Work instead of being a boss

Chapter 27 Enlightenment of Successful Operations (2)
The Law of Pride and Defeat Success often leads to conceit, which leads to failure. This has almost become a rule. Don't forget the starting point of all marketing plans all the time: seeking truth from facts.

Facing the Law of Failure Facing the reality of failure, doing nothing is bad, and the correct way to do it is to "regroup and take measures" to reduce losses, which is the positive way to survive.

Law of Proper Propaganda To understand the truth of the facts and formulate correct marketing plans, one must understand that things are not as advertised by the news media, and may not conform to the facts due to excessive publicity.

The law of mastering the trend Fashion is only a short-term phenomenon that may be used for profit and cannot last for a long time. Successful marketing should be based on long-term trends.

The law of financial support Although creativity is the core content of marketing, financial resources are the most basic condition. Without money as support, marketing is just a "castle in the sky".

The operating philosophies of six large companies
[-].Hitachi Philosophy: Harmony, Sincerity, Pioneering Spirit

Hitachi's business philosophy is the Hitachi spirit of the trinity of "harmony, sincerity, and pioneering spirit".

The so-called "harmony" means that on the basis of free and frank discussions, all employees move towards a goal.A Japanese reporter once said humorously: "Do you want to know how Hitachi succeeded? Then go and see their conference table." Make meeting participants equal and never feel inferior no matter where you sit.Hitachi's "Spirit of Harmony" is also reflected in the formation of informal discussions in the company. According to the survey of [-] companies across the country by the Japanese "Suggestion Association" in one year, employees put forward a total of [-] million suggestions for the company, of which Hitachi, which made the most suggestions, put forward a total of [-] million items, ranking first.These suggestions undoubtedly played an important role in the success and development of Hitachi.

The so-called "spirit of sincerity" refers to providing users with high-reliability products and implementing warranty.In the event of failures and problems, we will help to solve them immediately, so that the evaluation of "Hitachi products have few failures and are durable" has taken root among users, and the brand name of Hitachi has become louder and louder.

The so-called "pioneering spirit" refers to the vigorous entrepreneurial spirit of being brave in innovation and striving for greater achievements. Hitachi has a slogan: "Challenging new fields must be persevering." Even if positive efforts fail, we must encourage them. Inspired by a slogan, everyone uses their brains to contribute to the company.

[-].Daiei Philosophy: "Talent Inventory"

Japan's Daiei Company, which is well-known for operating chain stores, has been implementing an unshakable principle of the company's personnel arrangements for many years, that is, every six months, cadres and employees at all levels must be transferred internally. They also call this "talent management". inventory".

"Talent inventory" contains two meanings:
First, it breaks the previous hierarchical concept of "high or low positions, good or bad projects", and emphasizes that every position is important, and everyone can adapt to work in different positions and undergo tempering.

Second, "talent inventory" emphasizes the cultivation of people's actual working ability.When a person stays in a position for a long time, he tends to become numb and rigid, "accustomed" to everything he sees, and unresponsive.Change a bit, change a position, let them stand in a new position, and they may sprout new ideas that they have never had before.At the same time, in the new position, everyone may also encounter many new topics, which forces them to get into learning and acquire new knowledge so as to further improve their actual work ability.

There is such a thing that Darong Company buys goods almost every day. Due to the large number of goods, it is usually too late to transport them into the warehouse after unloading, and they are piled up at the entrance of the store, which affects the free entry and exit of customers.How to solve this problem?Later, a new employee from another department said, since the goods cannot be sent into the warehouse temporarily, why not put the goods neatly and high up in the store?As a result, this new employee's words gave birth to Daiei's unique "advance three-dimensional display" business method.The so-called "forward three-dimensional display" means that after the goods are unloaded, they don't need to be transported into the warehouse, but the goods are neatly stacked high in the place facing the aisle.The advantage of this is that it can attract customers with the richness of commodities, arouse customers' desire to buy, and promote sales.As a result, after Darong Company implemented this new management method, its sales volume increased sharply.

[-].HP philosophy: "You are the company!"

Someone visited a factory of Hewlett-Packard in the United States and saw a worker sweating profusely while working in the workshop, so he asked him, "Why doesn't the electric fan blow towards people but towards machinery?" The worker replied , The machine must be kept clean to avoid damage due to dust, so it is necessary to blow towards the machine.A small fact shows that every employee has been connected with the company, and the people and the enterprise are integrated.

"You are the company", this can be said to be the most successful and moving part of Hewlett-Packard's business philosophy.Hewlett-Packard in the United States has such a tradition: the things that the designer is designing, without exception, are all placed on the desk. Scrupulously "picky" about these things that are being invented.John Young, executive director of Hewlett-Packard, said: "The people who are closest to the production process are also the most suitable to solve the problems in the design."

The "next table principle" was also first proposed by Hewlett-Packard. It encourages every employee to look at what the people at the next table are doing while doing their own work. A good solution can help them solve problems smoothly.

