# this one idea will 10x your revenue...
**作者**: EP
**日期**: 2026-07-22T13:28:33.000Z
**来源**: [https://x.com/eptwts/status/2079921541031080242](https://x.com/eptwts/status/2079921541031080242)
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the general consensus is that building a business means picking a format (course, software, service) and building that one thing...
while it can be, that's not how you build leverage.
your solution is the core transformation you deliver. your products are just different mechanisms to deliver that transformation to different people at different friction points.
in this article i'll cover why you should stop building standalone products & start building ecosystems.
the traditional approach is that you pick a format first. for example, "i'll make a course."
then you build that course & market it. if you get sales, maybe you add coaching/mentorship or templates as upsells.
this is linear - you have one product, with one revenue stream & one type of customer.
instead you should identify the core transformation you deliver. then you find all the friction points around that transformation, before, during, and after.
then you figure out how to solve each friction point. each solution becomes a product - each product strengthening the others.
in other words, you're not just building a product, you're building an entire ecosystem.
the question shouldn't be "what product should i make?" the question should be "how do i deliver this solution to as many people as possible, at every point where they need it?"
## example: sales training
let me show you the difference with a real example.
the linear approach:
you create a sales training course for $997. it teaches people how to close deals. if it sells well, you upsell them to coaching for . maybe you throw in some email templates. this way you have one core product, w/ one type of customer & just one point of leverage.
the solution approach:
start with the core problem - offer owners need sales teams, but onboarding is hard. good sales training exists, but people quit anyway, not because the training is bad, but because they can't find jobs to apply the training to. no clear path from "learned sales" to "getting hired" will always= high dropout rates.
now map the adjacent problems:
- sales people need verification (proof they're actually good)
- offer owners need vetted sales talent & not just randos claiming they can sell
- there's no central place where trained sellers and offer owners meet
the platform solution:
build a sales training app where people learn and find jobs in the same place. real-time data on new contract listings. apply to jobs directly in the app. track your training progress and results. offer owners come to the platform to hire verified sellers. sellers get verification they can use across the industry.
this way you're not just selling training. you're controlling the entire value chain - training, job placement, verification, and hiring infrastructure. each part makes the others more valuable. more trained sellers attract more offer owners. more offer owners attract more sellers, thus creating a compounding ecosystem.
## finding your leverage points
your job is to find every friction point around your core solution and figure out how to solve it.
ask these questions:
- what happens before they need your solution?
- what are they doing that's not working?
- what infrastructure is missing?
- what education gap exists?
- what happens after they use it?
- where do they get stuck implementing?
- what adjacent problem does your solution create?
- what do they need next?
- who else is involved in the process?
- is there another party (employer, vendor, customer) who also has friction
- can you solve their problem too and create a two-sided market?
- what infrastructure doesn't exist yet?
- what platform, marketplace, or system would make your solution 10x more effective if it existed?
every answer is a potential product.
this short article should ideally change how you think about building.
you're not building standalone products. you're building leverage mechanisms. you're not asking "what should i make?" you should be asking "where are all the friction points in this transformation, and how do i solve each one?"
when you think in terms of ecosystems instead of products, you see opportunities everywhere - one product idea will turn into an ecosystem of 10 offers.
## 相关链接
- [@eptwts](https://x.com/eptwts)
- [11K](https://x.com/eptwts/status/2079921541031080242/analytics)
- [Upgrade to Premium](https://x.com/i/premium_sign_up)
- [9:28 PM · Jul 22, 2026](https://x.com/eptwts/status/2079921541031080242)
- [11.6K Views](https://x.com/eptwts/status/2079921541031080242/analytics)
