Chapter 26 Chapter 25 Management Book: Turning Stone into Gold Business Legend

Konosuke Matsushita once said bluntly: "Making money is the mission of an enterprise, and the purpose of a businessman is to make a profit."But at the same time, he also stated that "taking responsibility for contributing to society is the first requirement for running a business." He even treated the business as a religious business. This seemingly contradictory business ideal is highly unified in the life and business practice of Konosuke Matsushita.If we give a simple explanation: it is precisely because we have incorporated our own business and career into the development of the whole society that we must fully emphasize making money and making profits. Only in this way can we contribute to society; , society will also lose money.Conversely, if the groups and individuals that make up the society lose money, how can the society profit?

How does society develop?The contradiction between making money and contributing to society is not difficult to solve. What is difficult is to establish the belief of serving and contributing to society and put it into action.Based on what understanding did Konosuke Matsushita establish the corporate creed of contributing to society?It is based on the understanding of people and life. The success of Konosuke Matsushita is not only because he is a good money maker and an excellent entrepreneur, but also because he is a real person and a great person.Many of his business ideas are essentially based on his understanding of people and life.Konosuke Matsushita believes that people need the support of their parents and the cultivation of society when they are young, so they should be rewarded, and so should enterprises.This is the most concise logic of Konosuke Matsushita's business ideal.

How can a company that is only for selfishness and does not make any return exist and develop in society?We have learned earlier that Konosuke Matsushita linked religious career and business management, which was his association on the way back after visiting the headquarters of a religious group.He believes that the purpose of religion is to guide people to get rid of spiritual troubles and enjoy the happiness of life, which is oriented to the spirit;Business management can help human society to become rich and prosperous. Like religion, it is also a sacred cause. Today's Japanese companies regard small profits but quick turnover as the creed of successful operation, at least most of the successful people, in their biographies, have expressed this.On this issue, Konosuke Matsushita has a completely different view.He believes that "small profits but quick turnover" is the biggest shortcoming of capitalism.Because this will hinder the principle of common development of enterprises and make a few enterprises grow too much, so it should be "huge profits but quick turnover", which is the basis for the common prosperity of the company and the society.

The so-called "huge profits but quick turnover" does not mean that the original 10% of the benefits will be increased to 20%, and the higher 10% of the profits will be passed on to consumers.Rather, the company will share the benefits obtained from rationalized operations with customers, which is the original intention of Konosuke Matsushita.Competition makes companies rack their brains to earn the most reasonable profits and provide the best services. Because of the competition, you can't earn as much as you want, and you can't sell the product at your price as you wish.The same product, if you sell it expensively, people will not buy it, and they have to go to a cheaper place to buy it.If you always sell at high prices, your business will be slow and you will not be able to sustain it in the end, so you must try to reduce the price.This is society.

It sells cheaper than others, and still has a minimum profit, can eat enough, and can provide after-sales service.Can distribute surplus to shareholders, can distribute bonuses.Every company competes while trying its best to obtain the minimum necessary benefits. This is the situation today. This is the result of everyone's hard work, and it is the principle of social development under the free economic system.The masses must work relentlessly and relentlessly.The important thing is, how much benefit should be obtained to be reasonable?This must be based on the company's policy, outlook on life and social outlook, to make the right decision.If the company makes decisions from the standpoint of social responsibility, it will be recognized by society.Enterprises are the "public instruments" of society, which contribute to the development of society, and the development of enterprises is also beneficial to society, so it is necessary to have financial resources for development.It should include benefits, but should be returned to society in the near future.Operators must have such a concept, and it is also a major responsibility entrusted to the entire company.

Obtaining reasonable profits is not only the purpose of businessmen, but also the cornerstone of social prosperity. The purpose of a businessman is to make a profit.Of course, this refers to legitimate interests.If there is no interest, any business has no future for development.When Konosuke Matsushita looked back on the fact that Matsushita Electric has always provided the market with products at reasonable prices since its establishment, and never added illegitimate interests, he felt proud. Now, due to fierce competition, competitors with wrong business laws appear one after another. However, Panasonic still uses a thoroughly rationalized operation to produce excellent products and supply them to the market at low prices, so as to contribute to society; internally, it uses legitimate profits to consolidate its business operations. Base.

