When you make a decision-for example, you decide to start a business, or your business is ready to expand into a new field-this is a decision. Looking back, when we saw Shi Yu's fiasco and learned management knowledge, we learned some basic truths: for example, the decision-making mistake is the biggest mistake, and the decision-making process should be scientific and democratic. . . When you really make decisions "scientifically", you suddenly find that you will still make wrong and failed decisions. At this time, you will doubt management knowledge. In fact, it's not that management knowledge is wrong, but that you are "metaphysics". The essence of decision-making is uncertainty and risk-no matter how careful and thoughtful you are in advance, these still exist. The key to decision-making is not the right or wrong decision, but the decision you make, which should be controlled within your tolerance. For example, on a sunny morning, you didn't go out with an umbrella, but it rained at noon At this time, it's hard to say whether your decision not to open an umbrella is right or wrong. Even if you know management knowledge, you will still be "unpredictable" even if you collect all the weather information of the day in advance. At this point, the fact that you didn't bring an umbrella is not important. The important thing is that you are soaked through without an umbrella, and whether your body can withstand the rain is the key. When we look back at those failed enterprise cases, we will find that most of their decisions are beyond their tolerance, and they are the decisions of gamblers and speculators. It is difficult to draw a clear line and find the degree of tolerance. Perhaps, Liu Huan's "Start Again" can be regarded as a boundary. Another problem that is often overlooked in decision-making is the implementation of decision-making. When you make a decision and actually fail, you may think that the decision is wrong. The fact is that there is nothing wrong with the decision, but there is something wrong with the implementation of the decision, such as talent funds and so on. At this time, if you "blame" the decision-making, you still can't see clearly the shortcomings and defects of human and financial factors in the enterprise, and you will still make "decision mistakes" in the future. When you understand this, you will find that when you really make a decision, it is not those scientific things that affect you, but your comprehensive quality, and even your intuition. You will calmly report on the passion brought by MBA: you put it here first, and I'll look at it. At this point, you have gone from chaos (following your feelings)-learning (respecting universal laws)-returning to simplicity (simple intuitive judgment). Finally, all decisions will be attributed to your courage and intuition at the moment of making a decision! Please trust your courage and intuition, otherwise anyone who has studied management can become an entrepreneur, and even computers can make decisions. At this time, you will know that the so-called management experts say that the reason for Shi Yu's decision-making failure is actually nonsense for the sake of theory. On the surface, you start from a bold intuition-a bold intuition, but in fact, you are fully aware of this and go back to the basics. When you understand the general methods of making and implementing decisions, don't become timid, or even lose courage and courage, otherwise, you will lose everything you have done and you will no longer be "you".

2. How long your enterprise can live depends on your core competitiveness!

You have never asked yourself: How long can my business live? Because you don't know management, you follow your feelings and naturally don't know the concept of "enterprise strategy". When you learn this knowledge, you will know that enterprises should have a strategy and can no longer follow their feelings. Enterprise strategy is like a person's design for his future development. You know that enterprises and products have life cycles, and they all go through initial stage, development stage, maturity stage and decline stage. When you understand this, you feel regret and shame for your previous stupidity and ignorance. Then, you know that enterprises should have a strategy, and you also know how to formulate and implement the strategy, especially when you see such a set of figures: "The average life expectancy of enterprises in China is only 6. At the age of 5, private enterprises are only 2.9 years old, less than 9% have survived for more than 5 years, and less than 3% have survived for more than 8 years. " You broke out in a cold sweat in surprise. You're glad you understand, otherwise. . . As a result, you are also busy making strategies and have a thick company strategy. But over time, you are a little confused: industries that should shrink within a few years according to strategic planning are still alive; An backward technology, in different environments, is so full of vitality; The grand goal you set, according to the plan, has all the conditions, but it can't be achieved. I don't know what the problem is. Then, you feel very confused: an enterprise without strategy is terrible, and it is also "terrible" after having a strategy.