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*导出时间: 2026/7/23 12:12:37*
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## 中文翻译
# 这一个想法将让你的收入翻十倍...
**作者**: EP
**日期**: 2026-07-22T13:28:33.000Z
**来源**: [https://x.com/eptwts/status/2079921541031080242](https://x.com/eptwts/status/2079921541031080242)
---
普遍的观点认为，创业意味着选择一种形式（课程、软件、服务），然后构建那单一的产品……
虽然也可以这么做，但这并不是建立杠杆的方式。
你的解决方案是你交付的核心转变。你的产品只是将这种转变传递给不同人群、在不同摩擦点的不同机制。
在这篇文章中，我将探讨为什么你应该停止构建独立产品，转而开始构建生态系统。
传统的方法是你先选择一种形式。例如，“我要做一门课程。”
然后你构建这门课程并进行营销。如果你有了销量，也许你会添加辅导/指导或模板作为追加销售。
这是线性的——你只有一个产品，一个收入来源和一种类型的客户。
相反，你应该确定你交付的核心转变。然后找到围绕该转变的所有摩擦点，包括之前、期间和之后。
然后你想办法解决每一个摩擦点。每个解决方案都变成一个产品——每个产品都相互增强。
换句话说，你不仅仅是在构建产品，你是在构建一个完整的生态系统。
问题不应该是“我应该做什么产品？”，问题应该是“我如何在人们需要的每一个节点，将这个解决方案传递给尽可能多的人？”
## 示例：销售培训
让我用一个真实的例子来展示这种差异。
线性方法：
你创建了一个售价 997 美元的销售培训课程。它教导人们如何达成交易。如果卖得好，你会向他们追加销售辅导服务，价格可能是 5000 美元。也许你还会附带一些邮件模板。这样你有一个核心产品，一种类型的客户，仅仅一个杠杆点。
解决方案方法：
从核心问题开始——报价所有者需要销售团队，但入职很难。好的销售培训确实存在，但人们还是会退出，不是因为培训不好，而是因为他们找不到工作来应用所学的培训。从“学会销售”到“被录用”没有清晰的路径，这将永远等于高流失率。
现在映射相邻的问题：
- 销售人员需要认证（证明他们确实很优秀）
- 报价所有者需要经过审查的销售人才，而不仅仅是声称能销售的随机路人
- 没有一个受过培训的卖家和报价所有者相遇的中心场所
平台解决方案：
构建一个销售培训应用程序，人们在同一个地方学习并找工作。新合同列表的实时数据。直接在应用程序中申请工作。跟踪你的培训进度和结果。报价所有者来到平台招聘经过验证的卖家。卖家获得可以在整个行业使用的认证。
这样你不仅仅是在销售培训。你正在控制整个价值链——培训、工作安置、认证和招聘基础设施。每个部分都让其他部分更有价值。更多受过培训的卖家吸引更多的报价所有者。更多的报价所有者吸引更多的卖家，从而创造一个复合增长的生态系统。
## 寻找你的杠杆点
你的工作是找到围绕你核心解决方案的每一个摩擦点，并弄清楚如何解决它。
问这些问题：
- 在他们需要你的解决方案之前发生了什么？
- 他们正在做什么无效的事情？
- 缺少什么基础设施？
- 存在什么教育差距？
- 在他们使用它之后会发生什么？
- 他们在执行过程中在哪里卡住了？
- 你的解决方案创造了什么相邻问题？
- 他们接下来需要什么？
- 还有谁参与了这个过程？
- 是否有另一方（雇主、供应商、客户）也有摩擦？
- 你能解决他们的问题并创造一个双边市场吗？
- 什么基础设施还不存在？
- 如果存在什么样的平台、市场或系统会让你的解决方案有效性翻十倍？
每个答案都是一个潜在的产品。
这篇短文章理想情况下应该改变你对构建的思考方式。
你不是在构建独立产品。你是在构建杠杆机制。你不是在问“我应该做什么？”，你应该问“在这个转变中所有的摩擦点在哪里，我该如何解决每一个问题？”
当你用生态系统而不是产品的角度思考时，你会到处看到机会——一个产品想法将变成一个包含 10 个报价的生态系统。
## 相关链接
- [@eptwts](https://x.com/eptwts)
- [11K](https://x.com/eptwts/status/2079921541031080242/analytics)
- [升级到 Premium](https://x.com/i/premium_sign_up)
- [2026年7月22日 晚上9:28](https://x.com/eptwts/status/2079921541031080242)
- [11.6K 浏览量](https://x.com/eptwts/status/2079921541031080242/analytics)
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*导出时间: 2026/7/23 12:12:37*