------------------------------------------------------------------------
기후변화는 인류의 멸종이라며 가난한 나라의 전력 보급을 막는 환경론자들은 현실적인 문제를 회피하고 있다. 우리는 괜찮을지 몰라도 가난한 나라의 주민들은 그렇지 못하다.
-----------------------------------------------------------
탈레브 책의 독후감들.
-------------------------------------------------------
피고용인의 역할은 비용을 줄이는 것이고, 기업가는 가치를 창조하는 것이다.
Most Entrepreneurs Are Bad Entrepreneurs
•Per Bylund
Not long ago, I needed the help of a plumber to fix a leaking bury hydrant on my property. While I could probably dig the hole and then, thanks to the glorious Internet, figure out how to fix it myself, it would hardly be a valuable use of my time. I am better at researching and teaching, and then spending some of my earnings to get other things done. So, I relied on the specialization offered through the division of labor in the market.
Using a well-known referral service to separate the wheat from the chaff, and thus find a reliable and reputed plumber, I was able to get an appointment the next morning. Long story short, the plumber shows up, looks at the bury hydrant, says something about “oh, you have one of those” followed by “I didn’t bring tools for that kind of job,” and gets in his van and drives off.
Four hours later, the leak is fixed. I am presented with the bill, payable immediately (“cash or check”), for a total of four hours of work: two hours of driving, most of it for the trip back and forth for the tools this plumber didn’t bring, and two hours of digging and fixing. When I make clear that it’s not my responsibility to make sure the plumber brings the appropriate tools for the job, and that I’m therefore opposed to paying the outrageous $85 per hour for him to drive his car, the response is simply that I’m being charged for his “time.”
I ended up having to pay the ludicrous amount, half of it for nothing of value to me. But the point is not that another licensed (state-sanctioned and protected) plumber over-charged yet another customer. The point is that this plumber didn’t work for a larger business, but was self-employed—and failed completely to understand what it means to run a business.
It’s about Creating Value
This failure among entrepreneurs to understand entrepreneurship is ridiculously common, and we’re all worse off because of this fact. The problem is that even though they would have a whole lot to gain from taking just a small step in the right direction, they fail to do so. While one cannot blame them for being ignorant (entrepreneurs have “better” things to do than study entrepreneurship theory, for example), it is a sad fact that many entrepreneurs think of their businesses as their employment. That’s exactly the wrong assumption.
Entrepreneurship is not employment, and calling owner-managers of very small businesses “self-employed” is doing all of society a disservice. It only causes confusion. Employment is the assignment to carry out specific tasks (or produce a set of fairly standardized outcomes) within an existing business. When you are employed, your time and effort are introduced into a larger and tightly knit production process that is centrally coordinated (see my book, The Problem of Production: A New Theory of the Firm, on this).
This is nothing like starting your own business, which does not have a set framework and not pre-existing production process. The thing with entrepreneurship is: you can offer whatever service you like in whatever way you like. You certainly cannot do that if you are employed in an existing business. These roles are actually more different that many might realize.
To put this in economic terms, entrepreneurship is about creating new value: to do this, one must first find out what consumers value and how you, the entrepreneur, can satisfy those wants. You make money by making consumers happy—solve their problems, satisfy their wants, make their lives more comfortable, etc. Whether you are successful is completely on the consumer’s terms (and relative to what others offer).
Not about Cutting Costs
Within an existing business, the value is already established. Existing businesses have already figured out some type of market position where they can make money – a niche where the value they offer to consumers is higher than the price they charge, which in turn is higher than the costs of production at the relevant production quantities. Your role as employee in a business is thus to contribute to the production process by carrying out the assigned tasks (or your part of the process) and do so as effectively and as cheaply as possible. Your role, and the role of management too, is to cut or keep down costs.
See the difference? While you as employee (or manager, for that matter) is to keep costs down so that the business can continue to sell goods and services at a profit (at the already determined market prices), the role of the entrepreneur is to figure out how to provide value to consumers and how much to charge for it. (I elaborate on this non-cost perspective in Dr. Matthew McCaffrey’s recent anthology, The Economic Theory of Cost: Foundations and New Directions . )
An entrepreneur who focuses on cost is in effect acting as the manager and not entrepreneur of his or her business. This works if there is already a production process with given beginning and end as well as known prices. But if you are “self-employed,” you do not have the luxury of focusing on keeping down or cutting (your) costs instead of creating value.
