then starbucks like really put forward an apology and we're just like, how do we make this right?
132
Yeah.
133
So that is the framework of Porter's five forces.
134
Anytime that you're thinking about a company, evaluating a company, you want to ask yourself these questions and go through this framework.
135
And then that way you can understand their landscape and where they sit amongst all of their competitors.
136
Another key HBS principle is choosing basically how you'll compete.
137
So competitive positioning.
138
Porter's generic strategies basically say that companies pursue one of two approaches, either cost leadership or differentiation.
139
So cost leadership means being the low cost producer.
140
So again, the leader in the space is Walmart.
141
They are all about getting the lowest price possible for you and doing anything they can.
142
And then also scaling back on other amenities so that they can always get you the lowest price.
143
And that works for Walmart because that plays into like their offering.
144
People go to Walmart for the cheapest, Their logo is like everyday savings, right?
145
That's their core value.
146
Yeah, exactly.
147
Versus differentiation means offering something that is valuable to the customer that might be at a premium.
148
So thinking about cost leadership and differentiation, which one do you think Starbucks falls into?
149
Answer in three, two, one.
150
Differentiation.
151
Differentiation.
152
So Starbucks offers more premium priced coffee.
153
And also because of the things that we just named before, like their focus on third spaces, their focus on customer service,
154
they try to differentiate by giving you a better experience than just, you know, the lowest, cheapest experience yeah the example
155
that comes to mind for me is the writing the names on the cups right that is
156
one extra step in there yeah it's like an extra step in their um operations
157
that honestly is not really necessary for a generic experience
158
but it's caused so many it means a lot to people i think yeah to feel personalized
159
and also it causes some funny memes yeah it's actually paid
160
off in spades for them i think they've stopped like writing i don't know
161
if you've been to a starbucks recently
162
but now they're like printing printing it out like the names
163
yeah oh sometimes they still write it maybe my online orders they just print it out um
164
but then i think recently there's been a mandate i saw
165
this online there's an article where like the um employees of
166
starbucks were asked to like write more personalized messages yes on
167
the cups exactly i saw someone uh someone i i know wrote like I love you so matcha.
168
Or someone received a cup that said, I love you so matcha.
169
And she actually posted it on her Instagram.
170
She's like, oh, this totally made my day.
171
Yeah.
172
I mean, that's just one example of differentiation.
173
Yeah.
174
A high, high touch.
175
So the one thing you can take away from this lesson is that you can't be the cheapest, the best, and the highest quality all at the same time, just like Starbucks.
176
They chose to be higher quality and more expensive.
177
And one example that comes to mind for us is Sister's Matcha, right?
178
Sister's Matcha, which is our company, is a ultra premium matcha brand and it's ultra premium product.
179
So even if we wanted to offer it for less, we just couldn't because of our supplier costs.
180
And the fact that the matcha that we provide is the cultivar is called Akumadori, which only makes up 2% of all of the matcha produced in Japan.
181
So by definition, it is very rare.
182
It's very hard to cultivate.
183
It has to be handpicked.
184
Like all of these different reasons contribute to the fact that it's a premium product.
185
So for us, we went the way of differentiation as opposed to cost.
186
Yeah.
187
Which makes sense for like the stuff, like who we are as well.
188
Like we enjoy nicer stuff.
189
And we also like matcha, like when we're drinking ceremonial grade first harvest matcha, like you want it to be the good stuff that you're putting into your body.
190
Like exactly.
191
So for us, it wouldn't make sense to start a brand
192
that is oriented on cost leadership because
193
that doesn't align with our own personal brand
194
or our own values for something that you are basically consuming every day
195
and putting into your body and that's meant to help you
196
and improve your health very true and also it's just beautiful
197
and it tastes so freaking good um but yeah
198
so these are things
199
that like this is just another example for you guys to see like starbucks is obviously a huge behemoth
200
but these are things that we've thought about when creating our own company, which is very, very small and is kind of a start.
201
Yeah.
202
And also just like breaking into the macho world.
203
Like we were asking these questions of ourselves to each other of our brand
204
and where do we want to sit and making these very intentional decisions so that, you know, we can be successful.
