쉐도잉 연습: Everything we learned in 29 minutes at Harvard Business School (part 1) - 영상으로 영어 말하기 배우기

연습 모드 선택

각 모드는 전체 화면 연습실로 열립니다.

494 문장

문장이 너무 짧거나 길면 Edit를 눌러 조정하세요.

This is everything we learned at Harvard Business School in 30 minutes.

I'm Sheree.

I'm Jean.

And we're the Tiger Sisters.

Welcome to season four of the Tiger Sisters podcast.

So if you're new to this channel, Jean is my older sister.

She went to Harvard Business School.

She's my role model, best friend.

We have this podcast together.

And just a little bit more background of who she is.

She's an absolute badass, badass biatch.

She started her career out at Goldman Sachs working in finance.

And then she's pivoted to working in tech as a product manager at Zynga, the gaming company.

And most recently at Snapchat as head of product for augmented reality monetization.

And Gina went to Harvard Business School.

She graduated in 2017.

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.

So as you know, we're talking about Harvard Business School, everything she learned there.

I went to Stanford's Business School, and I just graduated a few months ago, so this is fresh on our minds.

And we want to give you a crash course in the next 30 minutes.

We're going to race through all these concepts, so buckle up.

We're going to go through four main concepts, strategy, marketing, product development, and finance.

So what we're going to do throughout this episode is we're

actually going to bring in examples for each of these sections

so that we can talk through the company and you can really understand how these frameworks apply, just like we would in business school.

I learned best through examples, so I'm really glad we're going to put this to the test.

And by the end of this episode, you're going to have a mini Harvard MBA basically saving you $250,000.

That's right.

We both spent $500,000 collectively on our MBAs and you're going to get this for free, not including the travel expenses.

Fun and extraneous travel expenses.

So we're going to dive right in right after this break.

Hey guys, quick break to let you know that we now have merch on sistersmatcha.com.

We have sweatshirts and t-shirts that we designed ourselves.

Go check it out.

And please rate us five stars on Spotify and Apple Podcasts.

These ratings are so important for the distribution and survival of Tiger Sisters podcast.

Thank you for your support.

So let's get started with strategy.

So strategy is where Harvard Business School really, I think, differentiates themselves, or at least where they strive to differentiate themselves.

And where they shine.

Yeah.

So at HBS, strategy is not just a buzzword.

It's a roadmap for where to compete and how to win in a complex marketplace.

And without a clear strategy, even the best products or the best companies will not be able to succeed.

A classic HBS tool is Michael Porter's Five Forces, which analyzes the five components of strategy.

Porter's Five Forces was actually invented at HBS, so we bring it up all the time.

Porter's Five Forces are as follows.

Threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitutes, and rivalry among existing competitors.

So let's say we are going to use Starbucks as the example.

Everyone knows Starbucks and that's actually kind of like a classic business school company example.

So let's start with Starbucks and threat of new entrants.

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

because it's really hard to start your own company company and go against big people like Starbucks.

Starbucks already is a pretty massive company.

So they spend a lot of money on brand awareness.

supply chain efficiency, and they have a lot of money to spend on having the best real estate

so they can have the best stores in the best locations.

You might be able to open up a small coffee shop, but going against Starbucks for these reasons can be pretty hard.

So then I would say threat of new entrance for Starbucks is actually pretty low.

Yes.

So the second is bargaining power of suppliers.

Yeah, I feel like this is a pretty easy one

because the scale of Starbucks is so massive and obvious that they have incredible bargaining power with suppliers.

They buy in a huge bulk volumes.

So because of that, they can really control and push down the prices.

Yeah.

That's kind of similar to Walmart as a classic example that has incredible bargaining power with suppliers.

Also Costco.

Those are some of the other ones that get brought up a lot.

Yeah.

The big names.

Okay.

Shree, what about the bargaining power of buyers?

So the way to think about this is from the customer perspective.

The customer can go to other brands out there of coffee places.

Like you could go to Dunkin' Donuts.

You go to Phil's or Pete's.

But honestly, like there is pretty high brand affinity for the customers.

Starbucks has loyalty programs.

They have like cool seasonal drinks.

Customers want to buy Starbucks.

Starbucks has also invested a lot in this area through their technology investments.

So creating the app where you deposit money into your Starbucks

account ahead of time kind of locks in the customer

and sort of decreases the buyer bargaining power in some ways because they literally have a ledger with you.

Yeah.

And I guess the last part about Starbucks is that it was one of the bigger names to create a third space.

