I happened to have a speech that day, and at the end of the speech, I responded to the boss's confusion with" Effective Operators "and summed up 10 things the boss should do. In fact, these 10 things are also the essence of the book "Effective Operators", and I would like to tell you one by one. Strategy
is the study of what to do, what to do and what not to do, is a very important choice, related to the survival of enterprises. Strategy should combine planning with planning, combine planning for the present with planning for the long term, and learn to think strategically as an enterprise. It is to study the strategy, judge the direction, determine the goal, weigh the opportunities and risks, and balance the current interests and long-term development. Setting the strategy is the boss's business, although there are strategic management departments and boards of directors in the enterprise, the final strategic decision is made by the boss, and the boss of the enterprise should be responsible for the enterprise strategy. The purpose of
strategy is to enable enterprises to gain advantages in competition. Strategic win is a big win, and strategic loss is a big loss. Generally, it is enough to correct a tactical mistake, but a strategic mistake is a lifelong mistake, and the market often does not give you time to correct it. As the saying goes, "Men are afraid of entering the wrong line, women are afraid of marrying the wrong man", which in fact means that life can not make strategic mistakes. After the formulation of the
strategy, the enterprise should also decompose the overall strategy into related strategic actions to form a strategic combination at the company level and the business level for implementation. It is very important for
enterprises to choose business. Some enterprises that do well often choose a good business and then make it successful in a down-to-earth manner, while some enterprises choose business in a fickle way, spend a lot of money, and finally accomplish nothing. Once the business is wrong, it may not be remedied.
In the process of development, enterprises often have the tendency of business expansion, whether to adhere to specialization or choose diversification, or both specialization and diversification, which is a major issue that enterprises must face. For small and medium-sized enterprises, it is recommended to do specialization; for medium and large enterprises, it is recommended to do related diversification; for large investment groups, it is recommended to do diversification, business is not necessarily related to each other but to hedge, that is, the investment structure of "the East is not bright, the West is bright".
To make a good business choice, first of all, enterprises should ask "four questions", that is, do they have any advantages in the industry? Is there room in the market? Can business model be replicated? Can it be connected with the capital market? Secondly, there are "four don'ts", that is, don't do business with excess capacity, don't do business without making money, don't do unfamiliar business, and don't do business with obvious legal risks. Finally, we should adhere to the "four essentials", namely, risk assessment, professional collaboration, acquisition team and perseverance.
To find the right person
to do business is to put people before things, not to put things before people, and to know how to make good use of people is the key to the success of enterprises. Among business selection and personnel selection, personnel selection is more important. If you have a good business and can't choose the right person, you can give up the business. My core criteria for selecting and employing people are: having both ability and political integrity, putting morality first, and giving priority to talent. That is to say, to find capable people from good people, doing business is a very complicated thing, but good people do not necessarily do well, but also must be a capable person, in order to do it.
A first-class leader should have a first-class personality. A small victory depends on wisdom, and a big victory depends on virtue. If a cadre's moral character is not up to standard or even has major problems, then the greater his ability, the greater the damage to the enterprise, which will not only bring bad atmosphere to the whole team, but also destroy the foundation of the enterprise.
Therefore, talented people without virtue can not be used even if their abilities are strong. Of course, there is no virtue without talent, no genuine talent and learning, just a "good man", the enterprise will not have a big improvement. The correct way to select people is to select talented people on the premise of good moral character. To give priority to talent, the key is to find those who are proficient in the profession and have a deep understanding of the profession, that is, those who can plant their own land well and do their work well.
I am an evangelistic leader. In the past, when I was in the enterprise, I would preach to everyone at the monthly meeting, talking about the situation, strategy, management, culture and so on. I seldom blush with everyone. I always feel that only when we have the same ideas can we keep pace with each other. To be a leader is mainly to unify everyone's ideas, and to correct some of everyone's actions, we should try our best to hand them over to the Ministry.
First-class enterprises need first-class ideas, and only first-class ideas can lead first-class enterprises. An entrepreneur should not be a matter-of-fact person, but a person with broad vision, profound thinking and advanced thinking. The process of preaching is the process of spreading ideas and culture. With the change of environment and different positions, entrepreneurs need to quickly change their roles, keep pace with the times, and lead the enterprise forward with leading ideas. Innovation
is the first driving force for the development of enterprises, but innovation is also a high-risk activity, not innovation waiting for death, and blind innovation will seek death, and often die faster. Innovation is to dare to eat crabs, but also to eat crabs.
Enterprises are the main body of innovation, capital is the lever of innovation, and entrepreneurs are the people who can light up enterprises with innovative thinking, not only to be brave in innovation, but also to make changes at critical moments. The task of entrepreneurs is to use capital to carry out effective innovation, and to stabilize and reduce related risks. Innovation is a new combination, in which the most important and core element is science and technology. The important dimension to measure the ability of entrepreneurs is to see whether the element of science and technology can be combined. Scientific and technological innovation is now the core of enterprise innovation.
Innovation has both rules to follow and models to follow. There are several innovation modes, including independent innovation and imitation innovation, integrated innovation and collaborative innovation, sustainable innovation and subversive innovation, business model innovation, etc. Enterprise innovation must be purposeful, Drucker said, purposeful innovation can reduce 90% of the risk. In addition, innovation should be organized and effective, and entrepreneurs should learn to create an open, active and innovative cultural atmosphere and environment in enterprises. The ability challenge faced by entrepreneurs
today is not necessarily the ability to create resources, but the ability to integrate resources.
