High-quality business philosophy - MidChange美橙科技有限公司

For many operators and managers, the “business philosophy” is only a few vague concepts, or limited to a small part of it. The author has coached many companies, mostly with a few words such as “integrity.” , “Innovation”, “Quality”… etc. are marked at the entrance or lobby of the company to indicate the business philosophy of the company.

It’s a pity that most of them are slogans, or just a form, not actually implemented into corporate culture. What I have seen is that many operators seldom talk about their business philosophy with their employees, and even take the lead in violating their business philosophy. For example, taking “integrity” as the business philosophy of a company, but often deceiving customers, how to make employees believe in the business philosophy of the company, and how to believe that the company will treat them with “integrity”. Therefore, it is very important to establish a high-quality business philosophy, and it is even more important to implement it in daily activities and become a corporate culture.

The author once used the “correct” business philosophy as the title, but saw that many of the so-called “correct” concepts in the past are not necessarily correct today, so I changed the title to the “high-quality” business philosophy. For example, beverage containers that are easy to carry, use, and discard after use, as well as overly exquisite packaging, are not the right approach in today’s era of rising environmental awareness. We are in an era of rapid change. Therefore, the author hopes that readers will have the concept of “the way of governing power” when reading this article, and think carefully about which are the unchanging principles and which are the principles that must be adjusted with changes in the environment.

The meaning of business philosophy and corporate culture

The business philosophy is the views, ideas, and values of the business operators on all business-related activities. When his views, ideas, and values are accepted by employees and implemented in daily management and leadership activities, a corporate culture is formed.
Corporate culture is a philosophy, a concept, a strategy, a culture, a habit, a value, a code of conduct, and a common sense of mission…
Corporate culture invisibly affects employees’ thoughts, work attitudes, thinking patterns, habits, and behaviors. It is as if our thoughts and actions are unconsciously deeply influenced by Chinese culture.
Corporate values include the meaning of the company’s existence, that is, the purpose of establishing the company (the reason for the company’s existence) and the mission of the company (the contribution of the business field that the company is engaged in to society), as well as the business policy and action policy established by the company, and the business operation process Code of conduct for all employees in China.
In order to form a corporate culture for business philosophy, in addition to strong propaganda, high-level leaders should publicize the company’s business philosophy anytime and anywhere, emphasizing corporate values, and they must also lead by example and practice by themselves.

Corporate values

The core part of the business philosophy is “values.” The shaping of values is not what the operators say, but what the operators do! Business leaders must lead by example and let employees know where the values and ideals of the company are. When there is a conflict of interest, the determination and sincerity of the operators to implement the values can be seen from the actions taken by the operators.
Harmony, honesty, hard work, hard work, dedication, credibility, sincerity, service, responsibility, contribution, innovation, excellence, unity, and safety can be regarded as high-quality values or concepts, but they must have supporting measures and be prepared to pay the necessary price. implement. For example: In order to encourage innovation, even if we fail, we must reward, but not blame.
The company’s vision or mission, such as IBM’s “Respect for Individuals, Serve Customers, and Pursue Perfection”, GE’s “Innovation is our best product”, Haier’s “Service forever”, Nokia’s “People-oriented technology”, Japan’s Sumitomo Bank’s “maintain tradition and be more innovative” and so on are all worthy of our imitation and reference.
People with lofty ideals and values that want to fulfill human dreams. For example, the corporate mission of a cosmetics company is to “bring better hope to women.” It is easier to get the approval of employees and customers, but it cannot be empty talk or just slogans.

