際際滷shows by User: truonghang297 / http://www.slideshare.net/images/logo.gif 際際滷shows by User: truonghang297 / Thu, 29 May 2025 09:52:12 GMT 際際滷Share feed for 際際滷shows by User: truonghang297 2025.05.25 SiC - Business Model Canvas, in Application (Truong Bomi).pdf /slideshow/2025-05-25-sic-business-model-canvas-in-application-truong-bomi-pdf/279855683 2025-250529095212-a3b15426
Trong m畛t th畉 gi畛i m c叩c m担 h狸nh kinh doanh 畛i m畛i kh担ng ng畛ng, vi畛c hi畛u v v畉n d畛ng 炭ng 畉n Business Model Canvas (BMC) tr畛 thnh nng l畛c c畛t l探i c畛a b畉t k畛 nh s叩ng l畉p no. 際際滷 ny kh担ng ch畛 gi畉i th鱈ch t畛ng kh畛i trong 9 blocks BMC, m c嘆n minh h畛a c叩ch th畛c r叩p n畛i c叩c kh畛i ny v畛i th畛c t畉 th畛 tr動畛ng, hnh vi kh叩ch hng v v畉n hnh n畛i t畉i c畛a startup. D畛a tr棚n case th畛c chi畉n t畛 AhaMove m担 h狸nh Uber cho giao hng theo y棚u c畉u t畉i Vi畛t Nam ch炭ng t担i cho th畉y c叩ch BMC kh担ng ch畛 l b畉n v畉 l箪 thuy畉t m l b畉n 畛 畛 kh叩m ph叩 th畛 tr動畛ng, t畛i 動u v畉n hnh, 畛nh h狸nh chi畉n l動畛c tng tr動畛ng v x但y d畛ng h畛 sinh th叩i. Ti li畛u i xa h董n b畉ng vi畛c 畛i chi畉u BMC v畛i Lean Canvas, c湛ng v畛i nh畛ng nguy棚n t畉c nh動 Innovation Trinity gi炭p 畉m b畉o m担 h狸nh t畛n t畉i, ph叩t tri畛n v m畛 r畛ng b畛n v畛ng. Trong Lean Canvas, t叩c gi畉 chia s畉 case th畛c t畉 t畛 giai o畉n 動董m t畉o m担 h狸nh ph畉i lm Lean Canvas cho key stakeholder l Angels (nh 畉u t動 cho vay) tr棚n n畛n t畉ng Rootopia, cho t畛i th畛c t畉 nh畉n di畛n nh畛ng nh 畉u t動 m畛c ti棚u v gi叩 tr畛 b畉ng x動董ng b畉ng th畛t, n董i h畛 達 kh担ng ng畛ng tin t動畛ng 畉u t動 v gi畛i thi畛u c叩c nh 畉u t動 angels kh叩c vo 畉u t動 tr棚n n畛n t畉ng Rootopia, gi炭p hng ch畛c ngn b畉n hon thnh vi畛c h畛c c畛a m狸nh nh畛 On-demand Student Loans. i畛m nh畉n 畉c bi畛t l c叩ch s畛 d畛ng BMC nh動 m畛t c担ng c畛 s畛ng, g畉n li畛n v畛i c叩c gi畉 thuy畉t then ch畛t c畛a m担 h狸nh kinh doanh t畛 畛nh ngh挑a ph但n kh炭c kh叩ch hng tr畛ng t但m, 畉n x叩c 畛nh k棚nh t畉o doanh thu ch畛 l畛c, 畉n c畉u tr炭c chi ph鱈 c畉n 動u ti棚n. Ti li畛u l c畉u n畛i gi畛a t動 duy chi畉n l動畛c v nng l畛c th畛c thi c畛a ng動畛i lm startup. M畛t ngu畛n tham kh畉o th畛c ti畛n, tinh g畛n v th畉m 畉m tr畉i nghi畛m chi畉n tr動畛ng. +++ In todays fast-evolving business landscape, understanding and applying the Business Model Canvas (BMC) is essential for startup founders. This slide deck explains each of the 9 BMC blocks and shows how to connect them to real market needs, customer behavior, and startup operations. We explore a real-world case from AhaMove, the "Uber for delivery" in Vietnam, and how BMC was used as a live tool to drive growth strategy, ecosystem design, and internal efficiency. The deck also compares BMC with Lean Canvas, featuring a fundraising story from Rootopia, where early angels invested based on a clear model and continued to refer othersleading to real impact for students via On-Demand Student Loans. This is not just theory. Its a strategic-execution bridge for founders, combining insights, frameworks, and startup war stories into one practical playbook.]]>
Trong m畛t th畉 gi畛i m c叩c m担 h狸nh kinh doanh 畛i m畛i kh担ng ng畛ng, vi畛c hi畛u v v畉n d畛ng 炭ng 畉n Business Model Canvas (BMC) tr畛 thnh nng l畛c c畛t l探i c畛a b畉t k畛 nh s叩ng l畉p no. 際際滷 ny kh担ng ch畛 gi畉i th鱈ch t畛ng kh畛i trong 9 blocks BMC, m c嘆n minh h畛a c叩ch th畛c r叩p n畛i c叩c kh畛i ny v畛i th畛c t畉 th畛 tr動畛ng, hnh vi kh叩ch hng v v畉n hnh n畛i t畉i c畛a startup. D畛a tr棚n case th畛c chi畉n t畛 AhaMove m担 h狸nh Uber cho giao hng theo y棚u c畉u t畉i Vi畛t Nam ch炭ng t担i cho th畉y c叩ch BMC kh担ng ch畛 l b畉n v畉 l箪 thuy畉t m l b畉n 畛 畛 kh叩m ph叩 th畛 tr動畛ng, t畛i 動u v畉n hnh, 畛nh h狸nh chi畉n l動畛c tng tr動畛ng v x但y d畛ng h畛 sinh th叩i. Ti li畛u i xa h董n b畉ng vi畛c 畛i chi畉u BMC v畛i Lean Canvas, c湛ng v畛i nh畛ng nguy棚n t畉c nh動 Innovation Trinity gi炭p 畉m b畉o m担 h狸nh t畛n t畉i, ph叩t tri畛n v m畛 r畛ng b畛n v畛ng. Trong Lean Canvas, t叩c gi畉 chia s畉 case th畛c t畉 t畛 giai o畉n 動董m t畉o m担 h狸nh ph畉i lm Lean Canvas cho key stakeholder l Angels (nh 畉u t動 cho vay) tr棚n n畛n t畉ng Rootopia, cho t畛i th畛c t畉 nh畉n di畛n nh畛ng nh 畉u t動 m畛c ti棚u v gi叩 tr畛 b畉ng x動董ng b畉ng th畛t, n董i h畛 達 kh担ng ng畛ng tin t動畛ng 畉u t動 v gi畛i thi畛u c叩c nh 畉u t動 angels kh叩c vo 畉u t動 tr棚n n畛n t畉ng Rootopia, gi炭p hng ch畛c ngn b畉n hon thnh vi畛c h畛c c畛a m狸nh nh畛 On-demand Student Loans. i畛m nh畉n 畉c bi畛t l c叩ch s畛 d畛ng BMC nh動 m畛t c担ng c畛 s畛ng, g畉n li畛n v畛i c叩c gi畉 thuy畉t then ch畛t c畛a m担 h狸nh kinh doanh t畛 畛nh ngh挑a ph但n kh炭c kh叩ch hng tr畛ng t但m, 畉n x叩c 畛nh k棚nh t畉o doanh thu ch畛 l畛c, 畉n c畉u tr炭c chi ph鱈 c畉n 動u ti棚n. Ti li畛u l c畉u n畛i gi畛a t動 duy chi畉n l動畛c v nng l畛c th畛c thi c畛a ng動畛i lm startup. M畛t ngu畛n tham kh畉o th畛c ti畛n, tinh g畛n v th畉m 畉m tr畉i nghi畛m chi畉n tr動畛ng. +++ In todays fast-evolving business landscape, understanding and applying the Business Model Canvas (BMC) is essential for startup founders. This slide deck explains each of the 9 BMC blocks and shows how to connect them to real market needs, customer behavior, and startup operations. We explore a real-world case from AhaMove, the "Uber for delivery" in Vietnam, and how BMC was used as a live tool to drive growth strategy, ecosystem design, and internal efficiency. The deck also compares BMC with Lean Canvas, featuring a fundraising story from Rootopia, where early angels invested based on a clear model and continued to refer othersleading to real impact for students via On-Demand Student Loans. This is not just theory. Its a strategic-execution bridge for founders, combining insights, frameworks, and startup war stories into one practical playbook.]]> Thu, 29 May 2025 09:52:12 GMT /slideshow/2025-05-25-sic-business-model-canvas-in-application-truong-bomi-pdf/279855683 truonghang297@slideshare.net(truonghang297) 2025.05.25 SiC - Business Model Canvas, in Application (Truong Bomi).pdf truonghang297 Trong m畛t th畉 gi畛i m c叩c m担 h狸nh kinh doanh 畛i m畛i kh担ng ng畛ng, vi畛c hi畛u v v畉n d畛ng 炭ng 畉n Business Model Canvas (BMC) tr畛 thnh nng l畛c c畛t l探i c畛a b畉t k畛 nh s叩ng l畉p no. 際際滷 ny kh担ng ch畛 gi畉i th鱈ch t畛ng kh畛i trong 9 blocks BMC, m c嘆n minh h畛a c叩ch th畛c r叩p n畛i c叩c kh畛i ny v畛i th畛c t畉 th畛 tr動畛ng, hnh vi kh叩ch hng v v畉n hnh n畛i t畉i c畛a startup. D畛a tr棚n case th畛c chi畉n t畛 AhaMove m担 h狸nh Uber cho giao hng theo y棚u c畉u t畉i Vi畛t Nam ch炭ng t担i cho th畉y c叩ch BMC kh担ng ch畛 l b畉n v畉 l箪 thuy畉t m l b畉n 畛 畛 kh叩m ph叩 th畛 tr動畛ng, t畛i 動u v畉n hnh, 畛nh h狸nh chi畉n l動畛c tng tr動畛ng v x但y d畛ng h畛 sinh th叩i. Ti li畛u i xa h董n b畉ng vi畛c 畛i chi畉u BMC v畛i Lean Canvas, c湛ng v畛i nh畛ng nguy棚n t畉c nh動 Innovation Trinity gi炭p 畉m b畉o m担 h狸nh t畛n t畉i, ph叩t tri畛n v m畛 r畛ng b畛n v畛ng. Trong Lean Canvas, t叩c gi畉 chia s畉 case th畛c t畉 t畛 giai o畉n 動董m t畉o m担 h狸nh ph畉i lm Lean Canvas cho key stakeholder l Angels (nh 畉u t動 cho vay) tr棚n n畛n t畉ng Rootopia, cho t畛i th畛c t畉 nh畉n di畛n nh畛ng nh 畉u t動 m畛c ti棚u v gi叩 tr畛 b畉ng x動董ng b畉ng th畛t, n董i h畛 達 kh担ng ng畛ng tin t動畛ng 畉u t動 v gi畛i thi畛u c叩c nh 畉u t動 angels kh叩c vo 畉u t動 tr棚n n畛n t畉ng Rootopia, gi炭p hng ch畛c ngn b畉n hon thnh vi畛c h畛c c畛a m狸nh nh畛 On-demand Student Loans. i畛m nh畉n 畉c bi畛t l c叩ch s畛 d畛ng BMC nh動 m畛t c担ng c畛 s畛ng, g畉n li畛n v畛i c叩c gi畉 thuy畉t then ch畛t c畛a m担 h狸nh kinh doanh t畛 畛nh ngh挑a ph但n kh炭c kh叩ch hng tr畛ng t但m, 畉n x叩c 畛nh k棚nh t畉o doanh thu ch畛 l畛c, 畉n c畉u tr炭c chi ph鱈 c畉n 動u ti棚n. Ti li畛u l c畉u n畛i gi畛a t動 duy chi畉n l動畛c v nng l畛c th畛c thi c畛a ng動畛i lm startup. M畛t ngu畛n tham kh畉o th畛c ti畛n, tinh g畛n v th畉m 畉m tr畉i nghi畛m chi畉n tr動畛ng. +++ In todays fast-evolving business landscape, understanding and applying the Business Model Canvas (BMC) is essential for startup founders. This slide deck explains each of the 9 BMC blocks and shows how to connect them to real market needs, customer behavior, and startup operations. We explore a real-world case from AhaMove, the "Uber for delivery" in Vietnam, and how BMC was used as a live tool to drive growth strategy, ecosystem design, and internal efficiency. The deck also compares BMC with Lean Canvas, featuring a fundraising story from Rootopia, where early angels invested based on a clear model and continued to refer othersleading to real impact for students via On-Demand Student Loans. This is not just theory. Its a strategic-execution bridge for founders, combining insights, frameworks, and startup war stories into one practical playbook. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2025-250529095212-a3b15426-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Trong m畛t th畉 gi畛i m c叩c m担 h狸nh kinh doanh 畛i m畛i kh担ng ng畛ng, vi畛c hi畛u v v畉n d畛ng 炭ng 畉n Business Model Canvas (BMC) tr畛 thnh nng l畛c c畛t l探i c畛a b畉t k畛 nh s叩ng l畉p no. 際際滷 ny kh担ng ch畛 gi畉i th鱈ch t畛ng kh畛i trong 9 blocks BMC, m c嘆n minh h畛a c叩ch th畛c r叩p n畛i c叩c kh畛i ny v畛i th畛c t畉 th畛 tr動畛ng, hnh vi kh叩ch hng v v畉n hnh n畛i t畉i c畛a startup. D畛a tr棚n case th畛c chi畉n t畛 AhaMove m担 h狸nh Uber cho giao hng theo y棚u c畉u t畉i Vi畛t Nam ch炭ng t担i cho th畉y c叩ch BMC kh担ng ch畛 l b畉n v畉 l箪 thuy畉t m l b畉n 畛 畛 kh叩m ph叩 th畛 tr動畛ng, t畛i 動u v畉n hnh, 畛nh h狸nh chi畉n l動畛c tng tr動畛ng v x但y d畛ng h畛 sinh th叩i. Ti li畛u i xa h董n b畉ng vi畛c 畛i chi畉u BMC v畛i Lean Canvas, c湛ng v畛i nh畛ng nguy棚n t畉c nh動 Innovation Trinity gi炭p 畉m b畉o m担 h狸nh t畛n t畉i, ph叩t tri畛n v m畛 r畛ng b畛n v畛ng. Trong Lean Canvas, t叩c gi畉 chia s畉 case th畛c t畉 t畛 giai o畉n 動董m t畉o m担 h狸nh ph畉i lm Lean Canvas cho key stakeholder l Angels (nh 畉u t動 cho vay) tr棚n n畛n t畉ng Rootopia, cho t畛i th畛c t畉 nh畉n di畛n nh畛ng nh 畉u t動 m畛c ti棚u v gi叩 tr畛 b畉ng x動董ng b畉ng th畛t, n董i h畛 達 kh担ng ng畛ng tin t動畛ng 畉u t動 v gi畛i thi畛u c叩c nh 畉u t動 angels kh叩c vo 畉u t動 tr棚n n畛n t畉ng Rootopia, gi炭p hng ch畛c ngn b畉n hon thnh vi畛c h畛c c畛a m狸nh nh畛 On-demand Student Loans. i畛m nh畉n 畉c bi畛t l c叩ch s畛 d畛ng BMC nh動 m畛t c担ng c畛 s畛ng, g畉n li畛n v畛i c叩c gi畉 thuy畉t then ch畛t c畛a m担 h狸nh kinh doanh t畛 畛nh ngh挑a ph但n kh炭c kh叩ch hng tr畛ng t但m, 畉n x叩c 畛nh k棚nh t畉o doanh thu ch畛 l畛c, 畉n c畉u tr炭c chi ph鱈 c畉n 動u ti棚n. Ti li畛u l c畉u n畛i gi畛a t動 duy chi畉n l動畛c v nng l畛c th畛c thi c畛a ng動畛i lm startup. M畛t ngu畛n tham kh畉o th畛c ti畛n, tinh g畛n v th畉m 畉m tr畉i nghi畛m chi畉n tr動畛ng. +++ In todays fast-evolving business landscape, understanding and applying the Business Model Canvas (BMC) is essential for startup founders. This slide deck explains each of the 9 BMC blocks and shows how to connect them to real market needs, customer behavior, and startup operations. We explore a real-world case from AhaMove, the &quot;Uber for delivery&quot; in Vietnam, and how BMC was used as a live tool to drive growth strategy, ecosystem design, and internal efficiency. The deck also compares BMC with Lean Canvas, featuring a fundraising story from Rootopia, where early angels invested based on a clear model and continued to refer othersleading to real impact for students via On-Demand Student Loans. This is not just theory. Its a strategic-execution bridge for founders, combining insights, frameworks, and startup war stories into one practical playbook.
