Business competition does not have to follow common sense

Enterprises do not have to act according to common sense in competition

In the business world, there always seem to be some stories that do not act according to common sense, making outsiders feel like they are looking at things in the fog.

The struggle for interests between enterprises is sometimes more exciting than we imagine, because they often do not follow common sense. Let’s take a look at two vivid examples: Story 1: In its strategic plan, Zhejiang Hengdian Group listed film and television entertainment, electrical and electronics, and pharmaceutical and chemical industries as the group’s three future core industries. In order to implement this strategy, the group established a remote location in Hengdian, Zhejiang Province. With a huge investment of 3 billion yuan and several years of time, a Forbidden City complex was replicated in the mountains in a 1:1 ratio, creating the largest film and television city in China today. What's even more amazing is that in order to attract film crews to come to shoot, the film and television city does not charge venue rental fees. This has attracted many domestic film crews to settle in. The group hopes to eventually turn Hengdian into China's Hollywood. In contrast, for other domestic film and television shooting bases, the main source of income is venue rental fees and tickets.

Story 2: Shanghai has spared no effort to invest huge sums of money to host the FI China event. The expenditure mainly includes the construction of Shanghai International Circuit, fees paid to the FIA, investment in transportation supporting facilities and other expenses totaling more than 400,000 yuan.彳一元. However, according to the stringent agreement reached between Shanghai and the FIA, the Shanghai venue's revenue only includes tickets, TV advertising shares, parking fees, etc. According to this, the organizer's income is only 300 million yuan, which is not enough to offset the loan interest on the investment. .

Calculated according to conventional economic principles, there are serious problems with the return on investment of both projects: for Hengdian Group, it is obvious that it will take decades to build a business with questionable profitability. , for private enterprises that are always hungry for funds and have to spend every penny, it is very difficult to accept. For the Shanghai racing project, the static investment return period will be at least more than ten years. From a purely commercial investment perspective, such a project is not a successful project. So why do investors make such seemingly unprofitable decisions?

The answer is actually very simple: both have set their sights on the scarce resource and element of land. Hengdian Group plans to enhance the local cultural taste and level through film and television operations, promote the appreciation of local land values, and thereby benefit from it. The profit model of Shanghai's Fl racing competition also follows the same idea, that is, by hosting the event, investing in infrastructure construction, promoting a noble community, and leveraging the land price. In fact, the plan is being implemented step by step: the land prices around Jiading Stadium have now risen to the same level as Minhang, where land prices have always been higher.

People who dare to challenge difficulties will always have an adventurous spirit that does not follow common sense. As managers of a business, entrepreneurs often have adventurous spirit and thinking that are different from ordinary people.

In fact, all people are more or less born with adventurous qualities. The key is whether you dare to take the risk of not following common sense. Dare to take risks, which is also very helpful to temper your personality. Nine times out of ten things in life are going to be unsatisfactory. Deliberately allowing yourself to deal with some problems at ordinary times can give you a preview of how to deal with unexpected situations. If you never take a chance, your life will be just drifting with the tide, waiting for big waves to knock you off at any time.

***Dance with competitors, ***survive***win It is inevitable for peer companies to compete with each other, but they should have both competition and survival awareness, *** While maintaining the market, do not destroy the market. Colleagues are not enemies, but a win-win relationship, a relationship where you are good and I am good and everyone is good. It is not to eliminate competitors, but to maintain a harmonious relationship with competitors.

There is a well-known law of survival in the biological world, which is Darwin's theory of biological evolution. The theory of biological evolution reveals the law of survival of the fittest. To adapt to the external environment and survive, you must change your own adaptability. To change one's own adaptability, one needs to compete with the surrounding environment and surrounding organisms.

Similarly, human competition is to compete with others for one's own benefit.

Competition can make human society progress and develop. This is a truth recognized by everyone. Competition in business can also bring about a win-win situation, which is healthy competition. However, unscrupulous competition is a taboo in business competition, which is actually a kind of suicidal competition. Because all competitions that do not follow the laws of business and professional ethics may yield some small profits in the short term, but after all, this kind of competition violates the laws of economics and the laws of survival, and will eventually lead to self-destruction.

Competition is a natural and social phenomenon that has existed since there were living things on the earth. Competition exists in all fields. In today's society, competition in the economic field is particularly eye-catching.