The other side of the coin: attention of management! From: the first model network slowly, you finally know: the analysis and judgment of enterprise strategy is at a static point, just like a person vows to be a * * home, but it is actually adjusted according to his own practice (note: all topics are limited to small and medium-sized enterprises, and large enterprises should unswervingly implement the strategy). When you see a highly competitive industry and your friends are doing well, you will know that enterprises must have a strategy, but enterprise strategy is only a reference and suggestive judgment for small and medium-sized enterprises. The long-term survival of enterprises comes from core competitiveness! Not from strategic design (strategy is one of the manifestations of the core competitiveness of enterprises). What is the core competitiveness? The textbook you see says that the core competitiveness is unique, unrepeatable and so on. At first, you thought that the core competitiveness was limited to products, technologies and other visible things. Slowly, when you see Microsoft's technology, it is actually not the best in the world; You see, Lenovo's products are not necessarily better assembled than those of small enterprises; When you see the most advanced satellite communication, but it ends in failure, you finally know that the core competitiveness may be advanced technology; It may also be your market concept or contacts; Even the unique corporate culture of your company. Next, you are no longer confused! You no longer regard corporate philosophy and culture as dispensable; You no longer dogmatically design or imagine corporate strategy. You will be very pragmatic and forward-looking: What are my strengths? Why on earth should I compete with my opponent? Can I learn the advantages of beating my opponent? Slowly you will form your own core competitiveness! This is something that others can't learn.

3. Corporate culture is the lowest (and most difficult) management tool!

"Corporate culture" is probably the word that appears most frequently in newspapers. There are a large number of creative companies and planning experts in China. In corporate culture, the most important things are ideas, styles and codes of conduct (visual recognition is not important, but it is what "planning experts" value). Among enterprises in China, corporate culture is also the most controversial and changeable thing. Seriously treat enterprises and strive to build; Regard corporate culture as useless and dispensable. . . Can corporate culture be "built"? My point is: no! Corporate culture is spontaneously formed with business owners. An innovative manager will form an innovative culture of the enterprise; Strict managers will form a strict culture. You go to work at eight o'clock on time, and employees dare not come lazily at nine o'clock; If you ask employees to play poker at noon, even if you are not there, employees will "consciously" play poker. The personal behavior of business owners is the key to the formation of corporate culture. In other words, the personal behavior of business owners will become an example for employees. A business owner who is used to cheating and an honest employee will also become full of lies under his guidance. An enterprising business owner, employees will gradually become noble. The latecomers in the enterprise are almost unable to reverse the situation (assuming that the culture is not suitable), or gradually assimilated, so-called close to Mexico is black; Either don't adapt, quit your management team. Corporate culture is the lowest management cost in an enterprise, and it is also the most difficult for it to exert its benefits and even become its core competitiveness! To put it bluntly, corporate culture is to motivate or restrain employees' behavior through ideas and spirits. It is entirely possible for corporate culture to bring direct economic benefits. For example, abroad: a culture based on the concept of "honesty and customer first" may bring more customers; For example, internally, a culture with the concept of "respecting personal values" may stimulate employees' creativity more. The cost of this "fee" is only the individual behavior of the business owner and the process of its gradual rise to the concept. The formation process of corporate culture is from the personal behavior of business owners (entrepreneurs)-corporate behavior style-to the final "corporate philosophy". When Zhang Ruimin smashed the unqualified refrigerator, it had already laid a "big footprint" corporate culture. Lenovo's "horse racing" corporate culture also comes from Liu Chuanzhi's three-minute punishment for being late for the meeting. Corporate culture comes from business owners or entrepreneurs, but once it is promoted to corporate philosophy, it is no longer the entrepreneur's own culture, but has become a code of conduct that even entrepreneurs should abide by, and is finally manifested through corporate behavior system (BI) and corporate image system (CIS). Corporate culture is the most tolerant of deception, otherwise you will be retaliated many times, that is, psychological rebellion. When you copy "customer first" from the street like others, you are actually encouraging employees to cheat when they have the ability, and customers will double their revenge on you. Many so-called "idea kings" or planning experts design corporate culture concepts and CI designs for enterprises, which are completely popular, regardless of the personal behavior of business owners (economists) and the established corporate culture, and regardless of the industry characteristics of enterprises. In this way, for enterprises, there is no meaning except a beautifully decorated plan book and a loud slogan. In the end, that beautiful planning book became dusty waste paper.