2025.05.25 SiC - Business Model Canvas, in Application (Truong Bomi).pdf from Truong Bomi
]]> 34 0 https://cdn.slidesharecdn.com/ss_thumbnails/2025-250529095212-a3b15426-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 2024.12.01 Van Lang Uni Startup Sharing - Mario Game for Life Career (Truong Bomi).pdf /slideshow/2024-12-01-van-lang-uni-startup-sharing-mario-game-for-life-career-truong-bomi-pdf/273753297 2024-241201142653-3907ff6f
Share insights with Business Administration students at Van Lang University about the realities and dynamics of startups, particularly in the context of Business Model Innovations. This will help them understand the ever-changing market landscape, the challenges and opportunities faced by organizations, as well as the significant hurdles that startup leaders must overcome. It will equip them with the skills necessary to drive their organizations forward. Furthermore, how will the future of university students evolve in the age of AI? +++ Chia s畉 v畛i sinh vi棚n Qu畉n tr畛 kinh doanh c畛a tr動畛ng 畉i h畛c t動 th畛c Vn Lang, v畛 th畛c h畛c v th畉 gi畛i c畛a c叩c c担ng ty kh畛i nghi畛p (tr棚n c董 s畛 Business Model Innovations). Gi炭p c叩c b畉n nh畉n di畛n d嘆ng ch畉y bi畉n 畛ng kh担ng ng畛ng c畛a th畛 tr動畛ng, v畛 th叩ch th畛c v c董 h畛i cho c叩c T畛 ch畛c, v畛 nh畛ng th叩ch th畛c l畛n ng動畛i L達nh 畉o startup ph畉i 畛i di畛n v trang b畛 s畉n sng kh畉 nng gi炭p T畛 ch畛c v動董n xa. V t動董ng lai c畛a c叩c b畉n sinh vi棚n 畉i h畛c s畉 畛i thay th畉 no? Trong k畛 nguy棚n AI. ]]>
Share insights with Business Administration students at Van Lang University about the realities and dynamics of startups, particularly in the context of Business Model Innovations. This will help them understand the ever-changing market landscape, the challenges and opportunities faced by organizations, as well as the significant hurdles that startup leaders must overcome. It will equip them with the skills necessary to drive their organizations forward. Furthermore, how will the future of university students evolve in the age of AI? +++ Chia s畉 v畛i sinh vi棚n Qu畉n tr畛 kinh doanh c畛a tr動畛ng 畉i h畛c t動 th畛c Vn Lang, v畛 th畛c h畛c v th畉 gi畛i c畛a c叩c c担ng ty kh畛i nghi畛p (tr棚n c董 s畛 Business Model Innovations). Gi炭p c叩c b畉n nh畉n di畛n d嘆ng ch畉y bi畉n 畛ng kh担ng ng畛ng c畛a th畛 tr動畛ng, v畛 th叩ch th畛c v c董 h畛i cho c叩c T畛 ch畛c, v畛 nh畛ng th叩ch th畛c l畛n ng動畛i L達nh 畉o startup ph畉i 畛i di畛n v trang b畛 s畉n sng kh畉 nng gi炭p T畛 ch畛c v動董n xa. V t動董ng lai c畛a c叩c b畉n sinh vi棚n 畉i h畛c s畉 畛i thay th畉 no? Trong k畛 nguy棚n AI. ]]> Sun, 01 Dec 2024 14:26:53 GMT /slideshow/2024-12-01-van-lang-uni-startup-sharing-mario-game-for-life-career-truong-bomi-pdf/273753297 truonghang297@slideshare.net(truonghang297) 2024.12.01 Van Lang Uni Startup Sharing - Mario Game for Life Career (Truong Bomi).pdf truonghang297 Share insights with Business Administration students at Van Lang University about the realities and dynamics of startups, particularly in the context of Business Model Innovations. This will help them understand the ever-changing market landscape, the challenges and opportunities faced by organizations, as well as the significant hurdles that startup leaders must overcome. It will equip them with the skills necessary to drive their organizations forward. Furthermore, how will the future of university students evolve in the age of AI? +++ Chia s畉 v畛i sinh vi棚n Qu畉n tr畛 kinh doanh c畛a tr動畛ng 畉i h畛c t動 th畛c Vn Lang, v畛 th畛c h畛c v th畉 gi畛i c畛a c叩c c担ng ty kh畛i nghi畛p (tr棚n c董 s畛 Business Model Innovations). Gi炭p c叩c b畉n nh畉n di畛n d嘆ng ch畉y bi畉n 畛ng kh担ng ng畛ng c畛a th畛 tr動畛ng, v畛 th叩ch th畛c v c董 h畛i cho c叩c T畛 ch畛c, v畛 nh畛ng th叩ch th畛c l畛n ng動畛i L達nh 畉o startup ph畉i 畛i di畛n v trang b畛 s畉n sng kh畉 nng gi炭p T畛 ch畛c v動董n xa. V t動董ng lai c畛a c叩c b畉n sinh vi棚n 畉i h畛c s畉 畛i thay th畉 no? Trong k畛 nguy棚n AI. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2024-241201142653-3907ff6f-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Share insights with Business Administration students at Van Lang University about the realities and dynamics of startups, particularly in the context of Business Model Innovations. This will help them understand the ever-changing market landscape, the challenges and opportunities faced by organizations, as well as the significant hurdles that startup leaders must overcome. It will equip them with the skills necessary to drive their organizations forward. Furthermore, how will the future of university students evolve in the age of AI? +++ Chia s畉 v畛i sinh vi棚n Qu畉n tr畛 kinh doanh c畛a tr動畛ng 畉i h畛c t動 th畛c Vn Lang, v畛 th畛c h畛c v th畉 gi畛i c畛a c叩c c担ng ty kh畛i nghi畛p (tr棚n c董 s畛 Business Model Innovations). Gi炭p c叩c b畉n nh畉n di畛n d嘆ng ch畉y bi畉n 畛ng kh担ng ng畛ng c畛a th畛 tr動畛ng, v畛 th叩ch th畛c v c董 h畛i cho c叩c T畛 ch畛c, v畛 nh畛ng th叩ch th畛c l畛n ng動畛i L達nh 畉o startup ph畉i 畛i di畛n v trang b畛 s畉n sng kh畉 nng gi炭p T畛 ch畛c v動董n xa. V t動董ng lai c畛a c叩c b畉n sinh vi棚n 畉i h畛c s畉 畛i thay th畉 no? Trong k畛 nguy棚n AI.