205
So that concludes our mini lesson on Porter's five forces.
206
Next, we're going to be talking about marketing.
207
One of the first big concepts for marketing at HBS is STP, segmenting, targeting, and positioning.
208
STP is all about identifying specific customer groups, choosing the right customer group for you, and then crafting a message for that customer group specifically,
209
and then making sure it sticks.
210
So I think that all sounds pretty straightforward and simple, but it's the backbone of essentially any marketing campaign in any marketing go to market force.
211
Okay, I love that.
212
One of the examples that we're going to use in our discussion and our mini case study is Warby Parker, which is one of the most recent big,
213
big successes in the direct-to-consumer D2C world.
214
Yeah.
215
So Warby Parker actually is a really good example of a company
216
that came in and disrupted a massive marketplace that was run by one behemoth, essentially Luxottica.
217
So Luxottica was accounting for like 80 plus, almost 90% of the eyewear market, the optical eyewear market.
218
Eye glasses.
219
And they basically, any brand you could think of was produced by Luxottica.
220
So they were essentially a monopoly.
221
Which is crazy.
222
By the way, if you guys don't know Luxottica, like look it up.
223
Like they own like Ray-Bans.
224
They own like all the big names.
225
You're like, oh, I thought Ray-Ban was itself.
226
Nope.
227
It's owned by this like one company.
228
And if you guys remember buying glasses, optical glasses in the 90s or the 2000s, it was a really big deal.
229
Like you would pick out a pair of glasses, you would get them made and it was always 300 plus dollars
230
if you wanted anything that was remotely cute yeah it's a really expensive
231
and so warby parker came in they like completely shook up the model their deed to see
232
and mostly like started online
233
so they started with their like try on phase you can
234
try on a bunch of glasses they would mail it to
235
you it was also much cheaper than what you would get originally with the other model okay
236
so good summary so let's talk about how they used stp to break into this market
237
so the first part is segmenting
238
so what they did was they looked at the market
239
and they said okay there are actually multiple different types of
240
buyers first for glasses right there are people who are super high-end
241
and they want really really fancy glasses maybe that's not really us
242
because they just want brand names they want prada gucci versace i want gucci i want prada anyway
243
and then there's another market which is cost conscious so people who just want to the lowest possible price, right?
244
Kind of like what we talked about before.
245
And then they identified a third market, which was essentially millennials, people who wanted something that was trendy and still looked good,
246
but not necessarily didn't necessarily have to be the specific branding.
247
Right.
248
So the T in STP is targeting.
249
So after they identified these different segments, they decided which segment to actually target.
250
You can't do all of them really well.
251
In fact, if you try that, you're probably going to do a pretty bad job.
252
You should be very focused on which segment you target.
253
And so then they ended up choosing the third segment, which is the cost conscious millennials who want something cute, but something not too expensive.
254
And so then Warby Parker, after they chose their segment, they basically created their company around this target segment.
255
And basically, what does this target segment care about and how can they cater to their needs?
256
And so the first thing is that this target segment is online first.
257
Millennials are very comfortable buying things online, having things shipped to their house than previous generations.
258
The second thing we just mentioned is price and fashion.
259
Warby Parker started around $95 to $100, and this is a very affordable price range that millennials are willing to opt into.
260
And the last is social impact.
261
Millennials are more conscious about the impact that they're leaving in this world, and Warby Parker created a program knowing this, where they like, you know, it's buy a pair of glasses,
262
give a pair of glasses.
263
And so they were able to tap into these three sentiments that this segment really cares about.
264
Great description.
265
So the last part of STP is P, which is positioning, which is essentially Warby Parker asking the question and answering it.
266
How do we want customers to see our brand?
267
So the answer to this was one, they wanted people to see their brand as modern, chic, and accessible.
268
Two, they wanted customers to see their brand as digital first.
269
So everything basically started with the website.
270
And then from the website, you could pick which glasses you wanted to try on.
271
They would mail it to your house and then you can select your glasses from there.
272
And then three, they also leaned very heavily on this sort of sustainability
273
and helping other people in the world narrative so
274
that they really tied that into pretty much all of their branding and all of their marketing.
275
Yeah.