Views or ideas on operation, management, and leadership

The definition of operation is “planning and creating a situation that is beneficial to the prospects of the company.”
The definition of management is “the activities and methods adopted in order to effectively use the available resources to achieve organizational goals.”
The definition of leadership is “an art that can influence a group of people and is willing to dedicate their efforts to achieve the will of the leader.”
The business operator has three main tasks, namely operation, management, and leadership. Management is planning to create a situation that is beneficial to the organization’s prospects, management is the ability to make good use of the organization’s resources to achieve the organization’s goals, and leadership is to be able to inspire followers’ enthusiasm for dedication.
Operators must first think clearly what is the purpose of starting a business or operating a business? Only when they are close to success, the direction will not deviate. Personally, I think the purpose of operating a business: to create profits; the purpose of creating profits: to improve the living standards and social status of myself and my family members. We can do our best to improve the lives of employees and relatives, and then help the weak and small groups of society, benefit the society, and improve the national economy.
Mr. Konosuke Matsushita, the god of business in Japan, once said: “It is a crime to run a business without making money.” Because it wastes a lot of social resources. The author believes that he is encouraging and urging the business operators to manage the business carefully.
The most famous management philosophy of Japan’s Matsushita Konosuke is the “reservoir building” philosophy, which is to take precautions in case of emergency. Plan and prepare in advance for the talents, funds, products, and technologies needed in the future.
Formosa Plastics’ spirit of “seeking to the bottom” and “rationalization” has become Formosa’s unique corporate culture and core values, enabling Formosa Plastics to implement “cost management”, “problem solving”, “standardization”, and establish a complete “system”. The “system” is unique and therefore has strong competitiveness in the market.
“Improvement” is a symbol of Toyota’s culture, and its root is Toyota’s recognition that “the enemy is not a competitor, but itself!”. Their mentality is that “the current situation is still very bad.” There must be room for improvement. Only through continuous improvement can we maintain our competitiveness.
Mr. Zhang Zhongmou of TSMC believes that his personal and TSMC’s four most important core values are ─ Integrity, Commitment, Innovation, and Partnership.
IBM President Gesner believes that if the top executive cannot follow the corporate culture, cannot instill the culture, or cannot continue to do so; then, nothing will happen. This element is not a sufficient condition, but a necessary condition.
Gessner’s change of IBM’s corporate mission from a company that sells business machines to a provider of total solutions to a service company is considered to be the key to reversing the fate of IBM.
South Korea’s Samsung’s late chairman Lee Byung-chul’s business philosophy is centered on “people”. He has always advocated that talents come first and can consistently adhere to “first doctrine”. It is precisely because he spares no effort to collect what can create this doctrine. There are 1,500 PhDs in the R&D unit, so a company like today’s Samsung can be born.
South Korea’s Samsung Chairman Lee Kin-hee believes that in the 21st century, knowledge competitiveness is more important than anything else. If the 20th century is an economic battle, then the 21st century will be a battle of minds. In the future, international competition between countries or companies , Will depend on the quality of human resources.
Li Jianxi often mentions golf examples to the Samsung management team: a person who hits 180 yards by drawing a ball, with the guidance of a coach, can easily hit 200 yards. If you practice hard, you can also hit 220 yards, but you want to play. If you reach 250 yards or more, you will have to modify everything from the way you hold the bar to the standing posture. What he means is that if you want to overcome the tiny gap with the world’s top companies, you can’t let go of all the details of improvement.
Li Jianxi’s catfish theory: Appropriate stimulation and sound crisis awareness can make the organization more active and develop.
Li Jianxi’s Carrot Theory: A first-class horse trainer uses only carrots when training horses, so when doing rewards and punishments, you must use a lot of carrots.
The author’s observation of Samsung believes that Samsung’s competitiveness comes from firstism, first-class talents, first-class technology, and world-class standards for quality. It does not meet the status quo. It continues to learn from the world’s best companies. If you have any problems, you will immediately seek external experts for assistance. Streamline all kinds of costs, but will never hesitate to consult experts for consultation costs.
American GE was hit hard by Japanese TV and room air conditioners in the 1970s, and Qi Wei decided to break away from its commoditized business and switch to a business that focuses on the production of high-value technology products such as power, medical care, aircraft engines, locomotives, or selling services. For the most important product financial services industry. It should be regarded as a model of early implementation of the blue ocean strategy.
We should be more cautious and fearful about answering questions about what new products or new technologies might be introduced by competitors in the industry and changing the competitive situation. When most people answer this set of questions, they underestimate the strength and capabilities of their competitors. They always assume that competitors remain in their original state, that is, they will never change.
Mr. Wilsh, President of GE in the United States, mentioned his three-step business strategy as follows:
1. Think of a set of competitive strategies for the business you are operating so that it can gain a lasting competitive advantage.
2. Put the right people in the right place and push the competitive strategy forward.
