The Greatest Entrepreneurs Tell The Quality Of Entrepreneurs In Person.

The world's greatest entrepreneurs have the following four basic characteristics: mission, product and service vision, rapid innovation and self motivation.

The spirit of entrepreneurs is not from tightly managed bureaucrat businesses, but from the founders of large Asian companies such as Konosuke Matsushita, Honda and Akio Morita, the founders of the European companies from Lihua, Daimler and Branson. The founders of American legendary enterprises from Watson, Disney and Walton also come from millions of small business owners who have not been known but contributed 95% of economic growth.

The success of these global entrepreneurs is because they share the following four universals: the mission of the company is to fulfill its mission. "My duty is to provide the public with the best products, enrich their lives and bring fun to them.

If our company's profits decline and revenues decrease, it means that we have failed to fulfill our social responsibilities.

- Konosuke Matsushita, founder of Panasonic.

Entrepreneurs believe that their business is of great significance to all mankind. They firmly believe that they can create value for consumers, employees, and of course, including themselves.

We call their work a sense of mission.

This leads to the two question: what is our strategy?

How do we achieve it?

In all two respects, excellence is the commonality of all great entrepreneurs: they can formulate smart strategies and create excellent values.

That's why the sense of mission is at the top of entrepreneurship.

BenTregoe set up a company to help businessmen around the world improve their decision-making ability.

Forty years later, the Kepner-Tregoe, co founded by others, trained five million people around the world.

He said: "when you talk about the company strategy, it is nothing more than your values, beliefs and basic goals.

Next is a good understanding of products and markets.

If it doesn't come down to the product / market and what to do first and then do anything, you can achieve nothing.

Drawing your organization will ultimately solve the following questions: what products or services do you offer?

To whom? "

This is a simple way to complete a business plan: first, ask yourself, what can we do and what are we good at?

Please list as detailed as possible. Second, what are the requirements in your market or the market you want to enter, or have not been fully met? Finally, list your advantages when you enter the market and compete with your competitors.

No matter whether you are planning formally or informally, please remember: what are you good at focusing on your customers?

Of course, entrepreneurs are fond of their products, but they all know that consumers can love their products finally.

There are two criteria for success or failure in recognizing market and product standards.

First, the demand of the market is analyzed from the quantity and sales volume of the consumers. How big is the market?

Is the market going up?

Decline?

Or stay still?

How critical are these demands to the market?

Is it essential?

Is it luxury?

Is it still a fashion trend?

The two is competitive positioning. Is the product or service that you produce better than the current market participants?

Is it cheaper?

Faster?

How can we achieve it?

This is a matter of corporate culture and value.

For entrepreneurs, creating and maintaining enterprise values means ensuring that the enterprises focus on implementing the key success factors of business plan.

Strategy and culture must match, and this match is very obvious in 3M company.

Speaking of product innovation, 3M company is famous.

Usually, 30% of the company's profits come from new products.

How does 3M achieve this goal?

First, they plan first: emphasize the core position of new products in the company's growth strategy.

Secondly, they create corporate culture around product innovation. They make product innovation the main and the only company value.

Don't forget that cultivating a range of values is to support your company's business plan and enhance its competitive position.

Discovering and creating values can maximize the competitiveness of your company. You can consider the following points: enhance your competitiveness, what values, actions and principles can enhance your core competitiveness?

Is the product quality?

Is it innovation?

Is it the relationship between employees?

Is it a customer service?

Or is it a quick response and action?

Together, we are committed to achieving excellence in those competitive areas.

As a leader, you must have an unswerving commitment to take the lead. Otherwise, don't expect to win others' commitment to the value of the company.

There are not many values, but the essence is to be as simple as possible. How many areas are you good at?

In pursuit of the three, maybe you can only get one or two.

The company's values are the norm of employees' daily behavior, which means that values should be deeply embedded in the minds and ears of employees.

A compromise will never ruin your efforts for many years, so you must not give in on values.

If you can't stick to your principles, your customers and employees will first feel that they will never forgive you.

"We love our customers and products." this computer is the best tool we have ever created.

But the most important thing is to let computers enter thousands of households.

Steve Jobs, founder of apple computer, NeXT, Pixar and other companies, every book about entrepreneurship will talk about vision, but what is the vision?

In fact, vision is one thing: clearly portrayed consumers who need and are willing to buy certain products and services.

Mr Jobs avoided talking about management, not about the latest accounting methods, nor how Apple computers kept growing.

In his mind, there are actually two basic concepts: customers and products.

Jobs and some other entrepreneurs give us the greatest inspiration, they all have simple, closely related customers and products vision.

Great entrepreneurs have these two concepts at the same time.

They are concerned about products and customers, and the two are integrated.