2024.12.01 Van Lang Uni Startup Sharing - Mario Game for Life Career (Truong Bomi).pdf from Truong Bomi
]]> 191 0 https://cdn.slidesharecdn.com/ss_thumbnails/2024-241201142653-3907ff6f-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Sapa VMM 2022 @ Root - Reflection (Truong Bomi).pdf /slideshow/sapa-vmm-2022-root-reflection-truong-bomipdf/253015831 sapavmm2022root-reflectiontruongbomi-220917155311-84d2f928
The trip journey of the Roots, trekking and running together in different rases of 10km, 21,km, 42km, and 100km from valleys to peaks of legendary Sapa mountain, discovering new limit of self ]]>
The trip journey of the Roots, trekking and running together in different rases of 10km, 21,km, 42km, and 100km from valleys to peaks of legendary Sapa mountain, discovering new limit of self ]]> Sat, 17 Sep 2022 15:53:11 GMT /slideshow/sapa-vmm-2022-root-reflection-truong-bomipdf/253015831 truonghang297@slideshare.net(truonghang297) Sapa VMM 2022 @ Root - Reflection (Truong Bomi).pdf truonghang297 The trip journey of the Roots, trekking and running together in different rases of 10km, 21,km, 42km, and 100km from valleys to peaks of legendary Sapa mountain, discovering new limit of self <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/sapavmm2022root-reflectiontruongbomi-220917155311-84d2f928-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The trip journey of the Roots, trekking and running together in different rases of 10km, 21,km, 42km, and 100km from valleys to peaks of legendary Sapa mountain, discovering new limit of self
Sapa VMM 2022 @ Root - Reflection (Truong Bomi).pdf from Truong Bomi
]]> 109 0 https://cdn.slidesharecdn.com/ss_thumbnails/sapavmm2022root-reflectiontruongbomi-220917155311-84d2f928-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Top 10 Business Model PITFALLS - Ash Maurya (collected by Truong Bomi @ Rootopia).pdf /slideshow/top-10-business-model-pitfalls-ash-maurya-collected-by-truong-bomi-rootopiapdf/251921292 top10businessmodelpitfalls-ashmauryacollectedbytruongbomirootopia-220605052217-139a5503
OP 10 BUSINESS MODEL PITFALLS [What I've learnt & will keep learning in practice; and wish to sharshare] 10. Dont know how you Measure Success 9. Marketing to Everyone 8. Ending up on a Local Maximum 7. Problems are Not Specific Enough 6. No Unfair Advantage Story 5. A Weak Unique Value Propositions 4. Not Enough Runway 3. No Significant Path to Customers 2. No Monetizable Pain (from customers) 1. Falling in Love with the Solution - Ideas collected from | Ash Maurya, author of Running Lean]]>
OP 10 BUSINESS MODEL PITFALLS [What I've learnt & will keep learning in practice; and wish to sharshare] 10. Dont know how you Measure Success 9. Marketing to Everyone 8. Ending up on a Local Maximum 7. Problems are Not Specific Enough 6. No Unfair Advantage Story 5. A Weak Unique Value Propositions 4. Not Enough Runway 3. No Significant Path to Customers 2. No Monetizable Pain (from customers) 1. Falling in Love with the Solution - Ideas collected from | Ash Maurya, author of Running Lean]]> Sun, 05 Jun 2022 05:22:16 GMT /slideshow/top-10-business-model-pitfalls-ash-maurya-collected-by-truong-bomi-rootopiapdf/251921292 truonghang297@slideshare.net(truonghang297) Top 10 Business Model PITFALLS - Ash Maurya (collected by Truong Bomi @ Rootopia).pdf truonghang297 OP 10 BUSINESS MODEL PITFALLS [What I've learnt & will keep learning in practice; and wish to sharshare] 10. Dont know how you Measure Success 9. Marketing to Everyone 8. Ending up on a Local Maximum 7. Problems are Not Specific Enough 6. No Unfair Advantage Story 5. A Weak Unique Value Propositions 4. Not Enough Runway 3. No Significant Path to Customers 2. No Monetizable Pain (from customers) 1. Falling in Love with the Solution - Ideas collected from | Ash Maurya, author of Running Lean <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/top10businessmodelpitfalls-ashmauryacollectedbytruongbomirootopia-220605052217-139a5503-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> OP 10 BUSINESS MODEL PITFALLS [What I&#39;ve learnt &amp; will keep learning in practice; and wish to sharshare] 10. Dont know how you Measure Success 9. Marketing to Everyone 8. Ending up on a Local Maximum 7. Problems are Not Specific Enough 6. No Unfair Advantage Story 5. A Weak Unique Value Propositions 4. Not Enough Runway 3. No Significant Path to Customers 2. No Monetizable Pain (from customers) 1. Falling in Love with the Solution - Ideas collected from | Ash Maurya, author of Running Lean
Top 10 Business Model PITFALLS - Ash Maurya (collected by Truong Bomi @ Rootopia).pdf from Truong Bomi
]]> 444 0 https://cdn.slidesharecdn.com/ss_thumbnails/top10businessmodelpitfalls-ashmauryacollectedbytruongbomirootopia-220605052217-139a5503-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 2021.10.10 CodeGym Day - V動畛t l棚n ro c畉n Ti畉n l棚n ph鱈a tr動畛c (Tr動畛ng Bomi) /slideshow/20211010-codegym-day-vt-ln-ro-cn-tin-ln-pha-trc-trng-bomi/250410992 2021-211010103811
I. RO C畉N 1. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t qu畛c gia l g狸? 2. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t T畛 ch畛c l g狸? 3. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛i ch炭ng ta l g狸? iII. Lm th畉 no 畛 V働畛T LN NH畛NG RO C畉N ang k狸m gi畛 ta ti畉n l棚n ph鱈a tr動畛c? 1. MoMo ft. C畛ng 畛ng b董i 畉p ch畉y 2. CodeGym ft. C畛ng 畛ng l畉p tr狸nh vi棚n 3. C畛ng 畛ng ng動畛i d但n Nh畉t B畉n tr動畛c th畉m h畛a III. 4 TAKEAWAYS ]]>
I. RO C畉N 1. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t qu畛c gia l g狸? 2. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t T畛 ch畛c l g狸? 3. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛i ch炭ng ta l g狸? iII. Lm th畉 no 畛 V働畛T LN NH畛NG RO C畉N ang k狸m gi畛 ta ti畉n l棚n ph鱈a tr動畛c? 1. MoMo ft. C畛ng 畛ng b董i 畉p ch畉y 2. CodeGym ft. C畛ng 畛ng l畉p tr狸nh vi棚n 3. C畛ng 畛ng ng動畛i d但n Nh畉t B畉n tr動畛c th畉m h畛a III. 4 TAKEAWAYS ]]> Sun, 10 Oct 2021 10:38:11 GMT /slideshow/20211010-codegym-day-vt-ln-ro-cn-tin-ln-pha-trc-trng-bomi/250410992 truonghang297@slideshare.net(truonghang297) 2021.10.10 CodeGym Day - V動畛t l棚n ro c畉n Ti畉n l棚n ph鱈a tr動畛c (Tr動畛ng Bomi) truonghang297 I. RO C畉N 1. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t qu畛c gia l g狸? 2. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t T畛 ch畛c l g狸? 3. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛i ch炭ng ta l g狸? iII. Lm th畉 no 畛 V働畛T LN NH畛NG RO C畉N ang k狸m gi畛 ta ti畉n l棚n ph鱈a tr動畛c? 1. MoMo ft. C畛ng 畛ng b董i 畉p ch畉y 2. CodeGym ft. C畛ng 畛ng l畉p tr狸nh vi棚n 3. C畛ng 畛ng ng動畛i d但n Nh畉t B畉n tr動畛c th畉m h畛a III. 4 TAKEAWAYS <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021-211010103811-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> I. RO C畉N 1. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t qu畛c gia l g狸? 2. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛t T畛 ch畛c l g狸? 3. Ro c畉n k狸m gi畛 s畛 ph叩t tri畛n c畛a m畛i ch炭ng ta l g狸? iII. Lm th畉 no 畛 V働畛T LN NH畛NG RO C畉N ang k狸m gi畛 ta ti畉n l棚n ph鱈a tr動畛c? 1. MoMo ft. C畛ng 畛ng b董i 畉p ch畉y 2. CodeGym ft. C畛ng 畛ng l畉p tr狸nh vi棚n 3. C畛ng 畛ng ng動畛i d但n Nh畉t B畉n tr動畛c th畉m h畛a III. 4 TAKEAWAYS
2021.10.10 CodeGym Day - V動畛t l棚n ro c畉n Ti畉n l棚n ph鱈a tr動畛c (Tr動畛ng Bomi) from Truong Bomi
]]> 138 0 https://cdn.slidesharecdn.com/ss_thumbnails/2021-211010103811-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Growth for Startups @ AAC (Truong Bomi) /slideshow/growth-for-startups-aac-truong-bomi/249502445 growthforstartupaac2021-210626131637
I. What we talk when talking about growth? II. Back to fundamental (growth) frameworks: [1] Basic growth equation [2] Start with Why (Simon Sinek) [3] 4 Growth factors, powered by Blitzscaling: Market size, Distribution network, High growth margin, and Network effects III. North star metric IV. One more thing...]]>
I. What we talk when talking about growth? II. Back to fundamental (growth) frameworks: [1] Basic growth equation [2] Start with Why (Simon Sinek) [3] 4 Growth factors, powered by Blitzscaling: Market size, Distribution network, High growth margin, and Network effects III. North star metric IV. One more thing...]]> Sat, 26 Jun 2021 13:16:37 GMT /slideshow/growth-for-startups-aac-truong-bomi/249502445 truonghang297@slideshare.net(truonghang297) Growth for Startups @ AAC (Truong Bomi) truonghang297 I. What we talk when talking about growth? II. Back to fundamental (growth) frameworks: [1] Basic growth equation [2] Start with Why (Simon Sinek) [3] 4 Growth factors, powered by Blitzscaling: Market size, Distribution network, High growth margin, and Network effects III. North star metric IV. One more thing... <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/growthforstartupaac2021-210626131637-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> I. What we talk when talking about growth? II. Back to fundamental (growth) frameworks: [1] Basic growth equation [2] Start with Why (Simon Sinek) [3] 4 Growth factors, powered by Blitzscaling: Market size, Distribution network, High growth margin, and Network effects III. North star metric IV. One more thing...
Growth for Startups @ AAC (Truong Bomi) from Truong Bomi
]]> 490 0 https://cdn.slidesharecdn.com/ss_thumbnails/growthforstartupaac2021-210626131637-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Investor Pitch Deck by Olymsearch - A Reference for Startup Fund Raising (Truong Bomi) /slideshow/investor-pitch-deck-by-olymsearch-a-reference-for-startup-fund-raising-truong-bomi/246064255 referenceonolymsearch-vsvinvestorpresentation2014-210411151005
A mockup of pitch deck to Investors that I and my team @ Olymsearch built for pitching while being incubated at Batch 1 by Vietnam Silicon Valley accelerator. Now is the right time to disclose a part of my startup journey with lots of failures and lessons to success and far more. ]]>
A mockup of pitch deck to Investors that I and my team @ Olymsearch built for pitching while being incubated at Batch 1 by Vietnam Silicon Valley accelerator. Now is the right time to disclose a part of my startup journey with lots of failures and lessons to success and far more. ]]> Sun, 11 Apr 2021 15:10:05 GMT /slideshow/investor-pitch-deck-by-olymsearch-a-reference-for-startup-fund-raising-truong-bomi/246064255 truonghang297@slideshare.net(truonghang297) Investor Pitch Deck by Olymsearch - A Reference for Startup Fund Raising (Truong Bomi) truonghang297 A mockup of pitch deck to Investors that I and my team @ Olymsearch built for pitching while being incubated at Batch 1 by Vietnam Silicon Valley accelerator. Now is the right time to disclose a part of my startup journey with lots of failures and lessons to success and far more. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/referenceonolymsearch-vsvinvestorpresentation2014-210411151005-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A mockup of pitch deck to Investors that I and my team @ Olymsearch built for pitching while being incubated at Batch 1 by Vietnam Silicon Valley accelerator. Now is the right time to disclose a part of my startup journey with lots of failures and lessons to success and far more.
Investor Pitch Deck by Olymsearch - A Reference for Startup Fund Raising (Truong Bomi) from Truong Bomi
