Comments on "Notes on Manager Development" 1 Speaking of Uniqlo, many people may think of video events, but what really deserves attention is Uniqlo owner Liu, whose fame is catching up with other Japanese old-timers, and he is likely to become a new generation of Japanese business gods. In this book, Liu talked about four business-related issues: innovation, making money, teamwork and mission. Because it is a practical Japanese work, this book continues the simple and simple style of Japanese works on the one hand. When it comes to specific topics, the author does not have so many scholars, nor does he pay attention to the general structure and framework. He just talks about his own understanding of these issues, how to grasp and apply them in business practice, and some feelings about the theory itself. On the other hand, the content is closer to specific issues and involves more details. The focus is on what problems you have encountered, what detours you have taken, what mistakes you have made and how you got out. Although you are talking about specific things, you have gone beyond specific details.
As the title suggests, this book focuses on cultivation. It is precisely because the practice is obviously not over. On the one hand, there will be different problems at different stages, and different knowledge will be gained through hard work. This process obviously has no end, unless the enterprise ends, that is another matter. On the other hand, even if the same question is at different stages and under different circumstances, there will be different answers, so there is no end to the training of operators. If enterprises fail or start their own businesses, the training of operators will always be on the road. Therefore, in this book, the author is obviously not prepared to provide readers with standard answers, or even make such an attempt. He just put forward his own views on the important problems found in the current enterprise management. Although he is confident in these answers, he obviously hasn't found the final truth himself. As he said, he offered it to artists, hoping to help business operators, but that's all.
The most noteworthy thing about this book is that his views on goal setting are novel and peculiar, and it is worth taking time to ponder and reflect.
He believes that if an enterprise wants to have great promise and development, its goal must be big. Only when the goal is too big to be achieved by the current conventional methods will innovation and miracles occur. If the goal is only a little more than it is now, then we can achieve it by making some continuous improvements on the basis of conventional thinking. Then the company has no incentive to innovate. Only when the tension caused by the gap leaves only one stage of the conventional way, can a new way emerge, and Uniqlo will gain inexhaustible motivation in this way, constantly innovate, constantly break the routine and constantly create commercial miracles. After careful reflection on Liu's style of play, it is not difficult to see that his thoughts probably originated from the strategy of "desperate survival" in Sun Tzu's Art of War. Deploying troops in a Jedi with no retreat, the whole army realized that there was no other way, because there was no retreat and no room, and other selfish distractions were useless and it was too late to think about it. The only feasible thing is to find a way to rush up and fight with each other, so the fighting will of all the staff is mobilized, the combat effectiveness is amplified, and they fight. This kind of thinking is used by Liu to run the enterprise in order to win the risk, but it can be considered that if this strategy is to be effective for a long time, it must be supported by other methods and systems, such as incentives, such as vision and mission, and then build a team and lead the team, otherwise it will not be feasible!
Finally, talk about the slot of this book. Only 50% of each page has text. Although marketing is convenient for readers to take notes, it will definitely seriously affect the cost performance for readers who spend money on books.
Reflections on "Notes on Manager Development" II. This is a great book. Suitable for business operators (bosses), employees, people who are determined to become business operators and want to train business operators.
Before I bought it, I wondered if it was really that useful. After reading its author and writing background, I started without hesitation, even if it only provided a little help to my career, I felt that the money was well spent.
His author is Liu, CEO of Fast Retailing Group. Maybe you don't know what kind of company Fast Retailing Group is, let alone who Liu is. It doesn't matter, because I didn't know at first. But you must know Uniqlo. Uniqlo is just a brand of Fast Retailing Group, and Liu is the big boss. As a successful entrepreneur, he wrote this book with his own practical experience in running a company, and analyzed and wrote it from the first perspective of his own personal experience as the protagonist. I thought there would be something different from the book written by the boss, so I bought it.
Apart from English books, this is the slowest book I read. The book is not thick, only 150 pages, but the content inside can really be called the best text. I'm reading word for word and taking a lot of notes in the book seriously.
In the book, the definition of operator, the principle of operation and what can be done to achieve better operation are clarified. What are the four abilities that operators must possess, and what should they do? Not ordinary, just to let you know. What is important is that he answered the question of how to do it in detail in combination with the practical problems encountered in enterprise management. Although we are talking about his Fast Retailing Group and its operators, when you change your name to the name of an individual and your company, these solutions still have very strong practical significance, which can make you do better and go further in business operations.