3. Constantly looking for best practices inside and outside the organization, adjusting and correcting them as appropriate, and continuously improving them.
Jack Welsh said: “Ask the right questions and get the right answers, which is the best management.”
The smile curve theory put forward by Acer Shi Zhenrong tells us that companies should minimize pure OEM manufacturing and develop towards product development, key components, raw materials, and marketing, which is more profitable.
It is not easy to visit and learn from outstanding peers. However, you can visit and learn the outstanding experiences and practices of different industries, pick out ideas that suit your own business, and then improve them. This is also a way to make your business progress.
The three main indicators of business performance are shareholder satisfaction, customer satisfaction, and employee satisfaction.
If the order is based on the degree of strong demand, the order is shareholder satisfaction, then customer satisfaction, and finally employee satisfaction. But the importance in the hearts of the operators should be employee satisfaction, then customer satisfaction, and finally shareholder satisfaction.
Most people are not sure that they will win in a race with others, but if they race on a horse, they will definitely win. The same is true for business operations. This batch of horses may be a good product, a market trending in the future, or a world-class customer. Microsoft used its relationship with IBM in the early days to grasp the trend of software applications and make it the most profitable company. Is a good example.
Enterprises must be able to establish their own core competitiveness, that is, for customers, the enterprise must have a unique value to be used. Southwest Airlines has established its core competitiveness of “cheap, convenience, and comfort” with a complete set of systems.
Whether an enterprise can survive well depends on whether the core value of the enterprise can meet the needs of the market and whether it can surpass competitors.
The “competitive strategy” is that an enterprise considers the strengths and weaknesses of its resources, selects products suitable for development, and integrates a set of unique practices that are competitive in the market to meet the specific needs of target customer groups. This unique and competitive approach can meet the company’s long-term goals and is not something that competitors can easily imitate.
Strategic planning is a management process that develops and maintains a set of feasible solutions based on the company’s goals and resources to adapt to changing market opportunities and the environment.
The goal of strategic planning is to integrate the company’s resources, products, and business to generate satisfactory profits and growth.
The “blue ocean strategy” that many people talk about recently is to break away from the fierce competition in the existing market and use existing products to open up markets that few people use, or to use existing or innovative technologies to slightly change existing products and open up another one. Very few people enter the market to obtain oligopolistic benefits.
Great entrepreneurial ideas are not difficult to produce, but to realize entrepreneurial ideas requires a great entrepreneur who can shape the vision, persist in his beliefs, and have the charisma of a leadership team.
Operators must have a long-term vision, that is, they must cultivate their ability to perceive trends in the next five years, and they will be able to enter the market or prepare earlier than other competitors. This ability must be cultivated through long-term continuous thinking exercises and corrections.
To make good use of the high-growth market segment, for example, environmental protection is the future trend, and of course environmentally friendly materials will also have a high growth rate. If they can become a professional manufacturer of environmentally friendly materials, companies will of course also have high growth.
It is unlikely that all operating companies will be smooth sailing. They will always encounter the bottom of the global economic cycle, the bottom of the economic cycle of the industry they are engaged in, the energy crisis, the threat of competitors, the second-generation succession crisis, the misestimation of the changing trend of the industry… Wait, so you must be aware of risks, and reserve the energy to make a comeback when you encounter setbacks.
Since the economic cycle is a normal state, it shouldn’t be a problem. Just like the weather’s four seasons cycle, people should have practiced the kung fu for a long time. Only when the elderly’s physical strength deteriorates, can they not pass the winter. The same is true for enterprises. Only companies with poor competitiveness cannot survive the winter of the business cycle.
When a business succeeds, the seeds of failure have been planted. Bill Gates once said, “Success is the worst mentor. He brings you ignorance and courage.” Ignorance is the mistaken belief that the previous successful model will still work in the next ten or twenty years, but he does not know how to adapt to this rapidly changing model. era. Ignorance is not terrible. The most terrifying thing is that ignorant people have the courage.
A good business method comes from the practice of a concept, which can span time and space, but a really good method must be a method that suits you. Therefore, a good business method must vary from time to time, place, person, event, and thing. Only by making up your mind can you find a method that suits your business.
An enterprise must rely on a systematic system to operate, not on people, but people are the ones who create and establish systems. It seems contradictory, but it is not. With high-quality business philosophy, the most experienced and talented people will be used to review the deficiencies of the current system, and then the new system will be formulated or reviewed, and other people will implement the system according to the system. This can be done in parallel. Paradoxical.
Establish a management team that takes care of both inside and outside the company. There must be one or a group of leaders who are specifically responsible for looking outside the company (including the market, customers, partners, and competitors). At the same time, there must be a leader or a group of leaders who are specifically responsible for looking inside the company. The focus is on making the company effective Operation.