276
Another company that I think about that fell into this category, although it's like not really popular anymore, but it's like catered towards millennials was toms
277
if you remember those shoes like 15 years 10 15 years ago they were all the rage
278
when they first started out everyone wanted a pair of toms
279
which is a pair of flats a pair of canvas cloth flats
280
but the biggest part of their campaign that's seared into my mind is
281
that you give a pair of you buy a pair of
282
shoes they give a pair of shoes to a child in need in a developing country
283
and so it was like really interesting that like 10 15 years ago.
284
I think that's also
285
when Warby Parker also started to like there was such a huge focus on these companies to have a sustainability bend.
286
Yeah.
287
And it was also a very novel concept that doing good in the world, sort of that your company would be have that as part of this company ethos.
288
True.
289
And so then that also, I think, elicited a lot of people who became brand loyalists for that reason, because they wanted to feel like,
290
hey, this brand represents my morals, represents how I move in this world.
291
Yeah.
292
Conscious consumerism, actually.
293
Yeah.
294
That's so interesting.
295
That was new at the time.
296
Yeah.
297
I think also coming out of that were companies were like Rothy's, another shoe company that, you know, it was like conscious, eco.
298
They don't have like a give and get program, but like they try to do recycled water bottle shoes.
299
Sustainability.
300
Sustainability, Blueland, Sustainability Bend.
301
So it's really interesting.
302
I'm sure there's another case study out there about like the trickle effects of these giant companies establishing themselves
303
and how people follow that trend.
304
Yeah.
305
Maybe it's kind of more, it's almost like taken for granted now
306
that that's sort of part of a lot of the DNA of a lot of companies.
307
Yeah.
308
So now Warby Parker is valued at more than a billion dollars.
309
They have so many cute little boutiques in like basically every major city and they're doing super well.
310
And the main conclusion from this discussion from STP is
311
that you should choose a target segment and be hyper focused on the population, the community that you want to serve.
312
Because if you're trying to serve everyone, you're really serving no one and you're not going to be doing a good job.
313
You really need to be focused on your target segment.
314
So if you're launching your own brand, you want to ask who specifically do I want to serve?
315
And then what you do is you actually think about these people
316
and then you build your entire brand and your strategy around their hopes, their dreams, their frustrations, and their values.
317
The best products that I've ever used are the ones that are hyper-focused on their customers and understanding them super deeply.
318
All right.
319
That concludes this section.
320
We're moving on.
321
Okay.
322
So the next section we're going to talk about is product innovation.
323
So for product development and innovation, between the two of us, we've worked on this for almost 20 years put together.
324
So we could probably talk about this for a thousand hours.
325
So we'll just go really, really quickly into the main takeaway.
326
The number one thing to know about product development
327
that we learned at HBS is that you can't just guess at what a person's problem is.
328
You have to really very specifically identify the customer's problem and work to solve specifically that.
329
And the example we're going to use is Netflix.
330
There's actually a lot of business school cases written about Netflix.
331
Yeah, actually, I met Reed Hastings because he came to Stanford GSB last year
332
when I was a student and he gave a speech.
333
Oh, nice.
334
Yeah.
335
And I read his book and I've done like a book report on him.
336
So a book report?
337
I literally did a book report.
338
How old were you?
339
This was last year when I was a student at Stanford.
340
So you're obsessed with him?
341
Kind of.
342
So I'm really excited to talk about this.
343
Oh, good.
344
The main takeaway here, and it's kind of related to our previous section, but it's getting to know your audience and your customers super deeply.
345
And we're just going to give you two specific tactics on how to do that.
346
And the first is user feedback and iteration.
347
One way to do this is A-B testing.
348
Famously, Netflix ran a bunch of A-B tests,
349
meaning they ran like two different types of products with their customers to see which ones they liked better.
350
All of this is in service of getting to know their customers and what their customers prefer.
351
Yeah, Netflix is infamously known for always A-B testing every single little thing.
352
So one example that you may or may not notice is
353
if you compare your Netflix account with your friend's Netflix account
354
and you look at the same title that's being presented to you, you may have a different photo for the title.
355
You may have a different thumbnail.