Professor Reinhard Selton, Nobel Prize winner in economics, has a famous game theory: Suppose there is a game in which participants can choose whether to cooperate or compete with their opponents. If you adopt a cooperative strategy and divide the spoils like pigeons, then the time-consuming and energy-wasting fights between opponents no longer exist; if you adopt a competitive strategy and fight each other like eagles, then there is often only one winner, and even if you get Victory also requires a lot of feathers to be pecked off. Corporate relationships in modern society pursue orderly competition that is mutually beneficial. Therefore, whether for individuals or enterprises, competition that purely pursues self-interest can only lead to a vicious circle of competition, worsen the external environment, and further promote economic stagnation. Therefore, enterprises cannot simply compete with each other, but must also encourage and encourage each other. Cooperating with each other can truly achieve a win-win situation.

Competition can be a win-win situation. BMW and Mercedes-Benz keep pace with each other in the automotive field; Coca-Cola and Pepsi-Cola coexist in the beverage market; Mengniu and Yili are thriving on the grassland. The list goes on and on.

Any business will have competitors. Only in this way can you speed up the sailing of the ship of your life! Because tolerance means greatness, and competitors are the best motivation for success. Establishing competitors, treating them as the most exciting partners, and walking with them all the way is the law of success for business managers.

Porter’s Competitive Strategy Learning and Learning: Cultivating Competitive Awareness

Today’s era is an era of competition. In this era of rapid development by several times or even dozens of times , Yesterday's millionaire may become obsolete today, and even music that is popular in the morning may become tomorrow's waste in the evening. Such examples are common, so this era calls for a sense of competition. This is especially important for managers, who should strive to cultivate their own sense of competition and face the competition bravely.

First, root the sense of competition deep in the soul. Competition consciousness is actually an inevitable derivative of market consciousness and human development. To go to the market and develop and progress, there must be competition. As business leaders, if managers lack psychological preparation for competition and lack understanding of the importance and cruelty of competition, it will be difficult to win in sudden and fierce competition. Only by keeping competition in mind, understanding the meaning of competition, and understanding the intensity of competition can managers remain invincible.

The now-famous Acer Computer Company started with a team of only 7 people 20 years ago. Now it has become the seventh largest personal computer company in the world, with an annual turnover of NT$150 billion. As the general manager of a large enterprise, Shi Zhenrong insists on challenging difficulties, breaking through bottlenecks and creating value as his motto. Shi Zhenrong believes: No matter in life, society, or even the production line of an enterprise, only by breaking through bottlenecks can an enterprise achieve optimal benefits. To break through bottlenecks, one must challenge difficulties, have the courage to compete, dare to take risks at critical moments, and be good at seizing opportunities. Be tenacious when encountering failure, be mentally stable and calm when encountering setbacks, and pay attention to strategy, so that you can ultimately achieve success.

Shi Zhenrong’s philosophy is exactly a philosophy of challenge and a philosophy of competition. Our managers really need to cultivate this sense of competition.

Second, the awareness of opportunities should always be in your heart. Competition is often a competition for opportunities. To seize the opportunity in time and space, we often win the market ahead of our opponents.

The most important thing in the competition for opportunities is to establish the awareness of opportunities in the heart at all times. Even when the business is booming, managers cannot relax at all in cultivating their own awareness of opportunities. Otherwise, the company will easily fall behind in the market competition.

The general manager of the American Clinton Glass Industry Company, one of the three giants in the American glass industry, is a master who dares and is good at seizing opportunities. In a meeting of the company's senior leaders in 1963, the issue of whether to research, develop and produce picture tubes for color televisions was discussed. Because the competitor at the time, Ionline Corporation, was also hesitant about this, and in addition to this The research requires high technical research costs, and some directors at the meeting did not agree to the development. The main reason is that the risk taken is too high. Xia Moli Hutton Genier declared against all odds: If we are reluctant to spend money now, we will fall behind others in the blink of an eye. We must immediately allocate 20 million US dollars to research and develop color picture tubes. This huge investment was not in vain. The color picture tube later became the main income-generating project of Clinton Glass Enterprises. More importantly, the production of color picture tubes enriched and improved the series of glass products of Clinton Glass Enterprises, increasing the company's presence in the industry. competitiveness in the market. Here, it is the psychological quality of never forgetting opportunities that enables Xia Moli Hutton Genier to seize opportunities and give the company a head start. Enterprise competition concept slogan