The reasonable profit of an enterprise is to maintain the coordination of the whole society. Japan has had the saying of "scholar, farmer, businessman" since ancient times. "Business" is placed at the bottom. From this we can see that some people who are engaged in business tend to look down on them. Although this is an ancient saying, its shadow still exists today. There used to be a saying that "a businessman is not paid for his life if he is killed".In the official hall of the Central Committee before the war, merchants could not even enter and exit through the main entrance, but had to enter and exit through another "Queen Merchant Entrance and Exit".It can be seen that merchants were despised at that time, and business negotiations were considered despicable.This ethos of light business has remained to this day.

The general concept of "making money" and "pursuing profit" is biased, thinking that "making money" is vulgar and despicable, while "being poor" is noble.Painting, playing the piano, is regarded as art and is held in high esteem, and rightly so.But from the standpoint of a businessman, I believe that the world's concept of "making money" should be revised and given a higher level of evaluation. It is precisely because the society does not have a correct understanding of the concept of "making money", so ordinary people have the idea that it is not fair to make profits.What is meant here is "legitimate making money", not seeking benefits by unscrupulous means.

The company has no profit because it contributes too little to society.Ensuring proper profits is a corporate responsibility to society. When it comes to corporate profits, some people think it's the hard question.Of course, it is wrong to regard the pursuit of profit as the highest purpose of an enterprise while ignoring its social responsibility.However, there is no conflict between obtaining appropriate profits and taking responsibility for society, and they can be successful as well.Enterprises that make profits can often benefit society at the same time. The relationship between a company's social responsibility and appropriate profits can be explained in this way.When someone buys an item at a certain price, it is because he believes that the actual value of the item is higher than the selling price.For example, an item priced at 100 yuan, he thinks it has a value of 110 yuan or 120 yuan, so he is willing to spend 100 yuan to buy it.But no one will pay 100 yuan for an item worth only 80 yuan or 90 yuan, unless there are special circumstances.In addition, from the point of view of supply, selling a product with a value of 110 or 120 yuan for 100 yuan can be said to be a service and contribution to the public, and the profit it obtains is equal to its contribution to the adjustment of market supply and demand. Compensation for services and contributions.The manufacturer uses various methods to manufacture a product worth 120 yuan at a cost of 90 yuan.Then enable the supplier to supply at 100 yuan.It can be seen that no matter the supplier or the manufacturer, due to their own efforts, the public can get remuneration and share profits with the public reasonably.

The more effort and dedication involved in the goods or services provided by the enterprise, the greater the contribution to the needy or the society, and the more rewards the enterprise receives, that is, the profit.It is not impossible to get huge profits without dedication or hard work, but that is an exception after all. In essence, we must regard profits as the rewards for enterprises to achieve their missions.Therefore, if the operation does not make a profit, it can be said that it has contributed too little to the society, or it has not fulfilled its mission.Operating without profit violates corporate social responsibility.In other words, it is very important for an enterprise to achieve its mission of contributing to society through its business activities and obtain appropriate profits from it.Therefore, any enterprise, no matter what kind of social situation it is in, must fulfill its mission to the society honestly and diligently, and at the same time obtain appropriate profits from its business activities, and then pay taxes according to law, take it from the society, and use it for the society. society.This is a very important responsibility and obligation for enterprises.

There is a general tendency in society to sympathize with the losers. From the standpoint of human feelings, this is understandable, but this kind of thinking is contradictory to what I said earlier.Since obtaining appropriate profits and paying taxes is the social obligation of enterprises, the occurrence of deficits proves that they have not done their best, and this situation cannot be allowed to continue.We cannot ignore the obligations of enterprises due to sympathy. In addition to paying the country's taxes, the company distributes the remaining profits to shareholders in the name of dividends.Most of the shares in an enterprise are held by multiple people. This form of enterprise turns hundreds of thousands of people into shareholders.Of course, the company must provide appropriate and stable remuneration to these