I am an individual, an employee and have no company, but this does not prevent me from running myself as my own company. And I suggest that each of us should do this, and run our own company for life, and you will benefit a lot.
When we work in a company, we will face all kinds of problems, both good and bad. If we carefully read this book word for word and reflect on what we have done, what we have not done and what we can improve, you will grow. Moreover, you will understand that if you really become the boss, what you should do is right, and you will take fewer detours. For the boss who already owns his own company, I suggest you read it carefully several times and practice it repeatedly against his own company. The value of this book is definitely more than 5 million for you.
This is the first time that I have decided to write a book review after reading so many books and share the contents of the book with my own feelings. Small partners who feel suitable or interested in their actual situation can start learning from a book first, and don't buy it if they feel inappropriate, which is a waste of money.
Most people can only read, few people can write. According to Ebbinghaus's forgetting curve theory, many things you see and learn will soon be forgotten, and only one thing can be remembered. So many people don't read it and feel useless, not to mention they are too busy to read it. The rest can persist in reading and studying, or eventually become great people, or specialize in writing and become writers. I don't want to be a writer I just want to share what I have read, learned and found useful. It is a kind of combing and consolidation for yourself, and it is even more helpful to accidentally see people who find it useful.
3. After reading Liu's Notes on Manager's Growth. But the book was written off and on for several months, and it was not finished. Must we give up halfway? Last week, I forced myself to finish reading. I sorted out my mind map yesterday. It's time to output my reading notes today.
After reading a book, if you can describe it in your own language and tell yourself how to use the theory in the book to change your future words and deeds, it will be a complete beginning.
This book is a summary of the experience of Liu, the founder of Uniqlo. Today, with the proliferation of e-commerce, clothing has long been a blue ocean, with low barriers to entry and fierce competition. Why can Uniqlo gain a firm foothold and grow on the basis of the traditional model? Is this something worth thinking about? What would its founders think and do to achieve today's results? The Notes on Manager Development gives us some answers from his own perspective.
This book was originally a training material in Uniqlo. In addition to the text, there are many blanks in the book design and after-class thinking homework for readers to write and think more.
What is an operator? The answer given by the author is the person who needs to "produce results" and work hard for it. The book is divided into four parts to explain the cultivation of operators, namely: the ability to change, the ability to make money, the ability to build teams, and the ability to pursue ideals.
Practice leads to true knowledge. These four parts are Liu's understanding and practice in the business process. Of course, the content is not rigorous, and there are overlapping parts. However, the thread of business thinking runs through it in an orderly way.
As the first chapter, the ability to change is actually the basis of the book. In fact, it is impossible for an operator to do a good job if he does not break the routine and adapt to the changes in thinking of the environment. Some common sense is inherent in making clothes, such as: "polar fleece should be produced by outdoor clothing manufacturers for mountaineering." Goods like HEATTECH should be sold in sporting goods stores. These are all obstacles that hinder our progress. Break this thinking and face customers. What are their needs? What is the first principle? In fact, not only Uniqlo, but also we will have such a framework ourselves. It is important to break through and change, which is the foundation of success.
The second chapter, the ability to make money, the enterprise is ultimately to make money. My understanding is that the cash flow generated by business activities is the right way. Don't play tricks (for example, never rely on any big promotion to operate), be practical, take the customer's needs and pain points as the basic point, pay attention to the implementation details, and be prepared. This is the basis of making money. Listen, the road to Jane. What the layman sees is really bustling and lively, but the kung fu inside is beyond our imagination.
Chapter three, team building. People are maintained by trust, and so are teams. Trust and empathy, this is the mentality of getting along. On top of this method, there are some concrete ways to realize it: * * Enjoy the goal, and the responsibility lies with people; Entrusting and evaluating work; Put forward expectations and give full play to the strengths of subordinates. This is the method.
The fourth chapter is about ideals and missions. This is what makes an enterprise go further. Start-ups survive before they develop. The first three points are the way to survive, and the last one is the way to develop. To be strong and develop, we must have a vision, a mission and an ideal.
The whole book runs through practical details, and corresponding to these points, it still gains a lot. Every project will have problems and contradictions, which are not perfect. It is our values to solve contradictions and make them match the market. How to change and build your own team around customers and markets? How to make the enterprise bigger? Look at Liu's Notes on Managers' Cultivation.