]]> 722 0 https://cdn.slidesharecdn.com/ss_thumbnails/referenceonolymsearch-vsvinvestorpresentation2014-210411151005-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The Analytics Stack Guidebook (Holistics) /slideshow/the-analytics-stack-guidebook-holistics/234817853 theanalyticssetupguidebookholistics-200601093208
Chapter 1: High-level Overview of an Analytics Setup Chapter 2: Centralizing Data Chapter 3: Data Modeling for Analytics Chapter 4: Using Data +++ Tr鱈ch l畛i Huy - t叩c gi畉 cu畛n s叩ch, co-founder & CTO c畛a Holistics +++ "Lm th畉 no 畛 thi畉t k畉 h畛 th畛ng BI stack ph湛 h畛p cho c担ng ty m狸nh?" C坦 bao gi畛 b畉n 動畛c c担ng ty giao nhi畛m v畛 set up h畛 th畛ng BI/analytics stack cho c担ng ty, r畛i 畉n khi l棚n m畉ng google th狸 t叩 ho畉 v狸 m畛i bi vi畉t, m畛i ng動畛i b畉n kh叩c nhau l畉i khuy棚n b畉n n棚n s畛 d畛ng m畛t b畛 c担ng c畛/c担ng ngh畛 kh叩c nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ... R畛i b畉n th畉c m畉c: Thi畉t k畉 m畛t h畛 th畛ng analytics stack nh動 th畉 no l ph湛 h畛p v畛i nhu c畉u hi畛n t畉i c畛a c担ng ty m狸nh? Lm th畉 no 畛 b畉t 畉u nhanh nh動ng v畉n c坦 th畛 scale 動畛c (m kh担ng ph畉i 畉p i x但y l畉i) khi nhu c畉u d畛 li畛u tng cao? Thay v狸 ch鱈n ng動畛i m動畛i 箪, b畉n 動畛c gi叩 m c坦 1 t畉m b畉n 畛 (map) c坦 th畛 gi炭p b畉n 畛nh v畛 動畛c trong th畉 gi畛i BI/analytics ph畛c t畉p ny. M畛t t畉m b畉n 畛 cho b畉n th畉y c叩c thnh ph畉n kh叩c nhau c畛a m畛i h畛 th畛ng BI l g狸, l畉p r叩p n坦 l畉i nh動 th畉 no, v tradeoff gi畛a c叩c c叩ch ti畉p c畉n kh叩c nhau l sao. Well, sau 2 th叩ng tr畛i c畛c kh畛 th狸 team m狸nh 達 v畉 ra t畉m b畉n 畛 坦 trong h狸nh d畉ng m畛t.. cu畛n s叩ch: "The Analytics Setup Guidebook: How to build scalable analytics & BI stacks in modern cloud era." Cu畛n s叩ch l m畛t crash-course 畛 b畉n c坦 th畛 tr畛 thnh m畛t "part-time data architect", gi炭p b畉n hi畛u 動畛c r探 h董n v畛 landscape analytics ph畛c t畉p hi畛n nay. S叩ch gi畉i th鱈ch high-level overview c畛a m畛t h畛 th畛ng analytics ntn, c叩c thnh ph畉n t動董ng t叩c v畛i nhau ra sao, v i s但u vo 畛 chi ti畉t c畛a nh畛ng thnh ph畉n c滴ng nh動 best practices cu畉 n坦. Cu畛n s叩ch 動畛c vi畉t dnh cho c叩c b畉n h董i technical 動畛c nh畉n nhi畛m v畛 ph畛 tr叩ch h畛 th畛ng analytics c畛a c担ng ty m狸nh. B畉n c坦 th畛 l m畛t data analyst ang lm BI, software engineer 動畛c k棚u qua h畛 tr畛 lm data engineering, ho畉c 董n gi畉n l 1 Product Manager ang th畉c m畉c sao quy tr狸nh data c担ng ty m狸nh ch畉m qu叩... Cu畛n s叩ch c滴ng c坦 nh畛ng ph畉n chia s畉 n但ng cao nh動 Data Modeling, BI evolution ph湛 h畛p v畛i c叩c b畉n 達 c坦 kinh nghi畛m lm BI l但u 畛i.]]>
Chapter 1: High-level Overview of an Analytics Setup Chapter 2: Centralizing Data Chapter 3: Data Modeling for Analytics Chapter 4: Using Data +++ Tr鱈ch l畛i Huy - t叩c gi畉 cu畛n s叩ch, co-founder & CTO c畛a Holistics +++ "Lm th畉 no 畛 thi畉t k畉 h畛 th畛ng BI stack ph湛 h畛p cho c担ng ty m狸nh?" C坦 bao gi畛 b畉n 動畛c c担ng ty giao nhi畛m v畛 set up h畛 th畛ng BI/analytics stack cho c担ng ty, r畛i 畉n khi l棚n m畉ng google th狸 t叩 ho畉 v狸 m畛i bi vi畉t, m畛i ng動畛i b畉n kh叩c nhau l畉i khuy棚n b畉n n棚n s畛 d畛ng m畛t b畛 c担ng c畛/c担ng ngh畛 kh叩c nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ... R畛i b畉n th畉c m畉c: Thi畉t k畉 m畛t h畛 th畛ng analytics stack nh動 th畉 no l ph湛 h畛p v畛i nhu c畉u hi畛n t畉i c畛a c担ng ty m狸nh? Lm th畉 no 畛 b畉t 畉u nhanh nh動ng v畉n c坦 th畛 scale 動畛c (m kh担ng ph畉i 畉p i x但y l畉i) khi nhu c畉u d畛 li畛u tng cao? Thay v狸 ch鱈n ng動畛i m動畛i 箪, b畉n 動畛c gi叩 m c坦 1 t畉m b畉n 畛 (map) c坦 th畛 gi炭p b畉n 畛nh v畛 動畛c trong th畉 gi畛i BI/analytics ph畛c t畉p ny. M畛t t畉m b畉n 畛 cho b畉n th畉y c叩c thnh ph畉n kh叩c nhau c畛a m畛i h畛 th畛ng BI l g狸, l畉p r叩p n坦 l畉i nh動 th畉 no, v tradeoff gi畛a c叩c c叩ch ti畉p c畉n kh叩c nhau l sao. Well, sau 2 th叩ng tr畛i c畛c kh畛 th狸 team m狸nh 達 v畉 ra t畉m b畉n 畛 坦 trong h狸nh d畉ng m畛t.. cu畛n s叩ch: "The Analytics Setup Guidebook: How to build scalable analytics & BI stacks in modern cloud era." Cu畛n s叩ch l m畛t crash-course 畛 b畉n c坦 th畛 tr畛 thnh m畛t "part-time data architect", gi炭p b畉n hi畛u 動畛c r探 h董n v畛 landscape analytics ph畛c t畉p hi畛n nay. S叩ch gi畉i th鱈ch high-level overview c畛a m畛t h畛 th畛ng analytics ntn, c叩c thnh ph畉n t動董ng t叩c v畛i nhau ra sao, v i s但u vo 畛 chi ti畉t c畛a nh畛ng thnh ph畉n c滴ng nh動 best practices cu畉 n坦. Cu畛n s叩ch 動畛c vi畉t dnh cho c叩c b畉n h董i technical 動畛c nh畉n nhi畛m v畛 ph畛 tr叩ch h畛 th畛ng analytics c畛a c担ng ty m狸nh. B畉n c坦 th畛 l m畛t data analyst ang lm BI, software engineer 動畛c k棚u qua h畛 tr畛 lm data engineering, ho畉c 董n gi畉n l 1 Product Manager ang th畉c m畉c sao quy tr狸nh data c担ng ty m狸nh ch畉m qu叩... Cu畛n s叩ch c滴ng c坦 nh畛ng ph畉n chia s畉 n但ng cao nh動 Data Modeling, BI evolution ph湛 h畛p v畛i c叩c b畉n 達 c坦 kinh nghi畛m lm BI l但u 畛i.]]> Mon, 01 Jun 2020 09:32:08 GMT /slideshow/the-analytics-stack-guidebook-holistics/234817853 truonghang297@slideshare.net(truonghang297) The Analytics Stack Guidebook (Holistics) truonghang297 Chapter 1: High-level Overview of an Analytics Setup Chapter 2: Centralizing Data Chapter 3: Data Modeling for Analytics Chapter 4: Using Data +++ Tr鱈ch l畛i Huy - t叩c gi畉 cu畛n s叩ch, co-founder & CTO c畛a Holistics +++ "Lm th畉 no 畛 thi畉t k畉 h畛 th畛ng BI stack ph湛 h畛p cho c担ng ty m狸nh?" C坦 bao gi畛 b畉n 動畛c c担ng ty giao nhi畛m v畛 set up h畛 th畛ng BI/analytics stack cho c担ng ty, r畛i 畉n khi l棚n m畉ng google th狸 t叩 ho畉 v狸 m畛i bi vi畉t, m畛i ng動畛i b畉n kh叩c nhau l畉i khuy棚n b畉n n棚n s畛 d畛ng m畛t b畛 c担ng c畛/c担ng ngh畛 kh叩c nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ... R畛i b畉n th畉c m畉c: Thi畉t k畉 m畛t h畛 th畛ng analytics stack nh動 th畉 no l ph湛 h畛p v畛i nhu c畉u hi畛n t畉i c畛a c担ng ty m狸nh? Lm th畉 no 畛 b畉t 畉u nhanh nh動ng v畉n c坦 th畛 scale 動畛c (m kh担ng ph畉i 畉p i x但y l畉i) khi nhu c畉u d畛 li畛u tng cao? Thay v狸 ch鱈n ng動畛i m動畛i 箪, b畉n 動畛c gi叩 m c坦 1 t畉m b畉n 畛 (map) c坦 th畛 gi炭p b畉n 畛nh v畛 動畛c trong th畉 gi畛i BI/analytics ph畛c t畉p ny. M畛t t畉m b畉n 畛 cho b畉n th畉y c叩c thnh ph畉n kh叩c nhau c畛a m畛i h畛 th畛ng BI l g狸, l畉p r叩p n坦 l畉i nh動 th畉 no, v tradeoff gi畛a c叩c c叩ch ti畉p c畉n kh叩c nhau l sao. Well, sau 2 th叩ng tr畛i c畛c kh畛 th狸 team m狸nh 達 v畉 ra t畉m b畉n 畛 坦 trong h狸nh d畉ng m畛t.. cu畛n s叩ch: "The Analytics Setup Guidebook: How to build scalable analytics & BI stacks in modern cloud era." Cu畛n s叩ch l m畛t crash-course 畛 b畉n c坦 th畛 tr畛 thnh m畛t "part-time data architect", gi炭p b畉n hi畛u 動畛c r探 h董n v畛 landscape analytics ph畛c t畉p hi畛n nay. S叩ch gi畉i th鱈ch high-level overview c畛a m畛t h畛 th畛ng analytics ntn, c叩c thnh ph畉n t動董ng t叩c v畛i nhau ra sao, v i s但u vo 畛 chi ti畉t c畛a nh畛ng thnh ph畉n c滴ng nh動 best practices cu畉 n坦. Cu畛n s叩ch 動畛c vi畉t dnh cho c叩c b畉n h董i technical 動畛c nh畉n nhi畛m v畛 ph畛 tr叩ch h畛 th畛ng analytics c畛a c担ng ty m狸nh. B畉n c坦 th畛 l m畛t data analyst ang lm BI, software engineer 動畛c k棚u qua h畛 tr畛 lm data engineering, ho畉c 董n gi畉n l 1 Product Manager ang th畉c m畉c sao quy tr狸nh data c担ng ty m狸nh ch畉m qu叩... Cu畛n s叩ch c滴ng c坦 nh畛ng ph畉n chia s畉 n但ng cao nh動 Data Modeling, BI evolution ph湛 h畛p v畛i c叩c b畉n 達 c坦 kinh nghi畛m lm BI l但u 畛i. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/theanalyticssetupguidebookholistics-200601093208-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Chapter 1: High-level Overview of an Analytics Setup Chapter 2: Centralizing Data Chapter 3: Data Modeling for Analytics Chapter 4: Using Data +++ Tr鱈ch l畛i Huy - t叩c gi畉 cu畛n s叩ch, co-founder &amp; CTO c畛a Holistics +++ &quot;Lm th畉 no 畛 thi畉t k畉 h畛 th畛ng BI stack ph湛 h畛p cho c担ng ty m狸nh?&quot; C坦 bao gi畛 b畉n 動畛c c担ng ty giao nhi畛m v畛 set up h畛 th畛ng BI/analytics stack cho c担ng ty, r畛i 畉n khi l棚n m畉ng google th狸 t叩 ho畉 v狸 m畛i bi vi畉t, m畛i ng動畛i b畉n kh叩c nhau l畉i khuy棚n b畉n n棚n s畛 d畛ng m畛t b畛 c担ng c畛/c担ng ngh畛 kh叩c nhau? ETL hay ELT, Hadoop hay BigQuery, Data Warehouse hay Data Lake, ... R畛i b畉n th畉c m畉c: Thi畉t k畉 m畛t h畛 th畛ng analytics stack nh動 th畉 no l ph湛 h畛p v畛i nhu c畉u hi畛n t畉i c畛a c担ng ty m狸nh? Lm th畉 no 畛 b畉t 畉u nhanh nh動ng v畉n c坦 th畛 scale 動畛c (m kh担ng ph畉i 畉p i x但y l畉i) khi nhu c畉u d畛 li畛u tng cao? Thay v狸 ch鱈n ng動畛i m動畛i 箪, b畉n 動畛c gi叩 m c坦 1 t畉m b畉n 畛 (map) c坦 th畛 gi炭p b畉n 畛nh v畛 動畛c trong th畉 gi畛i BI/analytics ph畛c t畉p ny. M畛t t畉m b畉n 畛 cho b畉n th畉y c叩c thnh ph畉n kh叩c nhau c畛a m畛i h畛 th畛ng BI l g狸, l畉p r叩p n坦 l畉i nh動 th畉 no, v tradeoff gi畛a c叩c c叩ch ti畉p c畉n kh叩c nhau l sao. Well, sau 2 th叩ng tr畛i c畛c kh畛 th狸 team m狸nh 達 v畉 ra t畉m b畉n 畛 坦 trong h狸nh d畉ng m畛t.. cu畛n s叩ch: &quot;The Analytics Setup Guidebook: How to build scalable analytics &amp; BI stacks in modern cloud era.&quot; Cu畛n s叩ch l m畛t crash-course 畛 b畉n c坦 th畛 tr畛 thnh m畛t &quot;part-time data architect&quot;, gi炭p b畉n hi畛u 動畛c r探 h董n v畛 landscape analytics ph畛c t畉p hi畛n nay. S叩ch gi畉i th鱈ch high-level overview c畛a m畛t h畛 th畛ng analytics ntn, c叩c thnh ph畉n t動董ng t叩c v畛i nhau ra sao, v i s但u vo 畛 chi ti畉t c畛a nh畛ng thnh ph畉n c滴ng nh動 best practices cu畉 n坦. Cu畛n s叩ch 動畛c vi畉t dnh cho c叩c b畉n h董i technical 動畛c nh畉n nhi畛m v畛 ph畛 tr叩ch h畛 th畛ng analytics c畛a c担ng ty m狸nh. B畉n c坦 th畛 l m畛t data analyst ang lm BI, software engineer 動畛c k棚u qua h畛 tr畛 lm data engineering, ho畉c 董n gi畉n l 1 Product Manager ang th畉c m畉c sao quy tr狸nh data c担ng ty m狸nh ch畉m qu叩... Cu畛n s叩ch c滴ng c坦 nh畛ng ph畉n chia s畉 n但ng cao nh動 Data Modeling, BI evolution ph湛 h畛p v畛i c叩c b畉n 達 c坦 kinh nghi畛m lm BI l但u 畛i.
The Analytics Stack Guidebook (Holistics) from Truong Bomi
]]> 876 0 https://cdn.slidesharecdn.com/ss_thumbnails/theanalyticssetupguidebookholistics-200601093208-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 CASHLESS in China - a Note of 2018 (Truong Bomi) /slideshow/cashless-in-china-a-note-of-2018-truong-bomi/191969825 cashlessinchina-anoteof2018truongbomi-191110102122
Fintech is no longer simply another gateway to consumer's wallet. It is the wallet of the future. Take a close look at how people behave everywhere at everytime in streets of the most dynamic economy of the world - China - to upgrade your perspective of the way our commercialized society should build momentum and drive to. And, find your own chance in the move. Good luck!]]>
Fintech is no longer simply another gateway to consumer's wallet. It is the wallet of the future. Take a close look at how people behave everywhere at everytime in streets of the most dynamic economy of the world - China - to upgrade your perspective of the way our commercialized society should build momentum and drive to. And, find your own chance in the move. Good luck!]]> Sun, 10 Nov 2019 10:21:22 GMT /slideshow/cashless-in-china-a-note-of-2018-truong-bomi/191969825 truonghang297@slideshare.net(truonghang297) CASHLESS in China - a Note of 2018 (Truong Bomi) truonghang297 Fintech is no longer simply another gateway to consumer's wallet. It is the wallet of the future. Take a close look at how people behave everywhere at everytime in streets of the most dynamic economy of the world - China - to upgrade your perspective of the way our commercialized society should build momentum and drive to. And, find your own chance in the move. Good luck! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cashlessinchina-anoteof2018truongbomi-191110102122-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Fintech is no longer simply another gateway to consumer&#39;s wallet. It is the wallet of the future. Take a close look at how people behave everywhere at everytime in streets of the most dynamic economy of the world - China - to upgrade your perspective of the way our commercialized society should build momentum and drive to. And, find your own chance in the move. Good luck!
