Intermediary transaction SEO diagnosis Taobao guest Cloud host technology Hall
entrepreneurial spirit is not rooted in tightly managed bureaucracy, but from the founders of Asian companies such as Panasonic, Honda and Morita, founder of European companies such as Unilever, Daimler and Branson, founder of American legendary companies such as Watson, Walt Disney and Wharton, It also comes from a small business owner who has contributed 95% per cent to economic growth. The world's greatest entrepreneurs have the following four basic features: mission, product/service vision, rapid innovation and self-motivation.
mission must reach
"My responsibility is to provide the public with excellent products, enrich their lives, and bring fun." If our company's profits fall and our income decreases, it shows that we are not fulfilling our social responsibilities. Panasonic's founder
entrepreneurs believe that their careers are important to all of humanity, and they believe they can create value for consumers, employees and, of course, themselves. We call their work with a sense of purpose. This extends to two questions: what is our strategy? How do we achieve it? Being outstanding on both fronts is the common denominator of all great entrepreneurs: they can make smart strategies and create superior values. This is why the sense of mission in the entrepreneurial spirit top of the list of reasons.
Ben Trigo (Ben Tregoe) founded a company designed to help businessmen around the world improve their analytical skills in decision-making. 40 years later, the Kepner-Trigo Company (Kepner-tregoe), which co-founded with others, trained 5 million people worldwide. "When you talk about corporate strategy, it's all about your values, your beliefs and your basic goals," he said. Then there is a real understanding of the product and the market. If you can't boil down to the product/market and what to do first, then you can accomplish nothing. Your organization will eventually implement the following questions: What products or services do you offer? To whom? ”
This is the simple way to complete a business plan: first, ask yourself, what can we do, what we are good at? Please list as much as possible, and second, what needs have not been met or are not fully met in your market or in the market you want to enter, and finally, list the advantages that you have when you compete against your competitors when you enter the market.
whether you make a formal or informal plan, keep in mind:
Focus on your clients what are you good at? Of course, entrepreneurs have a passion for their own products, but they are clear, so that consumers also love their products can finally be a foothold.
to identify the criteria for choosing markets and products, there are two criteria for success or failure. First, the market demand, from the number of consumers and sales to analyze, how big is the market? Is the market rising? Decline？ Or do you stay where you are? How critical are these requirements to the market? is essential? Is it a luxury? Or is it a fashion trend? Second, competitive positioning, compared to the current market participants, you produce products or services to provide better? Is it cheaper? Faster?
"How can we achieve it?" "It's a matter of corporate culture and value. For entrepreneurs, creating and sustaining corporate values means ensuring that companies focus on key success factors in implementing business plans. Strategy and culture must match, and this kind of match is very important in 3M company. When it comes to product innovation, 3M is a famous company. Typically, 30% of the company's profits come from new products. How does 3M achieve this goal? First, they plan first: emphasize the core position of the new product in the company's growth strategy. Second, they build corporate culture around product innovation, and they make product innovation the company's main, in fact, the only company values.
Please don't forget that the goal of developing a range of values is to support your company's business plan, thereby improving your company's competitive position. Discover and create values to maximize the company's competitiveness, you can consider the following points:
Enhance your competitiveness what values, behaviors, and principles can enhance your core competencies? is the product quality? Is it innovation? Is it an employee relationship? Is it a customer service? Or a quick reaction or action?
a concerted effort to excel in those areas that embody competitiveness. As a guide, you must have an unwavering commitment to take the lead, otherwise, do not expect to win other people's commitment to the value of the company.
values are not many, but the essence, to be as simple as possible you are good at the field of how many? Pursue three, maybe you can only get one or two. The value of the company is the norm of the employee's daily behavior, which means that the values should be deeply imprinted in the staff's mind and ears.
Never compromise a compromise may ruin your years of effort, so you must not give in to values. If you fail to adhere to the principles, your clients and employees will first feel that they will never forgive you.
Love customers and Products
"This computer is the best tool we have ever created ... But the most important thing is to let the computer into the households. "-Steve Jobs, founder of Apple Computer, NeXT, Pixar and other companies,
every book on entrepreneurship will talk about vision, but what is vision? In fact, the vision is one thing: a clear picture of consumers who need and are willing to buy a product or service.