Products and services are the driving force for entrepreneurs, and they should also be the driving force for you and your company.

There are two ways to ignite this passion: love your customers, love your products.

To love customers is to regard them as our parents and be grateful to the customers who appreciate and use our products.

If you do this every minute, you will be happy to see that the company's bank account is increasing.

All this has been well behaved in Wal-Mart Store Inc. This customer focused company has developed into the largest company in the world in just forty years.

How did all this happen?

We have heard of WAL-MART's advanced information management system, and have heard of its smart purchasing strategy, but these are not the reasons why customers patronize WAL-MART.

The real reason is that you can really feel welcome in WAL-MART.

Imagine what it would be like if your employees could love customers.

How do you love your customers?

There are four important points: you know your products, love your customers, know your products and love your products.

In fact, no one is interested in salesmen. What people love to see is that someone can solve their practical problems, such as product experts, instead of holding your price tag around your salesman.

The biggest difference between entrepreneurs and bureaucrats is that entrepreneurs can respond to consumer needs as a priority.

The right response to consumer demand is viewed by many as a dangerous road, but it will not happen to entrepreneurs.

The reason is simple. If consumers are the only hope of your family, you need to know what to do without training.

They are polite and polite, but lack of quality is impossible.

Conversely, you can't win if you are capable but arrogant.

Entrepreneurs have great advantages in this respect, even if they only buy a few things, they still feel grateful for their customers.

If the product is broken, they will ask themselves.

The most important part of your future sales will depend on your existing customers.

Losing one or two existing customers will be a disaster. You should avoid this at all costs.

So why do many companies sell incentives to win new businesses, but not to punish them for losing their businesses?

Why do the best salesmen are sent to serve new customers, while ordinary customers are asked to deal with them?

Please make sure that the relationship is reversed and that the existing customers are the most important ones.

The great entrepreneurs not only love their customers, but also love their products.

Daimler is known as the great maker of engines and cars. His technology is impeccable: he built the first fire engine, the first motorcycle and the first motorboat.

But more importantly, he is a seller who loves his products.

For him, the key to building a car is to please consumers and even surprise them.

In order for a dealer to sell his car, he promised that the dealer would be satisfied with any request.

The dealer said his only wish was to engrave the name of his 11 year old daughter on the hood.

What is his daughter's name?

Mercedes.

Later stories do not need to be addressed.

Some of the basic practices listed below can make you and the rest of the company love their products as well.

You know that your customers do not have an excellent company that does not provide customers with the products they want.

Just like work, successful entrepreneurs accept the idea that true beauty comes from the eyes of customers.

The product is proud of its product and service, and the entrepreneur has a sense of personal ownership. It is important to pass on this sense of ownership to your employees, so that employees can have a sense of ownership of the products, guide them to feel their efforts and how the products satisfy the customers.

This is very important. You need to integrate a certain degree of personal experience into the product.

Charles Ford has done better. Lord CharlesForte has developed the trust Home Hotel (TrusthouseForte) to the eight hundred largest in the world.

When his manager suggested opening a new store, he only asked three questions: "is the price of our new store lower than that of our competitors?"

Do our customer service do better than our competitors?

If we cannot achieve these two requirements at the same time, we must at least achieve "cheap or good service".

For the three questions above, if he did not hear at least one "yes", the conversation would be over.

To do it faster, we can add a question to Lord Ford: can we do it faster?

Speed is another trump card for entrepreneurs.

In the field of high technology, competitive advantage is reflected in faster than others; in traditional fields, speed is the watershed between winners and losers.

The rapid innovation of Akio Morita, founder of Sony Corp, is the secret weapon of entrepreneurs.

In today's world, it's hard for you to find ways to do better and lower prices as your competitive magic weapon.

So where will competitiveness come from?

There are two ways: first, you and your employees regard innovation as a necessary condition for company survival; two, there is a sense of urgency to take action and implement creativity.

We call it "the necessity of innovation" and "the degree of freedom of action".

Encouraging creation, quick action and abandoning any bureaucratic habit will make your company a fast acting innovation company and stand out in the competition.

Bilal Hillblom's interpretation of the necessity of "innovation" is no better than that of LarryHillblom. He is the head of the three founders of DHL, the world's leading express company.

At the beginning of entrepreneurship, Hill and Blom discovered tremendous business opportunities.

But big banks and big pport companies are reluctant to make their global express business fake hand three inexperienced young men.

Hillblom realized that building DHL's global network is absolutely necessary.

In fact, most of the networks have been built before they get big customers.

Hillblom said that the only reason they did this was because "we believe we can do it. Without Internet, there is no business."

If we spend our time writing business plans, waiting for financing and venture capital, and looking for headhunters, we won't have today's DHL.

To ensure the necessity of "innovation" and "action"