Looking for corporate core values ??slogans

Core values, first of all, are unique and irreplaceable values ??of the enterprise. It has the characteristics of "cannot be bought, stolen, dismantled, or taken away", which means that it is not learned from the outside, but something accumulated internally over a long period of time. It has been integrated into the body and blood of the enterprise. . Secondly, it is the essential and decisive value of the enterprise. According to the survey, 55% of the Fortune 100 companies claim that "integrity" is their core value, 44% advocate "customer satisfaction", and 40% believe in "team spirit."

In the data analysis of the core values ??of the top 30 corporate culture construction selected at the 2002 China Corporate Culture Annual Conference, "innovation", "dedication", "integrity", "unity", "hard work" "" and other words appear higher - of course, here about 77% are state-owned enterprises. This reflects that companies with different cultures and companies at different stages of development have different core values.

Core values ??appear to be "virtual", but are actually "real". They are extracted and advocated to achieve the mission, and are the eternal principles that guide the company's employees to behave in the same way; it is Decisions embedded in employees' minds influence their behavior and are reflected in their attitudes day after day. The core values ??should not be numerous but refined, and generally there will be no more than 5-6 core values.

——Standard Chartered Bank advocates the spirit of "ONE BANK", and its core values ??are "courage, responsibility, internationalization, creativity and trust".

——The core values ??of Hang Seng Bank are "service first, customers first, regarding employees as the Bank's most important assets, taking from the society, and using it for the society."

——The core values ??of ING Bank are “integrity, professionalism, responsibility and team spirit”.

The values ??of Bank of Tokyo-Mitsubishi play a guiding role in the behavior of each subsidiary company. The core values ??that are the basis of the group's strategic decisions are "to provide a wide range of financial services based on trust and reliability as the basic principles, Bring prosperity to domestic and overseas customers and continue to create social and economic value."

Deutsche Bank advocates five corporate values: "Performance, innovation, customer focus, teamwork and integrity"

Just like HP co-founder William Hughley What Te said: "Looking back on my hard work in life, what I am most proud of is probably helping to create a company whose values, methods and achievements have had a profound impact on the way businesses are managed in many parts of the world." The merger of HP and Compaq, The most difficult thing is not the reconstruction of the organization, the adjustment of personnel and the reorganization of processes, but whether the two different cultures and values ??can be organically integrated.

If the core values ??rooted in an enterprise become an unshakable tenet or belief over time, it becomes a core competitiveness, the most inimitable and the most important. Irreplaceable ability. It can be seen that different values ??determine how companies and individuals settle accounts (calculate big accounts) and look at the future (calculate prospects), thus determining the future distinction and superiority of enterprises.

Entrepreneurs are disseminators of values, leaders of social progress, and creators of modern life. Today, a quiet values ??revolution has begun. More and more business people are trying their best to gain wealth while trying to explore the most fundamental issues in life. They try to integrate sacred obligations, dignified values, simple lifestyle, emphasis on family life, and career development.

Another tendency also exists. In today's environment where corporate competition is becoming increasingly fierce and shareholder returns are under growing pressure, when there is a conflict between values ??and earning profits, should we sacrifice profits to defend values, or should we do whatever it takes to obtain profits? Many entrepreneurs succumb to the pressure of profit, and business principles become a dead letter.

——China is in the stage of social transformation. The economy is developing rapidly and there are more market opportunities than opportunities. Speculation and irregular operations can make people rich overnight. Some entrepreneurs are eager for quick success and quick profits, and are obsessed with profit. Utilitarian "strategies", "emperor skills", and "thick black learning" tricks are used to control people and make money.

——Financial fraud scandals have frequently broken out in the United States. Financial fraud by world-famous companies such as Enron, WorldCom, Xerox, Merrill Lynch, Arthur Andersen, and Global Crossing has given rise to the birth of the Sarbanes-Oxley Act, which was passed Mandatory legal constraints re-establish the corporate integrity system on the CEO and CFO.

Chen Shiqiang, Hong Kong director of the International Full Gospel Businessmen’s Fellowship, was very worried about the loss of the spiritual home of the mainland businessmen who got rich overnight: “The richer the people in the mainland, the more proud they are, thinking that there is nothing they can’t do. Use money to settle things. Those who control a lot of wealth are very dangerous to society if they have no faith."

Zhao Xiao, a well-known mainland scholar, also warned against the lack of belief and misalignment among entrepreneurs: “Today’s China lacks both law and religion. It is a typical lawless country. China does not believe in God; Ghosts don’t believe in fate, they don’t believe in the final judgment, and of course they don’t believe in heaven… People who don’t believe in anything can only believe in themselves, and believing in themselves actually means that everything is possible, and it doesn’t matter if you lie, deceive, or deceive others. What? ”

This article comes from: From a Shenzhen company (Meicai)

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