After reading "Manager's Notes", I have been reading "Manager's Reading Notes" for two days, and I have gained a lot. Before subverting some self-righteous ideas, there was less actual content and more theoretical things. I slowly brought them into my work and life and found that the previous principles were really useful. It's useless because I haven't practiced, or I haven't practiced enough. Some reasons are.
1, eager to learn.
The market for sensitive skin is also constantly changing, and the competition is getting bigger and bigger. In terms of traffic cost, it used to be equivalent to free. Now a fan costs more than 300, and the degree of competition can be imagined. This light customer acquisition cost is followed by the customer's trading time. In the past, customers might buy it when they came. Now customers have to wait too long, and there are more and more opportunities to choose teachers, so the competition is becoming more and more fierce.
The continuous progress of this society means that customers have higher and higher requirements for skin care products and teachers, which is a good thing. We also need to keep growing and learning.
And you also need to communicate directly with outstanding people in the industry. Don't worry that there is no contact channel and you don't know how to contact others. Don't be embarrassed. These worries are just excuses.
Step 2 apply what you have learned
For a long time, I have been studying continuously, some in Shanghai, some in Shenzhen and Changchun. Some of my studies belong to physical and mental aspects. At that time, I may not need it for a while, or I may not need it, so after a long time, I forgot. If what I have learned is not used, the money spent is actually a great waste. In the second half of the year, in addition to the current coaching skills class,
3. Everything is customer-centric.
I remember when I was a farmer, I saw that girls' skin was so poor that I wanted to help them solve their face problems. I still remember that the first customer was Lianer, and I was very happy to see her skin getting better and better.
Slowly, with the passage of time and fierce competition, I wanted to make more money, so I moved the center here and found that the farther away from the customers, the farther away the money would be from us. After reading it, when I saw these words again, I slowly found the initial state, that is, not only I should have this consciousness, but also the customer service should have this consciousness to help them from the heart, so that not only the customers will thank us, but also the money will be a matter of course. Provide customers with what they need in an unimaginable way.
4. It is not a question of ability, but a question of habit.
Especially when I saw the word habit, I felt a lot, because these two words were especially recognized during this time, and I told the customer service at the meeting today, just like when a friend of mine was going to travel to Shanghai, I subconsciously wanted to take the train, and it was a regular train, which felt particularly good.
For example, when I appear now, the first thing that comes to mind is to take the high-speed train, not that I have money, but that this habit determines many thinking habits. I think of what my parents said to me when I was thinking. I really dare not think about things I have never seen, so choosing a big city will really improve my knowledge and pattern. It is these poor things that have opened up a big gap between people of our time, which you have to admit. So now we either narrow these gaps a little or need to get in touch with this society.
In fact, it is the same for customer service. One day talking about 1 customer and one day talking about1customer will have different final results, so you can see it when you get paid in the end, and the results will not deceive people.
After reading Notes on Managers' Cultivation, I haven't settled down to read a book for a long time because of the popularity of electronic products and the spread of fast food culture. I spent a few days reading Notes on Managers' Cultivation, and gained a lot.
Although the current position has not reached the height of the operator, it is undeniable that everyone has unlimited possibilities. With the progress of the company, we keep up with the pace and expand our capabilities.
The development of the company must not be static, otherwise it will be too busy to accomplish anything.
Only by constantly providing customers with surprises, providing products acceptable to the public, keeping up with the trend of the times, establishing their own brands, and believing in the business philosophy of "the company exists for customers", can we gain a long-term foothold in this ever-changing era.
Hanke, as its name implies, provides customers with hearty products. Everything has standards, all uses standards, all high standards, strict requirements for suppliers, and subsequent production processes have won the full support of all partners.
Insist on being your own brand, have your own unique corporate culture and drinking culture, and lay a unique fan base in the country.
The establishment of any enterprise needs the cooperation of the team, and the strength of the individual is weak. Only fighting together is the way for the company to survive.
The premise of good leadership and bringing benefits to the company is that leaders who have the trust of subordinates, are sincere to employees and really think about subordinates can get people's support.
It is not easy to be a leader supported by everyone, so we should be more strict with ourselves and learn to put ourselves in others' shoes. Decentralize subordinates, but grasp the situation and relax management to create the best effect.
When you become an employee of a company, you must recognize the company's sense of mission, set strict requirements for the same goal, and work hard for the ultimate goal.
The growth process of a company is reflected in employees. If you just work mechanically and have no strong desire to learn, you will eventually be eliminated by society day after day.
Therefore, we should ask ourselves more at ordinary times, give ourselves a standard, how to do better and how to become an excellent employee.