356
So, for example, one thing I noticed is that I think Netflix has identified that I like handsome Asian men.
357
Who doesn't, though?
358
Because for shows that, for example, if there's like a movie with Henry Golding in it, they'll always show Henry Golding as the thumbnail versus for someone else.
359
They'll show the other main character who's actually the main character when Henry Golding is more like a secondary character.
360
I want to see Henry Golding in every thumbnail.
361
So they know that I'm more likely to click into the movie
362
when they're showing me Henry Golding versus the actual main character.
363
And this is my cue to promote our dating episode podcast.
364
So if you guys are new to our podcast here at Tiger Sisters, we also talk about lots of other things.
365
Or if you're Henry Golding.
366
So check out our dating podcasts.
367
So the main takeaway from this section is to really understand the problem that you're trying to solve.
368
Iterate like crazy and don't be afraid to pivot when you get new data and information.
369
Whoa.
370
And test, test, test, test, test, test.
371
And our last and final section in this episode is on finance.
372
Here are some terms that you should know.
373
And also like how to not feel dumb in these conversations.
374
Yeah.
375
And the HBS approach to finance that they would always tell us over
376
and over is not
377
that every single student at HBS is supposed to graduate as some sort of financial genius
378
and be able to actually run DCF models on your own all the time.
379
It's actually more so that you want to graduate with the ability to run your own company
380
or be a CEO somewhere and have conversations with the CFO
381
and with the board where they talk about finance and you understand everything that they're saying.
382
So that's really the goal.
383
I actually like that approach because I don't personally enjoy being in the weeds of finance
384
and actually putting together all the models myself.
385
But I love to talk with my counterparts in the financial group about how things are going
386
and like adjusting the projections and getting more money.
387
I mean, but also it goes to say, like, if you are a CEO or a leader of a company, like it's not your job to be the expert.
388
Like that's the CFO.
389
that's like your right hand man
390
or woman who is supposed to better understand it as the expert
391
and like help you make decisions with that information right
392
but you need to understand what they're presenting to you so
393
that you can make those decisions with confidence
394
and then also represent all those decisions to the board true that
395
so we're gonna go really quickly through five concepts the first
396
one is revenue versus profit shrie can you start us off
397
with revenue versus profit okay guys this is the first concept
398
you really need to know you've heard of revenue you've heard of profit how are they different?
399
And we're going to use the example of Netflix.
400
Revenue is how much money is coming through the door.
401
And with Netflix, it's basically like their subscription fees.
402
Profit is what's left after all the bills are paid.
403
So Netflix is a tech company.
404
They probably have a lot of servers.
405
They have employees they need to pay.
406
All those costs.
407
Profit is after all those costs are covered.
408
This is really important because you can have billions of dollars of revenue.
409
Like You can bring in a lot of cash, but if you have really high costs, you might still not be a profitable company.
410
The next concept we're going to talk about is cash flow.
411
Jean, can you explain this?
412
Sure.
413
So cash flow is essentially the closest item to, I think, your bank account.
414
So if you think about Netflix, what they do is they invest billions of dollars up front to actually produce the shows that they produce in-house.
415
So those shows are actually marked as an asset.
416
So it can seem like you actually have that money on hand in terms of your balance sheet, but you don't actually have the cash on hand.
417
So that's why it's really important to differentiate between cash flow and revenue versus profit.
418
Yeah.
419
And something they say in business school when they're like evaluating businesses, some businesses might be cash poor.
420
They might just not have a lot of cash on them.
421
Yeah.
422
And then some businesses seem very, very boring, but they actually throw off cash in a very recurring manner.
423
And then the third concept to talk about is unit economics.
424
This is a really important term to know and to understand because whenever you're evaluating a company, like it will always inevitably come up.
425
People will ask about the unit economics.
426
So the unit economics actually just refers to the cost per unit.
427
And in this case of Netflix, it's the cost per subscriber.
428
For Netflix, it's like the margin that you get per subscriber.
429
So for example, each subscription costs $10.
430
You get that money in.
431
But then for Netflix, they have to like create movies and TV shows.
432
And if they're able to like figure out each subscriber actually cost them $12, then they're like losing money.
