High-quality business philosophy | 凱宏科技有限公司

“Management philosophy” for many operators and managers is limited to some vague concepts, or confined to a small part of them, I have coached many companies, mostly in a few words such as “integrity” , “Innovation”, “Quality”, etc. are displayed at the entrance or lobby of the company, indicating the company’s business philosophy.

It is a pity that most of them are slogans, or just a form, which has not actually been implemented into corporate culture. What I saw is that many managers rarely talk to employees about their business philosophy, and even take the lead in violating their own business philosophy. For example, using “integrity” as the business philosophy of an enterprise often deceives customers. How does this convince employees of the company’s business philosophy and how to believe that the enterprise 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.

I used the title of “correct” business philosophy as the title, but I saw many of the so-called “correct” concepts, but today may not be correct, so I changed the title to “quality” business philosophy. For example, beverage containers that are easy to carry and use, discarded after use, and overly exquisite packaging are not the right approach in the era of rising environmental awareness. We are in an era of rapid changes. Therefore, the author hopes that readers will have the concept of “rule of power” when reading this article, and think carefully about what is the principle of unchanging principles and which is necessary to adjust with the changes of the environment.

The meaning of business philosophy and corporate culture

The business philosophy is the views, ideas, and values of the company’s managers on all enterprise-related activities. When his views, ideas, and values are accepted by employees, and implemented into daily management and leadership activities, a corporate culture is formed.
Corporate culture is a philosophy, a concept, a strategy, a trend, a habit, a value, a code of conduct, a common sense of mission…
Corporate culture affects employees’ thoughts, work attitudes, thinking patterns, habits, and behaviors invisible. This is like our thoughts and actions are unconsciously deeply influenced by Chinese culture.
Corporate values include the meaning of the existence of the company, that is, the purpose of creating the company (the reason for the existence of the company) and the mission of the company (the contribution of the business area that the company is engaged in to the society), as well as the business policies and action policies established by the company and the operation process of the company Code of conduct for all employees in China.
In order to form a corporate culture in business philosophy, in addition to strong promotion, senior leaders should promote the company’s business philosophy anytime and anywhere, emphasizing the company’s values, and must also lead by example and practice.

Corporate values

The core part of the business philosophy is “values”. The shaping of values is not what the managers say, but what the managers do! Business leaders must lead by example and let employees know where the company’s values and ideals are. When there is a conflict of interest, the determination and sincerity of the operator to implement the values can be seen from the approach taken by the operator.
Harmony, honesty, hard work, hard work, hard work, credit, sincerity, service, responsibility, contribution, innovation, excellence, unity, and safety can all be regarded as high-quality values or ideas, but they must have supporting measures and be prepared to pay the necessary price. implement. For example: In order to encourage innovation, even failure should be rewarded, but it cannot be blamed.
Corporate vision or corporate mission, such as IBM’s “respect for individuals, customer service, the pursuit of perfection”, GE’s “innovation is our best product”, Haier’s “service forever”, Nokia’s “people-oriented technology,” Sumitomo Bank of Japan’s “Keeping the tradition is more innovative” and so on, are worthy of us to imitate and learn from.
It has lofty ideals and wants to fulfill the values of human dreams. For example, the corporate mission of a cosmetics company is “to bring better hope to women”, which is easier to obtain the recognition of employees and customers, but it can not be empty talk or slogan.