1. Reputation comes from quality, and quality comes from quality.

2. Be open to innovation, be thrifty and serve the public, be trustworthy in the city, and be resourceful and practical.

3. Manufacturing must rely on low cost, and competition relies on high quality.

4. One percent mistake, one hundred percent loss.

5. Take talents as the foundation, market as the guide, quality as the guarantee, and service as the purpose.

6. Quality control improves credibility, and credibility expands sales.

7. Always seek efficiency improvements and pay attention to methods and techniques in everything.

8. Quality comes from production, not inspection.

9. If you find any problems, report them and deal with them promptly.

10. Establish core values ??and be good at learning and creating.

11. Don’t put off today’s tasks to tomorrow and follow the necessary work procedures.

12. Create CNC Network and pursue a better life.

13. Those who are good at fighting seek power and do not blame others, so they can choose others to take advantage.

14. Build a road of quality and efficiency and create an industry of quality and efficiency.

15. Quality is the backing of the market, and quality is the guarantee of efficiency.

16. Say what you say, do what you say, and be effective.

17. Change concepts, change styles, innovate mechanisms, and innovate situations.

18. The implementation of quality control begins and ends with education.

19. Reasonable quality design is the first step in quality assurance.

20. Self-esteem, self-confidence, and self-improvement build trust in the enterprise; pioneering, enterprising, and innovative create corporate brilliance.

21. Build the Great Wall of Quality and revitalize the Chinese economy.

22. Entering the world of quality brings unlimited business opportunities.

23. Product quality reflects the vitality of an enterprise.

24. Quality is more important than cost.

25. Continuous learning, self-improvement, and fully embodying results-oriented approach in doing things.

26. Create changes and bring about breakthrough improvements in performance.

27. Emphasize unity and promote team spirit; value technology and use technology to promote development; strengthen management and seek benefits from management.

28. Our pursuit is: faster, better, newer and more precise.

29. Create high quality, contribute high quality, and enjoy high quality.

30. Quality takes the lead and performance is far ahead.

31. If the quality is good, there will be fewer mistakes.

32. Customer first, considerate service; quality first, leading technology.

33. Focus on quality based on the position and be meticulous in producing quality products.

34. Customers are our God, and quality is God’s requirement.

35. If a product is to be defect-free, comprehensive quality control is inevitable.

36. To be the first in quality is to be the first in the market.

37. Use technology to improve quality and rely on quality to occupy the market.

38. There is no strict master, no master; no strict control, it is difficult to produce high-quality products.

39. Send blessings wholeheartedly, and do your best to pioneer and innovate.

40. Be honest and efficient, serve users, be united and enterprising, and strive for efficiency.

41. Use first-class talents to create first-class institutions.

42. Establish the legal concept of quality and improve the quality awareness of the whole people.

43. The whole people care about quality, and quality benefits the whole people.

44. Let Huanyu Sail carry high-quality products across the century.

45. Adhere to standards to show quality and certification to build image.

46. Be brave to create first-class products and create new highs.

47. Create a high-quality brand and create a first-class corporate image.

48. Say goodbye to the traditional yesterday and move towards a standardized future.

49. The difference between products lies in the details.

50. Enhance the sense of urgency, strengthen the sense of responsibility, strive to seize the market, and fight for a turnaround.

51. Human ability is limited, but human efforts are unlimited.

52. The requirements must be clear and the implementation must be firm.

53. Only by stepping into the track of international standards can there be unlimited room for expansion.

54. Keep setting higher goals. Today’s best realization is tomorrow’s minimum requirement.

55. Quality is life and service is purpose.

56. The colorful world of life comes from the highest realm of quality.

57. Improvement involves reform, and reform begins with reforming the mind.

58. Establish a quality spirit and build a blueprint for the world.

59. All employees participate in the entire process to comprehensively improve quality and safety levels.

60. Do not accept substandard products, do not manufacture substandard products, and do not deliver substandard products. Enterprise core competitiveness slogan

