So, don't be obsessed with structure. In this process, you grow up and you are ok.
Really can't. Talk to a shrink.
Question 2: What should I do if I encounter difficulties in my life? I want to do something, but I don't have the courage. I am afraid of ridicule and rejection. You did it for 30 minutes, and there is still a chance, if you don't do it. There's not even a one percent chance. There is nothing in itself, and the worst thing is that you are penniless.
Question 3: When we encounter difficulties in our life, we can't think of a solution for a while, but we can be suddenly enlightened by changing our way of thinking and perspective. Americans always peel bananas off their tails, while China always peels them off their tips. There is a big difference, but no one needs to change them, right? It may make sense to catch both ends. ...
Two people who quit the attack, the first one who quit the first one, are already very uncomfortable. He thought, I've only been sober for a day, and I feel sick. If I can live for 10,000 days, won't I still feel bad for 9999 days? Forget it. He gave up, he is a failed quitter! The second quitter also quit smoking for one day. I successfully quit smoking on the first day, he thought. If I can live for 10,000 days, I can succeed for 9,999 days! You did a good job. Then he succeeded!
Question 4: Why don't you always think about philosophical questions and ask yourself when you think? Are you richer than others? Are you more knowledgeable than others? Are you more capable than others? You're not pretending anything. Think about it if you have anything.
Question 5: What is correct thinking? In strategic management, we should consider how to use our effective resources/assets to meet the needs of customers in a competitive environment, thus creating value. This kind of consideration is called enterprise strategic thinking. The characteristics of strategic thinking are integrity and foresight.
Therefore, resources, competition and customers constitute the starting point of strategic thinking of enterprise strategic management. Looking at all kinds of strategic management theories, we all consider the strategic formulation of enterprises from these three aspects. Therefore, we have formed three completely different strategic thinking, namely, strategic thinking based on resources, strategic thinking based on competition and strategic thinking based on customers.
1. Strategic thinking based on resources
The strategic thinking based on resources holds that an enterprise is a combination of a series of unique resources. The reason why an enterprise can obtain an average profit beyond the industry is that it can better master and utilize some core resources or capabilities than its competitors, and can better combine these capabilities with the capabilities needed to win in the industry than its competitors.
Gary. Hamel and C.K. C.K.Prahalad believe that the special ability to produce goods and provide services is the core competence of an enterprise. They put forward that core competitiveness is the source of enterprise's sustainable competitive advantage and new career development, and core competitiveness should be the focus of enterprise strategy. Only when enterprises regard themselves as the hierarchical structure of core competence, core products and market-oriented occupations can they gain a lasting competitive position in the competition. Porter has similar strategic considerations. He believes that differentiation is one of the two sources of competitive advantage. Differentiation is based on the concept of product/enterprise, which refers to the differentiation within the enterprise. Like C.K.Prahalad and Hamel, Porter believes that strategies should be formulated according to the goods produced and the services provided by enterprises. Many enterprises have some resources for various reasons, such as patented technology, natural resources, legal monopoly, human resources, knowledge learning, governance structure and so on. These resources can be reflected by the products or services provided by enterprises, thus having a competitive advantage in the competition. For example, Qualcomm's success in the American CDMA market is due to its technical advantages.
2. Strategic thinking based on competition
In the past 20 years, strategic thinking based on competition has occupied a dominant position. Based on the strategic thinking of competition, the market structure plays the most important role in determining the profitability of enterprises, and how to determine the appropriate position among the five competitive forces is the key to achieving excellent performance. After all, enterprises need to have some advantages over their competitors in order to survive and develop in the market competition. Therefore, how to beat competitors in the competition and gain competitive advantage has become the main focus of this strategic thinking.
According to Porter's competitive model, the basic process of enterprise strategy formulation is: firstly, analyze the attractiveness of the industry by using five competitive models, then identify, evaluate and select the competitive strategy suitable for the selected industry, and finally implement the selected strategy. It is generally believed that enterprises can gain competitive advantages through economies of scale, economies of scope and vertical integration. Once an enterprise realizes economies of scale, the low cost brought by economies of scale can become a magic weapon for enterprises to win in the competition. In this case, enterprises take market share as an important goal, because high market share often represents high profits. For example, Guangdong Galanz Group controls the microwave oven market in China. The development and reform of retail format undoubtedly proves that scope economy can really bring competitive advantages to enterprises (Wal-Mart is an example), and the successful merger and acquisition of Cisco also proves that vertical integration can help enterprises establish competitive advantages.
