Great Entrepreneurs Have To "Predict The Future".

< p > although the first half of the year has just come out of the shadow of < a href= "//www.sjfzxm.com/news/index_cj.asp" > financial > /a > crisis, the number of orders has begun to rise significantly. However, the unexpected appreciation of the renminbi has made Ma Junjie, a private owner of Guangdong Dongguan, a headache.

Ma Junjie's business mainly produces computer chassis and other edge products, mainly for export.

The appreciation of the renminbi makes the profit of the product close to zero. He is "really afraid to take orders now".

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< p > "no profit starts, no losses will start." this is a true portrayal of Ma Junjie's current situation.

With his own eyes witnessed the collapse of friends' businesses during the financial crisis, Ma Junjie still has a lingering fear.

What worries him all day is whether he will make the same mistake again and what risks he will encounter in the future.

"Just like the line in the movie" big talk westward "," I guess the beginning, but I can't guess the ending. "

Ma Junjie reluctantly said.

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< p > < strong > executive force < /strong > /p >

< p > Stephen Covey, the author of the best habit of "seven habits of highly efficient people", looks at Ma Junjie's fears.

Like a mountaineering, enterprises may encounter unpredictable fog frost, hail, or steep mountain road at any time, so that the climbers can not see clearly the way forward.

The crisis faced by enterprises may be more severe than ever.

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One of the risks that P brings to enterprises is the lack of executive power in the face of crisis.

Perhaps CEO has considered how to deal with risks and formulated corresponding preventive strategies.

However, whether employees clearly understand their roles in the strategy and conscientiously implement these strategies have always been the core factors that decide whether or not the enterprises can successfully pass the crisis.

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< p > according to the report of the American Federation of companies, the consistency between execution and implementation is the two most important issue for CEO.

Interestingly, these two problems have only emerged in recent years.

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< p > research proves that CEO's fears are justified.

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P, a survey conducted by Franklin covey, USA, interviewed 150 thousand employees in the US company, and whether they knew the goals of their company.

The survey showed that only 15% of the respondents were able to answer this question explicitly, and only 40% of those 15% knew what they should do.

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< p > > in other words, when you walk into a company at random, only 15 of the 100 employees you meet are aware of their company's tasks and goals. Only 6 people know what role they should play in completing these tasks and goals.

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< p > imagine that only 6% of the people are enough to make your company stand firm in the crisis? < /p >

< p > and even the closest colleagues and core executives of the company do not necessarily know the company's goals in CEO's mind.

A survey of a professional service company asked 5 executives to list the most important 10 goals of the company. They listed 23 items, of which only 2 were mentioned by most people.

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< p > in fact, if only a few people in a company know and take the initiative to achieve the important goals of the company, others will not understand the strategic objectives of the company or know how to execute them. This will only exacerbate the crisis situation already facing them.

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< p > in crisis times, it is crucial to concentrate resources on core issues.

If the wisdom and strength of every employee of the focused companies can accomplish one or two things that can turn things around, the situation of the company will be greatly improved.

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What are the elements of a good execution system? < p > Stephen Covey believes that first of all, we must focus on the primary goal and clearly and clearly convey the goals we want to achieve to our team members.

Next is to identify the tasks of team members, tell them how to accomplish tasks, track the implementation of important indicators, record the indicators and factors that ensure the ultimate achievement of goals, and motivate those who meet the standards.

In addition, regular communication mechanisms should be established to ensure that team members understand each other's achievements.

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< p > research shows that the "a href=" //www.sjfzxm.com/news/index_c.asp "enterprise" /a, which can win in difficult times, will emphasize their goals repeatedly, formulate strict implementation strategies and result evaluation system.

"If you master these principles, even in a very changing environment, you can get the desired results."

Stephen Covey thinks.

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< p > < strong > eliminating "pseudo trust" < /strong > /p >

< p > in the unforeseeable future, another crisis that enterprises or individuals will encounter may be the rapid reduction of trust.

As the global credit market is plunged into the trust crisis caused by blind pursuit of high profits, everyone will slow down in this unknown road full of traps.

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< p > if you like to watch the F1 race, you may notice this detail: as long as champion driver Michael Schumacher drives into the repair lane, Ferrari's repair team will act as one person and act in unison.

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< p > in the world of F1 racing, the result is decided by 0.1 seconds or even 0.01 seconds.

Although the winning riders always enjoy all the glory, it is the team's joint efforts that create the 0.01 second gap.

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< p > racing drivers must drive in the driveway within a certain period of time. Then 20 specially trained car drivers will jump on the train and replace 4 tyres, oil and repair.

