Military Thinking Dispel Business Competition

In the 50 years after World War II, 500 of the top 500 companies in the world came from West Point, including the chairman, vice chairman and board member.

In the early days of World War II, when the Germans attacked Moscow, Stalin judged that the German army would not attack aggressively because they did not prepare well for the long winter operations.

Where is Stalin's basis?

In fact, there are two seemingly unrelated factors. One is the price of wool in Europe has not fluctuated; the two is that the German army has not changed the cloth.

The implication of these two points is that the German army did not purchase cotton padded clothes, nor did they replace the grease gun suitable for the cold weather in Russia.

Facts have proved that Stalin's judgement is correct.

The war field emphasizes the attention to details and makes judgments on this basis. This is closely related to commercial operation, and many winning ways in the war field are also linked with business. In fact, many well-known entrepreneurs at home and abroad are not doctors or MBA, but soldiers.

According to statistics, in the 50 years after World War II, 500 of the top 500 companies in the world came from West Point, including the chairman, vice chairman and board members.

The so-called "stones from other hills can be used to attack jade".

The practice of military strategy and military field is not only a stone of others but also a diamond for him.

Do you have the "crooked way of thinking"?

The circuitous route can avoid the most brutal battles, and the easy way will be covered with thunder.

The art of war of the Sun Tzu is "difficult for the army to compete".

The prophet is a better judge than a law maker. "

In the description of Cao Cao and Ma Chao's war in Tongguan, the Three Kingdoms highlights the plot: whenever Ma Chao adds troops, Cao Cao will be delighted, and later "banquet for congratulations".

The general began to express his understanding, and later laughed secretly.

In fact, Cao Cao can see farther.

Later, he explained, "in the middle of Guanzhong is far away, if a group of thieves rely on danger and danger, they can not be recovered for one or two years. All of them are gathered together today, although many of them are different, but the people are not alike. They are easy to alienate and kill at one stroke."

This is why he heard Ma Chao add soldiers to his arms.

For enterprises, they must have some "crooked ways of thinking".

In order to ensure the sales market of automobiles in Japan, the Japanese Toyota Auto Body Co set up the "TOYOTA traffic and environmental protection committee" and set up a "sidewalk Overpass" for the first time in the Tokyo market and the construction of the Tokyo railway station. It also invested 300 million yen to set up 120 computer traffic signal systems in the city to alleviate traffic congestion.

TOYOTA's hard intentions eventually came true: Sales of cars are increasing and the company's profits are considerable.

On the surface, it seems to have left the theme of car sales. In fact, tangent has reached the goal of occupying the market and taking it back.

In the face of a strong opponent, "roundabout" can be regarded as an effective means to avoid its edge and preserve its strength, and even find a new world in the circuitous route.

In the United States, WAL-MART is an invincible dragon in the US, but Costco, based in Seattle, has chosen customers who are different from WAL-MART, who have money on hand but want to buy high-quality products at a lower price.

Costco has been holding these requirements tightly and has never been separated.

Industry analysts often sigh that Costco's value orientation is like that of a magnet absorbing iron fragments.

Compared with its rival Sam's member store, WAL-MART usually has nearly 10000 kinds of goods, Costco usually only has more than 4000 kinds, but each brand can attract customers' eye, and its price will not frighten customers.

Although the number of Costco stores is about 200 larger than that of Sam's member stores, Costco's revenue is about 10000000000 dollars more than that of Sam's stores, and more importantly, its profits are 4 times that of its rivals.

It is not to win, but to be the enemy in the first place.

Do not win in yourself, but win in the enemy.

Therefore, a good fighter can not be defeated, nor can he win the enemy.

Therefore, it is better to know the victory than to do it.

It is impossible to win, to defend, to win, to attack.

The rules are inadequate and the attack is more than enough.

During the war of liberation, Jiang Jieshi used 450 thousand forces to attack Jiefang District in Northern Shaanxi and Shandong, and adopted the tactics of "close together, strengthen ties and step by step".

As a result, the East China Field Army of the Communist Party can only retreat backwards and avoid it.

In the process of twists and turns, Mao Zedong, who closely watched the situation in East China, reminded Chen Yi and Su Yu: now the enemy must be anxious, and we must not worry.

As long as we have patience, there are always opportunities to annihilate the enemy.

First, we must have great patience and patience; two, we must master the greatest strength; three, do not disturb the enemy's rear area too early.

Mao Zedong's exhortations revealed that it meant "no win for yourself". Although the enemy was well-equipped and numerous, as long as we were clear headed and patient, we could not be defeated.

The enemy always makes mistakes.

Mao Zedong's strategic thinking is correct, and Zhang Lingfu, the head of the 74 division of the Kuomintang, hastily led the 74 division to leave the army and attack the Yimeng area alone, and finally gave the East China field army a golden opportunity to reverse the unfavorable situation in Jiefang District, Shandong.

This is called "victory in the enemy".

The military's advocacy of "not to win again and win in the enemy" is also applicable to the commercial war, but the "precious time" of the "opponent's fault" is acquired on the one hand, while the other important aspect is to "induce" the opponent to make mistakes.

If the PLA has no illusion of retreat and escape, Jiang Jieshi, the 74 member teacher of Zhang Lingfu, who is praised as "the lucky son of heaven", will never rush out.

In the middle of the Zhu Geliang Hall of Chengdu Wuhou Temple, there is a couplet, which has always been pushed to the crown of Wuhou Temple.

The United States said: if we can attack the enemy, we will fight against the side and eliminate ourselves. We should not think about the war from ancient times.

This couplet is a highly general and scientific summary of Zhu Geliang's achievements in employing and managing his life, especially the upper League, which is of practical significance to our operation today.

The main achievement of Zhu Geliang's military achievements is "attack the heart".

The so-called "attack" is to defeat the other side mentally and psychologically and to make people feel convinced.

Since ancient times, those who truly understand military affairs do not lie in "belligerence", but rather pay attention to destroying the enemy mentally or psychologically. Only in this way can we effectively relieve the antagonistic feelings between the opposing sides and maintain a long-term stability.

Zhu Geliang really did this. His "seven capture and Meng Huo" is the example of winning the battle by "attacking the heart" in the history of Chinese war.

It is just like "light assets" to enterprises.

The so-called light assets are relative to the heavy assets that occupy a large amount of capital, including the experience of enterprises, standardized process management, enterprise brand, customer relationship, human resources and so on. Compared with equipment, factories, raw materials and so on, these assets occupy less funds and appear light and flexible, so they are called light assets.

The similarity between light assets and "attack" is that seemingly simple links or means actually play a decisive or even permanent role.

Although the name "light" assets, actually is supporting the backbone of an enterprise.

Professor Michael Porter, a famous strategist, summed up this situation into his value chain analysis model. He emphasized that there are great differences in the value added spaces at different stages of the industrial chain, and maintaining the upstream and downstream competitive advantages is of great significance for building the core competitiveness of enterprises.

Nike is a leading sporting goods company in the world. The company has constantly designed new products that are comfortable, beautiful and durable. At the same time, it has invested huge amounts of money in the market development for a long time to improve product visibility and brand reputation. For manufacturing, because of its simple technology and low added value, Nike has all outsourced to other manufacturers, forming Nike's Nike phenomenon that does not produce Nike shoes.

Nike is a model of the operation of light assets. It is a necessary way to win competitive advantage by using light asset strategy.