And now there's like so many other third spaces.

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.

So in the customer's mind, like it's still like let's meet up at Starbucks.

Yeah it's ingrained after having been in your sort of routine

and your go-to third place for so many years ever since for us since high school or middle school even.

Middle school not my caramel macchiato my ice caramel macchiato.

Oh my gosh it was the ultimate treat.

It was so the ultimate sweet treat.

Yes.

Before we knew about calories.

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.

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.

앱 다운로드

유창하게 말하는 데 필요한 모든 것

AI 발음 평가문장마다 점수 확인

IPA 발음 연습모든 소리 마스터

단어 학습나만의 단어장 만들기

단어 게임놀면서 외우기

QR 스캔

Download on theApp Store Get it onGoogle Play

같은 채널

Networking 101 from Harvard & Stanford MBA Grads

Business EnglishDaily ConversationUniversity Students

Why Success Still Feels Empty | Jane Marie Chen, Founder of Embrace

Daily ConversationWorking Adults

The #1 Small Talk Rule That Makes People Like You (Stanford Communication Professor)

Business EnglishInterview EnglishDaily Conversation

FOR YOU

이 레슨의 어휘와 말하기 포인트

이 C1 수준 말하기 레슨은 영상 “Everything we learned in 29 minutes at Harvard Business School”을(를) 바탕으로 합니다. 이 영상에는 섀도잉할 문장 494개와 단어 5624개가 있습니다. 말하는 구간의 길이는 29:52입니다. 화자는 분당 약 188단어로 빠르게 말하므로 연음과 약하게 발음되는 소리가 많습니다. 단어의 85%가 영어에서 가장 많이 쓰이는 3,000단어에 속합니다. 나머지는 연습 전에 미리 확인해 두세요.

이 영상의 핵심 어휘

영상에서 가장 어려운 단어 15개를 발음, 뜻과 함께 정리했습니다.

단어	발음	뜻
matcha 명사	/ˈmɑ.t͡ʃə/	말차, 가루차
subscriber 명사	/səbˈskɹaɪbɚ/	구독자, 가입자
competitor 명사	/kəmˈpɛt.ɪ.tɚ/	경쟁자
supplier 명사	/səˈplaɪə/	공급자
buyer 명사	/ˈbaɪ.əɹ/	사는 사람, 구매자
caramel 명사	/ˈkæɹ.ə.mɛl/	캐러멜, 캬라멜
macchiato 명사	/ˌmɑkiˈɑtoʊ/	마키아토
thumbnail 명사	/ˈθʌm.neɪl/	엄지손톱
runway 명사	/ˈɹʌnweɪ/	런웨이
evaluate 동사	/ɪˈvaljʊeɪt/	평가하다
behemoth 명사	/bəˈhi(ː).məθ/	베헤모스
brag 동사	/bɹæɡ/	자랑하다, 나대다
cultivar 명사	/ˈkʌltɪvɑɹ/	재배종, 원예품종
calorie 명사	/ˈkæləɹi/	칼로리
pod 명사	/ˈpɑd/	깍지

영상에 나오는 구동사

단어	뜻
put together 동사	조립하다
bring up 동사	꺼내다
come up 동사	올라오다
wrap up 동사	시마이치다

따라 말해 볼 만한 문장

영상에 나오는 짧고 완결된 문장으로, 일상 대화에서 그대로 쓸 수 있습니다:

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?

이 영상의 문법

화자가 가장 많이 쓰는 문형을 영상 속 실제 표현과 함께 정리했습니다.

문형	영상 속 표현
현재완료 have/has + 과거분사 — 과거의 일이 지금도 관련이 있을 때	has also invested · has done · They've done
수동태 be + 과거분사 — 누가 하는지보다 무슨 일이 일어나는지에 초점	was actually invented · is really known · were arrested
관계절 who / which + 절 — 사람이나 사물에 대한 추가 정보	Matcha, which is · company, which is · Parker, which is

주의할 발음

화자는 we're, they're, you're 같은 축약형과 약화된 형태를 103번 사용합니다. 들리는 대로 짧게 발음하세요.