Obviously, the sooner they can do it, the better.

Because every time the car stops in the lane for 10 seconds, the other cars will go half a kilometre.

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< p > in Stephen Covey's view, the F1 racing team has something in common with the enterprises in crisis.

Under the pressure of time, decision-makers need to send complex commands to teams that perform different tasks quickly, and the decision-makers themselves must be completely trustworthy, otherwise the team will lose confidence.

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< p > trust always affects two measurable results: speed and cost.

When the sense of trust drops, the speed will drop and the cost will increase.

Distrust can disturb everything, cause sales to drop, customers become indifferent, team members are depressed, decadent or completely collapsed.

Distrust increases costs. If you are not trusted, people refuse to do business with you.

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< p > in trust economics, a very important practical problem is that all people are unconsciously paying a hidden "low trust tax". The lack of trust will double the business cost of the enterprise, and the products and services will be difficult to sell due to the uneven quality. The cash flow will be blocked due to customer complaints, delay or refusal to pay. The supplier will pay the advance payment due to the loss of trust to the company, and the customer will also leave.

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< p > in the case of high trust, dividends received by enterprises are just like a performance multiplier, which will greatly enhance and improve all aspects of the enterprise.

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< p > How can we build trust? Stephen Covey's proposal is to establish an open and pparent mechanism to tell people the truth and give people the chance to prove themselves. Secondly, we must keep our promises, overcommit ourselves and make empty promises, and finally fail to cash in, and people will be disappointed with the enterprises and eventually lead to distrust.

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Another important aspect of < p > is to convey trust.

The direct expression of "pseudo trust" is everything in microcosmic management.

If a good employee is entrusted with a heavy responsibility, they will feel trusted and pass away the feeling of trust.

Without good trust, the crisis will become an opportunity for them to find a better place.

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< p > < strong > < light > strategy < /strong > < /p >.

< p > economic downturn will bring harm to enterprises, but often wrong decisions will cause greater harm to enterprises.

In a downturn, most companies choose to lay off, turn assets into cash or stop big projects.

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< p > this is probably true.

Like climbing a mountain, the higher the climb, the heavier the knapsack will feel. It is necessary to throw away something that is irrelevant, hindering climbing or distracting, and making ourselves more relaxed and agile, so that we can reach the summit.

As a result, many companies will crouch themselves like hedgehog, shrink the front line and wait for the crisis to pass.

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< p >, however, Stephen Covey believes that the light weight of enterprises must be "light" and have a strategy.

The bigger the challenges facing enterprises, the more they have the ability to plan the overall situation and concentrate their minds.

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< p > usually, < a href= "//www.sjfzxm.com/news/index_s.asp" > crisis < /a > will easily enable enterprises to shift the focus of attention from customers to financial accounts.

Blindly focusing on budget and balance of payments will lead to blind reduction in costs and neglect to pay attention to those valuable and conducive to long-term development of enterprises.

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A survey of senior executives of 362 companies shows that up to 96% of the executives believe that their company is customer oriented, and 80% believe that their company has delivered a sense of belonging to their customers at P.

However, only 8% of their customers agree with this statement.

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< p > perhaps you will question the striking difference between the two.

"Customer satisfaction index is considerable, indicating that the customer is satisfied."

An investigation president said.

But in fact, customer satisfaction and loyalty are two different concepts.

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During the P crisis, many companies will make great efforts to cut costs in terms of system and production.

But for customers, it is not known whether this cost reduction is beneficial to customers.

In fact, in a crisis, enterprises that need to be lightly loaded up and decide what to keep and what to give up should depend entirely on the needs of the company's customers.

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< p > in most cases, streamlining can reduce uncertainty.

If the enterprise is concerned with providing simple and valuable products to customers, it is likely to yield more predictable results.

For example, Unilever reduces the number of soap, deodorant and other products from 1600 to 200 in order to reduce customer confusion, thus greatly facilitating customer identification of products.

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Another example of "P" is the French Sanofi pharmaceutical factory.

After knowing that children hate the prevention needle, the company has developed a 5 group of vaccines that can be injected at the same time.

Of course, this vaccine, which does not need to be injected several times, has also achieved good customer feedback and < a href= "//www.sjfzxm.com/news/index_s.asp" > market < /a > effect.

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< p > if there is anything to be said in the future world, then the world will always be unpredictable.

Great enterprises and great teams, like great racing drivers, are always working hard no matter what circumstances they are in.

Stephen Covey believes that enterprises that master the above principles can remain invincible.

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