Opinions or ideas about management, management, and leadership

The definition of management is “planning and creating a situation favorable to the future of the enterprise.”
The definition of management is “the activities and methods adopted to effectively use the resources available to achieve organizational goals.”
The definition of leadership is “an art that can influence a group of people who are willing to devote their energy to achieve the leader’s will.”
The managers of an enterprise have three main tasks: operation, management, and leadership. Management is planning to create a situation that is beneficial to the prospects of the organization, management is the ability to make good use of organizational resources to achieve the goals of the organization, and leadership is to encourage the enthusiasm of the devotion of followers.
Operators must first think clearly about the purpose of starting their own business or running a business? Only in this way will there be no deviation in direction when approaching success. Personally think that the purpose of operating an enterprise: to create profits; the purpose of creating profits: to improve the living standard and social status of oneself and family members. We have the abilities to improve the lives of employees and loved ones, and then help the weaker groups in society, benefit the society, and improve the national economy.
Mr. Kosuke Matsushita, the god of business in Japan, once said, “It is a sin to run a business without making money.” Because a lot of social resources are wasted. The author believes that he is encouraging and urging the managers of the enterprise to run the enterprise with heart.
The most famous management philosophy of Mr. Kosuke Matsushita of Japan is the philosophy of “building a reservoir”, which means to be prepared for the rain in case of unexpected needs. Plan and prepare for the talents, funds, products, and technologies needed in the future.
Formosa Plastic’s “request to the bottom” and “rationalization” spirits have become Formosa Plastic’s unique corporate culture and core values, allowing Formosa Plastics to “cost management”, “solve problems”, “standardization”, and establish a perfect “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 that Toyota recognizes that “the enemy is not a competitor, but himself!” The mentality they hold is “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 Gersner believes that if the chief 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.
Gosner changed IBM’s corporate mission from a company that sells business machines to a provider of full-scale solutions to a service-oriented company, which is considered to be the key to reversing IBM’s fate.
South Korea’s Samsung’s former chairman Li Bingzhe’s business philosophy is centered on “people”. It has always advocated that talents are the first and can consistently adhere to “firstism”. It is precisely because he has spared no effort to include this kind of doctrine. Only 1,500 doctors in the research and development unit, so it can be born like Samsung today.
South Korea’s Samsung Chairman Li Jianxi believes that in the 21st century, knowledge competitiveness is more important than anything. If the 20th century is an economic war, then the 21st century will be a battle of minds, and international competition between countries or enterprises in the future , Will depend on the quality of human resources.
Li Jianxi often mentioned the example of golf to the Samsung management team: people who hit 180 yards with a ball, with the guidance of the coach, it is easy to hit 200 yards, if you practice carefully, you can hit 220 yards, but you want to play If you are over 250 yards, you need to correct everything from the way you hold the pole to the standing position. What he means is that if you want to overcome the small gap with the world-class companies, you can’t let all the details improve.
Li Jianxi’s Catfish Theory: Appropriate stimulation and sound crisis awareness can make the organization more active.
Li Jianxi’s Carrot Theory: The first-class horse trainer only uses carrots when training horses, so when rewards and punishments are used, a lot of carrots must be used.
The author’s observation of Samsung believes that Samsung’s competitiveness comes from first-class, first-class talent, first-class technology, and requires quality with world-class standards. It does not meet the status quo and constantly learns from the world’s best companies. If there is a problem, it immediately seeks external expert assistance. Streamline all costs, but never hesitate to consult with experts for consulting fees.
In the 1970s, GE in the United States was hit by Japanese TV and indoor air conditioners. It strangely decided to move away from commoditization and shift to businesses that focus on producing high-value technology products such as power, medical, aircraft engines, locomotives, or selling services. Focus on product financial services. It should be regarded as a model for the early implementation of the blue ocean strategy.
We should be more cautious about answering questions such as which new products or technologies may be introduced by competitors and change 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 are still in their original state, that is to say, they will never change.
Mr. Will Xu, President of GE of the United States, mentioned his three-step business strategy as follows:
1. Come up with a set of competitive strategies for the business you are managing so that you can achieve a lasting competitive advantage.
2. Place the right person in the right place and advance that competitive strategy.
3. Constantly looking for the best practices inside and outside the organization, adjusting and revising as appropriate, and continuously improving them.
Jack. Welsh said: “Ask the right question and get the correct answer is the best management.”
