Matter determines spirit, and spirit has a reaction to matter. The important principle of philosophy is also the principle of enterprise management. In the long-term management practice, many entrepreneurs and managers have the experience that material stimulation alone cannot succeed. Therefore, more and more enterprises begin to pay attention to their "cultural strategy" ...
Chapter I Culture and Corporate Culture
I. Culture
(A) the origin of culture
(B) the definition of culture
(C) the functions and characteristics of culture
Second, corporate culture.
(A) the connotation of corporate culture
(B) the rise of corporate culture
Chapter II Core Elements of Corporate Culture
First, establish corporate values. Establishing the Core of Corporate Culture
Hewlett-Packard Company Case: Consistent Values
Case p & amp； G: From neglecting values to attaching importance to them.
Case Li Ning: Advocating sports
Keith Motorola: The Core Idea of the Trinity
Second, mold the enterprise spirit and embody the corporate culture character.
Case HP: the spirit of "respecting personal value"
Case Samsung: the spirit of "talent first"
Case IBM: the spirit of "best service"
Kant's case study: the spirit of "joint operations"
Panasonic case: "Panasonic seven souls"
Case 3M Company: Spirit of "Pioneering and Innovating"
Rongshida Group Case: "Harmonious Management Concept"
Case Gui You Group: Enterprise spirit makes a career.
Wal-Mart Case: Enterprise Spirit of Retail Empire
A Case Study of McDonald's "S.Q.C" Spirit
Third, make enterprise goals and clear the direction of enterprise culture.
FedEx: Only when you have a goal can you pursue it.
Johnson & Johnson's goal: Every product must stand the test of 100%.
The second part is enterprise culture and enterprise development.
How can enterprises develop by leaps and bounds instead of a flash in the pan? How do enterprises become bigger and stronger? Capital, technology, management, marketing and other elements are indispensable, but there is an intangible thing-corporate culture, and those distinctive corporate cultures are the fundamental and decisive force. Whether an enterprise is successful or not depends not only on economic indicators, but also on its humanistic status, environmental status, social impact and other aspects, all of which are included in the corporate culture.
Chapter III Corporate Culture is the Motive Force of Enterprise Development
Case Bertelsmann: Corporate Culture Makes Media Empire
Chapter IV Corporate culture is the symbol of corporate maturity.
Case Study Wal-Mart —— A Model of Retail Industry
Chapter V Building enterprise culture is the requirement of the market for enterprises.
Lessons from Enron
IBM case: characteristic corporate culture to revive the "giant" glory
Chapter VI Without culture, there is no core competitiveness.
Case Welch: "One of the Best" Strategies for Building Core Competitiveness
The third part is about corporate people and corporate culture.
In a sense, the so-called corporate culture is the "humanization" of enterprises. Man is the creator and disseminator of corporate culture and the main body of corporate culture implementation. Enterprises should care for, understand, value, rely on, respect, unite and cultivate people. The main body of corporate culture is people, which is divided into three levels: entrepreneurs, corporate heroes and employees.
Chapter VII Entrepreneur, the personification representative of corporate culture
Jack Welch to General Motors.
First, entrepreneurs are advocates of corporate culture.
Sany Group Case: President Liang Wengen and Corporate Culture
Second, entrepreneurs are practitioners of corporate culture.
Case Microsoft: a group of "workaholics" headed by Gates
Third, entrepreneurs have promoted the change and renewal of corporate culture.
Kumi Case: Reshaping Nissan
Shoufu Kangcheng Case: "Rebuilding the King"
Chapter VIII Hero backbone, mainstay of corporate culture
First, the role of the hero backbone
Keith Branson: Turn the tide in a crisis.
Second, tap enterprise talents.
Case General Electric: Cultivating and Promoting Talents from Inside
The case of Changjiang Industry: the talent view of "the Yangtze River does not choose trickle"
Case Microsoft: Unique and Effective Employment Culture
Chapter 9 Employees, people-oriented is the foundation of corporate culture.
First, fully respect people and treat employees as the owners of enterprises.
Case Panasonic: Employees are the owners of enterprises.
Second, treat people correctly and let employees get their places.
