2. In this way, the Giant Group could not escape bankruptcy because it had no reserve funds to cope with the crisis.
3. Suppose it takes 1 million dollars to maintain the normal operation of a business, but if the manager only prepares 1 million dollars, once an accident occurs, 1 million dollars is far from enough and the problem cannot be solved. The smart manager will certainly prepare 1.1 million yuan, even
4, However, unexpectedly, the Giant Group's planned diversification attack not only did not usher in the sunrise, but also farther and farther away from the dawn. Just as the company was stagnating in almost all of its markets, Giant Building was like an ever-open mouth, constantly devouring those limited cash flows and eventually plunging Giant Group into a huge capital crisis.
5. In fact, at Giant Group's most critical moment, it only needed 10 million yuan in cash. Shi Yuzhu knew that the company only lacked 10 million yuan, but in this time of crisis, he could not raise funds. Before that, 10 million yuan was a drop in the bucket for Giant Group. A few months ago, the Qingdao market paid 10 million yuan a month to the headquarters. Who would have thought that just a few days later, the whole group could not get the money.
6. The interpretation of the word frugality seems to be a way to save money. However, for managers, it should be interpreted as a way to make money or a way to make money. In the process of business management, many managers believe that those who even spend a penny to calculate half a day is too small. In fact, behind their miserliness, there is a good management strategy, which requires not only courage, but also the courage of vision and courage.
7. Konosuke Matsushita summarized his many years of management experience and proposed that enterprises should reserve part of the remaining funds to meet the needs of the boom when the economy is booming and the funds are sufficient. This is the golden management method known in business management circles as the dam management rule. In fact, it aims to remind managers that building dams is aimed at stopping and storing the water of rivers in case of emergency; in the process of managing a business, attention should be paid to reserving funds to cope with unexpected crises.
8, in fact, the crisis faced by the giant group, far from reaching the point of despair, although the giant health care products to promote the war failed, but in the market did not completely lose the brand reputation, the giant building has successfully completed the underground project, only 10 million yuan can continue to build, according to the progress of real estate construction, five days can be constructed a layer as long as the building is still a layer by layer, so the city Creditors can rest assured that many unexpected conflicts can also be resolved.
9. If the enterprise wants to realize sustainable and stable development, the manager must make all kinds of reserves in advance to cope with the sudden changes in the external world. In the process of enterprise management, whether it is equipment, capital, personnel, inventory, technology, planning or new product development, the implementation of each plan needs to be prepared in advance to make the most adequate preparations, as far as possible to maintain a rich application of flexibility in order to continue to maintain stable growth and development in the event of changes in the external situation.
10, as a good manager, we must let the enterprise in a state of readiness. Only then can we manage the business with ease. As Konosuke Matsushita said: I believe that as long as we follow this method of management, ready to make full use of all kinds of funds, the enterprise will be able to grow steadily in the long term, no matter what difficulties are encountered. Therefore, managers should learn to do all the reserve work to cope with sudden changes in the external world, so that the enterprise to maintain stable long-term development!
11, managers must focus on cultivating their own sense of foresight, accurately grasp the development trend of the enterprise, in order to ensure that the decision-making foresight, so that the enterprise to obtain better development. If you are not good at long-term thinking, planning for the future, will inevitably result in the development of business ideas are not clear, there is no accurate positioning of the company's whereabouts. In this way, the enterprise will naturally take a detour, go downhill, can not talk about tapping the market potential, broaden market share, to obtain a greater profitability.
12, in the Giant Group marketing brilliant period, the market can be recovered every month 30 million yuan to 50 million yuan, sometimes even more than 70 million yuan. However, the confident Shi Yuzhu did not have the habit of reserving funds in case of emergency. At the last moment, Shi Yuzhu could only say sadly: what is a penny to defeat the hero, this is! Today, with the development of the Giant Group, the asset size has reached 500 million yuan, 10 million yuan is nothing at all, but now this level is not over.
13, 1992, the Giant Group entered its heyday. In order to show the strength of the Giant Group, President Shi Yuzhu decided to use a huge amount of money to build a Giant building. At first, he planned a building with only 18 floors, but with the increase of observation and learners, he raised the floor to 38, 48, 54 and 64 floors. Finally, it was set at 70 floors and the investment increased from $200 million to $1.2 billion. Facing the capital gap of the building, Shi Yuzhu had 100 times more confidence because at that time, the 6403 Hankook produced by Giant Group was selling very hot with an annual return of more than 30 million dollars. According to this trend, construction capital should not be a problem.