shareholders, which is also a considerable social responsibility for the company. If the company's performance is unstable, dividends will naturally be reduced, or even unable to pay dividends. As a result, shareholders will certainly not feel at ease to buy the company's stocks.If someone receives dividends to maintain their livelihood, a reduction in dividends or no dividends will become a matter of life and death. From this point of view, it is important for enterprises to obtain appropriate benefits.In addition, since the enterprise bears the responsibility of promoting human life and making it infinitely grow and develop, the enterprise itself must continue to grow and progress.In other words, enterprises must continue to engage in new research, develop new products, and expand investment in equipment to meet the increasing needs of human beings. However, both development and investment require funds, how to raise funds?Government-run enterprises may be able to supplement the necessary funds from taxation; private enterprises cannot use this method and can only raise funds by themselves.Therefore, companies need to make profits and accumulate them as funds. Konosuke Matsushita regards 10% of the profit as an appropriate profit, and operates his business at this rate.Of course, the benchmark of appropriate profit varies with each industry and the development stage of the enterprise itself.But in any case, it should be possible to measure the appropriate profit rate from the three perspectives of taxes payable, dividends distributed to shareholders, and funds that must be accumulated to achieve the corporate mission.Ensuring appropriate profits is a major responsibility that enterprises should bear to society, and this is the concept that entrepreneurs should have. Konosuke Matsushita believes that making products as abundant and cheap as tap water should be the goal pursued by every operator, and it is also the operator's obligation and mission.The mission of industrialists is to overcome poverty, benefit society, and build a happy paradise for the people. "Tap water management philosophy" is the most basic management philosophy of Matsushita Electric Corporation, which is equivalent to the general outline in the constitution.This is summed up by Konosuke Matsushita based on his own life experience and inspired by tap water. His business belief lies in this: if everything can be taken at will like tap water, the situation in society will be completely changed.My mission is to make as many electrical appliances as there are running water, this is my production mission.Although it is not easy to do in practice, I still try to keep the price of the item as low as possible. On May 5, 1932, at the Matsushita Electric Company's Founding Anniversary Conference, Konosuke Matsushita expressed his belief to all employees, and determined it as the company's business philosophy, requiring all employees to follow it.Konosuke Matsushita said in his speech: "Probably the purpose of production is nothing more than enriching the necessities of people's daily life to enrich the content of life. This is also the greatest wish in my life. Panasonic Electric Co., Ltd. must achieve these missions as our goal. In the future, we must go all out to reach a higher level, and look forward to completing the mission as soon as possible. I earnestly hope that you can deeply understand this goal and mission, and work together to achieve it.” Konosuke Matsushita realized that with transparency and openness In this way, cadres and employees can understand the goals and current situation of the enterprise, and establish mutual understanding and trust, which can strengthen the sense of responsibility, improve work enthusiasm, and achieve the set goals. Among the management secrets of Konosuke Matsushita, four are the most prominent, namely, the management concept of tap water, the dam-type, glass-type management method and adaptive management. The "glass-style" business law requires enterprises to enhance transparency both internally and externally, that is, to adhere to the principles of open and open management. The so-called "glass type" means to be as transparent as glass.In this regard, Konosuke Matsushita once explained: When there were only five or six people in the factory, he made an open settlement with the company's accountant every month, and announced the settlement result to everyone.This approach inspires enthusiasm among employees.When everyone heard this result, they all excitedly thought: This month is like this, next month we should work harder.Due to the success of this method of operation, Konosuke Matsushita still adopted this method when setting up a branch company, and let the branch company and business department also disclose the company's situation. "Target disclosure" is the core content of glass-style management.Konosuke Matsushita has always paid attention to revealing goals to cadres and employees.Matsushita Electric Co., Ltd. regularly holds a general meeting of all employees in January of each year to announce the company's annual operating policy; each business department has its own departmental operating plan every month.In this