The smile curve theory proposed by Mr. Acer Shi Zhenrong tells us that companies should try to reduce pure OEM manufacturing, and that toward product development, key components, raw materials, and marketing ends, it is more profitable.
It is not easy to visit and learn from excellent peers, but it is possible to visit and learn the outstanding experience and practices of different professions, pick out ideas suitable for your own enterprise, and then improve them. This is also a way to make enterprises improve.
The three main indicators of corporate operating performance are shareholder satisfaction, customer satisfaction, and employee satisfaction.
If it is ordered according to the degree of demand, the order is the shareholder satisfaction, then the customer satisfaction, and finally the employee satisfaction. But the importance in the managers’ mind should be employee satisfaction, then customer satisfaction, and finally shareholder satisfaction.
Ordinary people will win if they are not sure about running, but if they ride on a horse and race with others, they will definitely win. The same is true for business operations. This batch of horses may be a good product, a market for future trends, or a world-class customer. Microsoft used its early relationship with IBM to grasp the trend of software applications, making it the most profitable enterprise. Is a good example.
For an enterprise to be able to establish its own core competitiveness, it means that for customers, the enterprise must have a unique value to be utilized. Southwest Airlines has established a core system of “cheap, convenient and comfortable” with a complete system.
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 its competitors.
“Competitive strategy” is a company that considers the strengths and weaknesses of its own resources, chooses products that are suitable for development, and integrates a unique set of competitive practices in the market to meet the specific needs of the target customer base. This unique set of competitive practices can meet the long-term goals of the enterprise and is not something that competitors can easily imitate.
Strategic planning is based on the enterprise’s goals and resources, developing and maintaining a set of feasible plans to adapt to the changing market opportunities and environmental management process.
The goal of strategic planning is to integrate corporate resources, products, and businesses to generate satisfactory profits and growth.
The “Blue Ocean Strategy” that many people have talked about recently is to get rid of the fierce competition in the existing market, use the existing products to develop a market that is rarely used by others, or use existing or innovative technologies to slightly change the existing products and open another one. There are still few people entering the market in order to obtain oligopolistic benefits.
Great entrepreneurial ideas are not difficult to produce, but achieving them requires a great entrepreneur who can shape the vision, stick to the beliefs, and has the charm of a leadership team.
Operators need to have a long-term perspective, that is to say, they must develop their ability to see the trends of the next five years, and they can enter the market or be prepared earlier than other competitors. This ability must be cultivated through long-term continuous thinking exercises and corrections.
To be able to make good use of high-growth market segments, for example: environmental protection is the future trend, of course, environmentally friendly materials will also have a high growth rate, if you can become a professional manufacturer of environmentally friendly materials, companies will of course have high growth.
It is impossible for all operating enterprises to be smooth sailing, and they will always encounter the bottom of the world economic cycle, the bottom of the industrial economic cycle, the energy crisis, the threat of competitors, the second-generation succession crisis, and the miscalculation of industry trends… . Wait, so be conscious of risk and reserve energy at any time to meet setbacks and make a comeback.
Since the economic prosperity cycle is a normal state, it should not be a problem. Just like the four seasons cycle of the weather, people should have practiced the kung fu for a long time. Only when the old man’s physical strength deteriorates can the winter pass. The same is true of enterprises, only companies with poor competitiveness cannot survive the winter of economic cycles.
When the company succeeds, it has planted the seeds of failure. Bill Gates said “Success is the worst mentor, he brings you ignorance and courage”. Ignorance is mistaken for the previous success model, and it will still work in the next ten or twenty years, but I don’t know how to adjust to this rapid change. era. Ignorance is not terrible, the most terrible thing is that ignorant people have courage.
A good management method comes from the practice of a concept. Concepts can span time and space, but a really good method must be the one that suits you. Therefore, good business methods must vary from time to time, from place to place, from person to thing, from thing to thing. Only by making up your mind can you find a method suitable for your business.
Enterprises must rely on systems and systems to operate, not people, but people are the ones who create and establish systems and systems. It may seem contradictory, but it is not true. With high-quality business philosophy, the most experienced personnel are used to review the deficiencies of the current system, and then a new system system is formulated or reviewed, and others are implemented according to the system. Paradoxical.
Establish a management team that takes into account both inside and outside the company. There should be one or a group of leaders who are specifically responsible for looking outside the company (including markets, customers, partners, competitors), and one or a group of leaders who are specifically responsible for looking inside the company, the focus is on making the company efficient Operation.