The other side of the coin: attention of management! From: First Model Network

4. The awakening of enterprise management begins with finance (figures)!

Most small and medium-sized business owners attach the most importance to marketing, but ignore financial management. Perhaps, one day, you are very upset and say to your friends: I always think eating and drinking (communication business) is too expensive. Your friend did a simple calculation for you, and then told you that your expenses for eating and drinking (communication business) have accounted for 20% of the sales, while the financial regulation is 1. 5%, the actual industry average is 10%. At this moment, you suddenly feel that everything you used to do is a "rough estimate". Enterprises are like human bodies. Your fatness, anemia and so on are judged by medical tests and scientific figures. China culture is a kind of perceptual fuzzy culture, which emphasizes the perception of artistic conception; Western culture, on the other hand, is a rational and clear culture, paying attention to truth and subtlety. It doesn't matter whether it is good or bad. It's just that an enterprise is an economic animal, which requires it to speak with numbers. Under the influence of China culture, it is difficult for business owners to do this. This reminds me of "scientific statistical analysis systems and methods" such as China basketball and American NBA basketball pitching rate, which gradually influenced China basketball, making China basketball finally evaluate players objectively with this digital method, instead of the previous fuzzy evaluation of "you are not bad, you are not good". The awakening of enterprise management begins with financial figures! Financial figures are the most authentic feedback of enterprise operation. For enterprise management, when you find any problems, you will often start with the analysis of financial figures, which will make the problems suddenly clear. For example, the continuous decline of enterprise sales, the prolonged average payment cycle, the high debt ratio of enterprises and the rising labor cost will all be early signs of enterprise crisis. The key to paying attention to financial figures is to pay attention to what is behind them. Although the most fake accounting seems to be a common phenomenon in China, it does not prevent you from making financial analysis and judgment. The simple method is to fill in the blank financial statements with real figures for your own judgment. The asset-liability ratio is a number for creditors, the profit rate is a big number for shareholders, and the current ratio is a number for managers to judge whether the enterprise is operating normally. For financial figures, if we don't judge and analyze them, we don't know what each analytical figure means or represents, and financial statements and financial analysis will be a piece of waste paper. The purpose of financial analysis and judgment is to correct the management and operation of enterprises. It has both positive and negative significance. Positive correction is to use financial analysis figures to judge the current operating conditions of enterprises, so as to carry out management correction; Reverse correction means that when an enterprise wants to make a decision or make a management correction, it should have a financial analysis report as the basis for judgment. Of course, the financial analysis report is only the basis for judging decision-making and management, and its profound understanding comes from the long-term practice accumulation of a certain industry or a certain problem. If you change from fuzzy management to completely believing in digital analysis, you will go from one extreme to the other.