433
Yeah, it makes sense.
434
I think also in terms of marketing, a lot of times people look at the cost for marketing versus your lifetime value of the subscriber.
435
so you need to make sure
436
that the amount you're spending to get each incremental subscriber
437
or each unit economics makes sense in terms of how much you think
438
that they're worth
439
so that's actually a lot of times companies such as netflix
440
i know for sure actually netflix spends a ton of time
441
doing this analysis with their their hordes of data scientists yeah
442
and i guess for us for sisters matcha for our matcha brand um something we think about is unit economics
443
so basically for our brand And the example is like breaking it down per customer.
444
If they're ostensibly, if they're a first time customer, they're buying one.
445
How much does it cost for us to, you know, make the can per can?
446
What is it if we're shipping all these cans, just bringing it down to the most basic unit of just one can?
447
Well, per can.
448
Per can.
449
Exactly.
450
Yeah.
451
So the fourth finance term you should know is forecast and runway.
452
Yeah.
453
So this one's pretty simple.
454
A runway is basically how much money do you have left if you continue to spend at your existing burn rate.
455
So if you're spending, for example, $100,000 per year, how much money do you have?
456
If you only have $200,000 a year, your runway is two years.
457
After that, you will run out of money.
458
So as a CEO, you have to always be looking out for your run rate to make sure
459
that you can stay afloat.
460
And the last group of finance terms you need to know are valuation metrics.
461
These are terms that you've probably heard about or read about somewhere, maybe in the Wall Street Journal.
462
For example, price to earnings ratio or EV to EBITDA, that's enterprise value to EBITDA.
463
These are all things that essentially are projecting what the worth or value of your company is.
464
Don't be afraid of these acronyms because it's just a way for investors to express the value of your company.
465
And the actual number itself doesn't really mean anything unless you look at it within the context of what your category is.
466
So if you look at a company and you say, oh, they have a price to earnings of 20.
467
that can mean that they're doing amazingly or can actually mean
468
that they're really below the bar depending on what category they're in.
469
So it's like tech versus industrials, for example.
470
So we can talk about this for way, way, way more, but we're not going to.
471
We're just gonna leave it at that.
472
And let us know if you have any questions in the comments
473
and if you want us to do a longer episode on this.
474
Yeah.
475
So that wraps up the HBS hard skills you need to know.
476
There's so much more we can talk about, the soft skills on leadership and networking, which is honestly what HBS and Business School is known for.
477
Thank you guys so much for tuning into this episode.
478
Please leave comments about what you want to learn more about and we'll create a follow-up episode on that.
479
And please remember to like, comment, and subscribe.
480
And please leave five-star reviews on Spotify and also Apple Podcasts.
481
It helps us so much and it keeps our podcast alive.
482
If you enjoyed this podcast episode, please share it with someone who might find it helpful and leave any questions you guys have in the comments.
483
This is honestly one of our first like explainer episodes.
484
And if you want to see more stuff like this, please let us know and give us suggestions.
485
We read every single comment.
486
Thanks for tuning in.
487
Bye.
488
Hey, everyone.
489
Quick break to share something special.
490
Sisters Matcha.
491
We've launched limited batches of ceremonial grade single estate single cultivar matcha straight from the family farm Sheree worked on in Japan.
492
It's pure, authentic, and crafted with intention.
493
Head to sistersmatcha.com to grab yours before it sells out.
494
Make matcha your daily ritual for lasting energy and focus.
