(Inamori Philosophy Learning Society) Punch Day 157
Name: Wang
Department: water separator
Group: altruistic group 3
Know ~ learn
Let's look at the third chapter of the Twelfth Action, the unprecedented economic crisis and its countermeasures.
3. Take "good and selfless motivation" as the criterion.
(1) Kyocera employees unite to overcome the oil crisis.
Second, read Disciples Rules again.
Third, read the Heart Sutra three times.
Content-aware sharing
"The truth of being a man" and "the best motivation and selfless heart" have always been advocated by Mr. Wang, and have always been the guidelines for our life and career. Enterprise is a big family. If you want to run a good business, all employees must work with the boss. No matter how many difficulties and setbacks we encounter, as long as everyone is united, Qi Xin works together, never gives up, and works towards the goal of * * * * like anyone else, then our enterprise will surely succeed and will last forever.
Do ~ exercises
First, cultivate one's morality
When you go out every morning, say to yourself: put aside all your troubles, keep a good attitude and laugh at everything.
Reflect on all your shortcomings and mistakes.
Keep reading for an hour.
Meditate on what happened today.
Second, family.
1. Insist on chatting with parents by phone every night.
Clean and tidy the room.
Third, meritorious service:
1, work hard to finish the work.
I wish all my family good health and all the best!
thank
Thank the boss for giving us such a good learning opportunity, so that we can constantly learn and improve ourselves.
Thank my family and colleagues for their trust and support in my work.
Thanks to all my relatives who have helped me.
Thank you for all my encounters in this life.
Volunteer:
Since you can't change others, try to change yourself and be a better self.
Adhere to the principles of "Six Strives" and "Disciple Rule", and strive to let everyone see a better me.
While pursuing the spiritual and material happiness of all employees, we will contribute to the development of human society.
20 18-3-23 began to clock in.
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Mr. Sun Taoran, Chairman of Lacarra Holdings, visited Model Business School and gave us a wonderful speech on "Founder's Law-It takes at least ten years to start a business successfully". Are you persisting or maintaining your career? As the boss of the enterprise, have you made a strategy? Do you know what stage of development your enterprise is in? These questions thrown by Chairman Sun Taoran are thought-provoking, and the analysis and answers given are also very enlightening. The following are the shared notes: word count: 476 1 | Estimated reading time: 7 minutes. Insist on or maintain. Teacher Sun Taoran told us that the founder of an enterprise must always look at his own state and figure out whether to stick to or maintain his present efforts. Persistence is very important for an enterprise. If an enterprise can persist in product research and development, product sales and marketing, it may be the difference between success and failure. But maintenance is different. At present, the efforts of many enterprises are only maintenance, and there will be no progress in maintenance for a long time. The longer you stay in the wrong direction, the more opportunities you lose. If the enterprise is insisting, then continue to insist; And if the enterprise is maintaining, it is necessary to change the transformation as soon as possible. Teacher Sun pointed out three dimensions to judge whether an enterprise is persisting or maintaining: First, the direction. You must know whether the development direction of the enterprise is right or wrong. If the direction is wrong, all you do is to maintain it; If you are in the right direction, you are persisting. Second, the path. In the case of choosing the right direction, you must determine whether the path designed by the enterprise can achieve the goal. If you choose the wrong path, you are heading for a cliff. There is no road ahead, and no matter how hard you work, you are maintaining it. Third, resources. You must judge whether your resources are enough for you to achieve your goal. Everyone can use limited resources, whether it is money, contacts or technology. If you choose an entrepreneurial design that your resources can't reach, then your business is maintaining. The first duty of the boss is to make a strategy. Mr. Sun Taoran thinks that the founders, major shareholders and the chairman of the board have a very important leading and exemplary role in the company, and the primary responsibility of these bosses is to formulate strategies. Making a strategy is to set the enterprise's goals, choose the way to achieve them, organize enough resources and design the incentive system in the system. Teacher Sun believes that if an enterprise boss can do four things well: goal, style of play, resources and motivation, then the enterprise strategy is a good strategy. In addition, Mr. Sun Taoran believes that it is important for an enterprise boss not to give his physical time to the enterprise, but to give his brain time to the enterprise, and mental work is always much more important than manual work. Therefore, the founders of enterprises need to constantly improve their knowledge and think about the future development of enterprises. If the founder of the enterprise can see the distance, then the distance is the goal; If you can only see in front of you, you will never get far. Teacher Sun Taoran emphasized that it is impossible for the boss of an enterprise to make up for strategic laziness with tactical diligence. If he doesn't make a good strategy, the boss of the enterprise is dereliction of duty and dereliction of duty. A successful enterprise needs more than ten years to realize. Teacher Sun Taoran thinks that a successful enterprise will take more than ten years to realize. There are three criteria to measure the success of an enterprise: first, the enterprise must be in a leading position in the segmentation field; Second, enterprises must be sustainable, and the most important thing to be an enterprise is sustainable growth, not ups and downs. Therefore, the governance of enterprises can not be quick success and instant benefit, and pursue speed; Third, enterprises must be respected. Successful enterprises are respected by employees, peers, users and society. If the enterprise is not respected, it is meaningless for the enterprise to do anything. It is a long-term process for enterprises to reach these three standards. Therefore, if enterprises want to succeed, they must be prepared for the Long March and step by step. They must not be impetuous, and they can't fight for