The aforementioned plumber, for instance, charged for “time” (his cost) rather than the value provided (stopping the leak). Leaving destructive incentives aside (“forgetting” tools is a great way of getting paid for not doing much work at all), it is very unlikely that I will use his services again. And I will certainly not recommend his business. In other words, he has destroyed the value of a potential repeat customer and a “free” inflow of customers (which could have been the result of keeping my, his customer, satisfied).
This is different in an existing, already established business, which — if properly managed — offers standardized goods or services in a standard way. No employee has the right (or is trusted) to change the business model.
But entrepreneurs do — and should. Starting your own business to do things exactly like everybody else is asking for trouble (unless, as with plumbers, licensing effectively thwarts competition). Nobody will recommend that you start a business to compete in a commodities market — unless you have an innovative approach (which, by definition, means you’re not actually competing in a commodities market). Incumbents have already tweaked and improved their production processes to keep their costs per unit of output below what you can accomplish as a startup doing the same thing.
Entrepreneurs doing Entrepreneurship
Entrepreneurs must create value. Note that some of the value creation can be as simple as using proper communication. Had this plumber instead of charging per hour (and, as this one did, stating that it took him two hours to drive home to get the forgotten tools!) charged a fixed rate or even stated that he took some off the total since it was only driving time, I would have been more satisfied with the service.
Even better, had this plumber stated up front that he’d charge a certain price for this kind of job, I would have already committed to paying it. Instead, he — and, presumably, most other plumbers — treat their business as a job: they do nothing different, they charge the same, and they focus on charging the customer for their cost (and not the value provided).
In hopelessly regulated and non-innovative industries like plumbing, non-entrepreneurial entrepreneurs can make a lot of money off of customers whether or not customers value their services. And since basically none of them think as entrepreneurs, consumers suffer comparatively outrageous bills for low-value services. But all it takes to disrupt this market is one innovative plumber to implement a different business model than everybody else is using.
To do this, the innovative plumber must think differently. He or she must place the customer and their satisfaction first — and adjust costs to the value provided. Not the other way around. Focusing on costs, and then “charging” customers based on those costs incurred, means leaving loads of money on the table. This is money that would benefit both plumbers thinking as entrepreneurs and their customers. That is what entrepreneurs do: they create value.
Managers, in contrast, keep costs down in producing the already given value. Both are needed in a well-functioning economy, and to contribute to a higher standard of living. We cannot take a shortcut directly to management and expect miracles, because we’ll only get more of the same. That applies both to the individual business owner, who will at best earn normal profits, and society at large, which will at best experience marginal economic growth.
Per Bylund is assistant professor of entrepreneurship & Records-Johnston Professor of Free Enterprise in the School of Entrepreneurship at Oklahoma State University
-----------------------------------------------------------------------
육일산
六一散的药方
【炮制】
将软滑石、甘草分别粉碎成细粉，混匀，过筛。每1公斤甘草粉，配6公斤软滑石粉。
【性状】
本品为浅黄白色的粉末；具甘草甜味，手捻有润滑感。
【功能与主治】
清暑利湿。用于暑热身倦，口渴泄泻，小便黄少。外治痱子刺痒。여름에 더위를 먹어 갈증과 설사, 몸을 움직이기 싫고, 누런 소변이 조금밖에 나오지 않는 증상 등이 있을 때, 처방한다. 땀띠에 육일산을 발라 치료한다.
【用法与用量】
•6～9g，包煎。
•外用，扑撒患处。
【附方】
•1.治皮肤划痕症：内服六一散，每次9克，每日3次，白开水冲服。可同时外用六一散涂搽患处，每日2次。 皮肤划痕症은 손톱 등으로 피부를 자극하면 글자처럼 붉은 반응이 나타나는 증상.