Jobs avoided management issues, not the latest accounting methods, or how Apple kept growing. In his mind, there are actually only two basic concepts: customers and products. What Steve Jobs and other entrepreneurs have inspired us most is that they all have a vision of simple, closely related customers and products. Great entrepreneurs have these two ideas at the same time! They care about both products and customers, both seamless. Products and services are the driving force of entrepreneurial zeal and should be the driving force for you and your company. There are two ways to ignite this passion: Love your customers, love your products.
Love customers is to see them as our food and clothing parents, to appreciate and use our products are grateful to customers. If you do this every minute, you'll be happy to see the amount of bank accounts in the company increasing. All this has been done well at Wal-Mart, a customer-focused company that has grown into the world's largest company in just 40 years. How did all this happen? We've heard of Wal-Mart's Advanced information management system and its savvy sourcing strategy, but that's not why customers are patronizing Wal-Mart. The real reason is: at Wal-Mart, you can really feel welcome. Imagine what it would be like for your employees to love their customers.
How do you love your customers? Four points are particularly important:
familiar with your products love customers means familiar with products, love products. In fact, no one is interested in salesmen, people like to be able to solve their practical problems, such as product experts, rather than holding a quotation to haunt your salesman.
The biggest difference between fast-reacting entrepreneurs and bureaucrats is that entrepreneurs can take the response to consumer demand as a priority. The right response to consumer demand is as by many people, but none of this happens to entrepreneurs. The simple truth is that if the consumer is the only hope for your family, you know what to do without training.
polite, well-trained and polite, but lack of quality is impossible. The converse is the same, you can not win if you have the skill but the insolence. Entrepreneurs have a huge advantage in this respect, even if the guests only buy a few things, they are still grateful to customers. If the product is broken, they will ask for it in person.
always have customers the most important part of your future sales will depend on your existing customers, indeed! Losing one or two existing customers will be a disaster and you should avoid it at all costs. So why do many companies ' sales incentive policies tilt to win new business and not punish the loss of their original business? Why the best salespeople are sent to serve new customers, but for the old customers, but for ordinary sales staff to deal with? Be sure to turn the relationship upside down and keep existing customers as the most important.
great entrepreneurs love their products as well as their customers. Daimler was called the great maker of engines and cars, and his technology was impeccable: he built the first fire engine, the first motorcycle and the first motorboat. But more important, he is a seller who loves his products. For him, the key to making a car is to please the consumer, and even to surprise them. In order for a dealer to sell his car, he promised the dealer that he would be satisfied with any request. The dealer said his only wish was to carve his 11-year-old daughter's name on the hood. What's his daughter's name? Mercedes。 Then the story will not have to say more.
below are some of the basic things you can do to make yourself and others love your product as well.
Know your customers no superior company does not provide customers with the products they want. Like work, successful entrepreneurs accept the idea that true beauty comes from customers ' eyes.
for products and services, entrepreneurs have a sense of personal ownership, it is important to convey this sense of ownership to your employees, so that employees have a sense of ownership of the product, to guide them to feel their pay and how the product is to satisfy the customer. This is important and you need to incorporate some degree of personal experience into your product.
did a better job. Charles Ford (Charles Forte) The House of Trust (Trusthouse Forte) has grown to 800 of the world's largest family. When his manager suggested opening a new store, he asked only three questions: are our new stores cheaper than our competitors? Do we have better customer service than our opponents? If these two requirements cannot be met at the same time, at least "either the price is cheap or the service is good". For the above three questions, if he did not hear at least one "yes", the conversation ended.
to do faster can give Lord Ford a question to add: Can we do it faster? Speed is another trump card for entrepreneurs. In the High-tech Arena, competitive advantage is now faster than others, and in traditional areas, speed is the watershed between winners and losers.