way, each employee of the company knows well the planned indicators that should be achieved throughout the year and the progress that should be completed each month, and work together to achieve the common goal. Not only every year and every month, Konosuke Matsushita also made a "five-year plan", specifying long-term goals like the government's planning. In 1933, Konosuke Matsushita organized a gathering of all employees, announced the mission of Matsushita Electric, and made a 250-year long-term planning goal.At that time, the employees listened to the speech of Konosuke Matsushita, and they took the stage to speak one after another. The enthusiasm and morale were high.It can be seen that this kind of public goal can arouse the sense of responsibility and work enthusiasm of employees. "Disclosure of real business operations" is also an important content of the "glass-style" business law.Some operators always cover up the real business situation intentionally or unintentionally, no matter whether it is good or bad, it is the same.In their view, what is the use of employees knowing this?The result is that the boss will charge forward alone, and the employees will watch from the sidelines, but Konosuke Matsushita is not like this.When it was good, he brought the good news to the employees and asked everyone to share the joy of success; when it was bad, he also told everything truthfully, relying on everyone's strength to tide over the difficulties.It can be said that the reason why Konosuke Matsushita was able to overcome such difficulties time and time again, and was able to obtain the support of employees' petitions when employees of other companies went on strike, was inseparable from the fact that he disclosed the actual business conditions to employees. "Financial disclosure" is a self-evident thing for modern joint-stock companies.When Konosuke Matsushita was running a small private company, he fully disclosed the finances, telling employees the company or department's revenue and expenditure, and the use of funds.Such as how much is reserved for welfare funds, how much is reserved for enterprise development funds, and how much is used for employee salaries... In this way, one can cultivate the sense of ownership of employees; At the same time, get the understanding and support of employees.After Matsushita Electric became a joint-stock company, it made public settlements every year, not only internally, but also to the general public. What is the purpose of Panasonic's "glass" business method?He said: "In order to keep employees cheerful and joyful at work, I think it is ideal to adopt an open management. The content of openness is not only financial, but also technology, management, operating principles and operating conditions. Employees in the company understand. Another important function of the open management method is to arouse and strengthen employees' sense of responsibility and eliminate their dependence psychology." This "glass state" can continue to develop and form a business philosophy, which is inseparable from Konosuke Matsushita's own business experience.In the beginning, the accounts were settled every day. When the operation expanded slightly and began to be standardized, Konosuke Matsushita turned it into a monthly settlement of profits and losses and announced it to all employees.At Panasonic, this was habit and the norm, and compared to other companies at the time, it was a kind of maverick.Konosuke Matsushita soon discovered that this approach has obvious business advantages.Because other companies don't do this, and some bosses themselves are confused. Once the family is big and the business is big, they don't know the overall operating conditions, and there is no basis for openness and transparency.Konosuke Matsushita is different. He knows the business situation thoroughly, discloses the profit and loss, and summarizes everyone's contribution with ease.The positive effect of this move is obvious.Compared with employees of other companies, employees of Panasonic can clearly see the results of their own efforts, and at the same time feel the sincerity and trust of the boss, thus giving birth to the sense of ownership of the employees and improving the morale of the employees. The essence of the "glass" business law is that employers and employees treat each other honestly and trust each other.It is commendable that this practice has been maintained after Panasonic's rapid growth.It is relatively simple for small workshops to adopt glass-type operation, but it is already difficult for medium-sized enterprises, and it is even more difficult for large-scale companies.Konosuke Matsushita has been able to adhere to the glass-type operation, to a large extent, thanks to the fact that the development of Matsushita is a natural growth, a growth that meets the needs of the market, and does not encourage artificial expansion of scale.It's a bit like the practice of most companies in China's private enterprises. The desire and motivation for growth do not come from the pressure of the upper class, but from the consciousness of the lower class.Konosuke Matsushita also felt in practice that this approach can effectively