Author: Shi Wei Miao Lighthouse
Press: Machinery Industry Press
Published: 2019-4
Pages: 292
Price: 79.00
Binding: Paperback - bookbinder
ISBN: 9787111622758
01
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The authors say the first half of the business growth model. Huawei is the second half of beauty "grow panoramic Case."
Business growth model, relatively empty, basically common sense. The lack of evidence of the lack of logical deduction, but the lack of practical guidance case this model of business growth.
"Growth Panoramic case" is actually codified in publicly available information of the two companies. The United States is relatively low-key, this sort can be considered to fill the gaps.
The overall evaluation of 2.5 stars, of little value.
02
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The following are some of the content of the book excerpt:
1: This book is one of the results of Shi Wei presided over the "growth of Chinese enterprises Navigator" topic. The issue is open and is still ongoing. Participants are: Peng Jianfeng, Shi Wei, Miao Lighthouse, Ming Xia Jing, Chen Ming, Wang Xiang Wu, Xing Lei, Guo Wei, Caochao Xia and so on. Business growth model book by Shi Wei first proposed in the discussion topic (first), Miao Lighthouse made additional and refined on the basis of the framework. When the subject of basic research start seedlings Lighthouse made to produce results on issues played an important role. If the name of the model name, it can be called "a Miao Wei Shi Lighthouse business growth model." 9 P Preface
2: Management of business enterprises relatively less. One reason is that a small team of staff, low organizational complexity, and partly because the team has passion, full of energy - this is the so-called "go KPI" "to flow" in the background. But lead to business failure inherent problems, the most important is the core of the team running. Many companies have staged a pioneering period from "China partners" to "disband Chinese people," the tragedy. P22
3：第三,过于早熟。一些企业的创始人在创立公司时,由于缺少创业经验,很容易将创业工作理想化。表现之一是,向大企业学习,采用成熟企业的做法,束缚住自己的手脚,削弱了创业期的原始野性。如果企业创始人来自于大企业,则更容易出现这种倾向。P23
4：华为在现金流最紧张的时期,不得已采用了“打白条”的方式——员工每月通常领不到全额工资,而是“一半现金和一半白条”。但华为没有像同时期的大多数企业一样,白白占压员工的工资,而是折算成资本金参与公司的利润分成,体现了朴素的股权激励思想。P137
5：2012年8月25日,美的集团宣布,70岁的何享健“退位”,45岁的方洪波接棒出任美的集团董事长。美的交给了一个在公司工作了20年的职业经理人。此时,与何享健同时代的企业家——华为的任正非、海尔的张瑞敏,还奋斗在企业的第一线;万向集团的鲁冠球和儿子鲁伟鼎、娃哈哈的宗庆后和女儿宗馥莉正在对企业共治，为交接班做准备；P200
6：美的是一个在平淡无奇中创造奇迹的企业。业务选择上贯彻着朴素和平实的逻辑:哪里热门往哪儿去,风扇市场火的时候做风扇,空调市场起来的时候进入空调行业,汽车行业热的时候去造车,房地产热的时候做房地产……这种逻辑让美的一直在“竞争激烈、利薄如刀刃”的行业里摸爬滚打,也时不时会遭遇失败的挫折。P249
7：但是在平淡无奇、朴素和平实之中,又隐含着“大道”:正因为是热点行业,竞争对手如林,使得美的进入的每个行业都是“大市场”,而大市场是企业做大的前提。美的也因此练就了适应高强度竞争环境的文化和能力。P250
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