CASHLESS in China - a Note of 2018 (Truong Bomi) from Truong Bomi
]]> 1422 3 https://cdn.slidesharecdn.com/ss_thumbnails/cashlessinchina-anoteof2018truongbomi-191110102122-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 PINDUODUO - a Close Look at the Fastest Growing E-commerce App in China, 2018.08 (WalkTheChat) /slideshow/pinduoduo-a-close-look-at-the-fastest-growing-ecommerce-app-in-china-201808-walkthechat/155779850 pinduoduo-acloselookatthefastestgrowinge-commerceappinchina2018-190716040533
1. PDD Growth 2. User Demographics 3. Benchmark w/ other Platform]]>
1. PDD Growth 2. User Demographics 3. Benchmark w/ other Platform]]> Tue, 16 Jul 2019 04:05:33 GMT /slideshow/pinduoduo-a-close-look-at-the-fastest-growing-ecommerce-app-in-china-201808-walkthechat/155779850 truonghang297@slideshare.net(truonghang297) PINDUODUO - a Close Look at the Fastest Growing E-commerce App in China, 2018.08 (WalkTheChat) truonghang297 1. PDD Growth 2. User Demographics 3. Benchmark w/ other Platform <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/pinduoduo-acloselookatthefastestgrowinge-commerceappinchina2018-190716040533-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. PDD Growth 2. User Demographics 3. Benchmark w/ other Platform
PINDUODUO - a Close Look at the Fastest Growing E-commerce App in China, 2018.08 (WalkTheChat) from Truong Bomi
]]> 12695 5 https://cdn.slidesharecdn.com/ss_thumbnails/pinduoduo-acloselookatthefastestgrowinge-commerceappinchina2018-190716040533-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Winning the 2020s - The New Logic of Competition (BCG - collected by Truong Bomi) /slideshow/winning-the-2020s-the-new-logic-of-competition-bcg-collected-by-truong-bomi/136075100 winningthe2020s-thenewlogicofcompetitionbcg-190313110031
Todays business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond todays situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses: 1. Increasing the rate of organizational learning 2. Leveraging multi-company ecosystems 3. Spanning both the physical and digital worlds 4. Imagining and harnessing new ideas 5. Achieving resilience in the face of uncertainty Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization. Who will be BIG winners in the decade of 2020s at last? Your guess?]]>
Todays business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond todays situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses: 1. Increasing the rate of organizational learning 2. Leveraging multi-company ecosystems 3. Spanning both the physical and digital worlds 4. Imagining and harnessing new ideas 5. Achieving resilience in the face of uncertainty Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization. Who will be BIG winners in the decade of 2020s at last? Your guess?]]> Wed, 13 Mar 2019 11:00:31 GMT /slideshow/winning-the-2020s-the-new-logic-of-competition-bcg-collected-by-truong-bomi/136075100 truonghang297@slideshare.net(truonghang297) Winning the 2020s - The New Logic of Competition (BCG - collected by Truong Bomi) truonghang297 Todays business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond todays situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses: 1. Increasing the rate of organizational learning 2. Leveraging multi-company ecosystems 3. Spanning both the physical and digital worlds 4. Imagining and harnessing new ideas 5. Achieving resilience in the face of uncertainty Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization. Who will be BIG winners in the decade of 2020s at last? Your guess? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/winningthe2020s-thenewlogicofcompetitionbcg-190313110031-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Todays business leaders are having to deal with multiple and complex short-term concerns, like declining growth, political uncertainty, resistance to globalization, social division, and so on. But as the 2020s approach, leaders must also look beyond todays situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see 5 new aspects of competition that will come to the forefront for many businesses: 1. Increasing the rate of organizational learning 2. Leveraging multi-company ecosystems 3. Spanning both the physical and digital worlds 4. Imagining and harnessing new ideas 5. Achieving resilience in the face of uncertainty Lots of cases, such as Netflix, Google vs. Waymo, Amazon vs. Wholefoods, John Deere of the U.S; Alibaba ecosystems as the major orchestrator to Chinese transformative economy; and even Seedcom - a venture builder in Vietnam in the show. The all are proofing the new logic of competition in the new era of digitalization and mobilization. Who will be BIG winners in the decade of 2020s at last? Your guess?
Winning the 2020s - The New Logic of Competition (BCG - collected by Truong Bomi) from Truong Bomi
]]> 1528 12 https://cdn.slidesharecdn.com/ss_thumbnails/winningthe2020s-thenewlogicofcompetitionbcg-190313110031-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Startup Journey - A case on AhaMove, 2018.09.29 (Truong Bomi) /slideshow/startup-journey-a-case-on-ahamove-20180929-truong-bomi/117462625 2018-180930201309
1. Difference between Startup vs. Corporate (S畛 kh叩c bi畛t gi畛a c担ng ty kh畛i nghi畛p v c担ng ty 畛ng ph畛c) - Ch畉ng c坦 g狸 ch畉c ch畉n c畉 - M畛i ngy l m畛t th叩ch th畛c - Lu担n trn 畉y nng l動畛ng - Tng t畛c nhanh - Kh担ng ng畛ng h畛c - Ki畉m t狸m 箪 ngh挑a trong c担ng vi畛c c畛a m狸nh 2. Live Startup? N棚n s畛ng cu畛c s畛ng kh畛i nghi畛p? L m畛t ph畉n ki畉n t畉o ho畉c nh kh畛i nghi畛p ki畉n t畉o. - Hnh tr狸nh c董 c畛c - N棚n b畉t 畉u s畛m, t畛 giai o畉n th畛c t畉p sinh - Case c畛a B狸nh, leo n炭i kh畛i nghi畛p 畛 Aha - T畛 kh畛i nghi畛p? - 5 y畉u t畛 c畛t y畉u quy畉t 畛nh s畛 thnh c担ng hay th畉t b畉i c畛a m畛t c担ng ty kh畛i nghi畛p - C坦 qu叩 mu畛n 畛 b畉t 畉u? 3. AhaMove - a Vietnamese on-demand delivery platform, growing from zero P.s: Join me at AhaMove ]]>
1. Difference between Startup vs. Corporate (S畛 kh叩c bi畛t gi畛a c担ng ty kh畛i nghi畛p v c担ng ty 畛ng ph畛c) - Ch畉ng c坦 g狸 ch畉c ch畉n c畉 - M畛i ngy l m畛t th叩ch th畛c - Lu担n trn 畉y nng l動畛ng - Tng t畛c nhanh - Kh担ng ng畛ng h畛c - Ki畉m t狸m 箪 ngh挑a trong c担ng vi畛c c畛a m狸nh 2. Live Startup? N棚n s畛ng cu畛c s畛ng kh畛i nghi畛p? L m畛t ph畉n ki畉n t畉o ho畉c nh kh畛i nghi畛p ki畉n t畉o. - Hnh tr狸nh c董 c畛c - N棚n b畉t 畉u s畛m, t畛 giai o畉n th畛c t畉p sinh - Case c畛a B狸nh, leo n炭i kh畛i nghi畛p 畛 Aha - T畛 kh畛i nghi畛p? - 5 y畉u t畛 c畛t y畉u quy畉t 畛nh s畛 thnh c担ng hay th畉t b畉i c畛a m畛t c担ng ty kh畛i nghi畛p - C坦 qu叩 mu畛n 畛 b畉t 畉u? 3. AhaMove - a Vietnamese on-demand delivery platform, growing from zero P.s: Join me at AhaMove ]]> Sun, 30 Sep 2018 20:13:09 GMT /slideshow/startup-journey-a-case-on-ahamove-20180929-truong-bomi/117462625 truonghang297@slideshare.net(truonghang297) Startup Journey - A case on AhaMove, 2018.09.29 (Truong Bomi) truonghang297 1. Difference between Startup vs. Corporate (S畛 kh叩c bi畛t gi畛a c担ng ty kh畛i nghi畛p v c担ng ty 畛ng ph畛c) - Ch畉ng c坦 g狸 ch畉c ch畉n c畉 - M畛i ngy l m畛t th叩ch th畛c - Lu担n trn 畉y nng l動畛ng - Tng t畛c nhanh - Kh担ng ng畛ng h畛c - Ki畉m t狸m 箪 ngh挑a trong c担ng vi畛c c畛a m狸nh 2. Live Startup? N棚n s畛ng cu畛c s畛ng kh畛i nghi畛p? L m畛t ph畉n ki畉n t畉o ho畉c nh kh畛i nghi畛p ki畉n t畉o. - Hnh tr狸nh c董 c畛c - N棚n b畉t 畉u s畛m, t畛 giai o畉n th畛c t畉p sinh - Case c畛a B狸nh, leo n炭i kh畛i nghi畛p 畛 Aha - T畛 kh畛i nghi畛p? - 5 y畉u t畛 c畛t y畉u quy畉t 畛nh s畛 thnh c担ng hay th畉t b畉i c畛a m畛t c担ng ty kh畛i nghi畛p - C坦 qu叩 mu畛n 畛 b畉t 畉u? 3. AhaMove - a Vietnamese on-demand delivery platform, growing from zero P.s: Join me at AhaMove <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2018-180930201309-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. Difference between Startup vs. Corporate (S畛 kh叩c bi畛t gi畛a c担ng ty kh畛i nghi畛p v c担ng ty 畛ng ph畛c) - Ch畉ng c坦 g狸 ch畉c ch畉n c畉 - M畛i ngy l m畛t th叩ch th畛c - Lu担n trn 畉y nng l動畛ng - Tng t畛c nhanh - Kh担ng ng畛ng h畛c - Ki畉m t狸m 箪 ngh挑a trong c担ng vi畛c c畛a m狸nh 2. Live Startup? N棚n s畛ng cu畛c s畛ng kh畛i nghi畛p? L m畛t ph畉n ki畉n t畉o ho畉c nh kh畛i nghi畛p ki畉n t畉o. - Hnh tr狸nh c董 c畛c - N棚n b畉t 畉u s畛m, t畛 giai o畉n th畛c t畉p sinh - Case c畛a B狸nh, leo n炭i kh畛i nghi畛p 畛 Aha - T畛 kh畛i nghi畛p? - 5 y畉u t畛 c畛t y畉u quy畉t 畛nh s畛 thnh c担ng hay th畉t b畉i c畛a m畛t c担ng ty kh畛i nghi畛p - C坦 qu叩 mu畛n 畛 b畉t 畉u? 3. AhaMove - a Vietnamese on-demand delivery platform, growing from zero P.s: Join me at AhaMove
Startup Journey - A case on AhaMove, 2018.09.29 (Truong Bomi) from Truong Bomi
]]> 670 1 https://cdn.slidesharecdn.com/ss_thumbnails/2018-180930201309-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Future of work & our window of opportunities (josh bersin) /truonghang297/future-of-work-our-window-of-opportunities-josh-bersin futureofworkourwindowofopportunitiesjoshbersin-171125081153
The future is actually now, and the world of work keeps transforming. Be curious of how it transforms, take a walk on the slide views, and pursue your own window of opportunities.]]>
The future is actually now, and the world of work keeps transforming. Be curious of how it transforms, take a walk on the slide views, and pursue your own window of opportunities.]]> Sat, 25 Nov 2017 08:11:53 GMT /truonghang297/future-of-work-our-window-of-opportunities-josh-bersin truonghang297@slideshare.net(truonghang297) Future of work & our window of opportunities (josh bersin) truonghang297 The future is actually now, and the world of work keeps transforming. Be curious of how it transforms, take a walk on the slide views, and pursue your own window of opportunities. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/futureofworkourwindowofopportunitiesjoshbersin-171125081153-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The future is actually now, and the world of work keeps transforming. Be curious of how it transforms, take a walk on the slide views, and pursue your own window of opportunities.
