關於 favorable price ，我們在網路上蒐集到這些相關的討論、資訊與評價

📢Mighty News🚩
🎊Congratulations #瑪莎生活MasaLife raised more than 10 million yuan🎊
Office workers sit or stand for long periods of time, full-time mother’s housework can’t be finished😭
Do you feel the pain all over the body? muscle tightness? Body and mind unhappy?😫
MASALIFE can help you solve all the problems✨The price is very favorable👍
📌Source 👉 https://masalifes.com/crf
--------------------
📢邁特報報🚩
🎊狂賀 MASA智慧按摩椅墊募資超過1,000萬🎊

上班族久坐久站、全職媽媽家事做不完😭
感覺 #全身痠痛 、肌肉緊繃、身心靈無法得到舒展嗎?
#masa智慧按摩椅墊 幫你解決這些問題✨價格平價萬元有找，錢包君別害怕👍
📌更多資訊看這裡👉 https://masalifes.com/crf

[ 9🈷8号，晚上8:15pm免费送🆓指纹手机遥控电子智能锁，祝您好运🙏🏼 ］
🇸🇬新🇲🇾马唯一一个平台“价格”可以让您来做主的，CLB平台专提供市场最新鲜独特以及最优惠的产品👨‍🍳想确认是否真的请往下看啊👇👇
1. 套餐A🇸🇬
👨‍🍳200克法国顶级猪肉粒➕600左右现杀去内脏金目卢➕1盒石班鱼粥➕1瓶荷兰啤酒🍺➕1瓶墨西哥啤酒🍺➕2包干盘面➕200克法国腌制低盐三层肉➕保冷袋👨‍🍳
- 线上1000人𝐒$ 29.7
- 线上1400人𝐒$ 27.7
- 线上1800人𝐒$ 23.7
- 线上2100人S$ 21.7
🐑直播过后𝐒$ 30.7🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎 免费送货)

2. 套餐B🇸🇬
👨‍🍳200克法国顶级猪肉粒➕600克左右现杀去内脏金目卢➕1盒石班鱼粥➕1罐酒楼高级酱料➕500克水饺➕2包干盘面➕200克法国腌制低盐三层肉➕保冷袋👨‍🍳
- 线上1000人S$ 27.9
- 线上1400人S$ 25.9
- 线上1800人S$ 21.9
- 线上2000人S$ 19.9
🐑直播过后S$ 28.9🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎 免费送货)

3. 套餐C🇲🇾
👍1公斤北海道大带子➕700克去内脏红鸡鱼➕500克油葱手捉饼➕150克著名酱料👨‍🍳
- 线上1000人RM 99
- 线上1400人RM 89
- 线上1800人RM 79
- 线上2000人RM 74
🐑直播过后RM 103🐑
(全西马免费送货到门口)

4. 套餐D🇸🇬
👨‍🍳2条香煎白昌鱼➕300克香煎无辣阿叁虾➕1罐酒楼高级酱料➕保冷袋👨‍🍳
- 线上1000人𝐒$ 24.9
- 线上1400人𝐒$ 23.9
- 线上1800人𝐒$ 19.9
- 线上2000人S$ 17.9
🐑直播过后𝐒$ 25.9🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎免费送货)

5. 套餐E🇸🇬
👨‍🍳250克亚罗士打独自配方菜蒲爆香料👨‍🍳
- 线上1000人S$ 13.3
- 线上1400人S$ 11.3
- 线上1800人S$ 7.3
- 线上2000人S$ 6.3
🐑直播过后S$ 14.3🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎免费送货)

6. 套餐F🇲🇾
👍350克亚罗士打独自配方菜蒲爆香料👨‍🍳
- 线上1000人𝐑𝐌 35
- 线上1400人𝐑𝐌 33
- 线上1800人𝐑𝐌 25
- 线上2000人RM 21
🐑直播过后𝐑𝐌 37🐑
(全西马免费送货到门口)

7. 套餐G🇸🇬
👨‍🍳1公斤高级日式煎不辣苏东圈👨‍🍳
- 线上1000人𝐒$ 18.9
- 线上1400人𝐒$ 16.9
- 线上1800人𝐒$ 13.9
- 线上2000人S$ 11.9
🐑直播过后𝐒$ 20.9🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎免费送货)

8. 套餐H🇸🇬
👨‍🍳550克左右潮式顶级斯里兰卡黄膏蟹/ 450克左右潮式顶级斯里兰卡黄膏蟹➕1罐酱料👨‍🍳
- 线上1000人S$ 63/ 𝐒$ 48
- 线上1400人S$ 61/ 𝐒$ 46
- 线上1800人S$ 57/ 𝐒$ 43
- 线上2000人S$ 55/ S$ 41
🐑直播过后S$ 65/ 𝐒$ 50🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎免费送货)

9. 套餐I🇸🇬
👨‍🍳500克正宗劳勿高山老树猫山王千层蛋糕➕保冷袋👨‍🍳
- 线上1000人𝐒$ 51.5
- 线上1400人𝐒$ 47.5
- 线上1800人𝐒$ 37.5
- 线上2000人S$ 33.5
🐑直播过后𝐒$ 53🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎免费送货)

10. 套餐J🇸🇬
👨‍🍳4️⃣粒超高级特制月饼［提拉米苏流芯+紫薯翡翠+抹茶红豆+莲蓉单黄］➕4️⃣粒百年传统月饼［莲蓉+金翡翠+双黄莲蓉+双黄金翡翠]👨‍🍳
- 线上1000人𝐒$ 50.8
- 线上1400人𝐒$ 48.8
- 线上1800人𝐒$ 41.8
- 线上2000人S$ 35.8
🐑直播过后𝐒$ 51.8🐑
(凡购买所有套餐总数达𝐒$ 𝟓𝟎 免费送货)

11. 套餐K🇲🇾
👍4粒百年传统月饼［莲蓉+金翡翠+双黄莲蓉+双黄金翡翠]👨‍🍳
- 线上1000人𝐑𝐌 65.5
- 线上1400人𝐑𝐌 56.5
- 线上1800人𝐑𝐌 48.5
- 线上2000人RM 45.5
🐑直播过后𝐑𝐌 73.5🐑
(全西马免费送货到门口)