•2.治小儿夏季热：取六一散8克，水煎分2～3次服，3天为1个疗程。
•3.治泌尿系结石：六一散10克，金钱草、威灵仙各30克，水煎服，每日一剂。
•4.治慢性前列腺炎：六一散、丹参各20克，柴胡9克，扁蓄、瞿麦各15克，车前子30克，水煎服，15天为1个疗程。
------------------------------------------------------------------------------
凡人仙药“六一散”
上海市中西医结合医院 消化内科 傅志泉主任医师
“六一散”作为祛暑良方, 是夏季家庭必备的药品之一，也因其价格便宜，效果卓著，被誉为“凡人之仙药”。由六份滑石加一份甘草组成的六一散，制法简单，因两种中药药量之比为六比一，故名“六一散”。
相传，“六一散”为金元时期四大医学家之一的刘完素（别号刘河间）所创。那是在金皇统元年（公元1147年）的仲夏，金熙宗晋尚书右丞相韩企先为濮王，赐宴三日。谁知，未出三天，韩企先却得了一种怪病，突然发热、口渴、烦躁不安、小便不畅、大便泻痢。家人四处求医，熙宗也派太医前来诊治，无奈近百剂药下去，病势有增无减，便在城门悬榜求医。当时20岁的刘完素正在京城购置药品，见了榜文，一则他初出茅庐，不知深浅；二则自认为对此病颇有把握；三则早闻韩企先博通经文典章，能仿宋律制定皇统新律，所以刘完素很想见见这位贤相。因此他揭了榜，入王府为韩企先诊治。经过按脉察色后问道：“可有身热、心烦、口渴、头晕、少气、多汗之症？”韩闭眼而微微点头。“当有恶心泄泻，胸闷纳呆，倦怠身重。”刘完素言道。“对，对！”韩企先说，这时睁眼打量了一下刘完素的模样。“此乃暑湿也，治暑不治湿，医之过也！”“暑湿？”太医忍不住说，“吾等岂不知暑湿之理？”刘完素说“你们治暑祛湿，泻热不养阴，尤其小便不利、大便泄泻，定然不敢使用寒凉之剂，故治而无效。”韩企先挺起身子，睁大眼睛问：“你有何方？”刘完素思索有顷，举笔处方，滑石、甘草，共研细末。一旁韩夫人问：“此为何方？”刘指着方中“滑石六两，甘草一两”，脱口而出：“六一散”。
他解释道“滑石能解肌清热，滑窍行水而利湿，统治表里上下三焦。加入甘草泻火和中，便能清暑利湿。”“如何服法？”“每用三钱，和白蜜少许，冷开水或灯心汤调服，三日见效。”韩企先见他说得有理，就照方服了三贴，果然小便通而泄泻止，不禁感慨万分。韩企先找来刘完素，请他弃医从政，但刘完素却只要求赐医书若干。此后仍然用心攻读，终于成为一代名医。明代大医学家李时珍也颔首称赞“六一散”，认为其主治暑湿症，是因为滑石有清热、利湿，改善口渴的功用；甘草有养阴清热，凉血止血的作用，实乃“凡人之仙药”。
那么，什么情况下需要服用六一散呢？中暑后必然有体温升高、发热的症状，或出现中医所说的“上火”症状，即热象；而且由于人体津液损失，往往会伴有口渴喜饮的脱水症状；以及小便量少、热痛、颜色发黄甚至尿闭等症状；如若暑湿伤及肠胃，还会出现呕吐或腹泻的症状。当出现以上症状中的三种就可考虑服用六一散。判断关键在于是否兼有小便赤黄短涩之症，如若小便清而长(无色而量多易排出)则不宜用。一般以凉开水调服效果最好。
此外，六一散中添加一些其他中药，疗效也很显著。比如，心烦不安者，可加上朱砂少许调服，名为“益元散”；若兼目赤咽痛、口舌生疮，可加青黛少许，名为“碧玉散”；如兼有轻微的外感发热、头痛等症状，可用鲜薄荷叶煎汤或捣汁少许同服，名为“鸡苏散”。这些方剂，都是夏季治疗暑病的良方。民间还有一种用法是以六一散给小儿浴后涂撒，既可防止痱毒，又可预防湿疹。虽然现有的药厂已不再生产六一散成药，但病家可以根据每个人不同的病情，自行进行配制；或在煎服的中药中适量加入六一散，以提高临床疗效。
--------------------------------------------------------
댓글 없음:
댓글 쓰기