Future of work & our window of opportunities (josh bersin) from Truong Bomi
]]> 526 1 https://cdn.slidesharecdn.com/ss_thumbnails/futureofworkourwindowofopportunitiesjoshbersin-171125081153-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 2017.09.30 AhaLozi - Kinh doanh 畛 n ship:1 v畛n 4 l畛i? (Truong Bomi) /slideshow/20170930-ahalozi-kinh-doanh-n-ship1-vn-4-li-truong-bomi/80328252 2017-171001064251
Kinh doanh 畛 n ship: 1 v畛n 4 l畛i? AhaMove = Uber cho v畉n chuy畛n 畛 Giao 畛 n ship: 1 v畛n 4 l畛i? T畉i sao giao 畛 n ship? Kho畉ng tr畛ng c董 h畛i Kho畉ng tr畛ng c董 h畛i th畛 tr動畛ng b叩n giy ch但u Phi Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n khu v畛c tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - T - Ng動畛i mua s畉m 畛 n d畛ch chuy畛n mua tr棚n smartphone v m叩y t鱈nh c叩 nh但n Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Lm g狸 畛 b叩n 畛 n ship kinh doanh th畛nh v動畛ng? Nh畉n th畛c chi畉n l動畛c - D畛ch chuy畛n t畛 b叩n t畉i c畛a hng 畉n b叩n online v giao hng ngoi c畛a hng Ph但n kh炭c th畛 tr動畛ng - Ch畛n kh叩ch hng b畉n r畛n, c坦 thu nh畉p kh叩, t畉i n董i c担ng s畛 Ph但n kh炭c th畛 tr動畛ng - Ch畛n 畛 cho b畛a tr動a, b棚n c畉nh 畛 n v畉t ang r畉t ph畛 bi畉n Ph但n kh炭c th畛 tr動畛ng - T畉p trung vo kh叩ch hng 畛 tu畛i 15-34 畛 xu畉t gi叩 tr畛: 畛 ch畉t Gi叩 t畛t Ti畛n l畛i Giao hng nhanh ch坦ng Lm th畉 no kinh doanh 畛 n ship th畛nh v動畛ng? 3 c畛t tr畛 chi畉n l動畛c - Tng doanh thu & nh畉n di畛n th動董ng hi畛u nhanh ch坦ng 3 c畛t tr畛 chi畉n l動畛c - Ti畉t gi畉m chi ph鱈 3 c畛t tr畛 chi畉n l動畛c - T畛i 動u h坦a h畛 th畛ng v畉n hnh D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i Kh叩ch hng c畛a AhaMove 達 d畛ch chuy畛n chi畉n l動畛c nh動 th畉 no? Minh h畛a kh叩ch hng h狸nh m畉u giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship AhaMove 4 gi畉i phap c畛t y畉u Giao hng t畛c th畛i, trong 30-60 ph炭t Giao hng t畛c th畛i, trong 30-60 ph炭t 畛 ph畛 r畛ng kh畉p, b畉t c畛 th畛i i畛m no T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 Truong Bomi: Thank you!]]>
Kinh doanh 畛 n ship: 1 v畛n 4 l畛i? AhaMove = Uber cho v畉n chuy畛n 畛 Giao 畛 n ship: 1 v畛n 4 l畛i? T畉i sao giao 畛 n ship? Kho畉ng tr畛ng c董 h畛i Kho畉ng tr畛ng c董 h畛i th畛 tr動畛ng b叩n giy ch但u Phi Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n khu v畛c tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - T - Ng動畛i mua s畉m 畛 n d畛ch chuy畛n mua tr棚n smartphone v m叩y t鱈nh c叩 nh但n Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Lm g狸 畛 b叩n 畛 n ship kinh doanh th畛nh v動畛ng? Nh畉n th畛c chi畉n l動畛c - D畛ch chuy畛n t畛 b叩n t畉i c畛a hng 畉n b叩n online v giao hng ngoi c畛a hng Ph但n kh炭c th畛 tr動畛ng - Ch畛n kh叩ch hng b畉n r畛n, c坦 thu nh畉p kh叩, t畉i n董i c担ng s畛 Ph但n kh炭c th畛 tr動畛ng - Ch畛n 畛 cho b畛a tr動a, b棚n c畉nh 畛 n v畉t ang r畉t ph畛 bi畉n Ph但n kh炭c th畛 tr動畛ng - T畉p trung vo kh叩ch hng 畛 tu畛i 15-34 畛 xu畉t gi叩 tr畛: 畛 ch畉t Gi叩 t畛t Ti畛n l畛i Giao hng nhanh ch坦ng Lm th畉 no kinh doanh 畛 n ship th畛nh v動畛ng? 3 c畛t tr畛 chi畉n l動畛c - Tng doanh thu & nh畉n di畛n th動董ng hi畛u nhanh ch坦ng 3 c畛t tr畛 chi畉n l動畛c - Ti畉t gi畉m chi ph鱈 3 c畛t tr畛 chi畉n l動畛c - T畛i 動u h坦a h畛 th畛ng v畉n hnh D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i Kh叩ch hng c畛a AhaMove 達 d畛ch chuy畛n chi畉n l動畛c nh動 th畉 no? Minh h畛a kh叩ch hng h狸nh m畉u giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship AhaMove 4 gi畉i phap c畛t y畉u Giao hng t畛c th畛i, trong 30-60 ph炭t Giao hng t畛c th畛i, trong 30-60 ph炭t 畛 ph畛 r畛ng kh畉p, b畉t c畛 th畛i i畛m no T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 Truong Bomi: Thank you!]]> Sun, 01 Oct 2017 06:42:51 GMT /slideshow/20170930-ahalozi-kinh-doanh-n-ship1-vn-4-li-truong-bomi/80328252 truonghang297@slideshare.net(truonghang297) 2017.09.30 AhaLozi - Kinh doanh 畛 n ship:1 v畛n 4 l畛i? (Truong Bomi) truonghang297 Kinh doanh 畛 n ship: 1 v畛n 4 l畛i? AhaMove = Uber cho v畉n chuy畛n 畛 Giao 畛 n ship: 1 v畛n 4 l畛i? T畉i sao giao 畛 n ship? Kho畉ng tr畛ng c董 h畛i Kho畉ng tr畛ng c董 h畛i th畛 tr動畛ng b叩n giy ch但u Phi Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n khu v畛c tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - T - Ng動畛i mua s畉m 畛 n d畛ch chuy畛n mua tr棚n smartphone v m叩y t鱈nh c叩 nh但n Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Lm g狸 畛 b叩n 畛 n ship kinh doanh th畛nh v動畛ng? Nh畉n th畛c chi畉n l動畛c - D畛ch chuy畛n t畛 b叩n t畉i c畛a hng 畉n b叩n online v giao hng ngoi c畛a hng Ph但n kh炭c th畛 tr動畛ng - Ch畛n kh叩ch hng b畉n r畛n, c坦 thu nh畉p kh叩, t畉i n董i c担ng s畛 Ph但n kh炭c th畛 tr動畛ng - Ch畛n 畛 cho b畛a tr動a, b棚n c畉nh 畛 n v畉t ang r畉t ph畛 bi畉n Ph但n kh炭c th畛 tr動畛ng - T畉p trung vo kh叩ch hng 畛 tu畛i 15-34 畛 xu畉t gi叩 tr畛: 畛 ch畉t Gi叩 t畛t Ti畛n l畛i Giao hng nhanh ch坦ng Lm th畉 no kinh doanh 畛 n ship th畛nh v動畛ng? 3 c畛t tr畛 chi畉n l動畛c - Tng doanh thu & nh畉n di畛n th動董ng hi畛u nhanh ch坦ng 3 c畛t tr畛 chi畉n l動畛c - Ti畉t gi畉m chi ph鱈 3 c畛t tr畛 chi畉n l動畛c - T畛i 動u h坦a h畛 th畛ng v畉n hnh D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i Kh叩ch hng c畛a AhaMove 達 d畛ch chuy畛n chi畉n l動畛c nh動 th畉 no? Minh h畛a kh叩ch hng h狸nh m畉u giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship AhaMove 4 gi畉i phap c畛t y畉u Giao hng t畛c th畛i, trong 30-60 ph炭t Giao hng t畛c th畛i, trong 30-60 ph炭t 畛 ph畛 r畛ng kh畉p, b畉t c畛 th畛i i畛m no T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 Truong Bomi: Thank you! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2017-171001064251-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Kinh doanh 畛 n ship: 1 v畛n 4 l畛i? AhaMove = Uber cho v畉n chuy畛n 畛 Giao 畛 n ship: 1 v畛n 4 l畛i? T畉i sao giao 畛 n ship? Kho畉ng tr畛ng c董 h畛i Kho畉ng tr畛ng c董 h畛i th畛 tr動畛ng b叩n giy ch但u Phi Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n khu v畛c tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - T - Ng動畛i mua s畉m 畛 n d畛ch chuy畛n mua tr棚n smartphone v m叩y t鱈nh c叩 nh但n Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Xu h動畛ng th畛 tr動畛ng - Th畛 tr動畛ng giao 畛 n Vi畛t Nam tng 畛t ph叩 Lm g狸 畛 b叩n 畛 n ship kinh doanh th畛nh v動畛ng? Nh畉n th畛c chi畉n l動畛c - D畛ch chuy畛n t畛 b叩n t畉i c畛a hng 畉n b叩n online v giao hng ngoi c畛a hng Ph但n kh炭c th畛 tr動畛ng - Ch畛n kh叩ch hng b畉n r畛n, c坦 thu nh畉p kh叩, t畉i n董i c担ng s畛 Ph但n kh炭c th畛 tr動畛ng - Ch畛n 畛 cho b畛a tr動a, b棚n c畉nh 畛 n v畉t ang r畉t ph畛 bi畉n Ph但n kh炭c th畛 tr動畛ng - T畉p trung vo kh叩ch hng 畛 tu畛i 15-34 畛 xu畉t gi叩 tr畛: 畛 ch畉t Gi叩 t畛t Ti畛n l畛i Giao hng nhanh ch坦ng Lm th畉 no kinh doanh 畛 n ship th畛nh v動畛ng? 3 c畛t tr畛 chi畉n l動畛c - Tng doanh thu &amp; nh畉n di畛n th動董ng hi畛u nhanh ch坦ng 3 c畛t tr畛 chi畉n l動畛c - Ti畉t gi畉m chi ph鱈 3 c畛t tr畛 chi畉n l動畛c - T畛i 動u h坦a h畛 th畛ng v畉n hnh D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n v畉n hnh - T畛i 動u h坦a kh担ng gian, t畉p trung lm kho/ b畉p D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh D畛ch chuy畛n kinh doanh B叩n hng online, a k棚nh The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i The Coffee House: V動畛t l棚n c畉nh tranh nh畛 b叩n 畛 u畛ng giao i Kh叩ch hng c畛a AhaMove 達 d畛ch chuy畛n chi畉n l動畛c nh動 th畉 no? Minh h畛a kh叩ch hng h狸nh m畉u giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship V畉n 畛 chung c畛a giao 畛 n ship AhaMove 4 gi畉i phap c畛t y畉u Giao hng t畛c th畛i, trong 30-60 ph炭t Giao hng t畛c th畛i, trong 30-60 ph炭t 畛 ph畛 r畛ng kh畉p, b畉t c畛 th畛i i畛m no T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 T畛i 動u h坦a chi ph鱈 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 D畛 dng qu畉n l箪 h畛 th畛ng, m畛i quy m担 Truong Bomi: Thank you!