🇸🇬新加坡朋友们如果购买总数达不到𝐒$ 𝟓𝟎, 可以过来本公司自取，或𝐒$ 𝟏𝟎送货服务，多谢大家的支持🙏🏼

[8th Sep, free delivery at 8:15pm 🆓 Biometric electronic smart lock, good luck 🙏🏼]
🇸🇬🇲🇾 only platform allows you to decide your “price”. CLB platform exclusively provides the market's freshest, unique and most favorable products 👨‍🍳Want to confirm if it is true, please look down 👇👇
1. Set A🇸🇬
👨‍🍳200g of premium French pork ball➕about 600g sea bass➕1 box of grouper porridge➕1 bottle of Holland beer🍺➕1 bottle of Mexico beer🍺➕2packs of dried noodles➕200g of French marinated low salt pork belly➕cooler bag👨‍🍳
1000 viewers 𝐒$ 𝟐𝟗.𝟕
1400 viewers 𝐒$ 𝟐𝟕.𝟕
1800 viewers 𝐒$ 𝟐𝟑.𝟕
2100 viewers 𝐒$ 𝟐𝟏.𝟕
🐑After the live broadcast 𝐒$ 𝟑𝟎.𝟕🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

2. Set B🇸🇬
👨‍🍳200g premium French pork cubes➕600g sea bass➕1 box of grouper porridge➕1 can of restaurant grade premium sauce➕500g dumplings➕2 packs of dried noodles➕200g French marinated low-salt pork belly➕ cooler bag👨‍🍳
1000 viewers 𝐒$ 𝟐𝟕.𝟗
1400 viewers 𝐒$ 𝟐𝟓.𝟗
1800 viewers 𝐒$ 𝟐𝟏.𝟗
2000 viewers 𝐒$ 𝟏𝟗.𝟗
🐑After the live broadcast 𝐒$ 𝟐𝟖.𝟗🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

3. Set C🇲🇾
👍1 kg of Hokkaido large scallops➕700g of red fish➕500g onion pancake➕150g of famous sauce👨‍🍳
1000 viewers 𝐑𝐌 𝟗𝟗
1400 viewers 𝐑𝐌 𝟖𝟗
1800 viewers 𝐑𝐌 𝟕𝟗
2000 viewers 𝐑𝐌 𝟕𝟒
🐑After the live broadcast 𝐑𝐌 𝟏𝟎𝟑🐑
(Free delivery in West Malaysia)

4. Set D🇸🇬
👨‍🍳 2pcs pan-fried promfret➕300g pan-fried non-spicy Asam Prawn ➕1 can of restaurant premium sauce➕cooler bag👨‍🍳
1000 viewers 𝐒$ 𝟐𝟒.𝟗
1400 viewers 𝐒$ 𝟐𝟑.𝟗
1800 viewers 𝐒$ 𝟏𝟗.𝟗
2000 viewers 𝐒$ 𝟏𝟕.𝟗
🐑After the live broadcast 𝐒$ 𝟐𝟓.𝟗🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

5. Set E🇸🇬
👨‍🍳250g of Alor Setar's own recipe vegetables and spices👨‍🍳
1000 people online𝐒$ 𝟏𝟑.𝟑
1400 people online𝐒$ 𝟏𝟏.𝟑
1800 people online𝐒$ 𝟕.𝟑
2000 people online𝐒$ 𝟔.𝟑
🐑After the live broadcast 𝐒$ 𝟏𝟒.𝟑🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

6. Set F🇲🇾
👍350g of Alor Setar’s own recipe spice 👨‍🍳
1000 people online𝐑𝐌 𝟑𝟓
1400 people online𝐑𝐌 𝟑𝟑
1800 people online𝐑𝐌 𝟐𝟓
2000 people online𝐑𝐌 𝟐𝟏
🐑After the live broadcast 𝐑𝐌 𝟑𝟕🐑
(Free delivery in West Malaysia)

7. Set G🇸🇬
👨‍🍳1kg Premium Japanese Style Tempura Sotong Ring👨‍🍳
1000 people online𝐒$ 𝟏𝟖.𝟗
1400 people online𝐒$ 𝟏𝟔.𝟗
1800 people online𝐒$ 𝟏𝟑.𝟗
2000 people online𝐒$ 𝟏𝟏.𝟗
🐑After the live broadcast 𝐒$ 𝟐𝟎.𝟗🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

8. Set H🇸🇬
👨‍🍳550g premium Sri Lanka yellow cream crab / 450g premium Sri Lanka yellow cream crab➕1 can of sauce👨‍🍳
1000 people online𝐒$ 𝟔𝟑/ 𝐒$ 𝟒𝟖
1400 people online𝐒$ 𝟔𝟏/ 𝐒$ 𝟒𝟔
1800 people online𝐒$ 𝟓𝟕/ 𝐒$ 𝟒𝟑
2000 people online𝐒$ 𝟓𝟓/ 𝐒$ 𝟒𝟏
🐑After the live broadcast 𝐒$ 𝟔𝟓/ 𝐒$ 𝟓𝟎🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

9. Set I🇸🇬
👨‍🍳500g authentic Musang King Layered Cake➕ cooler Bag👨‍🍳
1000 people online𝐒$ 𝟓𝟏.𝟓
1400 people online𝐒$ 𝟒𝟕.𝟓
1800 people online𝐒$ 𝟑𝟕.𝟓
2000 people online𝐒$ 𝟑𝟑.𝟓
🐑After the live broadcast 𝐒$ 𝟓𝟑🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

10. Set J🇸🇬
👨‍🍳4️⃣pcs Super premium special mooncake [Tiramisu core + purple sweet potato jade + matcha red bean + lotus paste single yellow] ➕4️⃣pcs hundred year traditional moon cake [lotus paste + golden jade + double egg yolk lotus paste + double egg yolk golden jade]👨 ‍🍳
1000 people online𝐒$ 𝟓𝟎.𝟖
1400 people online𝐒$ 𝟒𝟖.𝟖
1800 people online𝐒$ 𝟒𝟏.𝟖
2000 people online𝐒$ 𝟑𝟓.𝟖
🐑After the live broadcast 𝐒$ 𝟓𝟏.𝟖🐑
(Free delivery for purchases more than 𝐒$ 𝟓𝟎 combined)

11. Set K🇲🇾
👍4pcs hundred year traditional moon cake [lotus seed paste+golden jade+double egg yolk lotus seed+double egg yolk golden jade ]👨‍🍳
1000 people online𝐑𝐌 𝟔𝟓.𝟓
1400 people online𝐑𝐌 𝟓𝟔.𝟓
1800 people online𝐑𝐌 𝟒𝟖.𝟓
2000 people online𝐑𝐌 𝟒𝟓.𝟓
🐑After the live broadcast 𝐑𝐌 𝟕𝟑.𝟓🐑
(Free delivery in West Malaysia)

🇸🇬 Singapore friends, if the total value of purchases does not reach 𝐒$ 𝟓𝟎, you can come to our office to self pick it up, or pay a nominal fee of 𝐒$ 𝟏𝟎 delivery service. Thank you for your support🙏🏼)

哈佛知識分享:《做生意的三個 S》 - 七集介紹、第一及第二集。

做生意有三個 S: Survive (生存), Sustain (持續), and Succeed (成功).

