The Secret Of Business Success Without Success.

< p > the success criteria of an enterprise should be the same as individual's success standard. It should be rich and colorful. As long as you find your right place and run continuously, it should be successful. But many enterprises want to grow fast, go public, strive to expand into the top 500. This seems to be the only criterion for business success, otherwise you will be accused of having no ambition. But how big is it? If you are running a company, what kind of scale do you want your career to develop in five or ten years? If all goes well, what kind of choice will you make next? In the traditional sense of people, a successful business is to constantly expand its scale and get high profits and profits. < /p >
< p > the author of this book suggests that there are always some excellent companies doing the opposite. The author chose 14 small giant companies in the United States. Although these enterprises are not as well known as Microsoft and apple, they successfully overcome the pressure of endless growth and instead pursue some business goals that are more important to them, such as creating a more comfortable working environment for their employees, providing customers with universal service, making more contributions to their communities, and growing up as respected models in the industry. < /p >
In the classic works that have influenced countless readers, P, from a unique perspective, has got rid of the media cases and the heated discussions in the MBA class, which has pointed out a completely different but effective way for the development of enterprises. Bo.Burlinghan What touches us is that the author makes us understand that some companies are small but have great souls. Although big is the most logical direction for enterprise development, it is not the only criterion for success, nor is it the only choice for operators. < /p >
< p > < strong > Chapter 1: free choice < /strong > < /p >
< p > the author raises a question through a case of a brewery in this chapter. A well run enterprise will face a choice sooner or later. Sooner or later, the degree of development and speed of development must be determined. No one will give you a waking up in advance to prepare for you, but your consultant, accountants, and bank analysts constantly encourage you to move towards a higher level, that is, keep growing bigger and stronger. However, enterprises in the case know how to stop in time, but develop in another direction. They refuse to expand, speak extensively, and recharge their batteries. The development level and speed of enterprises are properly determined. Here is another experience. If you want to have the right to choose, you need to fight for it. All successful businesses are under pressure from development. This pressure comes from every aspect. Customers, employees, investors, suppliers and competitors are numerous. If you allow these forces to make decisions for you, you will lose the opportunity to plan your own path. < /p >
< p > < strong > second chapter who is in power here < /strong > /p >
< p > in the 14 small giants cited in this book, only four enterprises have shareholders who are not in-house, and the other 10 enterprises firmly guarantee the internal holding of shares. No matter how the ownership structure is, all enterprises are strict in controlling equity and ensuring that shares are held in the hands of like-minded people. For these people, this is a big challenge. In addition, enterprises are also faced with challenges from employees and customers. All CEO of small giants are faced with the same problem. No matter what way they are employed, they need to let talented people join enterprises and meet challenges. Similarly, in order to control the company on the scale he wants, he must refuse good customers, which is indeed a great pressure. < /p >
< p > < strong > third chapter Monalisa principle < /strong > < /p >.
< p > the author finds that small giant enterprises are closely related to the location of enterprises. This influence is bidirectional, while enterprises are shaping their respective communities while the community has shaped them. This kind of intimacy is very typical among enterprises cited in this book. This story also illustrates another reason: for many such enterprises, the relationship between enterprises and communities is closely related to the relationship between enterprises, customers and employees. Intimacy also plays an important role in the relationship between enterprises, customers and employees. < /p >
< p > < strong > fourth chapter maintain ties < /strong > < /p >
< p > in this chapter, the author expounds how each small giant enterprise establishes intimacy with customers. "No matter how well we treat our customers, we can not overdo it," said the president of a small giant company. "We want to establish sincere relationships with our customers instead of being affectation. We wrote back in person and answered the phone in person, because we wanted to make sure that those who wrote to us or who telephoned could communicate with people who care about them. And suppliers are closely related to them. < /p >
< p > < strong > fifth chapter intimacy culture < /strong > /p >
< p > the relationship between employees and enterprises is the foundation of the soul of an enterprise. Towering buildings are not achieved overnight. Unless most employees in the enterprise love their workplace, unless they feel the value, respect, support and rights, unless they see a series of opportunities in the future to help themselves grow up, they will hardly become the soul of an enterprise. There are also many happy employees in the lack of soul enterprises, but also the depressed employees in the enterprises with soul. But in the small giant enterprises, there are other factors that shape the working environment of the enterprise. This factor inspires a deep sense of belonging and a sense of ownership. This factor is also a matter of intimacy. The relationship between employees and enterprises is closely aligned. The company and its leaders and all the staff members are concerned about each other. They share the same merits and support each other until the last minute. All employees are convinced of this. Obviously, the ability to create this intimacy is related to the size of the enterprise. The number of employees is inversely proportional to the cohesion of the emotional link of the enterprise, but the upper limit depends on the characteristics of the company, the imagination and skills of the manager, and the personal preference of the leader. < /p >
< p > < strong > sixth chapter: gorth Canyon < /strong > /p >
< p > in the operation of small giant enterprises, business leaders maintain certain freshness, induction and natural feelings, otherwise you will not get real intimacy. In this respect, perhaps one thing is correct: in the enterprise management, the greater the role of these spontaneous factors, the more likely the enterprise will gain the strength of the soul. < /p >
< p > the question is whether enterprises can maintain the soul of enterprises in the process of power transfer? < /p >
< p > < strong > > seventh chapter enterprise inheritance < /strong > < /p >
< p > facts have proved that some enterprises can succeed in handover, others fail. The author uses a failure case named "University National Trust Bank" to describe the sufferings of small businesses in the process of succession. < /p >
< p > the author thinks that to inherit well, first of all, it requires the owners to make huge sacrifices. They can not simply sell the ownership to the highest bidder, but finding the right buyers is very difficult. The more successful the enterprises in the soul are, the harder it is to find suitable buyers. In addition, giving leadership to the right people is also a difficult problem. < /p >
< p > the author did not sum up a good method, but enumerated several successful small giant enterprises. < /p >
< p > < strong > eighth chapter commercial art < /strong > /p >
< p > for a soul enterprise, the leader of an enterprise must have a sense of business in the field of business. If they do not love their businesses, if they do not pay close attention to how to make their products or services excellent, then no one cares. It is true that this kind of passion exists more or less in all enterprises, or at least in successful enterprises, but the difference between the little giant and other enterprises is that the little giant refuses to lose enthusiasm and keeps its enthusiasm strong. < /p >
Firstly, they understand that the value of an enterprise can not be measured only by the scale and profit output. The little giant pays close attention to the relationship between the entities concerned with the enterprise (employees, customers, communities and suppliers). The power of this relationship shows the motivation of the enterprises to the people. The degree of encouragement of an enterprise is the best measure of the value of the enterprise. P If all relevant entities of an enterprise are as passionate as the founders and leaders of a company, then financial benefits will follow. < /p >
< p > the author's stories in this book are full of passion and full of hope for the United States to have diverse small and medium-sized enterprises like Germany. The authors conclude that if companies are willing to follow this standard, they will create more than just a unique great product and service in this process. Enterprises not only build up an economy, but also create our entire lifestyle. < /p >