gains and losses at one time. Teacher Sun believes that once you choose to start a business, there is no deadline, and starting a business is often a lifetime thing. Teacher Sun believes that the development of a successful enterprise can be divided into four stages, and at each stage, the enterprise should do what it should do. The first stage: the initial stage, also called the product stage. At this stage, enterprises should make good products, and products should meet two characteristics: first, users are willing to spend money to buy; Second, it can be produced and sold on a large scale. Teacher Sun told us that it takes a lot of energy and time to make this product, and there is no room for ambiguity. The key here is whether we can grasp the user's just needs and solve the user's pain points. If the products of enterprises can meet the rigid needs of users, there will be a huge market. In addition, Mr. Sun emphasized that the most important thing for enterprises at this stage is to save money. They can spend a penny and never spend two cents. They can hire three people, but never four. At this time, enterprises must pay attention to costs and make the best use of funds. The second stage: the development stage, also called the market stage. At this stage, enterprises should make use of the results of the first stage to make sales, scale their products and services, and become the leader in sub-sectors. When an enterprise forms the scale of income and profit and has its own fist products, it will gain a firm foothold in the market. Teacher Sun thinks that the most important thing for an enterprise at this stage is to concentrate, not to be tempted by other things, to concentrate on product promotion and to become a champion of a single product. The third stage: expansion stage, also called diversification stage. At this time, enterprises need to open up the second and third product lines on the basis of the first two stages, and turn serial organizations into parallel organizations, because a single product line is not enough to support the sustained growth of enterprises, and having diversified product lines can avoid risks and increase profits. Teacher Sun emphasized that if enterprises want to survive in the diversified stage, they must make profound changes in organization and incentive mechanism to adapt to the simultaneous operation of two or even three product lines. The fourth stage: maturity, also called ecosystem stage. Teacher Sun thinks that there are four realms for an enterprise to make money-product, capital, brand and ecosystem. The fourth stage of an enterprise is the ecosystem stage. Ecosystem is the highest business model. When an enterprise forms its own ecosystem and participates in all the upstream, downstream and left-right tours of the industrial chain, the benefits will be endless, resulting in synergy and * * * effect. Entering the fourth stage, the enterprise has entered the stage of long-term sustainable development. At this stage, Teacher Sun emphasized that the most important thing is layout and insurance. The layout is within the scope of the whole ecosystem, and everything that may be helpful and valuable for your future development is involved and infiltrated. Buying insurance is a matter within your ecosystem, and you should also participate in and infiltrate anything that may pose a threat and interference to you in the future. Teacher Sun believes that although the scale of the fourth phase enterprise is huge, there are also risks. Once the opportunity is missed, the loss will be extremely heavy. In the four stages of enterprise development, Mr. Sun believes that enterprises must always look at which stage they are in, whether their efforts are sustained or maintained, whether they have entered the next stage before completing the last stage, and whether they are still standing still after completing the first stage. Only by staying awake and having the right direction and clear path can enterprises develop better and faster. Interactive Question (Dongguan Cheng Nan Branch): How do enterprises make changes when they encounter changes in government policies? Sun Taoran: Enterprises in any country must operate in a regulatory environment, and enterprises must also adapt to the regulatory environment. As for whether the enterprise insists on or maintains or returns to three dimensions, the direction is right, the path is right, and resources are enough. No matter how the policy changes, the development and operation of an enterprise should be viewed from three dimensions of the enterprise itself. As the boss of an enterprise, there are four habits. The first habit is to look ahead, have foresight and know what to do next. The second habit is to look back, constantly reflect on the road you have traveled, and make a review, induction and summary; The third habit is to sum up experience. You should sum up which step is well done and which step is not well done at each stage. Why? What should I do next time? Finally, form a standard. If you do something similar again, you should know what standards to follow. It is also important that you have a plan B, a retreat and another option. In short, entrepreneurs should look forward and backward, and at the same time, they should have a successful hand. Question (Beijing Headquarters): What is the biggest challenge you encounter in starting a business? Sun Taoran: I have been asked this question many times, and my answer is the standard answer: I have never met the biggest challenge. When you keep looking forward, all problems are not problems, whether it is licensing, your company is short of funds, or you are under pressure from competitors. If you can predict this situation six months, a year or even a year and a half in advance, it is not a problem. Entrepreneurs must have foresight and prevent problems before they happen. Question (Zhongshan Branch): Is the traditional manufacturing industry persisting or transforming? Where is the future of the real economy? How do we get involved in the capital market in the real economy? How to dabble in Internet economy? How to treat quantum economy? Sun Taoran: Because I don't know much about your industry, I can only talk about some principles. Entrepreneurial direction has three dimensions: market, specialty and hobby. Entrepreneurship should choose the intersection of these three dimensions. First, the first dimension is the market. If it is not necessary, the direction you choose is meaningless. Secondly, your specialty, whether you have the ability to meet such needs; Finally, your hobby, whether you love it or not. Entrepreneurship is just a way of life. Needs and hobbies should be respected. As for the traditional