全文內容:

https://docs.google.com/document/d/1grPxQjlN7OUFarSI3KYLgbQL1-7Bw3-X3uPTqV9_mZA/edit?usp=drivesdk

。。。。。。。

My hobby 《星期六早餐會》!

七/八/九月份早餐會 Topic: Applying "Michael Porter" to your business: How to compete and win!

哈佛分享: 如何應用「米高波特」於你盤生意? 點競爭? 點贏?

講起哈佛策略教授， 無人出名過 Michael Porter. 有幸我2017年在哈佛親身上過他教的課程， 今次早餐會同你分享，希望對你做生意亦有所啟發。

有興趣參加啦 😃 每次限四位 (包括我)。 人多傾唔到計。

7月/8/9月份，逢星期六早上9時開始，約三小時半。地點中環。

對象: 中小企老闆/創業者/公司管理層，連我限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。

我唔係靠呢行搵食，免費，我請食早餐 😉 Be friends ..... 有機會到時見你。李根興 Edwin

www.edwinlee.com.hk
www.bwfund.com

聯絡李根興 whatsapp (+852) 90361143

。。。。。。。

1. 先講生存 survive - 即係收入多過支出。連錢都賺唔到，日日蝕做乞衣，唔好講嘢。 絕大部分生意，五年內都係生存唔到!

2. 再講持續性 sustain - 持續地賺到錢，持續地收入多過支出，Sustaining 養活咗99%中小企， 但佢哋永遠都係中小企 ，因為可能幾十年業績都浮浮沉沉!

3. 要成功就講 Succeed, I mean become really really Super Successful - How to win? 就要講策略 Strategy.

Do you have a strategy? 你做生意有無策略?

根據哈佛最出名嘅策略教授 Michael Porter "The first test of a strategy is whether your value proposition is different from your rivals. If you are trying to serve the same customers and meet the same needs and sell at the same relative price, then you don't have a strategy. "

如果你嘅價值主張係同你嘅競爭對手一樣， 即係話你服務緊同一班客， 解決緊同一問題， 收緊差唔多價錢的話， 哈佛教授米高波特就講你係「人做你做」，你「無策略」 。 長遠，你唔會賺大錢! You can only sustain, but cannot be super successful! 咁應該點?

Understanding Michael Porter! 何謂競爭? 何謂策略? 如何勝出? What is competition? What is strategy? How to win?

Michael Porter 相信係仲在生最出名嘅大學策略教授， 佢1979年首次提出嘅 Porter's Five Competitive Forces (行業競爭五大動力)， 1980提出嘅 Four Generic Strategies (四個一般策略)， 1985年再提出嘅 Value-Chain Analysis (價值鏈分析)， 讀過任何 business school 嘅同學都應該學過。 佢今年已經七十四歲， 唔知仲可以教多幾耐書，有幸我2017年去哈佛大學親身上過佢課程，畢生受用。

今次我就一連七集，同你分享呢本書 Understnding Michael Porter。

(1) Competition, what's the right mindset? 你應該點諗「競爭」?

(2) What are the Industry Competitive 5 Forces? 什麼是行業的五大動力? 對你利潤有什麼影響?

(3) Competitive advantage through your value chain 你的企業價值鏈如何令你有競爭優勢?

(4) What is strategy? How do you create value? 什麼是策略 ? 你如何創造價值?

(5) The trade-offs. 要「取」得更多，就要「捨」得更多。 做生意如何「取捨」?

(6) Fit. 成間公司要言行一致! 全部力要向同一個方向走。

(7) Continuity. 持續性，無得急! 路遙知馬力!

有興趣聽多啲，就來我七/八月份星期六嘅早餐會啦! 下一集同你先講 (1) What is competition? what's the right mindset? 乜嘢係「競爭」? 你應該點諗「競爭」?

第一集:

哈佛知識分享:《何謂競爭? 你應點諗競爭?》What is competition? What's the right mindset?

一連七集: 今集同你先講《何謂競爭? 你應點諗競爭?》What is competition? What's the right mindset?

做生意你可以 Me Too, Me Better 或者 .... Me What? 乜嘢? 等陣再講。

Me too, 就係「人做你做」， 你要贏，只能夠鬥平! 同一碟乾炒牛河， 如果一樣味道，你就係要賣平啲，人哋先幫襯你。

Me better，就係你做得叻啲，你做得好啲、快啲、靚啲、新啲， 咁你就可以收貴啲! 你碟乾炒牛河，真材實料的，好味啲，就可以賣貴啲。

可惜前兩者，都係一個零和遊戲。 你贏，就人哋輸。 人哋贏，就你輸。個餅係得咁大，你日日講 market share (市場佔有率)，但無新行業價值製造過， 個餅冇大到。

根據哈佛策略教授 Michael Porter， 做生意除咗 Me Too, Me Better, 你要盡量做到 NOT Me Best ... but ME ONLY. Be unique! 你做生意必需具獨特性。

佢話做生意 there is simply NO BEST! 冇話「最好」，因為唔同人客有唔同需要，你嘅產品啱，他們自然有需求。你要「創造需要」!

包括我在內， 之前香港都無「商舖基金」，買賣舖只有鬥平鬥靚。 但如果間鋪又要靚，又賣得平，硬係無錢賺。唯有靠大市升。但萬一唔升? 一個社運/肺炎，馬上個個炒家/投資者停晒。 依家個市好啲， 馬上「短炒」出返曬嚟。 但我覺得做生意係唔可以靠個市升去賺錢。 要個市跌，甚至乎大跌，都搵到食，咁先至係一盤生意。 容許我好自豪地講，社運/肺炎後，我哋買入咗31間香港街舖，沽出咗11間，合共約港幣7.9億嘅街舖，沽得嘅，間間賺錢，論宗數及論回報，都係同期全港 by far，I mean really really by far 最多! 我哋點做? 就係因為我哋行咗 Michael Porter 所講嘅，Be Unique ... be ME ONLY.