boost morale, ensure that everyone is united, conduct in-depth reviews of business gains and losses and resolve conflicts, and can also cultivate highly autonomous middle-level managers and work backbones.Even without the use of other measures, it is a good defense against the kind of "habitual defense" that Argyris pointed out. With the expansion of the enterprise, Konosuke Matsushita standardized the glass operation.For example, regularly disclose the company's financial status to employees, regularly explain the company's planning goals to employees, and maintain effective communication and consultation between management authorities and trade union organizations.In this regard, Konosuke Matsushita raised it to a business philosophy.He said: "Operators of enterprises should adopt a democratic style, and they should not let their subordinates rely on their superiors and blindly obey. Individuals should work independently under the premise of responsibility with the spirit of autonomy. Therefore, entrepreneurs are more obliged Let the company's employees know all the realities of the business. In short, I believe that a modern manager must let everyone know rather than let anyone have a sense of dependence in order to arouse a vigorous enthusiasm among colleagues. Vigorous, to promote the development of the entire business." Everyone knows that people build dams to store water, which is convenient for flood storage and disaster reduction; when there is a drought, they can be opened to release floods, and they are used for irrigation and power generation on weekdays. This collection and release is the biggest feature of the dam.Konosuke Matsushita believes that enterprises also need this kind of adjustment and activation mechanism. Dams are used to resist natural disasters, and applying its principles to enterprises can cope with sudden changes and economic depression. "Dike-style management" is the logical development of "tap water philosophy" in business operations. In February 1965, Konosuke Matsushita proposed this concept at the Kansai Business Symposium and gave a speech entitled "Damage Management and Proper Management".He said, "As for the effective management method, I would like to advocate the method of 'dam management' here. Why build a dam? It is to prevent the river from flowing away without creating any value. If the water volume of the river increases sharply, It will become a flood and bring huge disasters; and if it encounters drought, it will cause a decrease in the amount of water. Therefore, it is necessary to build dams at appropriate locations on the river, to adjust the water flow, and to use hydropower to generate electricity. The purpose of building dams is Cherish every drop of water bestowed by God and use it effectively. This can not only ensure safety, but also create value. Isn’t the principle of running a company the same? Business also needs dams. "The embankment operation I'm talking about should have back-up equipment from the very beginning, as much as there are. In this way, even if there are some changes in the economy or changes in demand, the supply of goods can be guaranteed without causing price increases, because at this time as long as Just run the backup equipment. On the contrary, if there are too many commodities, you can stop the equipment. This principle is the same as adjusting the water storage capacity in the dam according to the needs. Capital, inventory and human resources also need 'dams'. "A correct understanding of the meaning of dam operation can make the operation more stable and obtain high profits. The operation of dams can bring real stability and prosperity to the society." The essence of embankment operation is to avoid periodic shocks in the operation process and reduce the impact of uncertainty on the enterprise.Entrepreneurs build more than one kind of dam in their business operations. The market is like a river, and business is like a dam.Dikes and dams have various functions, such as water storage, flood control, water supply, and power generation.For enterprises, the dams that need to be built mainly include: (1) "Funding Dam".To operate a project with a capital of 1 billion, you need to prepare for a capital of 1.1 billion or 1.2 billion.If there is no leeway, once an unexpected situation occurs, there is little possibility of additional funds, which will cause the planned project to be abandoned halfway. (2) "Equipment Dam".That is, the use of equipment does not need to reach 100%. The idea of ​​"full load" may make the bowstring of the enterprise's operation too tight, and the bowstring will be broken if there is a slight disturbance in the environment.Generally speaking, if you only use 80% or 90% of the equipment, you should be able to make normal profits.It is quite dangerous if the equipment can only be profitable when it is in 100% operation.One is fatigue, which is prone to failure and cannot operate; the other is that once the market demand increases, there is nothing that can be done.If you keep 10% or 20% of the equipment capacity, once the product market responds well, you can increase production to meet the market. (3) "Stock Dam".That is to say, there must