đŸȘŽ Quartz 4.0

Personal Information and Monetization

Sep 12, 20247 min read

Submarines and railroads can’t determine at market prices how much is appropriate when a country procures them.

  • →Decide by accumulating the cost

monetize

  • Originally meant “issuance of currency,” “method of turning resources into gold,” etc.

  • How to make money from free services” is a Japanese-English usage.

  • New business model “subscription” is now available.

    • Some people say things like, “What I’ve learned in business school so far is useless.”
    • But the principles have not changed.
    • Applicable conditions have changed.
    • Better to learn the principles first, then how conditions have changed.
      • Conditions will continue to change.

  • general principle

    • Business Model for Product Sales

    • Business Models for Advertising

    • Product sales model

    • Exchange of goods and services for value

    • Issue:

      • How do we find sellers/buyers?
      • How do we check and promote quality?

image - information asymmetry - Not good for a difficult translation. - One knows and the other doesn’t.” - Can a stranger be a sucker? - The unknowing side knows that they don’t know. - take precautions - hinder the smoothness of business transactions - reverse selection - It attracts different people than you want to attract. - Used cars ( Lemon Market ) - Previous owner has information.

radioactive contamination

  • Although the technical cost is low
  • High reputational costs
    • The cost of making people believe they are safe is higher than the cost of making them safe.
  • Majority of the 21 trillion yen cost

advertising model

Jeff Bezos, Securities & Investments employee

Data Monetization

  • credit limit
  • advertisement

Banks

  • Payment Services
  • Information on the movement of money can be found
  • How can we make use of this information?
  • →Financing.

There used to be incidents of bank employees copying passbooks and selling them to registrars.

  • Compliance is strict now.

  • Cannot sell information for money.

  • The “use the information yourself” line.

    • The same principle applies to accounts receivable.

  • economy of scope

  • Lower costs of doing disparate businesses together.

Purchase behavior information → alcohol and tobacco purchases → health risks → insurance

If uncertainty is reduced too much, insurance and financing will not be established.

  • (the) market (as a concept) and organization

  • image

  • The market is the sea and the organization is the land.

  • The state in which everything is organized is communism. - planned economy

  • It’s not efficient (?) when it’s all in the market.

  • planned economy

  • Gather all the information and try to make a plan.

  • But it is not practical to collect and analyze all the information

    • Implicit assumption: because human information-processing capacity is poor

  • Difficult to gather local information - high efficiency “Knowledge of the specific circumstances of a time and place” is difficult to communicate.

    • “There’s a need in this place at this moment, so if you open a store, you’ll make money!” Something like that.
      • In a planned economy, it takes too long for that information to get to the command center and for action to come down, and the timing is missed.

  • question

    • Planned economies have gone awry due to poor human communication skills.
    • The development of information technology has enhanced information transfer.
    • Would a planned economy be advantageous?
  • nishio.icon - I'm not sure about the national level, but I have skin in the game that it's the other way around at the corporate level. - At Cybozu, where groupware is used to communicate information all over the place - Movement to "abolish the manager position" rather than strengthen the supervisor's command and control. - ["Don't you need another manager?" We asked the Development Division, which abolished managers, about salary evaluation and transfer mechanisms | Cybozu Style](https://cybozushiki.cybozu.co.jp/articles/m005359.html) - [Cybozu's development headquarters tried to eliminate managers "If you can't do it without them, just make them again" | Cybozu Style](https://cybozushiki.cybozu.co.jp/articles/m005343.html) - As described in [[teal organization]], the pyramid hierarchy is being dismantled in various companies. - Why is this? - Because the bottleneck is not "human information transmission capacity" but "human information processing capacity." - ![image](https://gyazo.com/8d82de47ee02dc6e0e53d6e28668dd65/thumb/1000) - In an era when means of information transmission were poor, humans were the medium of information transmission. - The hierarchy is deeper because of the poor ability of humans to communicate information. - Deeper hierarchies resulted in greater delays. - Technology such as groupware (and [[radio]] and television) has made information transfer more efficient. - In that era, it's easy for a large number of employees to receive the president's thoughts. - Receiving the president's real voice on a daily basis has facilitated the sharing of vision. - One hundred employees can hear the voice of one president, but one president cannot hear the voice of one hundred employees. - ![image](https://gyazo.com/8d244c287e29e32269b83074162de7fb/thumb/1000) - Notification brings [information flood - It may have been several times more efficient than in the days when information was communicated by voice or paper, - The volume of information circulating within the company has increased by two to three orders of magnitude as all employees disseminate information. - Current technology is not yet in a position to handle this. - How organizations change when decision makers' ability to process information is the bottleneck - Delegate decision-making - Process information without centralizing it - Made possible by sharing the vision and the information needed for decision-making in advance - Groupware has eliminated information asymmetry between management and employees. - 「 [[Facilitation of transactions]] 」 - No labor-management conflict - summary - The reason the planned economy didn't work is not "human [[information transmission]] capacity" but "human [[information processing]] capacity." - Information technology has enhanced the ability to communicate information, but not so much the ability to process it. - As a result, authority will be transferred to avoid localization of the burden of information processing - This trend will be reversed when decision-making itself is done by computers. - That's still a long way off.

division of labor

  • Fixed costs to variable costs
    • nishio.iconSkin feeling that doesn’t really fit in the context of parallel work.
      • Increase uptime by car sharing cars that are not working while parked in front of the company.
      • The “increased occupancy” aspect of the car owner’s position that
      • The “fixed cost to variable cost” position is on the side of those who use car sharing without owning a car.
      • Working in between childcare, for example, is certainly an improvement in utilization, but it doesn’t feel right.

This page is auto-translated from /nishio/怋äșșæƒ…ć ±ăšăƒžăƒă‚żă‚€ă‚ș using DeepL. If you looks something interesting but the auto-translated English is not good enough to understand it, feel free to let me know at @nishio_en. I’m very happy to spread my thought to non-Japanese readers.

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