1. Innovation and breakthroughs stabilize quality, and implementation of management improves efficiency.

2. The consciousness of quality is in my heart, and the quality project is in my hands.

3. Record good habits on a daily basis and retrospectively analyze them for improvement.

4. Based on integrity and innovation.

5. Inspection records must be reliable for statistical analysis to be effective.

6. If you work hard, you will gain something.

7. Adapt to the daily changes of the company without complaining.

8. Don’t exchange blood for lessons, but use lessons to avoid blood and tears.

9. Strive to be a first-class employee, create first-class products, and create a first-class enterprise.

10. Without quality, there will be no future for the enterprise.

11. Give me a chance and give you a miracle.

12. Be careful and attentive, and the quality will always be satisfactory.

13. To do great things, don’t be a high official.

14. Reduce waste, reduce costs, maintain a harmonious atmosphere, standardize work, improve quality, and ensure safety.

15. Knowing how to reflect after failure is the mother of success.

16. Cultivate etiquette employees and create a civilized team.

17. As long as the spirit does not decline, there are always more solutions than difficulties.

18. Complaints are handled quickly and customers are satisfied and happy.

19. Build corporate image and create high-quality projects!

20. Integrate the business philosophy with hard work and keep the corporate culture alive.

21. Technology is the primary productive force, and talent is the primary resource.

22. Attitude determines everything, and details determine success or failure.

23. Return to the old battlefield and create glory again!

24. Self-improvement and healthy competition. Appreciate each other and support each other.

25. If you don’t work hard today, you will work hard to find a job tomorrow.

26. Join hands to carry forward the spirit of quality.

27. If your heart is always perfect, the world will be peaceful.

28. One oversight can make a hundred people busy, but if everyone is careful, things will go smoothly.

29. High-quality irrigation creates the future.

30. Vitality, harmony, and passion.

31. To give back to customers, it starts with me. I have feelings in my heart and my customers have my heart.

32. Take the next step forward.

33. Accumulate improvements and move towards perfect quality.

34. Pay equal attention to offense and defense, take action by all members, have activity goals, and be service-oriented.

35. Safety is the glory of those who obey the rules, and accidents are the monument of shame for those who violate the rules!

36. Be responsible for the project and satisfy users!

37. Safety is the life of an enterprise, and quality is the source of efficiency.

38. There is a market only when there is quality, and there is progress only when there is improvement.

39. The greatest bankruptcy is despair, and the greatest asset is hope.

40. Establish a quality system with quality culture and create attractive and soulful quality.

41. Survive by quality and promote development by credibility.

42. High-quality products are the golden key to open the door to the market.

43. Create excellence in management and establish image in construction!

44. If safety is done well, life is guaranteed.

45. Today’s efforts will be rewarded tomorrow.

46. Shape people’s quality and establish a management foundation.

47. Emphasize unity and promote team spirit; value technology and use technology to promote development; strengthen management and seek benefits from management.

48. In the turbulent times, everyone went out, rummaged through boxes and cabinets, and paid active visits.

49. Face changes, treat them rationally, communicate fully, and cooperate sincerely.

50. I don’t care about my own heart. I am born in name.

51. Be forward-looking at work and establish new methods and new ideas.

52. Be honest and efficient, serve users, be united and enterprising, and strive for efficiency.

53. Without execution, there will be no competitiveness.

54. Persevere and strive for excellence.

55. Come to work happily and go home safely.

56. Adhere to unity and stability, and work together to achieve success.

57. Market competition has no sympathy for the weak. Without innovation and breakthroughs, companies will be eliminated.

58. Talent comes first, pursue first-class, lead changes, operate in the right way, and survive and win.

59. Products are the image of a company, and quality is its reputation.

60. Treat others well when you are proud, and you will need them when you are frustrated. Learn how to compete from benchmark companies

Learn how to compete from benchmark companies

Porter’s competitive strategy is developed by the United States, the world’s number one strategic authority and known as the father of competitive strategy. Scholar Michael Porter proposed in his book "Competitive Strategy" in 1980 that Porter provided three effective competitive strategies for business people, which are total cost leadership strategy, differentiation strategy and specialization strategy.

Porter's competitive strategy is a type of corporate strategy, which refers to the long-term behavior of enterprises to take offense or defense in the competition for the same value.

Competition in modern society is becoming increasingly fierce, and everyone is well aware of the value and rules of competition. Competition is a catalyst for potential, a catalyst for success, and a rule of survival.

Only through competition can we constantly surpass ourselves, achieve faster progress and better development, and avoid being eliminated by society. For business managers, only if they are not afraid of competition, dare to compete, and are good at competition can they gain vitality and win vitality in the tide of market economy.

Low-cost expansion must be cautious in the first battle

Low-cost expansion must be meticulous, practical, and do a good job in the preliminary work; otherwise, low-cost expansion may turn into high-cost payment , enterprises will have constant nightmares and regrets!