be an appropriate amount of raw materials, energy and product stocks to adapt to the reduction of production due to the reduction of raw materials and shortage of energy supply, and to respond in a timely manner to the surge in market demand.Product inventory should be appropriate. These inventories have two directions of action: internally as a buffer for production line problems, and externally as a buffer for market fluctuations.Just like the "permanent warehouse" established in ancient China, if the harvest is good, it will be bought, and if the harvest is bad, it will be sold, so as to maintain the approximate balance of market supply and keep prices stable. (4) "New Product Dam".When the new product is put into the market, its replacement product has been developed and finalized and is waiting to be put into production, and another updated third-generation product has been put into development. However, it is also important to note that an "equipment dam" or "inventory dam" is not idle equipment or excess inventory.If a company estimates its sales volume, and purchases equipment and carries out production according to this forecast, but has inventory because it has not been sold, the equipment is not fully utilized.This has nothing to do with "dyke management", it is just caused by miscalculation, and this kind of surplus should not happen.Konosuke Matsushita particularly emphasized that "dam-style management" is based on correct estimates, and 10% or 20% of the preparations are reserved in advance. At the same time, Konosuke Matsushita believes that in addition to the tangible dam, there is a more important invisible dam - "psychological dam".There are ups and downs in the economy, and it is impossible for any enterprise to operate smoothly.Therefore, from the chairman, the general manager to the grassroots employees, they must have sufficient psychological preparations for environmental changes, respond to all changes with the same psychologically, and use changes to control changes in action, so as to realize the autonomy of operation. In an enterprise, regardless of equipment, capital, personnel, inventory, technology, planning, etc., there must be dams and their functions must be played.In other words, we must retain ample flexibility in all aspects of operation. The principle of "dyke management" is very simple. It is nothing more than changing the rigidity in the operation into flexibility, leaving room for adapting to changes in the environment.However, operators in reality often do not do this well.According to Konosuke Matsushita, Japanese companies have been running on loans and have not embarked on the road of dam-style management.To build various dikes and dams, first of all, we need to no longer rely on loans to operate.Konosuke Matsushita has already done this.However, building a dam is not easy, and maintaining a dam is even more difficult.Konosuke Matsushita believes that nursing dykes is actually still a conceptual issue.The first thing to consider is how to use the dam. If you can’t adapt to the situation, even if you build a dam, you won’t be able to make timely adjustments according to changes in water volume.Secondly, the purpose of the dam must be clarified. The dam serves consumers, not the enterprise itself.Deviating from customer orientation, the effect of the dam will be counterproductive.In addition, pay close attention to all kinds of information. If the water source is depleted without knowing it, or the overflow pipe is turned a blind eye, the dam will lose its meaning. All in all, Konosuke Matsushita asked all departments of the company to use broadly and narrowly no matter what they did, leaving room for them, not to eat up and use up, but to have reserves.In addition to these tangible "dams", Konosuke Matsushita especially advocated the establishment of invisible "dams".He asked the leaders of all departments to have a sense of advancement and plan for a rainy day.Shopping malls are like battlefields, and the situation is changing rapidly. Only when you are always in a state of preparation can you be calm and do your job with ease. This is Konosuke Matsushita's "dyke management" method.As long as you follow this management method, be prepared at any time, and use various resources generously, no matter what difficulties the enterprise encounters, it will be able to develop stably for a long time. In our country, after many small and medium-sized enterprises achieve temporary success, they tend to decline within a short period of time, making the average life expectancy of enterprises only about 3 years, forming a "each leading the way for three to five years, you sing and I am" stage” situation.The reason is that the most important point is that the risk of over-expansion cannot be overcome, and Konosuke Matsushita's "dam management" method can well overcome this risk.This idea of ​​"leaving room for operation" provides an important guarantee for the long-term development and sustainable operation of enterprises, and it is worth learning from and learning from enterprise managers in our country. Parallel with the "dyke management" method, Konosuke Matsushita also proposed an adaptive method.Konosuke