The four spirits of the best entrepreneurs

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The four spirits of outstanding entrepreneurs looking at the entrepreneurship and business keeping of successful entrepreneurs, it is not difficult to find that the entrepreneurial spirit is not derived from the tightly managed bureaucratic enterprises, but from the founders of large Asian companies such as Matsushita Yukiko, Honda and Akio Morita, from the founders of European enterprises such as Lihua, Daimler and Branson, and from Watson The founders of legendary American enterprises such as Disney and Walton also came from millions of small business owners who were unknown but contributed 95% of the economic growth. The world's greatest entrepreneurs have the following four basic characteristics: a sense of mission, a vision for products/services, rapid innovation and self motivation

I. mission must reach

"my mission is to provide the public with excellent products, enrich their lives and bring fun. If our company's profits and revenues decline, it means that we have not fulfilled our social obligations."—— The founders of Panasonic Electric Co., Ltd.

firmly 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, themselves. We call their work mission oriented. This raises two questions: what is our strategy? How do we achieve it? Being outstanding in both these areas is common to all great entrepreneurs: they can develop smart strategies and create outstanding value. This is why the sense of mission is at the top of the entrepreneurial spirit. This sense of mission is rooted in the enterprise's ideas and beliefs, as well as in the hearts of entrepreneurs. Matsushita Yukiko is a good example

Ben Tregoe founded a company to help businessmen around the world improve the conditioning screw to the right position; Tighten the oil return valve and have the analytical ability to make decisions. Forty years later, the Kepner Tregoe company co founded with others trained fivemillion people around the world. He said: "when you talk about the company's strategy, you just mean your values, beliefs and basic goals. Then you have a practical understanding of the product and market. If you can't boil it down to the product/market and what to do first and what to do later, you can't achieve anything. Describing your organization will eventually implement the following questions: what kind of products or services do you propose to provide for the large-scale conditioning of the experimental speed? To whom?" This is the basic framework of the organization

a simple way to complete a business plan: first, ask yourself, what can we do and what are we good at? Please make a detailed list as far as possible; Second, in your market or the market you want to enter, what needs have not been met or have not been fully met; Finally, list your strengths when competing with your competitors after entering the market

whether you plan formally or informally, please remember:

focus on your customers. What are you good at? Of course, entrepreneurs love their products, but they all know that only by making consumers love their products can they finally get a foothold. Consumers have the most say in the enterprise

there are two criteria that have a bearing on success or failure in selecting markets and products. First, the market demand. From the quantity and sales volume of consumers, how big is the market? Is the market on the rise? Descent? Or stay where you are? How critical are these demands to the market? Is essential? Is it a luxury? Or a fashion trend? Second, competitive positioning. Compared with the current market participants, do you produce better products or provide better services? Is it cheaper on december6,2018? Faster? You must find your strengths and the entry point for market segmentation

"how can we achieve it?" This is a matter of corporate culture and value. For entrepreneurs, creating and maintaining enterprise values means ensuring that enterprises focus on the key success factors of implementing business plans. Strategy and culture must match. This kind of matching is very illustrative in 3M company. When it comes to product innovation, 3M is well-known. Typically, 30% of the company's profits come from new products. How did 3M achieve this goal? First, they make plans first: emphasize the core position of new products in the company's growth strategy. Secondly, they build the corporate culture around product innovation. They make product innovation the main, in fact, the only corporate value of the company. Haier has also developed the spirit of innovation, which runs through the whole process of Haier's operation and management

don't forget that the purpose of cultivating enterprise values is to support your company's business plan, so as to improve the company's competitive position. Discovering and creating good values can maximize the competitiveness of the company. You can consider the following points:

enhance your competitiveness. What values, behaviors and principles can enhance your core competitiveness? Is it product quality? Is it innovation? Is it an employee relationship? Is it customer service? Or rapid response and action? Find a breakthrough

make concerted efforts to excel in those areas that reflect competitiveness. As a leader, you must have a firm commitment that Weston 705 has been approved by more than 20 major polymer manufacturers in the world. You must take the lead. Otherwise, you can't expect to win others' commitment to the value of the company

values are not many, but refinement. Be as simple as possible. How many areas are you good at? Pursue three, maybe you can only get oneortwo. The company's values are the norms of employees' daily behavior, which means that the values should be deeply imprinted in the minds and ears of employees. This requires you to support these beliefs with unswerving beliefs and actions, and ensure that they are implemented among the employees of the enterprise

never compromise. A compromise may ruin your years of efforts. Therefore, in terms of values, you must not give in. If you

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