People are familiar with today’s well-known Korean brand Samsung, but they don’t know that 10 years ago, products with the Samsung logo were synonymous with cheapness and imitation overseas.

The financial crisis that swept across Asia in 1997 made Lee Kun-hee, the manager of Samsung Group, realize that if the company only does low-cost simple expansion, it will never be able to win in the fierce competition with top brands in the world. . So he began to change his development strategy and do detailed and practical work in the early stage. He started with product design and opened design offices around the world, including major developed countries such as the United States, Europe and Japan. By recruiting a large number of outstanding design talents, he used He spent a lot of money to build a strong R&D team and focused his marketing on heavyweight world events. After a period of hard work, the hard work finally paid off. Under Lee Kun-hee's strategic leadership, Samsung Group has risen to a new level internationally. status.

The success of Samsung Group is the best example for Chinese entrepreneurs. Chinese companies stuck in the Made in China stage must find new ways out. Only by mastering originality can Chinese companies move to the other side of BrandinChina and CreativeinChina. If Chinese companies want to expand their markets overseas, they must establish a public relations image for the company and brand, and cannot just rely on low cost as the sole competitive condition.

To a certain extent, low-cost expansion is a shortcut for companies to become stronger and bigger quickly. Some companies relied on low-cost expansion to quickly become strong players in the industry in a short period of time, demonstrating the huge advantages of low-cost expansion. However, successful low-cost expansion is based on rigorous and pragmatic preliminary work, just like J Star Group is based on strong corporate strength and sustainable core competitiveness. If a company expands blindly, the consequences will be huge or even fatal. In real economic life, there are many examples of companies experiencing declining profits, weakening strength, and even facing bankruptcy due to low-cost expansion that was not detailed in early work.

At the end of a certain year, when Company A was merging a foreign Company B with debt, due to the lack of thorough and detailed preliminary work, the asset status of Company B was not fully understood and verified. The company signed a merger agreement and signed a debt repayment contract of approximately 200 million yuan with four banks that are creditors of Company B.

Soon after, it was discovered that Company B and some other financial institutions and companies still had debts of about 300 million yuan.

Adding the two together, Company A has already shouldered a debt burden of approximately 500 million yuan before the merger agreement is even dry.

Since then, Company A has fallen into heavy debt. By the end of 2003, not only had he paid more than 50 million yuan in due debts for Company B, but his accounts were often sealed and frozen by the relevant courts due to debt disputes.

Most of the energy of business managers is diverted to dealing with litigation and litigation. The operation and management of enterprises have been seriously affected.

The phenomenon in the above example can only be said to be one of the drawbacks of blind expansion. The lesson learned by Company A is profound and illustrates the importance of doing preliminary work before expansion. It can be seen that the key to low-cost expansion is to do the preliminary work well.

It is necessary to comprehensively and systematically find out and verify the true status of the expanded objects, including assets, finances, personnel, history, related parties, and whether any economic cases and litigation have occurred.

Comprehensiveness, system, and authenticity are very important. If the data and information obtained are false, it will become a disaster for the enterprise like Company A above.

Low-cost expansion should generally be, and often is, the tiger eating the sheep, and rarely the snake swallowing the elephant. If a company with good economic returns and high-quality accounting information is willing to be merged by others without any external intervention, then the merging company needs to be more vigilant.

The basis of low-cost expansion is the strength and competitiveness of the enterprise. Generally speaking, companies that are expanded and merged are disadvantaged groups. They are either minor or ill, and have difficult-to-solve problems in their internal operations. Few good companies are willing to be expanded and merged by others. This requires that the main body of the expansion and merger has strong strength and strong competitiveness, including financial strength, talent strength, technological development strength, product competitiveness, etc.

Due to differences in nature, different companies will have different decision-making procedures and processes when expanding at low costs.

But striving for strength, pursuing sustainable development and maximizing profits are the same goals. Because of this, when companies decide to implement low-cost expansion, they must be careful, practical, and do a good job in preliminary work.

Learn how to compete from benchmark companies

As the ancients said: When three people walk together, there must be one teacher. There is no end to learning. As a person grows up, he should continue to study hard. Not only must we learn from books, we must also learn from others, and we must also learn from our opponents. It is necessary to penetrate the truth that only learning can make continuous progress and survive for a long time. A person's life lies in learning, and so does the life of an enterprise.