2017.09.30 AhaLozi - Kinh doanh 畛 n ship:1 v畛n 4 l畛i? (Truong Bomi) from Truong Bomi
]]> 889 4 https://cdn.slidesharecdn.com/ss_thumbnails/2017-171001064251-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 How did I hack growth at Code4Startup (Leo Trieu) /slideshow/how-did-i-hack-growth-at-code4startup-leo-trieu/76454625 leotrieu-howdidihackgrowthatcode4startup-170529150410
Startup What we see everyday 90% of Startups fail Growth Hacking Cases Studies But, what if we grow too fast Founder mistakes The 50% Rule Think big, start small Stage #1: Idea Stage #2: MVP Getting Users Stage #3: Getting Customers Stage #4: Growth funnel Bonus More Growth Hacking stories ]]>
Startup What we see everyday 90% of Startups fail Growth Hacking Cases Studies But, what if we grow too fast Founder mistakes The 50% Rule Think big, start small Stage #1: Idea Stage #2: MVP Getting Users Stage #3: Getting Customers Stage #4: Growth funnel Bonus More Growth Hacking stories ]]> Mon, 29 May 2017 15:04:10 GMT /slideshow/how-did-i-hack-growth-at-code4startup-leo-trieu/76454625 truonghang297@slideshare.net(truonghang297) How did I hack growth at Code4Startup (Leo Trieu) truonghang297 Startup What we see everyday 90% of Startups fail Growth Hacking Cases Studies But, what if we grow too fast Founder mistakes The 50% Rule Think big, start small Stage #1: Idea Stage #2: MVP Getting Users Stage #3: Getting Customers Stage #4: Growth funnel Bonus More Growth Hacking stories <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leotrieu-howdidihackgrowthatcode4startup-170529150410-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Startup What we see everyday 90% of Startups fail Growth Hacking Cases Studies But, what if we grow too fast Founder mistakes The 50% Rule Think big, start small Stage #1: Idea Stage #2: MVP Getting Users Stage #3: Getting Customers Stage #4: Growth funnel Bonus More Growth Hacking stories
How did I hack growth at Code4Startup (Leo Trieu) from Truong Bomi
]]> 758 4 https://cdn.slidesharecdn.com/ss_thumbnails/leotrieu-howdidihackgrowthatcode4startup-170529150410-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Startup playbook (Sam Altman) /slideshow/startup-playbook-sam-altman/75874754 startupplaybooksamaltman-170511042944
INTRODUCTION ......................................................................................................... 2 Part I: THE IDEA .......................................................................................................... 4 Part II: A GREAT TEAM ............................................................................................... 8 Part III: A GREAT PRODUCT ..................................................................................... 10 Part IV: GREAT EXECUTION ..................................................................................... 13 Part IV: Execution - GROWTH ....................................................................................... 14 Part IV: Execution FOCUS & INTENSITY ....................................................................... 18 Part IV: Execution JOBS OF THE CEO ......................................................................... 21 Part IV: Execution HIRING & MANAGING ................................................................. 25 Part IV: Execution COMPETITORS............................................................................... 28 Part IV: Execution MAKING MONEY .......................................................................... 29 Part IV: Execution FUNDRAISING ............................................................................... 31 CLOSING THOUGHT ................................................................................................ 34 APPENDIX ................................................................................................................ 35 Appendix 1: Projects and Companies ........................................................................ 35 Appendix 2: How to hire ............................................................................................... 36 Appendix 3: Unit Economics ........................................................................................ 44 Appendix 4: Default Alive or Default Dead? .............................................................. 46]]>
INTRODUCTION ......................................................................................................... 2 Part I: THE IDEA .......................................................................................................... 4 Part II: A GREAT TEAM ............................................................................................... 8 Part III: A GREAT PRODUCT ..................................................................................... 10 Part IV: GREAT EXECUTION ..................................................................................... 13 Part IV: Execution - GROWTH ....................................................................................... 14 Part IV: Execution FOCUS & INTENSITY ....................................................................... 18 Part IV: Execution JOBS OF THE CEO ......................................................................... 21 Part IV: Execution HIRING & MANAGING ................................................................. 25 Part IV: Execution COMPETITORS............................................................................... 28 Part IV: Execution MAKING MONEY .......................................................................... 29 Part IV: Execution FUNDRAISING ............................................................................... 31 CLOSING THOUGHT ................................................................................................ 34 APPENDIX ................................................................................................................ 35 Appendix 1: Projects and Companies ........................................................................ 35 Appendix 2: How to hire ............................................................................................... 36 Appendix 3: Unit Economics ........................................................................................ 44 Appendix 4: Default Alive or Default Dead? .............................................................. 46]]> Thu, 11 May 2017 04:29:44 GMT /slideshow/startup-playbook-sam-altman/75874754 truonghang297@slideshare.net(truonghang297) Startup playbook (Sam Altman) truonghang297 INTRODUCTION ......................................................................................................... 2 Part I: THE IDEA .......................................................................................................... 4 Part II: A GREAT TEAM ............................................................................................... 8 Part III: A GREAT PRODUCT ..................................................................................... 10 Part IV: GREAT EXECUTION ..................................................................................... 13 Part IV: Execution - GROWTH ....................................................................................... 14 Part IV: Execution FOCUS & INTENSITY ....................................................................... 18 Part IV: Execution JOBS OF THE CEO ......................................................................... 21 Part IV: Execution HIRING & MANAGING ................................................................. 25 Part IV: Execution COMPETITORS............................................................................... 28 Part IV: Execution MAKING MONEY .......................................................................... 29 Part IV: Execution FUNDRAISING ............................................................................... 31 CLOSING THOUGHT ................................................................................................ 34 APPENDIX ................................................................................................................ 35 Appendix 1: Projects and Companies ........................................................................ 35 Appendix 2: How to hire ............................................................................................... 36 Appendix 3: Unit Economics ........................................................................................ 44 Appendix 4: Default Alive or Default Dead? .............................................................. 46 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/startupplaybooksamaltman-170511042944-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> INTRODUCTION ......................................................................................................... 2 Part I: THE IDEA .......................................................................................................... 4 Part II: A GREAT TEAM ............................................................................................... 8 Part III: A GREAT PRODUCT ..................................................................................... 10 Part IV: GREAT EXECUTION ..................................................................................... 13 Part IV: Execution - GROWTH ....................................................................................... 14 Part IV: Execution FOCUS &amp; INTENSITY ....................................................................... 18 Part IV: Execution JOBS OF THE CEO ......................................................................... 21 Part IV: Execution HIRING &amp; MANAGING ................................................................. 25 Part IV: Execution COMPETITORS............................................................................... 28 Part IV: Execution MAKING MONEY .......................................................................... 29 Part IV: Execution FUNDRAISING ............................................................................... 31 CLOSING THOUGHT ................................................................................................ 34 APPENDIX ................................................................................................................ 35 Appendix 1: Projects and Companies ........................................................................ 35 Appendix 2: How to hire ............................................................................................... 36 Appendix 3: Unit Economics ........................................................................................ 44 Appendix 4: Default Alive or Default Dead? .............................................................. 46
Startup playbook (Sam Altman) from Truong Bomi
]]> 2619 10 https://cdn.slidesharecdn.com/ss_thumbnails/startupplaybooksamaltman-170511042944-thumbnail.jpg?width=120&height=120&fit=bounds document 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 2017.04.21 growth hacking (sg online tech city) truong bomi /slideshow/20170421-growth-hacking-sg-online-tech-city-truong-bomi/75340188 2017-170424074608
GROWTH HACKING 101 - Takeaways from a startup PRACTITIONER 1. Case studies - Dropboxs Referral Growth Engine - Coursera Video Syndications - CafeBiz Content Worth Sharing - AhaMove Integration to Partners 2. Things to remember: Traditional Marketing vs. Growth Hacking a perspective - Slow vs. Rapid Growth - Classical vs. Modern Channels - Data-driven Decision Making: Not a fan vs. Big fan - Attack the mass (and fail) vs. Look for a beautiful niche - Acquisition only vs. AARRR - Team perspective: Marketing only vs. Multi-departmental task force ]]>
GROWTH HACKING 101 - Takeaways from a startup PRACTITIONER 1. Case studies - Dropboxs Referral Growth Engine - Coursera Video Syndications - CafeBiz Content Worth Sharing - AhaMove Integration to Partners 2. Things to remember: Traditional Marketing vs. Growth Hacking a perspective - Slow vs. Rapid Growth - Classical vs. Modern Channels - Data-driven Decision Making: Not a fan vs. Big fan - Attack the mass (and fail) vs. Look for a beautiful niche - Acquisition only vs. AARRR - Team perspective: Marketing only vs. Multi-departmental task force ]]> Mon, 24 Apr 2017 07:46:08 GMT /slideshow/20170421-growth-hacking-sg-online-tech-city-truong-bomi/75340188 truonghang297@slideshare.net(truonghang297) 2017.04.21 growth hacking (sg online tech city) truong bomi truonghang297 GROWTH HACKING 101 - Takeaways from a startup PRACTITIONER 1. Case studies - Dropboxs Referral Growth Engine - Coursera Video Syndications - CafeBiz Content Worth Sharing - AhaMove Integration to Partners 2. Things to remember: Traditional Marketing vs. Growth Hacking a perspective - Slow vs. Rapid Growth - Classical vs. Modern Channels - Data-driven Decision Making: Not a fan vs. Big fan - Attack the mass (and fail) vs. Look for a beautiful niche - Acquisition only vs. AARRR - Team perspective: Marketing only vs. Multi-departmental task force <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2017-170424074608-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> GROWTH HACKING 101 - Takeaways from a startup PRACTITIONER 1. Case studies - Dropboxs Referral Growth Engine - Coursera Video Syndications - CafeBiz Content Worth Sharing - AhaMove Integration to Partners 2. Things to remember: Traditional Marketing vs. Growth Hacking a perspective - Slow vs. Rapid Growth - Classical vs. Modern Channels - Data-driven Decision Making: Not a fan vs. Big fan - Attack the mass (and fail) vs. Look for a beautiful niche - Acquisition only vs. AARRR - Team perspective: Marketing only vs. Multi-departmental task force