5. Money is not everything. You can't do anything without capital flow!

Capital flows to enterprises as blood does to the human body. This is a very appropriate metaphor. People can be disabled, anemia, and even cardiac arrest. . . But never stop the blood flow! Note: It is "capital flow" rather than "capital". Capital may be sufficient, but the enterprise will still die if it does not flow and precipitate capital. Knowing this truth, we can understand why enterprises are still producing and selling when they are clearly losing money. Because as long as the funds are still running and flowing, the enterprise will still have the opportunity to turn over! We can also understand why a profitable enterprise closed down because of the precipitation of funds! Because the capital flow is trapped like a triangular debt, enterprises die because of cash exhaustion! We can also understand why enterprises with a debt ratio of only 50% (within the debt warning line) and a low liquidity ratio have closed down, while enterprises with a debt ratio of over 90% and a high liquidity ratio are still living happily. If we carefully observe those enterprises that are in trouble or even closed down, we will find that the "capital flow" is trapped or dried up, if not the main reason, at least it is the fuse! The most direct reason for the collapse of Shi Yu Giant Building is the rupture of capital flow! Let's assume that the history of Shi Yuzhu and his Giant Mansion will be rewritten if it either adopts effective financing or better handles the fund recovery operation of its health care products. If the capital chain is not broken, it is hard for us to imagine what Lvliang, the big banker in the future, will do. What we usually call "financial crisis" refers to the exhaustion of capital flow. The normal operation of an enterprise depends on cash flow and cash payment ability, while income and profit are not cash. Enterprises with profits but no cash inflows will still go bankrupt. Some financial experts have reminded me that a new developing enterprise should know how much cash it needs, when it needs it and what it will use 12 months in advance.

The other side of the coin: attention of management! From: In the first model network, there are many ways to match and control the capital flow (quick ratio). According to the general financial statements, the proportion is controlled at 1: 1. In fact, it needs to be judged and controlled according to the actual situation of different industries and enterprises, and an important reference factor is the amount and time of short-term debt repayment of enterprises. There are many ways to speed up the operation cycle of capital flow, such as changing the payment cycle of customers, classifying customers according to their reputation, and adopting prudent financial strategies. For some small enterprises, sometimes the loss of a product or trade is enough to offset the profits of the whole year.

6. There is no right or wrong method and style of enterprise management!

We often say that enterprise management is both a science and an art, so someone asks: What are the sciences in management? What is art? Some people even "calculate" the percentage of science and art in enterprise management. There is no doubt that this is a joke. The scientificity and artistry of management are complementary, blended and * * * in management. The so-called scientific nature refers to the general scientific laws of management; The so-called artistry refers to the flexibility and creative grasp under the premise of respecting general laws! Based on this, we know that management methods and styles are flexible and creative grasp of reality on the premise of respecting general laws. There is no fixed standard for this guarantee. The reason is simple: due to the different environment, industry and enterprise scale, there is naturally no unified standard. Even if all the above are the same, they will show different methods and styles because of the different personality and essence of enterprise managers. If you insist on adding a standard, I think. A well-known philosophical saying seems to be a standard, that is, "what exists is reasonable!" " ".Don't worry about its unreasonable existence. Enterprises and business owners will automatically make adjustments under the influence of the market. There is no right or wrong management method and style, but practicality is the measure. If there is a management problem with the management method you use, it is not that there is a problem with the management method, but that you have used the method in the wrong place; On the other hand, a management method "proved" by others may be correct and applicable to you if it seems incorrect. In this way, two problems will arise. First, in terms of employees, if you are very unaccustomed to the management style and style of the enterprise, and then criticize the management style and style of the enterprise, or even complain endlessly, it is not the management style and style of the enterprise that is wrong at this time, but your own culture and value orientation deviate from the enterprise. What you can do is either adapt to the enterprise or choose to leave it. Second, business managers (business owners) should not imitate or even replace new and popular management methods overnight. Economists, management scientists and entrepreneurs are "creating" new management methods and models almost every day. New terms keep appearing. What is popular is not necessarily good, but a method or model that has achieved great success in others may be a disaster for you. There is only one way to grasp it, and that is: remember that there is no right or wrong management method and mode, and there is no difference between old and new, just be practical!