Diversified management should be after the industry’s operating performance, market share, and profitability have reached the industry’s leading position to ensure that new investments will not shake the foundation of the enterprise.
The operator wants Do The Right Things, and the manager wants Do The Things Right. The manager’s job is to measure the resources and strengths of the enterprise, choose to enter the industry with high investment return rate, and the enterprise can obtain competitive benefits, and the manager’s job is to make good use of resources and maximize the return on investment. It is more important for managers to do the right thing.
If an operating enterprise is only divided into 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 objectives of the enterprise; if the strategy is wrong, no matter how good the execution is, the enterprise’s business objectives will not be achieved.
The so-called “opportunities” in the market mean that there is an attractive field in the market, and enterprises can enjoy the competitive benefits in this field with the resources and strengths they own. Therefore, not all attractive markets are our opportunities.
For the operators, grasping the trend is more important than grasping the information, because not all industries make money the same. That is, as an old Chinese saying goes, “men are afraid to go wrong, women are afraid to marry wrong.”
World-class customers such as Hewlett-Packard and Dell measure the performance of suppliers based on five aspects: “T, Q, C, D, and S”, that is, technology, quality, cost, delivery, and service. These five structures Faces can also be used to measure the competitiveness of enterprises.
When an enterprise wants to step into another industry, it should be thought that it may need to invest a large amount of money, it may encounter technical bottlenecks, and it may be difficult to open the market, so it is necessary to manage the industry well before it can prevent the new business from ruining the industry.
The existence of an enterprise is because he still contributes value throughout the supply chain.
Operators should view all management activities with “results-oriented”, and really understand what customers need? What do companies need? Then guide all management activities with clear goals. With the concept of “how to harvest, how to plant”, the manager invests the necessary resources, methods, and efforts in the process to achieve the results desired by the manager.
Customer-oriented or market-oriented instead of production-oriented can adjust the direction to follow the changes in the market.
When an enterprise performs vertical integration upstream of raw materials, it must first be considered clearly. Why can we do better than raw material suppliers in terms of cost, quality, delivery, and service; otherwise, it is an investment that wastes enterprise resources.
Characteristics of an excellent company: All employees of the company are happy to create satisfied customers and know how to quickly adapt and respond to the constantly changing market demands.
There is no one-size-fits-all best management model or method in the world, only the basic principles and basic models of management, and only the difference between effective and ineffective.
In management, it is necessary to cultivate the habit and corporate culture of all personnel to work in accordance with rules and regulations. Conceptually, it should be determined that any work should have standard documents as the basis for performing the work. If not, the unit performing the work should formulate new documents according to the prescribed procedures; if it is not good, or is not perfect enough, it will be revised according to the procedures.
The reasons for product problems or work failures are traced to the end, and only two reasons are categorized. One is that the system and system are not complete, or they are not properly implemented according to the system and system. Senior leaders should constantly use these two questions to question the reasons for product problems or work failures, and let this way of questioning form a corporate culture.
Senior leaders should measure the effectiveness of the execution system based on whether the final result meets the reservation goals or expectations. If the reservation goals or expectations cannot be met, the execution system is invalid. The execution system includes complete rules and regulations and correct execution.
The “core value” emphasized by the enterprise should be determined by action. When Mr. Zhang Ruimin, the president of Haier in China, took the lead to smash more than 400 defective refrigerators, and Mr. Li Jianxi, the president of Samsung in South Korea, took the lead in destroying more than 100,000 defective mobile phones, employees can realize that the upper level has no compromise on quality determination.
Profits are managed. The most important function of management is to enable non-profit-making enterprises to make money and allow profit-making enterprises to obtain their due profits. Therefore, the main tasks of management are “open source” and “throttling”.
The most important part of management is only P, D, C, A (plan, execute, check, act).
The setting of goals needs to be challenging, but it also requires an opportunity to achieve them in order to arouse the interest of implementers.
The goal is set like a lighthouse on the coast, guiding the company’s direction and the place to be reached.
It is necessary to regularly review the status of achieving the goal, and revise the direction if necessary, so as not to find too many deviations at the end, which has reached an irreversible point.
The plan is to be able to grasp the future change trend, cope with the difficulties that may be encountered in the process, in order to achieve the goal smoothly, and carry out a logical planning operation beforehand, and the documents produced.

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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