Shopping Malls, Such As Battlefields, You Must Know Business Taboo.

　　 Employing Taboo:

The first is that face is greater than truth. Face is: I have already made such a decision, and people all over the world know it; the truth is: this direction is a tortuous twists and turns, and it is very likely that this road will not work. The face saving boss said, "let's go, whoever doesn't carry out the class, then we can't get rid of it and play it to the end."

The second rule is to know a person without knowing it. Look at the head is the road, see oneself dizzy. Never see clearly the key factor in the industry's leading position, a successful history, confused brain accounts. Therefore, there has never been a clear strategic plan: what to adhere to, what to improve, how to innovate, and how to stick to it.

Third, the lack of habitual credit. It is almost the most common sight of Chinese businessmen and tribes that words fail to count, contracts do not count and promises fail. Internally, the rule plan is infinitely changeable. It will be changed tomorrow, the day after tomorrow, so that the staff will not know what to do. The foreign contract is committed to a waste paper, which will be smeared, discounted or even torn, and there will be no cooperation.

Fourth, we can not tolerate subordinates in a certain aspect stronger than themselves, suspicious, in order to maintain psychological superiority and ease of management, like to recruit and use less than their own people. Such enterprises often lack vitality and are becoming more and more difficult to win in competition.

Fifth, habits are unhealthy. Always second days to start exercising, always tired when traveling, always drinking at a social treat, drunk, drunk, full of passion and full of exhaustion.

Sixth, self inflate. The logic of this kind of businessman is: wealth is more than others, so it can be stronger than others, knowledge is wider than others, and gene is better than others. This logic deduces that a person's self-confidence will burst in a very short time, and a person's fate often changes at the same time.

The seventh is learning without knowledge. The boss has to deal with all kinds of situations every day. He doesn't want to learn when he has a lot of things. Many people do not read books, do not read newspapers, watch TV, do not go online, and do not want to spend more time in training. In their view, the market is the best teacher, and learning is just a facade. Due to long-term indulgence in small circles, information is closed and knowledge structure is aging, it will eventually be eliminated by the market or forgotten by the mainstream.

　 enterprise Development taboo:

The first is the buddy partnership. The most common mode of gathering and distribution of Chinese enterprises is that when the company was founded, the partners dealt with the relationship with emotion and loyalty. The system and equity were not determined or vague. After the company became bigger, the system became more important and the interests began to get more eye-catching. Therefore, the "row of seats, gold and silver, honor and Disgrace" was not the only way for enterprises to compete with each other. It was Liangshan heroes.

Second, superstition "airborne troops". They all say "foreign monks will chant scriptures". The correct way to do this is that we must not use "airborne troops", and we must not use "airborne troops" in an orderly manner. There are too many lessons learned from Chinese enterprises in this respect, but there are always some people who can't help but do something wrong: abandoning the talents around them is not good enough and superstitious masters in the distance.

Third, the pillar of enterprise is trusted. A Chinese organization relying on people to control people rather than relying on the system to control people. Originated from the tradition of farmers fighting the rivers and rivers, the modern commercial society, which is aggravated by the increasing trust crisis, is the main bottleneck for Chinese enterprises to standardize governance with emotion as the link.

Fourth, excessive pursuit of system balance. Enterprises are always composed of various departments and departments, and they need to have a dynamic balance between them. But the boss pays too much attention to the balance, emphasizing the "one bowl of water level" in the aspects of rewards and punishment policy, personnel promotion, departmental authority, performance appraisal and so on. Finally, the best people do not award, the wrong is not punished, all departments are eating the big pot, and the balance that the enterprise wants is gone.

The fifth is the enterprise of class struggle. Internal balance can be achieved, but no struggle can be made. History tells us that the last thing we lose is "efficiency and cohesion".

　　 Big investment:

The first is investment adventurism. Take the money that you eat "porridge" to invest, or borrow or even cheat others to "eat porridge" to invest money. The so-called success or failure is a matter of honor and disgrace.

Second, invest empiricism. In another time, another resource, another market, and another industry, facing another group of employees or consumers, invest, layout, produce and sell with the feeling of that year. Command is still yesterday's command, music is the same music, but why do we have few dancers this time?

Third, Investment Extremism. Before March, he threw his money excitedly. After six months, he was disappointed to get away. He stepped on the front foot and stepped on the brake. The main reason for investors' common problems is the lack of estimation of the depth of industrial investment and the complexity of enterprise competition.

Fourth, the edge ball complex. Always wandering at the edge of legal prohibition and prohibition, and always hope to exploit the loopholes of policy to gain profits. These people who used to use the edge ball in the new rules did not lose their edge in the new rules.

The fifth is stronger than tactics and less than strategy. The talents of these businessmen are almost all reflected in saving a wrong strategic plan.

The sixth is stronger than strategy and less tactical. Popularly speaking, the imagination is enough and the action is not enough. Of course, according to their own view, a great idea is always aborted because of poor execution.