Diversified management should be after the business performance, market share, and profitability of the industry have reached the top of the industry, to ensure that the new investment does not shake the foundation of the company.
The operator wants Do The Right Things, and the manager wants Do The Things Right. The job of the operator is to measure the resources and strengths of the enterprise, choosing to enter an industry where the return on investment is high and the enterprise can obtain competitive benefits, and the job of the manager is to make good use of resources to maximize the return on investment. It is even more important for operators to do the right thing.
If operating a business is divided into only two types of work, one is “strategy” and the other is “execution.” Only a good strategy without good execution will not be able to achieve the business goals of the enterprise; if the strategy is wrong, no matter how good the execution is, it will not be able to achieve the business goals of the enterprise.
The so-called “opportunity” in the market means that there is an attractive area in the market, and enterprises can enjoy competitive benefits in this area with the resources and strengths they possess. Therefore, not all attractive markets are our opportunities.
For business operators, grasping trends is more important than grasping information, because not all industries make money the same, which is an old Chinese saying that “men are afraid of getting into the wrong business, and women are afraid of marrying the wrong man.”
World-class customers such as Hewlett-Packard and Dell use five dimensions of “T, Q, C, D, S”, namely technology, quality, cost, delivery, and service to measure the performance of their suppliers. Facets can also be used to measure the competitiveness of enterprises.
When a company wants to step into another industry, it must consider that it may need to invest large sums of money, it may encounter technical bottlenecks, and it may be difficult to open up the market. Therefore, it must first manage its own business to avoid the new business from dragging down its own business.
The company can exist because it still contributes value in the entire supply chain.
Operators should look at all management activities in a “result-oriented” manner, and really understand what customers need? What does the company need? Then guide all management activities with clear goals. With the concept of “however you want to harvest, how you must plant”, managers invest the necessary resources, methods, and efforts from the process to achieve the results desired by the managers.
Only by replacing production-oriented with customer-oriented or market-oriented can the direction be adjusted in accordance with market changes.
When companies go to the upstream of raw materials for vertical integration, they must first consider clearly why we can do better than raw material suppliers in terms of cost, quality, delivery time, and service. Otherwise, it is a waste of corporate resources.
The characteristics of an excellent company: All employees of the company are willing to create satisfied customers and know how to quickly adjust and respond to the ever-changing market needs.
There is no one-size-fits-all best management model or method. There are only basic management principles and basic models, and there is only a difference between effective and ineffective.
In terms of management, it is necessary to cultivate the habit and corporate culture for all personnel to act in accordance with the rules and regulations. Conceptually, it should be recognized that any work should have standard documents as the basis for the execution of the work. If not, the unit performing the work should formulate new documents in accordance with the prescribed procedures; if there are, but not good or not perfect, they will be revised in accordance with the procedures.
Product problems or the reasons for not doing a good job are traced to the end, and only two reasons are classified. One is that the system is not complete, or the system is not implemented correctly. Senior leaders should continue to use these two questions to question the reasons for product problems or failure to do a good job, and let this questioning method form a corporate culture.
Senior leaders should measure the effectiveness of the execution system based on whether the final result meets the reservation goal or expectation. If it fails to meet the reservation goal or expectation, the execution system is invalid. The execution system includes complete rules and regulations, as well as correct execution.
For the “core values” emphasized by the company, the determination to uphold should be expressed through actions. When Mr. Zhang Ruimin, President of Haier of China, took the lead in destroying more than 400 defective refrigerators, and Mr. Lee Jianxi, President of South Korea’s Samsung, took the lead in destroying more than 100,000 defective mobile phones recovered, employees can experience the uncompromising quality of the upper management. determination.
Profit is managed. The most important function of management is to enable non-profitable companies to make money, and to allow profitable companies to obtain their due profits. Therefore, the most important task of management is to “source” and “throttle expenditure.”
The most essential part of management is only P, D, C, A (plan, execute, check, and act).
The formulation of goals must be challenging, but it must also have the opportunity to be achieved in order to arouse the interest of the executors.
The setting of goals is like a beacon on the coast, guiding the direction of the enterprise and the place to be reached.
It is necessary to review the status of achieving the goal regularly, and correct the direction if necessary, so as not to find that the deviation is too large at the end, and it has reached the point where it is difficult to recover.
The plan is to be able to grasp the future trend of change, cope with the difficulties that may be encountered in the process, in order to successfully achieve the goal, and carry out a logical planning task in advance, and the output of the document.

Source https://blog.xuite.net/musicra.yaw0911/750627/42128818-07%3A+%E5%84%AA%E8%B3%AA%E7%9A%84%E7%B6%93%E7% 87%9F%E7%90%86%E5%BF%B5

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