Like everything else, business decisions should have priorities. This is a problem that enterprise managers should grasp. No matter how simple an enterprise is, no matter how orderly its management is, the work to be completed in the enterprise always far exceeds what the existing resources can accomplish. Therefore, enterprises must have priority decision-making power, otherwise they will accomplish nothing. The decision-making analysis of the enterprise's understanding of itself, its own economic characteristics, advantages and disadvantages, opportunities and needs is precisely reflected in these decisions.
Decision-making that understands priorities turns good ideas into effective commitments and vision into practical actions. The decision of priority reflects the foresight and seriousness of enterprise managers and determines the basic behavior and strategy of enterprises.
American policy maker Pierce Carter famously said, "The best time to make a decision is not just fast, but appropriate speed."
It seems that it is not difficult for anyone to decide what to do first. It is puzzling to decide what to do in the future, that is, what to put back before deciding to do it. People can't overemphasize that things can't be delayed and can only give up. It is almost always a serious mistake to pick up the past that had to be postponed before, no matter how desirable it seemed at the time. This is of course the reason why people are so reluctant to do it after they decide.
The principle of maximizing opportunities and resources is a guideline to guide enterprises to determine priorities. Unless a few first-class resources are fully used for a few outstanding opportunities, it cannot be said that the priority of the enterprise has really been determined. Especially those really important opportunities, that is, those that can realize their potential, those that can create the future, must get the resources that their potential deserves, even at the expense of immediate interests.
However, the really important factor that determines the focus of enterprise work is that it must be implemented consciously and consciously. Instead of avoiding the job because of pain, effort or unhappiness, it is better to make and implement a wrong decision and let the accidental events in the enterprise decide the priorities of the enterprise by themselves without competition from competitors.
Several key decisions about the planning, advantages and priorities of an enterprise can be planned or arbitrary. They can be made when they are aware of their influence, or as remedial measures after some urgent trivial matters. They may come from the top management or from many people below the level. Because his handling of a technical detail actually determines the characteristics and direction of the enterprise.
However, no matter where or how, these decisions are always made in the enterprise. Without these decisions, no action can really happen.
Although no formula can provide "correct" answers to these key decisions, if they are made randomly and without knowing their importance, they will inevitably be wrong answers. In order to get the correct answer, these key decisions must be made in a planned and systematic way. In this regard, the top management of enterprises is duty-bound.
The light should be slow, the heavy should be urgent, and the key decision can not be ignored for a moment, because it is vital to the life and death of the enterprise.
In fact, decision-making itself is both a hard job and a flexible job, but we should not stick to our own opinions. We should adopt flexible methods to control the decision-making process. It is also the wisdom of enterprise managers to do some flexible processing.
Whether the thinking of an enterprise manager is effective or not is directly related to his "intensive cultivation". Some managers are careless and careless about themselves, and as a result, what is likely to be done well and done well will be scattered; But some people who are good at management are not. They seriously consider every link of their work, never let go of a loophole, and always make their thinking perfect, so that they have a greater chance of success.
Bobby returned to South Africa from Japan and wanted to invest in opening a Japanese restaurant. I traveled all over the city and saw countless houses, and finally I chose 10 as the prospective store. List the advantages and disadvantages of this 10 prospective store in terms of location, environment and layout. , and repeated comparison, choose three. Then the location, environment, layout and service content of these three prospective stores are listed into a detailed questionnaire, and an information consulting company is entrusted to do market research. According to the survey feedback, finally determine one of them.
Determine the post-decoration, and tell the decoration company their intentions in great detail. Not only all the spaces in the store, including the lobby, kitchen and bathroom, but also the farthest 100 meter road outside the store are carefully arranged, which is simply exquisite.
A friend of Bobby's was moved by his serious attitude at first, then he was a little impatient, and then he thought Bobby was a little strange. He is a very generous man. I haven't seen him for a few years. How can he become a mother-in-law and cautious? But after the renovation, Bobby felt that the first feeling of this store was comfort, and the second feeling was comfort. He has thought of everything you can think of, and he has thought of everything you didn't expect. But he still doesn't feel at ease and asks his friends to help him find faults. Friends looked at him and became more and more unfamiliar with his feelings. From shop selection to decoration, we not only ran a lot more, spent a lot of money, but more importantly spent a lot of time. If it were them, they would have started making money long ago, but he is still finding fault here.
So, a friend said to Bobby, "Good. Let's start business as soon as possible. Open a day earlier and earn a day earlier. "
Bobby replied, "It will take another week for the official opening. From tomorrow on, I invite you to bring your friends to dinner. It's all free, but there is one thing. Make at least one suggestion every time you eat. "
"Why?"
"Because in Japan, guests can't wait more than five minutes, and there can't be any dissatisfaction. I'm not sure about starting a business now, so I'll pay a consulting company to find the most picky customers for me. If it's convenient for you, please come and pick more faults, ok! "
"You are too serious. This is South Africa. You don't have to do this. If you ask me, start the business first and find out the problem. It's not too late to change. "
"No, I can't do experiments with customers. I did a survey in Japan. The customers who entered the store 10 days before the opening are basically long-term customers. If you can't keep customers in this 10 day, you have to close the door. "
"Why? The new store will inevitably have some shortcomings. The guests will understand, just correct it next time. "
"No, in Japan, there is no next time, just give you a chance. When I first came to Japan to associate with Japanese people, I thought they were stupid. He believes everything you say. It's easy for you to lie to him, but he only lied to you once and will never associate with you again. In Japan, as long as you make a mistake for your own reasons, you have to leave. You can't say, I'm sorry, I was wrong this time. Give me a chance, and I promise I will change next time. There is no next time, I will only give you one chance. "
Bobby's friend suddenly realized that he was so careful and meticulous that it turned out to be this seemingly insignificant restaurant, which was second only to his life in Bobby's view. Because he deeply knows that this is not only his first shop, but also his last. Success or failure is only this time, there is no next time and there is no next time. So everything Bobby did from beginning to end insisted on "intensive cultivation". As a result, he succeeded and finally became the general manager of the largest Japanese restaurant in Cape Town, South Africa, with an annual income of 60 million US dollars.