根據呢本書，Understanding Michael Porter, 佢講 what's the right mind-set for competition? 你應該點諗競爭?

盡量得，你應該諗 Not be the the best, but be unique。 唔係要做到最好，而係做到最獨特。

Not be number 1, but earn higher returns. 唔係要做到第一，而係要多啲回報，賺多啲錢!

Not focus on market share, but focus on profits. 唔係要市佔率，係要利潤。

Not serve the "best" customer with "best" product, but meet the diverse needs of target customers. 唔係要「最好」嘅產品，畀「最好」嘅客。而係 用唔同嘅產品，滿足唔同顧客嘅需求。

Not compete by imitation, but compete by innovation. 唔係人做你做，而係要創新!

Not ZERO SUM game, but POSITIVE SUM. 唔係「零和遊戲」、互相廝殺， 而係大家從不同層面創造價值， 可以有好多個贏家。

記住競爭，唔代表你一定要贏人。 打到兩敗俱傷，又有乜意思呢? 如果即使你打唔打低人，自己能夠賺多啲錢，咁又 why not? 點解要去打低人呢?

"Strategy explains how an organization, faced with competition, will achieve superior performance. The definition is deceptively simple." by Michael Porter.

好的策略，就係能夠解釋到點解有競爭對手環境下，你公司依然能夠達致較高回報。

Operation effectiveness is different from having a good strategy. 有高嘅營運效率，唔代表有好嘅策略。

Michael Porter 話 Operation effectivness 就好似隻老鼠喺個圈入面係咁跑咁， 無論你點跑得快，你都只係繼續喺個圈入面。 你可以勤力啲、做得快啲、做得好啲，但始終你繼續都係喺個圈入面。

但有好嘅策略，a good strategy , 就能幫你跳出呢個圈，帶去你想去嘅地方。

"If rivals all pursue the "one best way" to compete, they will find themselves on collision course." by Michael Porter

「如果所有競爭對手，都朝著一個「做到最好」的方向競爭， 大家只會撞到頭破血流。」

"Strategic competition means choosing a path different from that of others." by Michael Porter

「策略性競爭是指揀一條同競爭對手唔同的路。」

好似間茶餐廳咁， 你可以炒餸快啲，上菜快啲，服務好啲，埋單走多兩轉， 但係始終都係一間茶餐廳，只係做緊 Me Too 或者 Me Better. 人哋唔去你嗰間，就去另一間，係一個「零和遊戲」。 無論你點做得快啲、好啲，競爭對手一樣都會嘗試追上。 無策略，你會跑得好辛苦。 喺個圈入面繼續跑來跑去。

另一種諗法，或者你可以把間茶餐廳， 變成專做外賣， 加埋其他餐廳上你平台， 加下加下，變下變下，變成間 Deliveroo。同前者一樣，大家都係做食，但你專做外賣，咁你會唔會係 more unique? 更獨特! Earn higher returns， compete by innovation AND 做大啲個餅 positive sum game 呢? 會唔會有原本唔想食茶餐廳嘅人，都叫咗外賣返屋企食呢? Deliveroo 依家倫敦上市嘅市值係超過500億港幣， 試問有幾多間茶餐廳或飲食集團能做到呢?

唔想咁大改變? 試想想賣漢堡包。 麥當勞係全球最大快餐店，唔駛講。 佢嘅漢堡包係賣得最快，最多! 但你識唔識呢個女人? Lynsi Snyder. In-N-Out Burger 第三代接班人。

Michael Porter 話相比起麥當勞，佢唔係要最快最大最多，In-N-Out Burger 係要最新鮮嘅食材，never frozen, never microwaved，最有傳統風味，最具 family tradition 家族色彩， 餐牌/秘方基本上70年都不變過。McDonald / Burger King 餐牌有超過80樣嘢揀，佢只得少過15。

佢要嘅係家庭傳統 family tradition！ 佢係要做少啲，做好啲，每人分多啲。雖然每間分店都賺到錢， 以舖比舖，平均每間In-N-Out Burger 舖嘅營業額係每年450萬美金，高過麥當勞的舖平均每年260萬美金，高出七成。每間 In-N-Out 舖嘅 Profit margin 估計高達20％，比同行競爭對手亦高出一倍， 佢就係要特登開少啲，開慢啲。用咗70年時間， 只係開咗三百幾間，全部自己直接經營兼自置物業， 為咗容易管理，絕大部分分店都係喺美國西岸。 佢每開一間分店往往啲人都要大排長龍， 有人揸幾個鐘頭車，甚至乎搭飛機/酒店過夜專登去食。

......

因為每間舖賺到錢，個個員工人工都特別高。例如，根據網上薪酬統計網站 Glassdoor.com，In-N-Out Burger 嘅 Store Manager 店長平均人工加花紅，係年薪美金16萬3千元。 麥當勞? 係美國只係4萬4千美金。In-N-Out Burger 高出近3倍。 最基層員工，人工都比市場高出5成。人工高，自然員工做耐啲，平均Store Manager 店長都做17年，員工上下一家人感覺強啲，對人客笑容自然多啲，服務好啲。

比起麥當勞，佢哋唔係鬥快鬥多。In-N-Out Burger 每個客往往都要等成起碼十分鐘先有漢堡包食。提起 Mobile ordering 手機落單， 咁啲人客唔使等咁耐? 聽下佢 CEO Lynsi Snyder 點講?

......

Be definition of Michael Porter, In-N-Out Burger is pursuing a different path from that of others. 行緊條自己嘅路。Be unique! Not to be number 1, but to earn higher returns. Not to focus on market share, but on profit. 唔同嘅客有唔同需求，既然自己回報可以高啲，點解需要打低競爭對手呢? Positive Sum Game, 個餅係做大咗! 雖然佢聲稱永遠都唔搞 franchise，永遠唔搞上市，全部自己親自經營，根據2021年福布斯富豪榜，In-N-Out 第三代老闆 Lynsi Snyder 身家現有36億美金，係榜內最年輕女士。 麥當勞嘅創辦人呢? 都唔知去咗邊度!

你呢? 你又打算點樣同人競爭? 記住，Michael Porter 話:

"In the vast majority of businesses, there is simply no such thing as "the best.""
絕大部分嘅生意， 冇嘢叫做絕對嘅「最好」!

BE UNIQUE. 做到 ME ONLY!

