Setting Performance Is Very Effective.

     金融風(fēng)暴后，不少企業(yè)爭先恐后地使自身能在管制解除、不穩(wěn)定的能源市場以及激烈競爭的新紀(jì)元中搶占一席之地，大規(guī)模的行業(yè)重組開始了。于是，便產(chǎn)生了解除管制所帶來的挑戰(zhàn)、以及運(yùn)用經(jīng)濟(jì)學(xué)觀點(diǎn)管理企業(yè)的強(qiáng)大力量。 

At present, all parties in the market want to know how to reform the industry configuration.

Production and sales are intertwined.

Is this still more meaningful?

Should we maintain the number of existing customers?

Should we increase customers or reduce customers?

Enterprises born under regulatory policy usually do not have a solid foundation in microeconomics.

Under the regulatory environment, billions of dollars of risk can be passed on to customers.

Therefore, if a regulated enterprise spends too much money on building assets, it will usually be paid by the customer.

It awakened people and began to realize the most basic economic principles of enterprises.

When assessing relevant issues, it is important to understand the interactions among them.

It is important to help people understand that decisions will be made on the basis of cost saving, which is not a deep-rooted cultural norm.

For any change, it is important to understand the steps taken at the beginning, so that actions, personnel, teams and all aspects will work together to integrate the supply chain teams and give them practical tasks.

But it's hard to concentrate.

In highly capitalized companies, project patterns can enable companies to achieve this goal more quickly than traditional organizational models.

In fact, enterprises are carrying out this experiment in various names: reorganization team, operation system team, company action team and so on.

But every time, the same people deal with a series of different opportunities.

To compensate for these gaps, we employ a large number of external staff.

Efforts have been made to show that knowledge and experience are important and what matters is who can solve the problem.

In addition to the introduction of external talents, we must implement battlefield promotion.

Those who find managerial talents at the bottom of the organization are promoted and trained.

Although this is not a matter of cost.

Many talented people can work at a higher level, and promotions are also good for them.

A good manager can get twice the result with half the effort, and a mediocre manager may get twice the result with half the effort.

What people complain most is that the management system does not involve employees who neglect their duties.

Enterprise leaders often focus on the customers on the front line, but the implementation of the system often makes it difficult to carry out the work.

We must win customers by competition.

From now on, the purpose of business is: everything for customers.

Economics is called "dull science". The whole content of economic research is to make full use of people and enterprises.

It is necessary to use economics to create positive energy in the organization.

From the point of view of economics, we should learn how to use the back of the envelope: it is unnecessary to find out the correct general direction and accurately calculate the ninth bits after the decimal point.

But in early efforts, it is important to help people understand that accurate accounting is necessary.

Strive to establish rules for testing various results.

The opposite side of people's thinking requires people to consider the consequences of changes in material value in these businesses.

A well run industrial company is always the safest and the highest productivity. Safety has become the top priority in the work.

It is safer, cheaper, faster, cleaner and more efficient.

A well run company will not neglect it.

Setting performance is very effective.

No one wants to be a poor performance.

It is one of the best ways to focus on pursuing high performance goals.

Many executives speak with investors in a politician's voice: they use lots of cliches and metaphors.

But this is business. People must be excited about what they do. Otherwise, they will not get any results.

Most people need leadership very much - at least when they lose confidence.

So, a new leader actually has a lot of things to do.

All these things need to be executed one by one.

    總之，在實現(xiàn)要求的高績效之前，要先獲得進(jìn)一步發(fā)展的基礎(chǔ)。一旦一項業(yè)務(wù)做得足夠好，就會投入更多的資金，而且，會將該項業(yè)務(wù)拓展到其他市場。至少，要對一項策略充滿信心。與此同時，也要在其他市場上尋找著機(jī)會，這一策略有很大的潛能。