تنزيل التطبيق
كل ما تحتاجه للتحدث بطلاقة
تقييم النطق بالذكاء الاصطناعيتقييم كل جملة
تدريب IPAأتقن كل صوت
المفرداتابنِ رصيدك من الكلمات
لعبة المفرداتتعلّم أثناء اللعب
نفس القناة
B14
Networking 101 from Harvard & Stanford MBA Grads
Business EnglishDaily ConversationUniversity Students
B2Why Success Still Feels Empty | Jane Marie Chen, Founder of Embrace
Daily ConversationWorking Adults
B2The #1 Small Talk Rule That Makes People Like You (Stanford Communication Professor)
Business EnglishInterview EnglishDaily Conversation
FOR YOU
فيديو موصى به
C1480 جمل
Everything Valuable from an MBA in 25 minutes
Business EnglishUniversity StudentsWorking Adults
C11
150 جمل
케빈 시스트롬: 행동의 열매
Business EnglishUniversity StudentsWorking Adults
C12
725 جمل
Stanford Leadership Forum 2026: Rewiring the Workforce in the Age of AI
Business EnglishUniversity StudentsWorking Adults
C11
506 جمل
Analyzing Statements of Cash Flows 1 (2025 CFA® Level I Exam – FSA – Learning Module 4)
Business EnglishUniversity StudentsWorking Adults
B23
582 جمل
What Chrishell Stause Has Learned From Million Dollar Deals | Richer Lives | Episode Four
Business EnglishUniversity StudentsWorking Adults
C12
705 جمل
(42-Minute) C1 Level Office Politics Explained || Advanced English Listening
Business EnglishUniversity StudentsWorking Adults
C13
51 جمل
Business Partner C1. Unit 1. Video 1.1.1.
Business EnglishUniversity StudentsWorking Adults
C12
338 جمل
I Wrapped an API Into a Real SaaS (full build / step-by-step)
Business EnglishUniversity StudentsWorking Adults
C12
345 جمل
CEO of Addepar Eric Poirier on Lesson from $6 Trillion in Assets
Business EnglishUniversity StudentsWorking Adults
C13
17 جمل
If Your Team Never Fails, It Isn’t Learning
Business EnglishUniversity StudentsWorking Adults
![Harvard Professor reveals the Science of Happiness in 15 minutes | Arthur Brooks [ARC 2025]](https://img.youtube.com/vi/w8a0T5XLrXc/mqdefault.jpg)
C12
258 جمل
Harvard Professor reveals the Science of Happiness in 15 minutes | Arthur Brooks [ARC 2025]
Business EnglishUniversity StudentsWorking Adults
المفردات وملاحظات التحدث لهذا الدرس
هذا الدرس في المحادثة بمستوى C1 مبني على الفيديو “Everything we learned in 29 minutes at Harvard Business School”. يحتوي هذا الفيديو على 494 جملة و5624 كلمة للتدرب على الترديد. مدة الكلام 29:52. يتكلم المتحدث بسرعة، نحو 188 كلمة في الدقيقة، لذا ستسمع كثيرًا من وصل الكلمات واختزال الأصوات. 85% من الكلمات ضمن أكثر 3,000 كلمة شيوعًا في الإنجليزية، ويُستحسن مراجعة الباقي قبل البدء.
أهم المفردات في هذا الفيديو
أصعب 15 كلمة في الفيديو، مع النطق والمعنى:
| الكلمة | النطق | المعنى |
|---|---|---|
| matcha اسم | /ˈmɑ.t͡ʃə/ | مَاتْشَا |
| bargain اسم | /ˈbɑːɹɡən/ | صَفْقَة |
| competitor اسم | /kəmˈpɛt.ɪ.tɚ/ | مُنَافِس |
| supplier اسم | /səˈplaɪə/ | مُزَوِّد, مُزَوِّدَة |
| buyer اسم | /ˈbaɪ.əɹ/ | مُشْتَرِي, مُشْتَرٍ |
| caramel اسم | /ˈkæɹ.ə.mɛl/ | كَرَامِيل |
| entrant اسم | /ˈɛntɹənt/ | مُشَارِك |
| differentiate فعل | /dɪf.əˈɹɛn.ʃi.eɪt/ | فَرَّقَ |
| behemoth اسم | /bəˈhi(ː).məθ/ | بَهِيمُوث, بَهَمُوت |
| brag فعل | /bɹæɡ/ | تَبَاهَى |
| cultivar اسم | /ˈkʌltɪvɑɹ/ | مُسْتَنْبَت |
| calorie اسم | /ˈkæləɹi/ | سُعْر, سُعْرَة |
| subscription اسم | /səbˈskɹɪpʃən/ | اِشْتِرَاك |
| invent فعل | /ɪnˈvɛnt/ | اِخْتَرَعَ |
| bore فعل | /boɹ/ | أَمَلَّ |
الأفعال المركبة التي ستسمعها
| الكلمة | المعنى |
|---|---|
| come up فعل | طَلَعَ |
جمل تستحق التكرار
جمل قصيرة وكاملة من الفيديو يمكنك استخدامها في الحديث اليومي:
- She's my role model, best friend.