“th” 소리: thumbnail /ˈθʌm.neɪl/, behemoth /bəˈhi(ː).məθ/, cloth /klɒθ/, authentic /ɔˈθɛn.tɪk/
“sh”와 “zh” 소리: differentiation /dɪf.əˌɹɛn.ʃiˈeɪ.ʃən/, differentiate /dɪf.əˈɹɛn.ʃi.eɪt/, subscription /səbˈskɹɪpʃən/
긴 단어 — 강세 위치에 주의: differentiation /dɪf.əˌɹɛn.ʃiˈeɪ.ʃən/, millennial /mɪˈlɛn.ɪ.əl/, sustainability /səˌsteɪnəˈbɪlɪti/, competitor /kəmˈpɛt.ɪ.tɚ/, macchiato /ˌmɑkiˈɑtoʊ/

한국어 화자가 어려워하는 소리:

/f/ — ㅍ(/p/)으로 바꾸지 말고 윗니를 아랫입술에 대기: differentiation /dɪf.əˌɹɛn.ʃiˈeɪ.ʃən/, differentiate /dɪf.əˈɹɛn.ʃi.eɪt/, profitable /ˈpɹɑ.fɪ.tə.bl̩/, forecast /ˈfɔːkɑːst/
/v/ — ㅂ(/b/)과 구별하기: evaluate /ɪˈvaljʊeɪt/, cultivar /ˈkʌltɪvɑɹ/, rivalry /ˈɹaɪ.vəl.ɹi/, invent /ɪnˈvɛnt/, investor /ɪnˈvɛs.tə(ɹ)/
/z/ — ㅈ이 아니라 성대를 울리는 /s/: personalize /ˈpɜː.sə.nə.laɪz/, seasonal /ˈsiːzənəl/

이 영상으로 연습하는 방법

먼저 말하지 않고 영상을 끝까지 듣고 모르는 단어를 적어 둡니다.
0.75배속으로 한 문장씩 섀도잉을 시작하고, 익숙해지면 보통 속도로 돌아갑니다.
자신의 목소리를 녹음해 원본과 비교하고, matcha, subscriber, competitor 같은 단어에 특히 주의합니다.

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법

쉐도잉(Shadowing)은 원래 전문 통역사 훈련을 위해 개발된 언어 학습 기법으로, 다언어 학자인 Dr. Alexander Arguelles에 의해 대중화된 방법입니다. 핵심 원리는 간단하지만 매우 강력합니다: 원어민의 영어를 들으면서 1~2초의 짧은 지연으로 즉시 소리 내어 따라 말하는 것——마치 '그림자(shadow)'처럼 화자를 따라가는 것입니다. 문법 공부나 수동적인 청취와 달리, 쉐도잉은 뇌와 입 근육이 동시에 실시간으로 영어를 처리하고 재현하도록 훈련합니다. 연구에 따르면 이 방법은 발음 정확도, 억양, 리듬, 연음, 청취력, 말하기 유창성을 크게 향상시킵니다. IELTS 스피킹 준비와 자연스러운 영어 소통을 원하는 분들에게 특히 효과적입니다.

섀도잉 방법: 단계별 전체 가이드 읽기 →

쉐도잉 연습: Everything we learned in 29 minutes at Harvard Business School (part 1) - 영상으로 영어 말하기 배우기

연습 모드 선택

앱 다운로드

같은 채널

Networking 101 from Harvard & Stanford MBA Grads

Why Success Still Feels Empty | Jane Marie Chen, Founder of Embrace

The #1 Small Talk Rule That Makes People Like You (Stanford Communication Professor)

추천 영상

Everything Valuable from an MBA in 25 minutes

케빈 시스트롬: 행동의 열매

Stanford Leadership Forum 2026: Rewiring the Workforce in the Age of AI

Analyzing Statements of Cash Flows 1 (2025 CFA® Level I Exam – FSA – Learning Module 4)

What Chrishell Stause Has Learned From Million Dollar Deals | Richer Lives | Episode Four

Small Talk Tips From a Matchmaker: Start Your Story in the MIDDLE!

Business Partner C1. Unit 1. Video 1.1.1.

I Wrapped an API Into a Real SaaS (full build / step-by-step)

CEO of Addepar Eric Poirier on Lesson from $6 Trillion in Assets

If Your Team Never Fails, It Isn’t Learning

(42-Minute) C1 Level Office Politics Explained || Advanced English Listening

Google’s AI Course for Beginners (in 10 minutes)!

이 레슨의 어휘와 말하기 포인트

이 영상의 핵심 어휘

영상에 나오는 구동사

따라 말해 볼 만한 문장

이 영상의 문법

주의할 발음

이 영상으로 연습하는 방법

쉐도잉이란? 영어 실력을 빠르게 키우는 과학적 방법