Case Forbes: employing talents
Third, effectively motivate people and give full play to the ability of employees.
Ericsson Case Study: Unique Performance Evaluation System
Fourth, be good at understanding people. Establish a smooth communication mechanism
Case Microsoft: Free Mail Unicom
Fifth, pay attention to educating people. Let employees digest corporate culture.
Hitachi case: all-round employee training
The fourth part is the organic combination of enterprise culture and enterprise.
Culture is virtual, enterprises are real, and enterprises cannot survive without profits. Corporate culture should not be a castle in the air, and its construction and implementation must be integrated into all elements and links of corporate activities.
Once a successful corporate culture forms a good humanistic environment, it will inevitably produce a transformation from spirit to material, and organically combine "emptiness" with "reality".
Chapter X Corporate Culture and Corporate Image
First, visual image is the "face" of corporate culture.
Case Founder Group: "Founder" Culture Embodied by "Founder" Trademark
Second, the behavior image. The "hand" of corporate culture
Starbucks Case Study: Behavior Image Shaping Corporate Image
Third, the conceptual image is the "heart" of corporate culture.
Case study of McDonald's: the establishment of characteristic management concept
Keith Rolls-Royce: The Noble Idea of Pursuing Perfection
Chapter II XI Enterprise Culture and Enterprise System
Hilton: Control people with principles.
Bill Gates: "Eight Principles" Restrict Employees' Behavior
Chapter XII Enterprise Culture and Enterprise Management
First, the construction of enterprise culture is an important direction of enterprise management development.
Dupont case study: the reform of enterprise management model
Case Kingdee Software: Passion Management
A Case Study of Dalian Sanyo Refrigeration Company: Flexible Management
Second, knowledge management has built a platform for corporate culture construction.
Accenture Company: Knowledge Management Practice
Third, the influence of corporate culture on corporate capabilities.
Case study of North China Pharmaceutical: refining enterprise ability with enterprise culture
Four, several distinctive enterprise management tools
(A) Balanced Scorecard: a yardstick to measure enterprise performance
Balanced Scorecard of Coca-Cola (Sweden) Beverage Company
Volvo Car Company's Balanced Scorecard
(B) Six Sigma (6δ): an effective weapon for strategic management
Six Sigma Ge's Secret Weapon
Six sigma management of Ogilvy & Mather Company
Ubiquitous 80/20
A Special Form of "28 Rule" —— Membership Marketing
The "28 Rule" of Media Industry
Chapter XIII Corporate Culture and Corporate Marketing
First of all, differentiated sales strategy highlights corporate culture.
Porsche case: the differentiation strategy of the king of sports cars
A Case Study of Wal-Mart: "Retail Kingdom" Created by Differentiation Strategy
Second, the characteristics of the modern market require that product prices should be integrated with various factors.
Case IKEA: Low-price strategy of small profits but quick turnover
Third, brand, the spokesman of corporate culture.
P&G Case Study: Marketing Culture of "One Product, Many Brands"
Case Sony: an international brand with super competitiveness
Fourth, advertising is the best way to promote corporate culture.
Procter & gamble case: consolidating brand position with advertising
5. Create your own unique marketing form in the traditional marketing mode.
Case Dell: The "Golden Three Principles" of Direct Selling
Case Panasonic: Marketing in Learning
Case McDonald's: Harmonious Chain Culture
Chapter 14 Corporate Culture and Learning Organization
First, the "learning organization" proposed
Second, the arrival of the era of knowledge economy needs a learning organization.
Case Study of Shell Oil Company: Linking Learning with Culture
Third, the method of creating a "learning organization"
Nokia case: a model of creating a learning organization
Case Microsoft: University-style Enterprise
Chapter 15 Corporate Culture and Execution
First, the construction of corporate culture needs execution.
Kyoto beer case: lost to management confusion
Case: the road to revival of established enterprises
Second, integrate execution into corporate culture.
(1) Effectively implement the requirements of linking salary with performance.
Case IBM: High Performance Culture
(b) Effective implementation requires strong dialogue.
General electric company case: direct communication in many ways
(c) Effective implementation requires the personal participation of leaders.
Keith Gillett: a senior leader who personally implemented it.