7. The most important thing in management is "execution"!

What is executive power? It is the strength to complete a task and an indicator in an enterprise. We know that the ultimate goal of all decisions, systems, tasks and indicators is to be achieved through implementation. However, in real life, what we see from the country's "policy at the top and countermeasures at the bottom" to the enterprise's "system hanging on the wall and going its own way" are all problems of execution. Taking "execution" as the top priority of management will make us see the essence of many problems clearly. When the result of a decision goes wrong, most of us will doubt the decision itself; When the management system cannot be implemented, we also blame the system itself; When a sales target is not achieved, we also suspect that the target itself is too high. In fact, most of the above problems lie in "implementation", and it is a mistake made by someone or something in a certain link during the implementation process, not the decision-making or the system itself. Execution is a "vertical" concept in enterprise management, which spans strategic decision-making, enterprise management, sales plan, enterprise culture and other management elements. In other words, it intersects with every management factor; Every management factor has the problem of execution. Understand this problem, you will understand how important "execution" is: all decisions or tasks need corresponding results, and this result comes from execution!

The other side of the coin: attention of management! From: first, the full guarantee of enterprise execution is not the construction and perfection of rules and regulations, but first comes from corporate culture, in which "value recognition" is the most important; We know that if a person agrees with the value of an enterprise or task, his creativity is amazing, otherwise, the result is perfunctory. Secondly, it is a "model" demonstration effect from the management at all levels of the enterprise. The third is the construction and improvement of corresponding rules and regulations. The evaluation and judgment of enterprise's executive power in advance is conducive to the successful completion of enterprise's decision-making and specific tasks. In other words, enterprises should judge their execution ability before making any decisions and tasks. In fact, we often see the sigh that "things are good, not what I can do". Paying close attention to execution can not only let us know the real responsibility of many problems, but also help to avoid the possible waste and loss of people, money and time in enterprises.

Eight. Continuous lifelong detail management!

If there is anything in an enterprise that needs to be sustained and always given high attention, there is only one thing, and that is detail management! We can look at the main management elements of enterprises in this way: decision-making is the key; Management is the foundation; Technology is a tool; Products are carriers; Culture is the soul. It can be seen that management is the basis of all management elements. Just like building a building, the foundation is the guarantee of the building's century-old plan; If the foundation is not firm, the building may not collapse immediately, but it cannot guarantee the century-old plan of the building. China has no history of market economy, and the first generation of entrepreneurs are crossing the river by feeling the stones. So most of the enterprises we see are "extensive" management. From extensive management of product quality to extensive management of sales, irregular management of enterprises can be seen everywhere. Especially in the era of market economy shortage, the "profiteering" or even "profiteering" of enterprises covers up the problems brought about by extensive management. It is said that detail management is a continuous and lifelong thing, but it is not said to be the "most important" thing, because if you want to sort the functions of enterprises according to their importance, you must operate first and then manage. Management (especially management decision-making) is the key to an enterprise. And management is the perfection under the premise of smooth operation. Many enterprises in Jiangsu and Zhejiang are doing well, but their management is relatively backward. The purpose of this analysis is to really treat management, that is, not to be too high and regard it as the most important thing (there is a tendency to overestimate management now). At the same time, we should realize the foundation and continuity of management (especially detail management). If you want to draw a process curve for enterprise management elements, others, such as strategy, market and finance, will be a parabola with ups and downs; Only detail management is a straight line at a certain starting height! Detail management is the most basic management work of an enterprise. The difficulties, crises and even closures of enterprises are almost all improper management details, which have become the "fuse" for the outbreak of deep-seated problems of enterprises. Detail itself is not a crisis, but it can lead to a crisis. From product quality management to employee job-hopping, examples of enterprise crisis caused by improper management of enterprise details abound! The construction of enterprise management system and the formation of culture are constantly becoming bigger and stronger, and they are also gradually formed and strengthened in constant detail management. Detail management, in the final analysis, is the refinement of enterprise management, and it is the scientific and standardized management of refined links. In the management mode and innovation, the most is the method of enterprise detail management. It is a truth that we all know that the dam was destroyed by the ant nest. Please don't manage the details in a hot and cold way, but give continuous and lifelong attention and attention.