As more and more multinational companies enter China, the local advantages of China's hardware companies are being challenged. What must be awake in China's hardware companies, especially growth-oriented companies, is that they must firmly grasp the period of strategic development opportunities and set up reasonable development goals for themselves. If you cannot go upstream, you will only disappear.
Is the company pursuing the maximization of profits or creating value for its customers or for the benefit of employees? These points are all corporate goals, but fundamentally speaking, if we can only choose one of the most important goals here, then value is the highest goal pursued by the company.
Some people say that doing business is to make money. Making money is a very vague concept. Making money has a short period of time to make, and a long time does not make a profit. You want to make more money this year, or you want to make more in the future, both of which are sometimes Contradictory, that is, the contradiction between short-term income and long-term investment. When we are doing business, we obviously must also deal with the relationship between value and profit.
As a company, business is yours and it is yours for a long time. I believe that long-term interests will become more important. As for creating value for customers and benefiting employees, we now emphasize "people-oriented".
Enterprises should establish the "employees first" creed, and truly realize the "people-oriented" concept, using people as capital, resources to use. It is not just the relationship between employees and business owners, but performance partnerships and partnerships. Employees are "volunteers" rather than "mercenaries." They work for themselves, not just for business owners.
The company's belief in "employees first" is because of customer service. Quality products, or technical innovation, management, etc. All work is done by employees. They are created by them. If the reasonable requirements of employees are not met, how can employees improve their own level and better serve their customers? What better products? Without better products and services, how can customers continue for a long time and how can companies survive?
In this wave of vitality, the leaders of hardware companies, after determining the direction of development of the company, must seize the focus of leadership work, clarify the key tasks of the company, and do not waste energy on other inconsequential trifles. The matter cannot promote the enthusiasm of employees, nor does it have a short-term or long-term promotion effect on the development of a company's profits. Then this matter is unnecessary and can be ignored.
The financial crisis has led people to reflect on many popular corporate theories. For example, there is a theory that is very popular in China: Third-rate companies make products, second-rate companies do brands, and first-rate companies do standards. However, the crisis followed, and the Wall Street investment bank as a whole went down. As the brand's General Motors was on the brink of collapse, the apples that made the products were booming. There is the same story in China. The standard Down brothers have long since disappeared. The brand's Mengniu products piled up like mountains, the capital chain was tight, and the product's Sanyuan milk no matter how to expand the production line product was in short supply.
The market is changing rapidly. There is no single path to success. Only the new path that continues to emerge with this change. In the face of invading multinational companies, domestic hardware companies are only the most important in improving internal management.
Is the company pursuing the maximization of profits or creating value for its customers or for the benefit of employees? These points are all corporate goals, but fundamentally speaking, if we can only choose one of the most important goals here, then value is the highest goal pursued by the company.
Some people say that doing business is to make money. Making money is a very vague concept. Making money has a short period of time to make, and a long time does not make a profit. You want to make more money this year, or you want to make more in the future, both of which are sometimes Contradictory, that is, the contradiction between short-term income and long-term investment. When we are doing business, we obviously must also deal with the relationship between value and profit.
As a company, business is yours and it is yours for a long time. I believe that long-term interests will become more important. As for creating value for customers and benefiting employees, we now emphasize "people-oriented".
Enterprises should establish the "employees first" creed, and truly realize the "people-oriented" concept, using people as capital, resources to use. It is not just the relationship between employees and business owners, but performance partnerships and partnerships. Employees are "volunteers" rather than "mercenaries." They work for themselves, not just for business owners.
The company's belief in "employees first" is because of customer service. Quality products, or technical innovation, management, etc. All work is done by employees. They are created by them. If the reasonable requirements of employees are not met, how can employees improve their own level and better serve their customers? What better products? Without better products and services, how can customers continue for a long time and how can companies survive?
In this wave of vitality, the leaders of hardware companies, after determining the direction of development of the company, must seize the focus of leadership work, clarify the key tasks of the company, and do not waste energy on other inconsequential trifles. The matter cannot promote the enthusiasm of employees, nor does it have a short-term or long-term promotion effect on the development of a company's profits. Then this matter is unnecessary and can be ignored.
The financial crisis has led people to reflect on many popular corporate theories. For example, there is a theory that is very popular in China: Third-rate companies make products, second-rate companies do brands, and first-rate companies do standards. However, the crisis followed, and the Wall Street investment bank as a whole went down. As the brand's General Motors was on the brink of collapse, the apples that made the products were booming. There is the same story in China. The standard Down brothers have long since disappeared. The brand's Mengniu products piled up like mountains, the capital chain was tight, and the product's Sanyuan milk no matter how to expand the production line product was in short supply.
The market is changing rapidly. There is no single path to success. Only the new path that continues to emerge with this change. In the face of invading multinational companies, domestic hardware companies are only the most important in improving internal management.
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