2017.04.21 growth hacking (sg online tech city) truong bomi from Truong Bomi
]]> 835 2 https://cdn.slidesharecdn.com/ss_thumbnails/2017-170424074608-thumbnail.jpg?width=120&height=120&fit=bounds presentation 000000 http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Digital in 2017 - Southeast Asia & Vietnam (We Are Social) /truonghang297/digital-in-2017-southeast-asia-vietnam-we-are-social digitalin2017-southeastasiawearesocial-170131145427
B畛c tranh t畛ng k畉t linh v畛c Digital 畛 khu v畛c 担ng Nam 畉u 2017, trong 坦 c坦: - Ch畛p nhanh l挑nh v畛c c担ng ngh畛 s畛 ton c畉u (Global Digital Snapshot) - Ch畛p nhanh 畛 11 qu畛c gia 担ng Nam , trong 坦 c坦 Vi畛t Nam. 畛 m畛i qu畛c gia 畛u ch畛a 畛ng c叩c nh坦m ch畛 s畛 c畛t y畉u: 1. Th畛ng k棚 tr畛ng i畛m (Key Digital Statistics) 2. Tng tr動畛ng s畛 theo nm (Annual Digital Growth) 3. Ph但n b畛 l動u l動畛ng truy c畉p web theo lo畉i thi畉t b畛 (Share of Web Traffic by Devices) 4. M畛c 畛 s畛 d畛ng Facebook (Facebook Usage Analysis) 5. K畉t n畛i thi畉t b畛 theo ch畛ng lo畉i (Mobile Connections by Types) ]]>
B畛c tranh t畛ng k畉t linh v畛c Digital 畛 khu v畛c 担ng Nam 畉u 2017, trong 坦 c坦: - Ch畛p nhanh l挑nh v畛c c担ng ngh畛 s畛 ton c畉u (Global Digital Snapshot) - Ch畛p nhanh 畛 11 qu畛c gia 担ng Nam , trong 坦 c坦 Vi畛t Nam. 畛 m畛i qu畛c gia 畛u ch畛a 畛ng c叩c nh坦m ch畛 s畛 c畛t y畉u: 1. Th畛ng k棚 tr畛ng i畛m (Key Digital Statistics) 2. Tng tr動畛ng s畛 theo nm (Annual Digital Growth) 3. Ph但n b畛 l動u l動畛ng truy c畉p web theo lo畉i thi畉t b畛 (Share of Web Traffic by Devices) 4. M畛c 畛 s畛 d畛ng Facebook (Facebook Usage Analysis) 5. K畉t n畛i thi畉t b畛 theo ch畛ng lo畉i (Mobile Connections by Types) ]]> Tue, 31 Jan 2017 14:54:27 GMT /truonghang297/digital-in-2017-southeast-asia-vietnam-we-are-social truonghang297@slideshare.net(truonghang297) Digital in 2017 - Southeast Asia & Vietnam (We Are Social) truonghang297 B畛c tranh t畛ng k畉t linh v畛c Digital 畛 khu v畛c 担ng Nam 畉u 2017, trong 坦 c坦: - Ch畛p nhanh l挑nh v畛c c担ng ngh畛 s畛 ton c畉u (Global Digital Snapshot) - Ch畛p nhanh 畛 11 qu畛c gia 担ng Nam , trong 坦 c坦 Vi畛t Nam. 畛 m畛i qu畛c gia 畛u ch畛a 畛ng c叩c nh坦m ch畛 s畛 c畛t y畉u: 1. Th畛ng k棚 tr畛ng i畛m (Key Digital Statistics) 2. Tng tr動畛ng s畛 theo nm (Annual Digital Growth) 3. Ph但n b畛 l動u l動畛ng truy c畉p web theo lo畉i thi畉t b畛 (Share of Web Traffic by Devices) 4. M畛c 畛 s畛 d畛ng Facebook (Facebook Usage Analysis) 5. K畉t n畛i thi畉t b畛 theo ch畛ng lo畉i (Mobile Connections by Types) <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/digitalin2017-southeastasiawearesocial-170131145427-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> B畛c tranh t畛ng k畉t linh v畛c Digital 畛 khu v畛c 担ng Nam 畉u 2017, trong 坦 c坦: - Ch畛p nhanh l挑nh v畛c c担ng ngh畛 s畛 ton c畉u (Global Digital Snapshot) - Ch畛p nhanh 畛 11 qu畛c gia 担ng Nam , trong 坦 c坦 Vi畛t Nam. 畛 m畛i qu畛c gia 畛u ch畛a 畛ng c叩c nh坦m ch畛 s畛 c畛t y畉u: 1. Th畛ng k棚 tr畛ng i畛m (Key Digital Statistics) 2. Tng tr動畛ng s畛 theo nm (Annual Digital Growth) 3. Ph但n b畛 l動u l動畛ng truy c畉p web theo lo畉i thi畉t b畛 (Share of Web Traffic by Devices) 4. M畛c 畛 s畛 d畛ng Facebook (Facebook Usage Analysis) 5. K畉t n畛i thi畉t b畛 theo ch畛ng lo畉i (Mobile Connections by Types)
Digital in 2017 - Southeast Asia & Vietnam (We Are Social) from Truong Bomi
]]> 15317 15 https://cdn.slidesharecdn.com/ss_thumbnails/digitalin2017-southeastasiawearesocial-170131145427-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 How to get into the hearts of your audience with the emotional branding tactics used by Apple, Nike & Coca cola /truonghang297/how-to-get-into-the-hearts-of-your-audience-with-the-emotional-branding-tactics-used-by-apple-nike-amp-coca-cola howtogetintotheheartsofyouraudiencewiththeemotionalbrandingtacticsusedbyapplenikecoca-cola-170115041254
01. Draw on basic emotional triggers 02. Design for holidays and seasons 03. Use a powerful combination of imagery and language 04. Design only for your audience]]>
01. Draw on basic emotional triggers 02. Design for holidays and seasons 03. Use a powerful combination of imagery and language 04. Design only for your audience]]> Sun, 15 Jan 2017 04:12:54 GMT /truonghang297/how-to-get-into-the-hearts-of-your-audience-with-the-emotional-branding-tactics-used-by-apple-nike-amp-coca-cola truonghang297@slideshare.net(truonghang297) How to get into the hearts of your audience with the emotional branding tactics used by Apple, Nike & Coca cola truonghang297 01. Draw on basic emotional triggers 02. Design for holidays and seasons 03. Use a powerful combination of imagery and language 04. Design only for your audience <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtogetintotheheartsofyouraudiencewiththeemotionalbrandingtacticsusedbyapplenikecoca-cola-170115041254-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 01. Draw on basic emotional triggers 02. Design for holidays and seasons 03. Use a powerful combination of imagery and language 04. Design only for your audience
How to get into the hearts of your audience with the emotional branding tactics used by Apple, Nike & Coca cola from Truong Bomi
]]> 1170 8 https://cdn.slidesharecdn.com/ss_thumbnails/howtogetintotheheartsofyouraudiencewiththeemotionalbrandingtacticsusedbyapplenikecoca-cola-170115041254-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Lean Customer Development - T坦m t畉t (Truong Bomi) /slideshow/lean-customer-cevelopment-tm-tt-truong-bomi/68776528 leancustomerdevelopment-tmtttruongbomi-161112105516
Cu畛n s叩ch chia lm 9 ch動董ng v畛i n畛i dung nh動 sau: Ch動董ng 1: Th畉 no l ph叩t tri畛n kh叩ch hng? Cung c畉p nh畛ng th担ng tin c董 b畉n nh畉m thuy畉t ph畛c t畛 ch畛c m b畉n ang lm vi畛c th畛c hi畛n ph動董ng ph叩p ny Ch動董ng 2: B畉t 畉u t畛 但u? B動畛c 畉u x叩c 畛nh c叩c gi畉 thuy畉t, c叩c v畉n 畛 x畉y ra n畉u 叩p d畛ng gi畉 thuy畉t 坦 c滴ng nh動 ph叩c th畉o profile kh叩ch hng m畛c ti棚u Ch動董ng 3: C畉n trao 畛i v畛i ai? Lm sao 畛 t狸m ra kh叩ch hng m畛c ti棚u v c叩ch ti畉p c畉n v畛i h畛 Ch動董ng 4: C畉n nghi棚n c畛u nh畛ng g狸? Chi ti畉t c但u h畛i v畛 th坦i quen mua s畉m c畛a kh叩ch hng, c叩c i畛m c畉n ch炭 箪, c叩c h畉n ch畉 v l箪 gi畉i c叩c v畉n 畛 li棚n quan Ch動董ng 5: Th畛c hi畛n Gi炭p b畉n thnh c担ng trong vi畛c interview v畛i kh叩ch hng : lm th畉 no 畛 t畛 gi畛i thieu b畉n th但n, ti畉p c畉n kh叩ch hng, khai th叩c c但u tr畉 l畛i 1 c叩ch chi ti畉t, t狸m ra c叩c v畉n 畛 c畛t l探i li棚n quan 畉n th坦i quen v nhu c畉u c畛a kh叩ch hng Ch動董ng 6: Th畉 no l 1 gi畉 thuy畉t kh畉 thi? Ch畛 ra c叩ch lm th畉 no 畛 t畛ng h畛p nh畛ng th担ng tin thu 動畛c, t畛 坦 動a ra quy畉t 畛nh th畛c hi畛n s畉n ph畉m/d畛ch v畛 Ch動董ng 7: Nh畛ng lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng M担 t畉 c叩c lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng v trong tr動畛ng h畛p n棚n x但y d畛ng lo畉i s畉n ph畉m no Ch動董ng 8: Lm th畉 no 畛 ph叩t tri畛n KH sau khi 達 c坦 kh叩ch hng? Gi炭p b畉n kh叩m ph叩 ra c叩ch thi畉t l畉p k畛 v畛ng h畛p l箪 v gi畛 uy t鱈n v畛i KH Ch動董ng 9: Ti畉p t畛c ph叩t tri畛n kh叩ch hng Cung c畉p c叩c chi畉n l動畛c 畛 li棚n t畛c ph叩t tri畛n kh叩ch hng v c叩ch t畉o c董 h畛i 畛 ti畉p x炭c nhi畛u h董n v畛i h畛 ]]>
Cu畛n s叩ch chia lm 9 ch動董ng v畛i n畛i dung nh動 sau: Ch動董ng 1: Th畉 no l ph叩t tri畛n kh叩ch hng? Cung c畉p nh畛ng th担ng tin c董 b畉n nh畉m thuy畉t ph畛c t畛 ch畛c m b畉n ang lm vi畛c th畛c hi畛n ph動董ng ph叩p ny Ch動董ng 2: B畉t 畉u t畛 但u? B動畛c 畉u x叩c 畛nh c叩c gi畉 thuy畉t, c叩c v畉n 畛 x畉y ra n畉u 叩p d畛ng gi畉 thuy畉t 坦 c滴ng nh動 ph叩c th畉o profile kh叩ch hng m畛c ti棚u Ch動董ng 3: C畉n trao 畛i v畛i ai? Lm sao 畛 t狸m ra kh叩ch hng m畛c ti棚u v c叩ch ti畉p c畉n v畛i h畛 Ch動董ng 4: C畉n nghi棚n c畛u nh畛ng g狸? Chi ti畉t c但u h畛i v畛 th坦i quen mua s畉m c畛a kh叩ch hng, c叩c i畛m c畉n ch炭 箪, c叩c h畉n ch畉 v l箪 gi畉i c叩c v畉n 畛 li棚n quan Ch動董ng 5: Th畛c hi畛n Gi炭p b畉n thnh c担ng trong vi畛c interview v畛i kh叩ch hng : lm th畉 no 畛 t畛 gi畛i thieu b畉n th但n, ti畉p c畉n kh叩ch hng, khai th叩c c但u tr畉 l畛i 1 c叩ch chi ti畉t, t狸m ra c叩c v畉n 畛 c畛t l探i li棚n quan 畉n th坦i quen v nhu c畉u c畛a kh叩ch hng Ch動董ng 6: Th畉 no l 1 gi畉 thuy畉t kh畉 thi? Ch畛 ra c叩ch lm th畉 no 畛 t畛ng h畛p nh畛ng th担ng tin thu 動畛c, t畛 坦 動a ra quy畉t 畛nh th畛c hi畛n s畉n ph畉m/d畛ch v畛 Ch動董ng 7: Nh畛ng lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng M担 t畉 c叩c lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng v trong tr動畛ng h畛p n棚n x但y d畛ng lo畉i s畉n ph畉m no Ch動董ng 8: Lm th畉 no 畛 ph叩t tri畛n KH sau khi 達 c坦 kh叩ch hng? Gi炭p b畉n kh叩m ph叩 ra c叩ch thi畉t l畉p k畛 v畛ng h畛p l箪 v gi畛 uy t鱈n v畛i KH Ch動董ng 9: Ti畉p t畛c ph叩t tri畛n kh叩ch hng Cung c畉p c叩c chi畉n l動畛c 畛 li棚n t畛c ph叩t tri畛n kh叩ch hng v c叩ch t畉o c董 h畛i 畛 ti畉p x炭c nhi畛u h董n v畛i h畛 ]]> Sat, 12 Nov 2016 10:55:16 GMT /slideshow/lean-customer-cevelopment-tm-tt-truong-bomi/68776528 truonghang297@slideshare.net(truonghang297) Lean Customer Development - T坦m t畉t (Truong Bomi) truonghang297 Cu畛n s叩ch chia lm 9 ch動董ng v畛i n畛i dung nh動 sau: Ch動董ng 1: Th畉 no l ph叩t tri畛n kh叩ch hng? Cung c畉p nh畛ng th担ng tin c董 b畉n nh畉m thuy畉t ph畛c t畛 ch畛c m b畉n ang lm vi畛c th畛c hi畛n ph動董ng ph叩p ny Ch動董ng 2: B畉t 畉u t畛 但u? B動畛c 畉u x叩c 畛nh c叩c gi畉 thuy畉t, c叩c v畉n 畛 x畉y ra n畉u 叩p d畛ng gi畉 thuy畉t 坦 c滴ng nh動 ph叩c th畉o profile kh叩ch hng m畛c ti棚u Ch動董ng 3: C畉n trao 畛i v畛i ai? Lm sao 畛 t狸m ra kh叩ch hng m畛c ti棚u v c叩ch ti畉p c畉n v畛i h畛 Ch動董ng 4: C畉n nghi棚n c畛u nh畛ng g狸? Chi ti畉t c但u h畛i v畛 th坦i quen mua s畉m c畛a kh叩ch hng, c叩c i畛m c畉n ch炭 箪, c叩c h畉n ch畉 v l箪 gi畉i c叩c v畉n 畛 li棚n quan Ch動董ng 5: Th畛c hi畛n Gi炭p b畉n thnh c担ng trong vi畛c interview v畛i kh叩ch hng : lm th畉 no 畛 t畛 gi畛i thieu b畉n th但n, ti畉p c畉n kh叩ch hng, khai th叩c c但u tr畉 l畛i 1 c叩ch chi ti畉t, t狸m ra c叩c v畉n 畛 c畛t l探i li棚n quan 畉n th坦i quen v nhu c畉u c畛a kh叩ch hng Ch動董ng 6: Th畉 no l 1 gi畉 thuy畉t kh畉 thi? Ch畛 ra c叩ch lm th畉 no 畛 t畛ng h畛p nh畛ng th担ng tin thu 動畛c, t畛 坦 動a ra quy畉t 畛nh th畛c hi畛n s畉n ph畉m/d畛ch v畛 Ch動董ng 7: Nh畛ng lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng M担 t畉 c叩c lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng v trong tr動畛ng h畛p n棚n x但y d畛ng lo畉i s畉n ph畉m no Ch動董ng 8: Lm th畉 no 畛 ph叩t tri畛n KH sau khi 達 c坦 kh叩ch hng? Gi炭p b畉n kh叩m ph叩 ra c叩ch thi畉t l畉p k畛 v畛ng h畛p l箪 v gi畛 uy t鱈n v畛i KH Ch動董ng 9: Ti畉p t畛c ph叩t tri畛n kh叩ch hng Cung c畉p c叩c chi畉n l動畛c 畛 li棚n t畛c ph叩t tri畛n kh叩ch hng v c叩ch t畉o c董 h畛i 畛 ti畉p x炭c nhi畛u h董n v畛i h畛 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leancustomerdevelopment-tmtttruongbomi-161112105516-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Cu畛n s叩ch chia lm 9 ch動董ng v畛i n畛i dung nh動 sau: Ch動董ng 1: Th畉 no l ph叩t tri畛n kh叩ch hng? Cung c畉p nh畛ng th担ng tin c董 b畉n nh畉m thuy畉t ph畛c t畛 ch畛c m b畉n ang lm vi畛c th畛c hi畛n ph動董ng ph叩p ny Ch動董ng 2: B畉t 畉u t畛 但u? B動畛c 畉u x叩c 畛nh c叩c gi畉 thuy畉t, c叩c v畉n 畛 x畉y ra n畉u 叩p d畛ng gi畉 thuy畉t 坦 c滴ng nh動 ph叩c th畉o profile kh叩ch hng m畛c ti棚u Ch動董ng 3: C畉n trao 畛i v畛i ai? Lm sao 畛 t狸m ra kh叩ch hng m畛c ti棚u v c叩ch ti畉p c畉n v畛i h畛 Ch動董ng 4: C畉n nghi棚n c畛u nh畛ng g狸? Chi ti畉t c但u h畛i v畛 th坦i quen mua s畉m c畛a kh叩ch hng, c叩c i畛m c畉n ch炭 箪, c叩c h畉n ch畉 v l箪 gi畉i c叩c v畉n 畛 li棚n quan Ch動董ng 5: Th畛c hi畛n Gi炭p b畉n thnh c担ng trong vi畛c interview v畛i kh叩ch hng : lm th畉 no 畛 t畛 gi畛i thieu b畉n th但n, ti畉p c畉n kh叩ch hng, khai th叩c c但u tr畉 l畛i 1 c叩ch chi ti畉t, t狸m ra c叩c v畉n 畛 c畛t l探i li棚n quan 畉n th坦i quen v nhu c畉u c畛a kh叩ch hng Ch動董ng 6: Th畉 no l 1 gi畉 thuy畉t kh畉 thi? Ch畛 ra c叩ch lm th畉 no 畛 t畛ng h畛p nh畛ng th担ng tin thu 動畛c, t畛 坦 動a ra quy畉t 畛nh th畛c hi畛n s畉n ph畉m/d畛ch v畛 Ch動董ng 7: Nh畛ng lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng M担 t畉 c叩c lo畉i s畉n ph畉m kh畉 thi t畛i thi畛u n棚n x但y d畛ng v trong tr動畛ng h畛p n棚n x但y d畛ng lo畉i s畉n ph畉m no Ch動董ng 8: Lm th畉 no 畛 ph叩t tri畛n KH sau khi 達 c坦 kh叩ch hng? Gi炭p b畉n kh叩m ph叩 ra c叩ch thi畉t l畉p k畛 v畛ng h畛p l箪 v gi畛 uy t鱈n v畛i KH Ch動董ng 9: Ti畉p t畛c ph叩t tri畛n kh叩ch hng Cung c畉p c叩c chi畉n l動畛c 畛 li棚n t畛c ph叩t tri畛n kh叩ch hng v c叩ch t畉o c董 h畛i 畛 ti畉p x炭c nhi畛u h董n v畛i h畛
Lean Customer Development - Tm tt (Truong Bomi) from Truong Bomi
]]> 1452 5 https://cdn.slidesharecdn.com/ss_thumbnails/leancustomerdevelopment-tmtttruongbomi-161112105516-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-truonghang297-48x48.jpg?cb=1748512160 Imperatively looking for "rock climbers"! AhaMove is thirsty for high caliber partners to join our climbing team, disrupting intra-city on-demand delivery in Vietnam through advanced technology, validated business model at scale, and operational excellence. ahamove.com/ https://cdn.slidesharecdn.com/ss_thumbnails/2025-250529095212-a3b15426-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2025-05-25-sic-business-model-canvas-in-application-truong-bomi-pdf/279855683 2025.05.25 SiC - Busin... https://cdn.slidesharecdn.com/ss_thumbnails/2024-241201142653-3907ff6f-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2024-12-01-van-lang-uni-startup-sharing-mario-game-for-life-career-truong-bomi-pdf/273753297 2024.12.01 Van Lang Un... https://cdn.slidesharecdn.com/ss_thumbnails/sapavmm2022root-reflectiontruongbomi-220917155311-84d2f928-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/sapa-vmm-2022-root-reflection-truong-bomipdf/253015831 Sapa VMM 2022 @ Root -...