Rapid Innovation
"Anyone, as long as his life is sustained by innovation, can innovate." "--Shengdang Sony founder
Rapid innovation is the secret weapon of the entrepreneur. In today's world, it's hard to find ways to do better and lower prices as a weapon of competition. So where will competitiveness come from? There are two ways: first, you and your employees will be innovative as a necessary condition for the survival of the company, and a sense of urgency to act and to implement the idea. We call it "the necessity of innovation" and "the Freedom of Action". Encouraging creativity, quick action, and abandoning any bureaucratic habits will make your company a fast-acting innovation company that stands out from the competition. 、
for "The Need for Innovation", no Billary Hilblom (Larry Hillblom) is better, he is the world's leading courier company DHL's three founder of the leader. At the beginning of the venture, Hilblom found great business opportunities. But big banks and big transport companies are reluctant to take their global express business with three inexperienced hair-heads. Hilblom understands that creating a global network of DHL is absolutely necessary. In fact, they've built most of their networks before they get big clients. Hilblom said the only reason they did this was, "We believe we can do it without a network and no business." If we spend our time writing business plans, waiting for financing and venture capital, looking for headhunting firms, there will be no today's DHL. ”
in order to ensure "the necessity of innovation" and "the Freedom of Action" in your company to survive, you need to create the following conditions:
Feel the pulse of the market in many big companies, you don't feel the enthusiasm for anything. To ensure that the concept of innovation in the hearts of people, you have to let staff from Headquarters to front-line staff feel the pulse of the market. First of all, from face-to-face communication with customers, and competitor to the superscript (benchmarking). All employees must realize that their jobs are closely related to the market.
training crisis and urgent consciousness one of the best examples is Jim Pattisson (Jim Pattison), the sole founder of Canada's largest private enterprise, the Jim Pattsion group. In the meeting, he always advance. The message he was trying to convey was, "That's the way Jim got our attention, and the way we're going to have to move," we all have a lot to do, and we can't just sit there and waste time. Said a vice president of the company. This is the use of intravenous drip, the effect of the transfer of the way, without a fuss, just a little beat.
Create performance and commitment
to create and maintain a great company lies in the performance and commitment of managers and employees. Remember that the simplest, cheapest, and most effective way to change behavior is to make sure that every employee is aware of the positive or negative results of their performance. Ask questions in the following order, and you'll find out what needs to be tweaked.
Self Motivation
"I'm looking for someone who likes to win." If I don't find it, I'll find someone who hates failure. "-Founder of Perot Electronic Information Systems (EDS), Perot Systems Inc. (Perot BAE)
self-motivation is a significant difference between entrepreneurs and bureaucrats. Great entrepreneurs such as Unilever, Honda, Gates and Perot have shown two qualities in their work: first, they love their careers and they devote themselves to it. Second, they are always outstanding in their careers. Why do they motivate themselves? The reason is simple, they dare to face the results, whether good or bad. The results come from customers, and always come in time, accurately and forcefully.
To give autonomy, to require * sex in an entrepreneurial spirit environment, empowering employees, giving employees autonomy means that employees are responsible for the results. Rohn Mcduguel (Ron McDougall, Brinker Analysys) of Brin International Inc. did it. In 20 years, the increase in the number of employees from 0 to 90,000 is certainly a headache for the other company's human resources department. ' The key is to let employees work and take responsibility for themselves, ' says McDougall. "We are actually delegating. Each restaurant is like a factory worth 2 million or 3 million. When the goal is achieved, they get the bonus. So, employees are trying to achieve the goal. "The other side of the story is that, in this environment, there is no such thing as" Lazybones "," they will set a bad example for others and keep them from affecting morale. " Here, you must first strike, cut off the branches of the tree, because the dead branches make the whole tree look ugly. ”
and the fortunes of an entrepreneur will face the company's fortunes, but also to work with their own staff, the company and staff a proud, a loss. Being in the same boat with your employees is a necessary commitment. Remember, when you plan your company's future, you must take this factor into consideration.
dedicate all your talents to customers and product entrepreneurs who are focused on their customers and products. You should have this quality and pass it on to your employees. In some companies, employees focus on the internal scramble, or something else, to get the boss's attention. Of course, these things happen only if you allow them to, and if the employee is more important than sending the right product to the customer for the glory of making a beautiful speech, you have a problem.
to the result-oriented facing the staff of the suspicious "if I do this, what will happen?" What happens if I don't? "You have to have a strong answer and you have to relate the work of each employee closely to the outcome," he said. They must be clear that good performance produces positive results, and poor performance brings negative results. If you do, you can dig out the entrepreneurial spirit from everyone.