Everyone wants to stand out, and especially hopes to stand out by displaying their talents.Hewlett-Packard is grasping this mentality of employees, and raising everyone's initiative to the highest level of "you are the company".In this way, its employees make successful efforts beyond what their responsibilities require.In fact, many of Hewlett-Packard's "fist" products have been launched into the market and achieved success because of the sweat of every employee.

[-].Toyota Philosophy: "Squeeze the towel after it's dry"

"Squeeze the towel after it's dry" embodies the spirit of Toyota's thorough rationalization.Toyota has a reputation for being "stingy".The envelopes used in Toyota are all old envelopes. They stick a blank sheet of paper on the used envelopes, fill in the recipient's name and address on it, and continue to use it.

A class member of the Secretary Section of the General Affairs Department of Toyota Corporation once found out that the paper used to fill in the recipient's address was unwritten white paper when sending a letter. He thought: "Every department of the company has a lot of For correspondence business, it may not be a problem to use a piece of paper, but a lot of white paper will be used up in a year, can we use other paper instead?" He noticed that the company's computer room handles a large number of used paper every day. The typing paper, these typing papers are cut into strips, and the name and address of the recipient are written on the back of the paper, can't they still be used?After the idea was reported to the company, the deep employee was rewarded.After his rationalization proposal was adopted, Toyota saved about [-] yen a year.

[-].Daimaru philosophy: "Massage"

Kitazawa Keijiro, chairman of Japan's Daimaru Department Store, believes that doing business operations is similar to a doctor giving massages.An expert in massage, even a small and physically weak woman, because she has grasped the essentials of massage, the curative effect is very good.The same is true for doing a good job in business management. As long as you can accurately find the acupuncture points, that is, you are very proficient in business and grasp the essentials of business operations, you can achieve business results.

When Kitazawa took office as the general manager of Daimaru Department Store, he was overstaffed and his performance was low, and the "generation gap" between the two generations was even more acute.Although some young people want to start a career, their ideas and suggestions have been repeatedly opposed.As a result, the company's business policy, window layout, advertising, and display of products on the counter are still the same, and they have no power to attract customers.After analyzing the current situation of the company, Kitazawa believes that the crux of the company is to solve the problem of "generation gap".Kitazawa's "massage technique" is to open a new branch in Yaesu, Tokyo, and transfer more than 300 elderly and frail middle-aged and elderly employees from the head office to work in the branch, making the head office team young, capable and full of vitality.This "symptomatic massage" has achieved remarkable results. The company's "overstaffing" situation has naturally disappeared, the leaders and employees have become more harmonious, and the exchanges and contacts between them have increased day by day. Good ideas and suggestions have been submitted and adopted.

[-].Mary Kay Cosmetics Philosophy: P and L
In business, "P" and "L" refer to profit and loss, but Mary, the general manager of the company?Kay said: But in our case, "P" and "L" refer to people and love.

Mary Kay Cosmetics Company is headquartered in Dallas, USA. When guests walk into the company's headquarters building, the first thing they see is the photo of the company's national sales director.The photos are larger than life.This is exactly what Mary Kay wants to emphasize: "We are a company that values ​​talents."

The "open door principle" was put forward by Mary Kay Company. Its approach is: the door of the general manager's office is open every day, that is to say, anyone who wants to make suggestions is welcome to come in at any time.The general manager of the company, Mary?Kay said: People should not be separated by a wall or a door in the "office". The "door opening principle" emphasizes ventilation from top to bottom and communication between people, which also reflects the company's emphasis on "people".

In terms of caring for employees in every possible way, Mary?Kay Cosmetics is also exemplary, and many of the company's traditions embody the word "love."Employees of the company will receive blessings on their birthdays, and the company will also prepare a free lunch for them, so that every employee can feel the warmth of the company. "Secretary Week" is also Mary?Kay Cosmetics tradition, every year this week, all secretaries are given a bouquet of flowers and a coffee mug.Although the gift is light, the affection is deep, it shows that the company always thinks of everyone.In order to facilitate communication and exchanges, the general manager Mary?Kai also often invites employees to come to his home to taste tea as ordinary guests, and sometimes cooks and bakes a few cookies himself. "Seriously, we've never tasted a cookie baked by a general manager!" Mary?The success of Kai Company is inseparable from the intimacy, unity and cooperation of people.

Characteristics of the Six Great Entrepreneurs
[-].Robert McDermott of American Auto Insurance

McDermott was a natural listener, and he turned that talent into a powerful management tool. In [-], at the age of [-], McDermott retired from the Air Force and became general manager of American Auto Insurance in San Antonio.At that time, most of the company's insurance customers were active duty or retired military personnel.Not long after he took office, he discovered to his displeasure that [-]% of employees resigned each year, and that he had to go through [-] procedures for a new client to insure.He immediately set about motivating the company's employees and improving customer service.He believes that these two aspects are closely related to the prosperity of the company's business.

(End of this chapter)