Matsushita believes that the scale and number of categories of operations must be commensurate with the company's comprehensive strength, and must be commensurate with the talent and energy of the operator.If you are greedy and seek more, the effect will not be as good as specialization and precision. Before an enterprise expands, it is necessary to know exactly how much strength the company has in terms of technology, capital, sales, etc., and to operate within the scope of its capabilities; it is necessary to move forward step by step within one's own capabilities, and not to be forced. This is like a sumo wrestling match, it is best to compete with an opponent of the same level as your own; if you compete with a level that is much higher than your own level, no matter how hard you try, you can only end in failure. Therefore, it is best for any company to recognize its comprehensive strength and do work that matches it. Konosuke Matsushita believes that no matter how big or small a company is, the scale is irrelevant, as long as its strengths are brought into play, coupled with the "dam-style management method", this is the road to stable management. Based on more than 70 years of business experience, Matsushita Konosuke has summed up 30 business secrets, and summarized them in a concise and clear language. These secrets are really the gospel and creed of operators. (1) Business is a service that contributes to the public, therefore, profit is the reasonable remuneration it deserves. ——Business exists to serve the society, and the reward for service is profit.If you don't get profits, it shows that you are not serving society enough.Logically speaking, as long as the service is perfect, there will be profits. (2) Treating the trading partners as their own relatives, whether they can win the support of customers will determine the rise and fall of commodities. ——Whether it can win the support of customers determines whether the product is popular or unsalable.We must treat customers as our own family members and compare our hearts with each other, so that we can get the favor and support of customers.It is necessary to sincerely understand customers and correctly grasp their various actual situations. It is not necessary to sell a certain product regardless of the needs of the other party. (3) The quality of the location is more important than the size of the store, and the quality of the goods is more important than the quality of the location. ——In the management and sales of Matsushita Konosuke, the importance of many important factors is as follows: product quality-store location-store size. (4) If the products are arranged in an orderly manner, the business may not be good. On the contrary, customers often come to the messy shops. ——No matter how the store is, customers should feel that there are plenty of products and they can choose at will. (5) There is no need to worry about the shortage of funds, but the lack of credit. ——Even if the funds are sufficient, but there is no credit, the business cannot be done.Because there is no credit, the funds will be exhausted, and the business will stop accordingly; with credit, there will be no funds to raise funds by credit. (6) Flattery before sales is not as good as after-sales service.This is the only way to get permanent customers. ——The success or failure of the business depends on whether the first-time buyers can become regular customers, and to do this, we need perfect after-sales service.With perfect after-sales service, it is possible to establish the trust of its customers in the product and even in the company that produces the product, so that it can have a "sense of security" and become a "repeat customer". (7) Take the customer's blame as the care of the gods and Buddhas, and accept it no matter what the blame is. ——Listen to the opinions of customers, and immediately put them into action to improve after listening. (8) Don't stare at customers all the time, and don't pester them endlessly. ——To allow customers to enjoy shopping in the store easily and freely without interference, so as to successfully create "repeat customers". (9) Purchasing should be stable and simplified, which is the basis for a prosperous business. ——There must be a sales plan before purchasing, and there must be a profit plan before making a sales plan. (10) A customer who only spends 1 yuan has more fundamental influence on the prosperity of the business than a customer who spends 100 yuan. ——Ordinary people tend to treat big customers with hospitality, but they can't help neglecting small customers.In fact, if you can sincerely receive a small customer who does not buy much, he will become your permanent customer and continue to bring you big business. (11) Don't force sales, sell things that are useful to customers. ——It is the customer's right to buy goods or not. Be the customer's purchaser, consider what is helpful for the customer, but also respect his hobbies. (12) Never double the price.A price cut can cause confusion and unpleasantness, and damage your credibility. ——We must have confidence in our products and sales prospects.It is extremely unfair to customers to reduce the price to customers