- She's like, oh, this totally made my day.
- I mean, that's just one example of differentiation.
- How do we want customers to see our brand?
- Jean, can you explain this?
القواعد في هذا الفيديو
أكثر التراكيب التي يستخدمها المتحدث، مع العبارات نفسها من الفيديو:
| التركيب | في الفيديو |
|---|---|
| المضارع التام have/has + اسم المفعول — حدث ماضٍ ما زال له أثر الآن | has also invested · has done · They've done |
| المبني للمجهول be + اسم المفعول — التركيز على ما يحدث لا على من يفعله | was actually invented · is really known · were arrested |
| جمل الوصل who / which + جملة — معلومة إضافية عن شخص أو شيء | Matcha, which is · company, which is · Parker, which is |
نطق يحتاج إلى انتباه
يستخدم المتحدث 103 من الصيغ المختصرة، مثل we're, they're, you're. انطقها بصيغتها القصيرة كما تسمعها.
- أصوات “th”: thumbnail /ˈθʌm.neɪl/, behemoth /bəˈhi(ː).məθ/, cloth /klɒθ/, authentic /ɔˈθɛn.tɪk/
- أصوات “sh” و“zh”: differentiation /dɪf.əˌɹɛn.ʃiˈeɪ.ʃən/, differentiate /dɪf.əˈɹɛn.ʃi.eɪt/, subscription /səbˈskɹɪpʃən/
- الكلمات الطويلة — انتبه لموضع النبر: differentiation /dɪf.əˌɹɛn.ʃiˈeɪ.ʃən/, millennial /mɪˈlɛn.ɪ.əl/, sustainability /səˌsteɪnəˈbɪlɪti/, competitor /kəmˈpɛt.ɪ.tɚ/, macchiato /ˌmɑkiˈɑtoʊ/
أصوات يجدها متحدثو العربية صعبة:
- /p/ — ليس /b/: انطقه مع نفخة هواء: competitor /kəmˈpɛt.ɪ.tɚ/, supplier /səˈplaɪə/, personalize /ˈpɜː.sə.nə.laɪz/, pod /ˈpɑd/, subscription /səbˈskɹɪpʃən/
- /v/ — ليس /f/: مع اهتزاز الأوتار الصوتية: evaluate /ɪˈvaljʊeɪt/, cultivar /ˈkʌltɪvɑɹ/, rivalry /ˈɹaɪ.vəl.ɹi/, invent /ɪnˈvɛnt/, investor /ɪnˈvɛs.tə(ɹ)/
- تتابع الصوامت — لا تضف حركة بينها: subscriber /səbˈskɹaɪbɚ/, entrant /ˈɛntɹənt/, brag /bɹæɡ/, conclude /kənˈkluːd/, subscription /səbˈskɹɪpʃən/
كيف تتدرب بهذا الفيديو
- استمع إلى الفيديو كاملًا مرة واحدة دون أن تتكلم، ودوّن الكلمات التي لا تعرفها.
- ابدأ بسرعة 0.75×، وردّد جملة جملة، ثم عُد إلى السرعة العادية عندما يصبح الأمر سهلًا.
- سجّل صوتك وقارنه بالأصل، مع الانتباه إلى كلمات مثل matcha, bargain, competitor.
ما هي تقنية التظليل الصوتي؟
التظليل الصوتي (Shadowing) تقنية تعلم لغة مدعومة علمياً، طُورت أصلاً لتدريب المترجمين الفوريين المحترفين. الطريقة بسيطة لكنها قوية: تستمع لصوت إنجليزي أصلي وتكرره فوراً بصوت عالٍ — كظل يتبع المتحدث بتأخير 1-2 ثانية. تُظهر الأبحاث تحسناً كبيراً في دقة النطق والتنغيم والإيقاع وربط الأصوات والاستماع والطلاقة.