"Winning without beating others!" 「唔使打低競爭對手都勝出!」咁先至係「贏」嘅最高境界。

有興趣聽多啲 Michael Porter，就來我七/八月份星期六嘅早餐會啦! 下集我再同你講 (2) What are the Industry Competitive 5 Forces? 什麼是行業的五大動力? 對你利潤有什麼影響?

有時間就睇埋幾年前 CBS 對In-N-Out Burger 嘅報導，家族經歷過幾次嘅悲劇，依家留到第三代，佢哋嘅堅持可能亦對你做生意有所啟發。

第二集:

哈佛知識分享: What are the Industry Competitive 5 Forces? 什麼是行業的五大動力? 對你利潤有什麼影響?

The real point of competition is not to beat rivals. It's to earn profits.

競爭，最重要唔係要打低競爭 對手，而係要賺錢! - My favorite quote from Michael Porter.

今次一連七集同你講 Michael Porter. 上集同你講咗《何謂競爭? 你應點諗競爭?》What is competition? What's the right mindset? 今集同你講 (2) What are the Industry Competitive 5 Forces? 什麼是行業的五大動力? 對你利潤有什麼影響?

巴菲特 Warren Buffett 曾經講過: “When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact.”

當好聲譽嘅經理， 遇上差回報聲譽嘅行業，通常係行業嘅聲譽會繼續留低。

因此我經常話「先揀行業，後諗點做!」 做生意就好似賽馬比賽咁，要勝出，行業就係隻馬，老闆就係個騎師。 隻馬識飛嘅，騎師煲兩口煙都能勝出， 如果佢再加把勁， 鞭多兩下，咁就不得了， 可能賺到盤滿缽滿! 但如果隻馬係跛嘅，唔通騎師跑埋一份咩?! 咁就騎師唯有先要醫番好隻馬，再去比賽， 咁勝出機會率才更大。

但如何分析隻馬 (即係個行業) fit 唔 fit? 根據哈佛大學最出名嘅策略教授 Michael Porter，佢1979年首次提出嘅 Porter's Five Competitive Forces (行業競爭五大動力)， 從五個層面分析個行業得唔得， 亦都係可以就住呢五個層面加強隻馬嘅競爭力。

分別係:

(1) Bargaining Power of Buyers 買家的議價能力。

(2) Bargaining Power of Suppliers 供應商的議價能力。

(3) Barriers to Entry 入行門檻。

(4) Threat of Substitutes 代替品的威脅。

(5) Internal Rivalry 內部競爭的激烈程度。

近年好多人提出，應再加多第6個:

(6) Availability of Complements 互補商品的存在。

要賺錢就係希望價錢 (Price) 高過成本 (Cost)， 相差越大，你就賺錢越多。 但你要賺錢，你要知道你唔單止係同你競爭對手爭緊， 你同一時間係同緊你嘅買家、供應商、代替品、及潛在入行競爭者爭! 逐個逐個同你講，因為:

(1) 越大買家的議價能力 Bargaining Power of Buyers，就會把你價錢越撳低， 因為買家佢哋會講價，所以唔可以太依賴某個買家。

一般嚟講，如果最大嘅客戶佔你超過10%營業額，或者最大五個客戶佔你25%或以上營業額， 你就有customer concentration risk, 過份客戶集中的風險。 因為你好怕佢哋走， 佢哋議價能力就自然提升。 好多廠，某個歐美大客訂單都分分鐘佔咗超過一半生意額， 因此經常畀人牽住鼻子走，好多嘢做，但賺唔到錢。

"Powerful buyers will force prices down or demand more value in the product, thus capturing more of the value for themselves." by Michael Porter

「議價能力強嘅買家，會把價格推低或者對產品要求提升， 從而買家自己得到更大價值。」

包括我自己在內， 前排某大美資基金，管理美金資產幾百億，話同俾我幾十億同我合作投資商舖，但條件多多， 又呢樣又嗰樣 ... 唔只一間，仲有好多其他，我全部 say No。 就係因為我唔想過份依靠某大客，當我無本事。 我想細細間，慢慢增長，玩耐啲。遠遠好過霎時間爆發得太快，遲早市況一逆轉就爆鑊。

我成日話，我每季只係希望集資港幣6000萬，加我自己 top up 25%， 冇咁大個頭，唔好戴咁大頂帽 。我自己個 fund 每季集資，每年淨資產增長四五億港幣，每個月拉勻買入港幣5000萬街舖，沽2000萬，I'm happy! 買下買下，好快就買足1000間街舖。要依賴就依賴我自己，信得過多好多。

為咗增長，你又有冇過份依賴某個或幾個大客呢? 如果佢哋鏈你或者執咗，你又會點呢?

仲有， 唔單止客人大，佢哋嘅議價能力先至強。如果你嘅產品係市場係冇乜差異化， no differentiation, 人做你做， me too strategy, 個個都係度格價的話，佢哋買家議價能力都係好強。因為人哋平一蚊，佢哋就走咗，buyers are very "price sensitive", 你為咗留客，唯有減價。因此，you have to be different， 同其他競爭對手有所唔同， 咁即是你加價，買家都留低幫襯你。 但問心，你盤生意同人哋又有幾唔同呢?

(2) 越大供應商的議價能力 Bargaining Power of Suppliers，就會把你成本提升，因為供應商佢哋會加價。員工、舖嘅業主都係間茶餐廳嘅供應商。 銀行就係財務公司嘅供應商， 我最大嘅供應商就係嗰班沽舖嘅業主， 因為每個月我洗緊五千萬入貨。

"Powerful suppliers will charge higher prices or insist on more favorable terms, lowering industry profitability." by Michael Porter

「議價力強嘅供應商，會收貴啲價錢，或者要求更有利嘅條款 ，導致降低成個行業嘅利潤率。」

香港好多生意都係代理某品牌/產品或 franchise (特許經營)開始，佢哋都係供應商。但如果咁多年不斷都只係靠做代理/franchise，好就好，萬一外國某品牌易手或同第二代唔啱，咁就大鑊。

Michael Porter 話，如果 switching cost (轉換成本)係高嘅， 例如果佢哋要重新當地請人 、重新開舖、重新鋪設個網絡，供應商都可能焗住留低，佢哋嘅 bargaining power (議價能力)會下降。 但如果， 一下子終止代理或 franchise 協議，就所有嘢歸佢，咁你就大鑊! 供應商嘅議價能力極強， 就好似香港嘅7-11咁。