industries, should they persist or change? Personally, I think that if your enterprise doesn't make great progress or growth in a few years, it is really necessary to consider changing it. How to change it? Still have to return to market demand and your specialty. In the industry you are good at, can you do something different and seize stronger demand? Innovation is all-round for an enterprise, which can be technological innovation, sales model innovation, enterprise incentive mechanism innovation and enterprise management model innovation. We should pay attention to all aspects of enterprise innovation. Finally, to start a business, we should broaden our thinking and understand it from multiple dimensions. It is not that we must be the president and the founder to start a business. You have to see what you are suitable for. Some people regard investment as a kind of entrepreneurship. Question (Shantou Branch): How do family workshop enterprises break through the bottleneck and plan the top-level design? Sun Taoran: I think your enterprise should be in the third stage of development. You have your users and a steady income and profit every year. If enterprises want to go further, they must diversify. You may need to open a second or third product line, which may be similar, upstream or downstream of your own industry, or cross-border, depending on market demand, expertise and hobbies. Question (Chengdu Branch): Can enterprises skip the first three stages and go directly to the fourth stage? Sun Taoran: Only one in a million or even one in ten million enterprises in the world can directly do the fourth stage. Such an entrepreneur, he is God's elector, and God chose him, giving him endless money and giving him endless resources and abilities. For 99.9999% of ordinary people, this road is impossible to choose. Second, even if a few people can choose this mode to start a business, they still go through these stages step by step in the process of doing it, but they can directly aim at the fourth stage when they come up. Question (Huangshi Branch): How do phenomenal enterprises face the baptism of market competition, sustainable development and capital market? Sun Taoran: I don't think there are phenomenal enterprises, and the so-called phenomenal enterprises can't escape some laws. Like the internet? . Internet? "What" and "What" are the essence, and you must follow the laws that conform to their essence. The essence of internet finance is finance, and the essence of finance is risk control, so internet finance should do a good job of risk control. In addition, many so-called phenomenal enterprises are actually exaggerating fraud and whitewashing peace. I firmly believe that if there is no logic, there must be problems. Transcending common sense is a scam. Logic and common sense are the basis for us to judge everything. We need to strengthen our judgment. Question (Shenzhen Branch): What are the advantages and disadvantages of equity incentive? Sun Taoran: First of all, there must be equity incentives. If there is no equity, it is unfair and there is no sense of ownership. But you shouldn't issue stocks indiscriminately. It is easy to explain to equity that equity is worthless. Who should I give the equity to? First of all, people who are useful for the long-term development of your enterprise. We can't solve the one-time problem with permanent equity. Permanent equity should only be given to those who play a role in the long-term development of enterprises; The second is like-minded people, who can solve many contradictions and problems; Third, people who speak rules can improve efficiency and promote stability; The fourth is someone with complementary abilities. These four points are the conditions for choosing partners, and equity and options should be distributed to these people. When was the last split? I don't think we can separate early from early, but we should separate late from late. If you split the equity in the third year of starting a business, when you look back in the eighth year of starting a business, you will find that those who were originally allocated may not be there by the eighth year. In the eighth year, those who are important to you have no chips in their hands. The most appropriate way is to promise the team how big a pool I have prepared for you, but who to give and how much to give will be decided after we have experienced such a difficult, painful, failed and successful long March. Question (Teacher Li Jun): In today's economic environment, how can a company like Lacarra plan its future? Or what kind of institution will Lacarra be in five years? Sun Taoran: Many people who were familiar with Lacarra at first returned their credit cards at convenience stores. In 2008 and 2009, many domestic joint-stock banks issued a large number of credit cards, but it was very difficult to repay them every month. At that time, I could only repay the money at the bank counter. At this time, Lacarra discovered the first rigid requirement. We have turned convenience stores all over the country into payment points, and put self-service terminals in every convenience store. You can return your credit card at the convenience store. Then we made a very famous product, that is, the card reader on the mobile phone, which can be put on the mobile phone for transfer and payment. Then we made a lot of products. For example, bill collection, personal credit, personal microfinance and so on. Lacarra's development follows all the stages of enterprise development I mentioned. In the third stage of our development, in addition to the payment of convenience stores, we also developed the acquiring and personal microfinance markets. After entering the fourth stage, we developed along the direction of venture capital like Lacarra venture capital fund. In such a fierce market competition environment, if Lacarra still insists on its original convenience store and mobile phone card reader, it has been eliminated by the market. Lacarra has been looking for the needs of users, and then put forward solutions, so it can be ranked in the first camp. Compared with our peers, we have our own characteristics. Maybe others are strong online and I am strong offline. Others are very strong, and I am very strong in the business side; Others are strong in financial management, and I am strong in microfinance. You have to find the market demand, find the difference between you and your competitors, and do what you should do at the same time, so that you can be in the first camp in the industry. Only in this way can you ensure that you are in an invincible position in the fierce market competition.
Reading 4092
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