Be good at learning from your competitors and learn from their strengths and advantages. As the saying goes, you can attack jade with a stone from another mountain. Especially in today's era of extremely fierce market competition, learning should be an eternal theme for every enterprise. Learning is not only the enrichment of one's own knowledge and skills, but also the use of others' lessons to improve oneself. In particular, learning from benchmark companies, learning from each other's strengths, integrating one's own advantageous resources in a targeted manner, and enhancing one's own competitiveness are the only ways to truly realize the sustainable development of an enterprise.

Learning from benchmark companies is the best way to create creative pressure and an effective means for companies to build competitiveness. Many well-known foreign companies, such as IBM, Motorola, 3M, DuPont, etc., have long understood this and have incorporated learning from benchmark companies into their management concepts, which has become a trump card for companies to enhance their competitiveness.

Let us first take a look at how the American ExxonMobil oil company found a master to transform itself from good to great!

Exxon Mobil Oil Company was established by Rockefeller. As early as 1992, Exxon Mobil Oil Company's annual income was higher than the income of most countries in the world. Still, it wants to do better. To improve sales, the company conducted a survey and asked 4,000 service station customers what was important to them. The results show that only 20% of the respondents think price is the most important, and 8% think the following three things are equally important: first, friendly staff who can provide help; second, fast service; third, reward for their loyal consumption. recognized.

This survey result prompted ExxonMobil to reform its services, with operations, customer service, and customer loyalty as benchmark projects. Then, based on the benchmarking project as the goal, the company looks for benchmark companies with the best operations, best customer service and the most repeat customers, conducts research on the corresponding best corporate practices, and uses this as an example to transform ExxonMobil's operations throughout the company. Fully closed gas station.

After a serious search, ExxonMobil settled on Ritz-Carlton, a company known for its fast and convenient gas station service and unusual customer satisfaction. Hotels and home warehousing with many repeat customers are benchmark companies.

Through the study, research and practice of the above three benchmark companies, Exxon Guanfu Petroleum Company finally formed a new gas station concept and friendly service, with the purpose of striving to make customers realize that refueling is also a pleasure. experience. As a result, the company's competitiveness was greatly strengthened, and the revenue of the gas station increased by 10% that year.

By 2000, ExxonMobil's annual sales reached US$232 billion, ranking first among the world's top 500 companies. This is the success brought by benchmarking learning.

Not only that, in addition to strengthening the competitiveness of enterprises, there are many benefits of learning from benchmark enterprises: (1) It can help enterprises identify and find excellent enterprises and their excellent management functions, and Absorb and digest it into the operation and management of the enterprise, thereby motivating managers to better complete the performance plan.

(2) By exploring the successful experience of the other party, decide what measures to take to maintain the sustainable development of the enterprise, thereby overcoming the shortcomings that hinder the progress of the enterprise.

(3) It can expand the sources of market information for enterprises, allowing enterprises to discover technological or management breakthroughs that they have never discovered.

(4) In the learning process, the collaboration between various departments of the enterprise can be made closer.

If an enterprise wants to be at ease in the business world, it must enhance its competitiveness. Therefore, continuous learning is an effective method. What exactly do we need to learn from benchmarking companies? How to learn? This is a question that managers of modern enterprises should seriously consider. Managers should be reminded here to avoid several selection misunderstandings when learning from benchmark companies: Misunderstanding 1: Only choose companies in this industry. In fact, by learning from benchmark companies outside the industry, you are more likely to achieve breakthrough progress.

Misunderstanding 2: Choose companies with good concepts, such as high-tech companies. In fact, the more high-tech an enterprise is, the lower its management requirements are; and the less technical barriers there are, the more emphasis is placed on management and competition.

Misunderstanding 3: Only choose large companies, especially large foreign companies.

Misunderstanding 4: Copying or imitating the other party’s system and experience. This kind of learning is not simple learning or imitation, but innovation, learning and application.

Misunderstanding 5: Learning is a matter for managers, and employees’ acceptance does not need to be considered. This is extremely wrong.

Misunderstanding 6: Learning should be immediate. In fact, learning is a long-term, continuous process and a long-term management of the enterprise, rather than a one-time project.

Enterprises must carefully select the outstanding enterprises they should learn from based on actual conditions such as industry development prospects, enterprise development strategies, product costs and benefits. Only by choosing the right role model and the right role model can we truly gain something and enable all aspects of the enterprise to absorb excellent concepts and management models.