7-11而家在香港開到一千間分店，當中大約400間係特許經營。話就話係特許經營比創業者創業，實質上所有嘢都係歸牛奶公司 (7-11母公司)， 加盟者其實只係攞住嚿錢打份工， 話走就走，人客都唔知發生乜事。 問心，你同我都唔知邊間7-11是嗰400間特許經營。咁樣供應商的議價能力 bargaining power of supplier 就極強。 因此， 我認識好多711的加盟者， 勤力守規矩一定搵到食，但發達，住山頂洋樓養番狗?! 我 so far 仲未聽過。

做生意目標，根據 Michael Porter, 就係要把你嘅供應商議價能力降低。 從多啲唔同渠道入貨，流程盡量標準化，好似大家樂/McDonald's 咁，咁對員工既依賴程度亦都會降低。 做代理嘅，就 make sure 即使唔做，啲人物、網絡係歸你。 我識好多朋友，都係一面做代理，另一邊就建立自己品牌， 打長短棍做生意。 代理係短棍(賺錢)，自己品牌係長棍(投資)，睇長線。

你又打算點降低你對供應商嘅依賴程度， 增強你自己嘅議價能力呢?

(3) 越低入行門檻 Barrier of Entry 就會把你價錢下降及成本提升， 因為多人入嚟爭，自然大家都減價促銷及加價搶人搶貨。

"Entry barriers protect an industry from newcomers who would add new capacity." by Michael Porter

入行門檻會減低新加入者增加產量。 產量多，自然價格下跌。 向供應放入貨都會多咗，亦都會搶高來貨價。 因此做生意嘅你，就要盡將個入行門檻提升。主要有三方法:

(1) 做到好大，有規模經濟(economies of scale)， 咁你每件貨生產嘅平均成本就會下降，即是規模報酬遞增(increasing returns to scale)， 咁競爭對手就好難入嚟同你爭。

(2) 做到好專， 只要你有某專業知識，人客就會好依賴獨有技能。 例如我自己唔單止淨係投資地產，我係專買街舖。 我唔單止係領展/黑石等大地產基金，大我唔夠他們大，但我係專買香港五六千萬以下街舖嘅商舖基金。 當你做得專，人客自然好難搵替代品。

(3) 當多一個人客使用，對原本個人客價值就提升，this is what we call "Network Effect" (網絡效應)。例如whatsapp/wechat/facebook/youtube，全世界只得你一個人用就冇用，越人用對你嘅價值就提升。

如果你有齊以上三樣嘢，恭喜你，新競爭對手好難入嚟同你爭! 你有排賺錢。 但如果你三樣都冇，你只係 Me too Me Better 嘅策略的話， 我估你只會繼續浮浮沉沉, survive (生存) and sustain (持續)唔難, 但好難 become super successful (好成功).

第四動力 : (4) 越大代替品的威脅 Threat of Substitites 就會把你價格下降， 因為人客可以選擇其他商品，唔駛用你。

"Substitutes - products or services that meet the same basic need as the industry's product in a different way - put a cap on industry profitability. " by Michael Porter

「產品或者服務嘅代替品， 會把整個行業嘅利潤封頂。」

例如 DVD rental 租碟， 令到好多人唔駛買碟. 有 Netflix 嘅 streaming 就唔駛再去租碟。 有高鐵就搭少啲飛機， 有whatsapp就打少啲電話， 有數碼相機就少人用菲林相機。It's all true!

因此你經常都要諗下你嘅行頭會唔會突然間有代替品 substitutes 去衝擊你成個行業。 咁你點應對呢?

包括我自己在內，有網購，就自然落少間舖買嘢。 因此長遠舖價必定受網購影響。 但我只買街舖， 香港有大約有十萬間街舖， 我只想好似7-11咁，當中揸住一千間，我係業主。即1％。 我相信網購點發達，都唔會快過你行過條街口喝入去7-11買包嘢飲。 因此我揀舖都要好小心。 我只買街埔，係因為街舖冇新供應。 網站可以有好多個，商場可以再起一千個，但街鋪無。 啟德、東涌、將軍澳、明日大嶼都好，都係無街舖賣。 物以罕為貴。而我盡量都只買可以做飲食及服務業嘅街舖， 難被網購取代。如果純粹做零售、乾貨，投資就要好小心。

你行頭嘅產品或者服務，又輕唔輕易被替代品取代呢?

最後 (5) 越大內部競爭的激烈程度 Internal Rivalry 價格就越低及成本也越高，因為大家同行都鬥平鬥靚， 可能導致割喉式競爭。

"If rivalry is intense, companies compete away the value they create, passing it on to buyers in lower prices or dissipating it in higher costs of competing." by Michael Porter

如果行頭有割喉式競爭，任何價值製造嘅利潤， 都會因為減價或者成本上升而消失。

咁你又點知道你個行頭易唔易會有割喉式競爭? 睇6樣嘢:

(1) 大家競爭對手係唔係差唔多大細，好多好散。好似街市咁，咁就好容易減價競爭。 但如突然有一兩個大嘅龍頭冒起， 好似百佳/惠康咁，反而會穩定價格。

(2) 大家賣嘅產品差唔多， 好容易格價。 例如手機品牌、電子產品。

(3) 好多人入嚟爭，唔係為錢而爭， 而係為社會貢獻或者國家任務而爭。

(4) 整體行業增長好慢， 甚至乎收縮，變成「困獸鬥」

(5) 產品係 "perishable" 即係 時間係敵人! 呢一刻唔要，之後想要返都唔得。 例如: 酒店房，今晚唔住，聽日就有其他人。 機位今日唔答，聽日就已經飛走咗。 因此今日就大家都要劈價求售。

(6) High Exit Barrier 高離開行業嘅門檻， 好多生意，唔係話走就走，好多面子面俾、好多員工要炒、好多數要找、 老豆、阿爺留落嚟， 阿孫阿仔焗住要做， 有生意但唔識變通嘅，唯有減價。

"Price competition is the most dangerous form of rivalry." by Michael Porter

價格競爭係最危險嘅競爭。

好彩我選擇買舖。因為間間街舖都唔同，有獨特，無炒家會入嚟做蝕本生意，即時今日唔減價賣，一百年後間舖都仲喺度，時間係朋友，舖價仲分分鐘升咗。

自問，平時你又有幾大劈價求售嘅壓力呢? 你點樣可以做得獨特性，唔同人哋割喉式競爭呢? 把時間變成朋友呢?