who bargain, and to sell at a higher price to customers who do not bargain.No matter what kind of customers, the sales price should be unified. (13) When encountering customers who come to return or exchange goods, the attitude is more friendly than when they are sold. - By refusing to return an item or arguing with a customer, you will lose more business and lose your reputation.So no matter what happens, don't put on an unhappy face to customers, this is the basic attitude of a businessman.Keeping this kind of rule will surely get a good reputation. (14) Scolding the clerk in front of the customer, or quarreling between husband and wife is a "magic recipe" to drive away the customer. ——Let the customer see the scene of the boss scolding and quarreling, which will make him feel disgusted and uncomfortable. (15) It is a good thing to sell a good product, and it is even more a good thing to advertise a good product. ——Even if the customer has a potential need, if the correct information cannot be received, his request cannot be realized.Advertising is a method to provide product information to customers accurately and quickly.This is also the obligation of enterprises to customers. (16) Society cannot function satisfactorily if I do not engage in this sale.Have this kind of firm self-confidence and sense of responsibility. ——Only by deeply understanding the mission of the enterprise to the society can we have sufficient confidence to do our own business.Don't think that you are in business just to earn a commission. (17) Be kind to wholesalers.If there is a legitimate request, it must be raised without hesitation. ——Without the cooperation and help of wholesalers, the enterprise cannot prosper.Based on the principle of "coexistence and common prosperity", negotiate on an equal footing to find reasonable and feasible marketing countermeasures. (18) Even if the gift is a piece of paper, the customer will be happy.If there is no gift, give a smile. ——Small gifts can maintain the novelty of customers in the store, and the best way to maintain customers for a long time is to smile and smile again. (19) Since employees are employed to work for themselves, a reasonable system should be established in terms of remuneration and benefits. ——This is the basic principle of employing people for granted. (20) It is necessary to innovate and beautify the display of goods from time to time, which is one of the secrets to attract customers to visit. ——This will make the product more attractive, attract customers, and stimulate customers' desire to buy. (21) A waste of a piece of paper will also increase the price of the commodity. ——"No second price" does not mean not trying to reduce the production cost of goods, so that customers can get cheap goods, and the cost reduction must avoid any fearless waste. （22）商品卖完缺货，等于是怠慢顾客，也是商店要不得的疏忽。这时应着重道歉，并说“我们会尽快补寄到府上”，要记住留下顾客的地址。 ——这种紧跟的补救行动是理所当然的，但漠视这一点的商店特别多。平日是否累积这种能力，会使经营成果有极大的差距。 （23）加快资金周转。100元的资金周转10次，就是1000元。 ——加快资金的周转率，否则，永远是“死钱”。 （24）孩子是“福神”。对携带小孩的顾客，或被使唤前来购物的小孩，要特别照顾。 ——倾心地照顾顾客的小孩，此举不仅关系商店的信誉、形象，也出于社会的责任。 （25）经常思考今日的损益。要养成没算出今日损益就不睡觉的习惯。 ——当日就要结算清楚，是否真正赚钱，时刻掌握盈亏。 （26）每天的新闻广告至少要看一遍。不知道顾客正热衷于什么商品，是商人的耻辱。 ——信息化时代，要每日、每时留心市场信息，以便根据变化的市场情况及时调整产销。 （27）推销员一定要携带一两件商品和广告说明书。 ——有备而来的推销，才可期望有所成果，切忌空手做不着边际的推销。 （28）要精神饱满地工作，使店里充满生气和活力，顾客自然会聚拢过来。 ——要让顾客推开厚重的大门才能进去，和拒之门外相差无几。商店应该制造顾客能轻松愉快进出的气氛。 （29）要得到顾客的信用和夸赞：只要是这家店卖的，就是好的。 ——商店正如每个人独特的脸孔，因为信任那张脸、喜爱那张脸，才会去亲近光临。 （30）商业没有所谓的景气、不景气。无论情况如何，非赚钱不可。 ——在任何不景气的状态中，都要靠自己求生存。不怨天尤人，凭自己的力量，专心探求突破之道，并奋勇进击。 除了经营秘诀，在经营上还有战术。松下幸之助总结了使商店的生意兴隆的七大原则，它们看起来好像极为平凡，但如果你能灵活地应用起来，必定会产生意想不到的效果。 原则之一：力求创新。只有努力创新的商店，才会有前途。墨守成规或一味模仿他人，到最后一定会失败。任何商店，都必须表现出自己的特色，才能不断增加顾客。做生意总会遭遇到困难和挫折，这就要靠自己去突破了。不可为商品的滞销找借口，也不可低价出售。你一定要拿出魄力和决断力，在创新方面，去寻求机会。 原则之二：追求成长。做生意如果不追求成长，或不向更高的目标挑战的话，就无法感受到身为商人的喜悦和充实感了。要是生意人只想混口饭吃，抱着成不成长都无所谓的心理，在他底下做事的人，自然就会很散漫了。业务的成长，通常都是以营业额来衡量的。要想扩大营业额，就必须加强有关的一切活动，例如销售、采购、门市、部属、资金等。当然，这些大量的工作，必须有一个完善的制度来管理。 原则之三：确保合理的利润。做生意，必须获得合理的利润。你不能以低价的方式，去吸引顾客。你必须以更好的服务，才能获得正常的利润。从正常的利润中，取出一部分再投资到所有事业，以便长期性地对顾客提供更佳的服务以及更佳的商品。 原则之四：以顾客为出发点。做生意要站在顾客的立场为出发点，才能让他买到他所需要的东西。顾客的价值观念，不见得跟我们的相同，何况顾客还分男女老幼。因此我们应该设法去了解顾客的需要，然后去满足他。经营商店，必须把自己当做是替顾客采购商品，这样才会去设法了解顾客的需要和数量。因此，了解顾客是开店的第一步。 原则之五：倾听顾客的意见。要了解顾客需要最好的办法，就是耐心地倾听。经营事业，要顺应自然，集思广益，然后才去做该做的事，必然无往不利。如果只顾推销商品，而听不进顾客的意见，就不会受到大众欢迎。在日常生意中，以谦虚的态度，去倾听顾客的看法，只要持之以恒，必然会生意兴隆。 原则之六：掌握良机。生意的成功，关键在是否能够把握良机。平时，就要选择适当的时机，调查顾客预定购买的物品以及购买时机，这样在销售上，就方便多了。比如电器商店，不论是去顾客家送货或修理，事情办妥后，不要扭头就走，最好再顺便看看他家的电器用品是否有小毛病，同时做一点简单的服务，这样必然会培养顾客对你的信赖感。到客户家安装空调时，在安装过程中，一定要表现出亲切、仔细的态度。同时，问问客户，是否有认识的朋友想要购买空调，如果他对你有好感，觉得值得信赖，就会把生意介绍给你。 原则之七：发挥特色。卖同样东西的商店到处都是，要使顾客上门，非得有一些特点不可。商店的特征，好比每个人的特点。商店没有特色，就变得毫无品位。陈列的商品虽然相同，但若服务不同，则会使商品显得不同，这就是因为发挥了商店特性的关系。商店的特色，当然要配合顾客的需要。至于如何去发挥，则要个别考虑。除了要注意地域性和开店条件，还要考虑该地区的生活水准、文化水平等。如果是在工薪阶层居住的地段，最好在周末或假日，也能照常营业。必要时，还可将商店的营业时间延长。但有时候，难免受到空间、人事、技能、资金等现实因素的限制。因此，应该先从可能的事项着手，一步步去发挥特色。例如，把重点放在自己比较熟悉、较有竞争性的商品，由较内行的经理，亲自介绍上门的顾客，也是一种很好的办法。其实，特色并不限于商品，其他如良好的服务、舒适的店面、诚恳的员工等，只要发挥其中一两项特点，就足以吸引顾客上门了。 松下幸之助指出：经营不是变幻莫测的魔术，不是见不得人的神秘玩意儿，也不是诡谲多变的权术，不是靠心机诡诈所能完成的；经营就是实实在在地做事情。坦诚地向员工讲明情况，坦率地提出要求，说实话，做实事的松下幸之助在日本，甚至在其他发达国家，都被称作“经营之神”。 松下幸之助还指出：不仅玩弄权术不能成为真正的经营者，想依赖知识和技术经营的人，也不能如愿以偿。松下幸之助认为，经营者不一定要具备最高的智能和技术，只要实实在在地做事，又有综合经营的能力，就足够了。这正如军队打仗，元帅并不一定要能征善战、武艺高强，这些方面该是战将具备的素质，而元帅需要的是“运筹帷幄，决胜千里”。