According to the theory of enterprise growth we have learned in the past, enterprises often rely on endogenous growth, focusing on how to maximize the internal resources of enterprises, how to rely on existing business to achieve sales revenue and profit growth. However, in the process of enterprise expansion, it is very difficult to develop rapidly in a short time only by endogenous growth, which may miss some market window periods. Therefore, entrepreneurs should not only pay attention to existing resources and business, but also pay more attention to the integration and optimization of systematic resources, especially to enhance the effect and comprehensive value of resource integration. As an enterprise,
we should not only attach importance to endogenous growth, but also to joint reorganization. Joint reorganization should also aim at making profits. To do a good job of joint reorganization, there are five important integration tasks to be done, namely, institutional integration, business integration, market integration, management integration and cultural integration. Only when these five integrations are done well, can enterprises play a better synergistic effect.
In fact, we should first pay attention to the price, because the price to the profit is ten times, the cost to the profit is six times, and the sales volume to the profit is four times. The practice of fighting for market share by means of price reduction often has no profit, the cost is rigid, and the marginal revenue achieved by cost reduction is diminishing, enterprises can not always reduce costs, to a certain extent, further cost reduction will be at the expense of quality. Enterprises should have stable prices, earn reasonable profits, and thus continue to make profits, which is the basis for the healthy operation and development of enterprises.
In the era of shortage, the ratio of quantity, cost and profit to price is effective, because it can be profitable by selling more and reducing the cost, but in the era of surplus, the quantity can not go up, and the price reduction can not necessarily sell more, so it is better to sell more at the price, that is, to stabilize the price, guarantee the quantity and reduce the cost, even if it is reduced appropriately, it is also necessary to stabilize the price , because even if it is 20% less. It only affects profits by 15%, while once the price is reduced by 5%, it may affect profits by 60%. When price and sales volume can not be achieved at the same time, first of all, we should ensure a reasonable profit, find the best balance between price and sales volume, and blindly sacrifice price to increase sales volume is not feasible. Brand
is a collection of all the elements of an enterprise in the market competition, and it is also an important intangible asset of an enterprise. On the surface, brand is the logo of enterprise products, but in fact, it condenses the whole of enterprise management and cultural spirit. Everyone is familiar with Shi Zhengrong's smile curve, which makes money from technology patents and brand services, while manufacturing is often the lower lip that makes less money.
Today, all kinds of product manufacturing and technology iteration are very fast, and what one enterprise can do, other enterprises can do soon. In the future, all technologies can be homogenized, all products can be homogenized, but what is different? That is to say, enterprises still need to rely on brands to make money. The
issue of brand is very important, and now it has entered an era from quality to brand. Brand work is not only a matter for salesmen and brand experts, but also a "top leader" project. To build a brand, the first thing for an enterprise is to make the product perfect and pay attention to every detail of quality and service. Brand is not born out of thin air, its construction is not a day's work, need to persist for a long time, and continue to increase investment in the brand. In addition to publicizing and maintaining our own brands, we should also tell the story of Chinese brands, improve the global market's new understanding of Chinese brands, and promote the world's love for Chinese brands to the world's love for Chinese brands. It is very important to
establish a mechanism
to do two things in an enterprise, one is to have a good leader with entrepreneurial spirit, and the other is that cadres and employees can take the factory as their home and let everyone become the real masters, but the premise of becoming the masters is that the enterprise must have an internal management mechanism.
The so-called mechanism is the relationship between the benefits of enterprises and the interests of employees. If there is a relationship, there will be a mechanism. If there is no relationship, there will be no mechanism. It is to link the interests of enterprise owners, operators and employees with the benefits of enterprises by means of reasonable distribution. Some entrepreneurs are often puzzled by the idea of giving money to employees, thinking that this is to give all the money of the owner of the enterprise to everyone, which is actually a misunderstanding. The most important thing in an
enterprise is people. With a good distribution mechanism, the innovation ability and vitality of the enterprise will be enhanced a lot, and the enterprise itself can achieve better development. It can be seen that the mechanism is not only good for employees, but also for owners. It can be said that "if you share more, I will share more".
All enterprises with good mechanisms are doing well today, or enterprises that are doing well today must have good mechanisms, and enterprises without good mechanisms are difficult to do. Therefore, I often say that enterprises do not need immortals to have mechanisms, and immortals can not do well without mechanisms. There are two key points for Huawei's success today, that is, Ren Zhengfei, the leader of entrepreneurship, and the mechanism of "wealth scattered and people gathered".
In the past, we all said that the purpose of doing business is to create profits for investors, but now we all realize that doing business is to make society better. This means that we should not only protect the interests of the owners, but also take care of the stakeholders, especially the customers and employees of the enterprise, and take care of their interests. At the same time, after making money, our entrepreneurs should give more feedback to the society and fulfill their social responsibilities.
Recently, I went to Xiamen to attend the 150th anniversary of Tan Kah Kee's birth, and I was very moved. Tan Kah Kee is an overseas Chinese in Southeast Asia. About 100 years ago, he first invested in his hometown Jimei Primary School and Jimei Middle School, and later built Xiamen University. During the War of Resistance Against Japan, he also actively supported the War of Resistance Against Japan. After the founding of the People's Republic of China, he contributed his university to the country and spent all his life savings on patriotism and education, which was very impressive. Chairman Mao also wrote a special inscription for him, "The flag of overseas Chinese, the glory of the nation.".
Nowadays, more and more Chinese entrepreneurs know why they do business, why they make money, and what they should do after making money. Entrepreneurs should be rich and responsible, rich and righteous, rich and loving.