以上就係 Michael Porter 1979年首次提出嘅 Porter's Five Competitive Forces (行業競爭五大動力)， 近年好多人都提倡應該有第六個。

(6) Availability of Complements 互補商品的存在 (仲於有個好嘢!) 。越多就越把價錢提升及成本下降，因為多咗馬路 (車嘅 complements) 就自然更多人想買車， 更多人想買車，就自然車價格上升，每架車生產及銷售成本也下降。

做餐廳嘅，Deliveroo 可能係 complements 互補品, 馬上送外賣成本下降。 做電動車嘅，多啲充電站就係互補品，令到多啲人買電動車。4G/5G 上網快咗，係手機遊戲嘅 completment. 唔同嘅 Apps 都係買手機嘅 completment. 越多人創業，都係我買舖嘅 complement.

Michael Porter 話做生意，就要明白以上五加一項的行業推動力，點樣影響整個行業嘅利潤。 頭五樣，is not Add-Up effect，唔係睇總和，而係只要一個差至極點， 成個行頭及你盤生意好易玩完。

例如有咗手機網上新聞之後， threat of substitute 代替品嘅威脅，舊式嘅報紙檔/雜誌社就執一間少一間。 如果你做餐廳只得一間舖，咁多年來太依賴某業主單一位置， 唔知係咪因為風水好定心頭好，萬一業主一沽舖，下手買家大幅加租，盤生意也馬上玩完。記住 Bargain power of supplier 業主就係你供應商， 如果你冇得搬，佢議價能力就好強。

因此，做生意你就係要盡量想辦法， 把握以上五加一動力，加強你自己嘅生意穩定性及賺錢能力。記住，一開場我話:

The real point of competition is not to beat rivals. It's to earn profits.

競爭，最重要唔係要贏對手，而係要賺錢! 要賺錢，長遠賺得穩定，就要好好把握頭5大動力，把他們盡量推下降，及第6動力盡量拉上升。

有興趣一齊研究下點做? 聽多啲 Michael Porter，就來我七/八月份星期六嘅早餐會啦! 下集我再同你講 (3) Competitive advantage through your value chain 你的企業價值鏈如何令你更具競爭優勢?

。。。。。

My hobby 《星期六早餐會》!

七/八/九月份早餐會 Topic: Applying "Michael Porter" to your business: How to compete and win!

哈佛分享: 如何應用「米高波特」於你盤生意? 點競爭? 點贏?

講起哈佛策略教授， 無人出名過 Michael Porter. 有幸我2017年在哈佛親身上過他教的課程， 今次早餐會同你分享，希望對你做生意亦有所啟發。

有興趣參加啦 😃 每次限四位 (包括我)。 人多傾唔到計。

7月/8月份，逢星期六早上9時開始，約三小時半。地點中環。

對象: 中小企老闆/創業者/公司管理層，連我限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。

我唔係靠呢行搵食，免費，我請食早餐 😉 Be friends ..... 有機會到時見你。李根興 Edwin

www.edwinlee.com.hk
www.bwfund.com

聯絡李根興 whatsapp (+852) 90361143

#michael_porter #競爭策略

Fastest Mach number 3!
150HP engine!
Zero Yong nine seconds!
More than highest speed 240km/h!

Kawasaki Mach number(MACH) It is the general term of the motorcycle series of the on road type having two three stroke cylinder engines which は, Kawasaki Heavy Industries produce it, and it sold.
A summary

500cc that started sale in North America in 1969(H1) It is 250cc cubic centimeter displacement (S1), 350cc (S2, the back, S3 of 400cc), 750cc in the model by の success for reputation, 1972 years(H2) I added three の car models and formed two three stroke cylinder fleets of four car models in total and called this the Mach number series. Furthermore, I call a large displacement volume car model of H1 and H2 "Big Mach" (a big Mach number), and I call small (the frames are different) S1, S2 of the displacement volume and S3 with "Middle Mach" (a middle Mach number), and there was able to be the distinguished thing.

The pet name of this "Mach number" was used till I changed the name of these car models with KH (the series) in a model in 1976.

About the name of a model for Japan, "SS" was added after official name displacement volume (an example)： As for 500 Kawasaki SS Mach number III, an export car does not have this "SS"), and "500 Kawasaki MachIII H1" and displacement volume get a model name.

Z650 is announced in 1975, and H2 becomes extinct in form to pass the baton to this. The effluent gas / noise is influence of regulating it in the next year, and all the KH series withdraws from the North America. 250 / 400 which I was able to anticipate of the demand continued by the relations of the driver's license system any place other than the North America, but, as for 500, a model became extinct with this. The export for Europe of 250 / 400 became the end last, too, but it was produced models as an article for Japan until about 1983 for 1980 years.
750SS MACH IV(H2)

Mach number III of two three stroke air-cooling cylinder 500cc released in 1969(H1) I won a favorable reception from はその strong acceleration characteristics in Europe and America, but I made a little difference and came to be gradually robbed of popularity for performance when I was late a little, and Honda CB750 was released though the price was about 1.5 times.

A car model Kawasaki has already started the development of four four 750cc stroke cylinder cars as of the this past, but to exceed CB with all aspects by an appearance of this Honda CB750(Z1) Because I decided I was similar, and to change it, it developed that what I could market was after 1972.

On this account it is Mach number IV that I enlarge the boa stroke of the H1 engine as the thing which can overwhelm CB in acceleration characteristics and the maximum speed as an equal of the meantime at least (in other words fastest the world), and did with 750cc(H2) である.

The means corresponding to the exhaust / noise regulation that bad H2 of the mileage depends still more even if compare it with H1 by the oil crisis that occurred right after Z1 was begun to sell in autumn, 1972, and became realistic is poor; S1(250cc) / S3(400cc) / H1(500cc) But, only H2 became model extinction having a model in 1975 whereas I changed a name of it to 400 KH250 / / 500 each (even if accompanied with power down daringly) and continued.

Fastest Mach number 3!
150HP engine!
Zero Yong nine seconds!
More than highest speed 240km/h!

Kawasaki Mach number(MACH) It is the general term of the motorcycle series of the on road type having two three stroke cylinder engines which は, Kawasaki Heavy Industries produce it, and it sold.
A summary

500cc that started sale in North America in 1969(H1) It is 250cc cubic centimeter displacement (S1), 350cc (S2, the back, S3 of 400cc), 750cc in the model by の success for reputation, 1972 years(H2) I added three の car models and formed two three stroke cylinder fleets of four car models in total and called this the Mach number series. Furthermore, I call a large displacement volume car model of H1 and H2 "Big Mach" (a big Mach number), and I call small (the frames are different) S1, S2 of the displacement volume and S3 with "Middle Mach" (a middle Mach number), and there was able to be the distinguished thing.

