The world's greatest get rich bible

Chapter 97 Be a Leader with Wealth Wisdom 2
Volume Four Chapter 5 Be a Leader with Wealth Wisdom 2
Capture information and make decisive decisions

The opposite of determination, procrastination, is a common enemy that everyone must overcome.A few hundred people who have accumulated wealth over a million dollars have discovered the fact that these people are used to making decisive decisions that can then be modified slowly if necessary.And those who do not get rich, without exception, maintain the habit of indecision and change.

—— "Think and Grow Rich"

Mr. Walton, a famous American entrepreneur, once said: "In business operations, only by capturing market information in a timely manner and making scientific decisions can we produce unique products for consumers to use." Decision-making does not rely on external forces or chance opportunities. Only by making full use of modern information technology, giving full play to the advantages of mastering cutting-edge information, and relying on one's own eyesight to observe the development trend of things, can one make correct decisions based on information.

In the early 20s, Japan could only produce trucks and buses, but did not have the ability to produce cars.However, based on relevant information, Japanese manufacturers predicted the market and found that the world's demand for cars would surge in the near future, so they began to develop car production in 40.Toyota used its capacity to produce trucks to produce cars; Nissan did everything possible to obtain the technology to assemble the Austin car from the British Motor Company; Hino also obtained the technology of the French "Renault" car.After decades of hard work, the Japanese car industry has developed rapidly. In 1949, the production of cars reached 1983 million, ranking first in the world, and the export volume reached 716 billion US dollars, overwhelming the United States.The automobile industry has become the pillar industry of the Japanese economy.

Also in Japan, in the 20s, a designer named Kihachiro Onitsuka learned that sports were about to develop, so he wanted to make a fortune from the production of sports shoes.But he has neither capital nor production equipment, so how can he compete with existing manufacturers?

Had to find another way.He visited many outstanding basketball players, practiced with them, and finally verified the shortcomings of basketball shoes: easy to slip, unstable stop, and affect the accuracy of shooting.How to maximize strengths and circumvent weaknesses to produce unique sports shoes?Onizuka Kihachiro’s diet was tasteless, and he thought about it day and night. Finally, he was inspired by a three-sucker on the squid’s tentacles and decided to change the flat bottom to a concave-convex bottom to prevent slipping.The experiment was successful in one fell swoop, and Onitsuka's new sneakers crowded out similar products from all manufacturers, and people rushed to buy them, and the products were very popular.

The above two examples show that only by constantly innovating and improving on the basis of learning from the strengths of other companies, and producing according to the needs of consumers, can we make correct decisions in the ever-changing market competition and remain invincible forever land.

When a large amount of information hits you head-on and you need to make effective decisions in a timely manner, the most important thing is to make an accurate judgment on the usefulness of the information.At this point, a highly effective person has the ability to consider these information in four categories: needed and urgent; important but not urgent; unimportant but urgent; not important and not urgent.Generally speaking, an effective decision maker does not need to spend too much time on this, especially for the first and fourth categories.And when faced with the second and third categories at the same time and need to make a choice, it is necessary to make some investigations to determine which decision-making measures should be given priority.There are many reasons why decision makers are in a hurry, but insufficient judgment for the above classification decisions is one of the important reasons that affect their decision-making efficiency.

In addition, another important reason for the low decision-making efficiency of decision makers is that the information they face and process is actually not within their scope of responsibility, or even just the decision-making that their subordinates or lower-level supervisors should make.This level of confusion in decision-making allows decision makers to make fire-fighting decisions everywhere. They are the fire chiefs, and they use fire hydrants to fight fires everywhere.In fact, their fire hydrants are probably spraying oil instead of water.Such decisions often result in the solution of one problem leading to the creation of more problems.What is even more regrettable is that this approach takes up their precious time and energy, and affects the strategic decisions they should make, so it is a small gain.

(End of this chapter)