The pet name of this "Mach number" was used till I changed the name of these car models with KH (the series) in a model in 1976.

About the name of a model for Japan, "SS" was added after official name displacement volume (an example)： As for 500 Kawasaki SS Mach number III, an export car does not have this "SS"), and "500 Kawasaki MachIII H1" and displacement volume get a model name.

Z650 is announced in 1975, and H2 becomes extinct in form to pass the baton to this. The effluent gas / noise is influence of regulating it in the next year, and all the KH series withdraws from the North America. 250 / 400 which I was able to anticipate of the demand continued by the relations of the driver's license system any place other than the North America, but, as for 500, a model became extinct with this. The export for Europe of 250 / 400 became the end last, too, but it was produced models as an article for Japan until about 1983 for 1980 years.
750SS MACH IV(H2)

Mach number III of two three stroke air-cooling cylinder 500cc released in 1969(H1) I won a favorable reception from はその strong acceleration characteristics in Europe and America, but I made a little difference and came to be gradually robbed of popularity for performance when I was late a little, and Honda CB750 was released though the price was about 1.5 times.

A car model Kawasaki has already started the development of four four 750cc stroke cylinder cars as of the this past, but to exceed CB with all aspects by an appearance of this Honda CB750(Z1) Because I decided I was similar, and to change it, it developed that what I could market was after 1972.

On this account it is Mach number IV that I enlarge the boa stroke of the H1 engine as the thing which can overwhelm CB in acceleration characteristics and the maximum speed as an equal of the meantime at least (in other words fastest the world), and did with 750cc(H2) である.

The means corresponding to the exhaust / noise regulation that bad H2 of the mileage depends still more even if compare it with H1 by the oil crisis that occurred right after Z1 was begun to sell in autumn, 1972, and became realistic is poor; S1(250cc) / S3(400cc) / H1(500cc) But, only H2 became model extinction having a model in 1975 whereas I changed a name of it to 400 KH250 / / 500 each (even if accompanied with power down daringly) and continued.

いつ見ても
素晴らしいH2B750SSです、
慣らしが終われば一緒に走りましょう

ライダーズカフェMACHⅢ
大阪府堺市美原区北余部４６９－６
ＴＥＬ＆ＦＡＸ０７２－３６１ー３１７１
http://www.h4.dion.ne.jp/~maltuha/index.html
一度は食べてみたいご当地変り種バーガーランキング

http://ranking.goo.ne.jp/ranking/013/city_hamburger/
全国で、30番目って・・・

750SS MACH IV (H2)
1969年に発売された 2 ストローク空冷 3 気筒 500 cc のマッハIII (H1) はその強烈な加速性から欧米で好評を博したが、やや遅れてホンダCB750が発売されると、性能的には大差なく､価格はおよそ 1.5 倍であるにもかかわらず次第に人気を奪われるようになった。

これ以前の時点で既にカワサキは 750 cc 4ストローク4気筒車の開発に着手していたが、このホンダ CB750 の出現により、全ての面で CB を上回る車種 (Z1) に変更することとしたため、市販できるのは 1972年以降となることが明らかとなった。

このため、その間の対抗馬として少なくとも加速性と最高速度で CB を圧倒できる（すなわち世界最速）ものとして、H1 エンジンのボアストロークを拡大して 750 cc としたのがマッハ IV (H2) である。

1972年秋に Z1 が販売開始された直後に発生したオイルショックにより、H1 に比べても一層燃費の悪い H2 は、より現実的になってきた排出ガス / 騒音規制に対応する手立ても乏しく、S1 (250 cc) / S3 (400 cc) / H1 (500 cc) がそれぞれKH250 / 400 / 500と名称変更して（敢えてパワーダウンを伴っても）存続したのに対し、H2 のみは 1975年モデルをもって型式消滅となった。
モデルチェンジ

* H2（1972年モデル）：初期型
* H2A（1973年モデル）：スイングアーム延長
* H2B（1974年モデル）：ホイールベース延長、最高出力ダウン（74 ps → 71 ps）、エンジンのラバーマウント、油圧式ステアリングダンパー、テールカウル / ランプ変更
* H2C（1975年モデル）：タンク変更
If the custom that is splendid H2B750SS is always over, let's run together

Riders cafe MACH Ⅲ
Mihara, Sakai-shi, Osaka ward north Amabe 469-6TEL & FAX072-361 ー 3171
http://www.h4.dion.ne.jp/~maltuha/index.html
The here eccentric burger ranking that wants to live once

http://ranking.goo.ne.jp/ranking/013/city_hamburger/
In the whole country, the 30th is ...

750SS MACH IV(H2)
Mach number III of two three stroke air-cooling cylinder 500cc released in 1969(H1) I won a favorable reception from はその strong acceleration characteristics in Europe and America, but I made a little difference and came to be gradually robbed of popularity for performance when I was late a little, and Honda CB750 was released though the price was about 1.5 times.

A car model Kawasaki has already started the development of four four 750cc stroke cylinder cars as of the this past, but to exceed CB with all aspects by an appearance of this Honda CB750(Z1) Because I decided I was similar, and to change it, it developed that what I could market was after 1972.

On this account it is Mach number IV that I enlarge the boa stroke of the H1 engine as the thing which can overwhelm CB in acceleration characteristics and the maximum speed as an equal of the meantime at least (in other words fastest the world), and did with 750cc(H2) である.

The means corresponding to the exhaust / noise regulation that bad H2 of the mileage depends still more even if compare it with H1 by the oil crisis that occurred right after Z1 was begun to sell in autumn, 1972, and became realistic is poor; S1(250cc) / S3(400cc) / H1(500cc) But, only H2 became model extinction having a model in 1975 whereas I changed a name of it to 400 KH250 / / 500 each (even if accompanied with power down daringly) and continued.
A model change

* H2（A 1972 model）： An initial model
* H2A（A 1973 model）： Swing arm extension
* H2B（A 1974 model）： I mount wheelbase extension, the best output down (74 71 ps → ps), the rubber of the engine and change an oil pressure-type steering damper, a tail cowl / lamp of it
* H2C（A 1975 model）： A tank change