3. Customer-oriented strategic thinking
With the transformation from material economy to service economy, the relationship between enterprises and customers is not only a transaction, but also a relationship, so maintaining customers is far more important than attracting customers. This is especially true today when the Internet is prevalent. Enterprises regard customer maintenance as the foundation and guarantee for their sustainable development. Therefore, customers are playing an increasingly important role in enterprise strategy formulation.
Customer-oriented strategic thinking holds that customers are the center of enterprise management, and studying and meeting customer needs is the starting point of enterprise strategy. Just like Japanese strategist Knic. Ogilvy & Mather said: It is very important to take competition into account when formulating strategies. However, let's not think about the problem like this yet. The first thing we should do is to study the customer's needs carefully. For OMI, strategy begins with customers, and customers decide products. A successful strategy is to find newer and more effective ways to meet customers' needs and desires. Eilian. Slavoski also holds the same view. He believes that the essence of strategy is to provide value to customers.
Customer-oriented strategic thinking care >>
Question 6: What should I do if there is something wrong with my clothes at present? First of all, I must learn dialectical thinking. We seem to be used to the triumph of prosperity, but there is only one kind of "adversity thinking". Where there is prosperity, there is adversity. If we can't be prepared for danger in times of peace, the crisis will naturally be chaotic. Adversity is the "fruit", so what is its "cause"? Did your indifference and inaction accelerate adversity? Is adversity overall long-term or local temporary? All these things, if we can't think dialectically, will only make our panic a footnote to the so-called "adversity". Let's listen to Li Rugang, chairman of Youngor Clothing Company, talking about adversity: It is said that clothing is not easy to make, why do some enterprises do it so well? No matter how bad the market is, there will be good enterprises. Isn't it worth pondering?
Do what you want. With a rational understanding, we must learn to handle it independently. You're welcome to say that too many garment enterprises in China are loyal apprentices of "Imitation Show", not those with independent vision. They are used to following the successful footsteps of the pioneers, but once the crisis comes, they can only carve a boat for a sword, so it is reasonable to be marginalized. Ask yourself: Is the current adversity objectively formed or subjectively created? Lu Xun said that the greatest pain is that there is no way to go after waking up. In the current adversity, bid farewell to the inertia of following suit and learn to command your hands and feet with your own mind. This is the best way to save yourself.
Zen says: it's not the wind, it's not the cloud, it's the heart. When adversity comes, there will be less bubbles of virtual beauty and less preaching. Why not leave some time for yourself to read, think and communicate? Perhaps this will help us understand the truth that "misfortune is a blessing that we can rely on", thus making us more determined to "fly around and take it calmly".
Question 7: How to break through one's existing thinking habits and patterns and form an inertia track of innovative thinking 1 and thinking about similar or similar problems is called "thinking set" in thinking science. The so-called mindset means that "the past thinking affects the present thinking".
Obviously, there are many benefits for people to think. It can save many groping and exploratory thinking steps, avoid detours, greatly shorten thinking time and improve thinking efficiency; It can also make the thinker feel comfortable and relaxed in the process of thinking. But the mindset is not conducive to innovative thinking.
2. As an innovative thinking method, breaking the stereotype means that when thinking about innovative issues, we should consciously abandon the thinking procedures and patterns formed by thinking about similar issues in the past; We should be alert to and eliminate its possible binding effect on the search for new ideas.
3, innovative thinking, we must be alert and get rid of the shackles of thinking. Whether at the beginning of innovative thinking or in some other link of innovative thinking, when our thinking is in trouble, we often need to check whether we are bound by a certain mindset.
4. A person's innovative thinking falls into a certain mindset, which is mostly unconscious; And jumping out of a mindset often requires conscious efforts.
5. More acceptance of new things, more empathy, broadening horizons and knowing more about all aspects will help to break through the mindset.
Question 8: Does the blind area of thinking exist? The "thinking blind spot" is the so-called "thinking blank spot". It does exist. However, there are different views on how to strictly and scientifically define "thinking blind spots" and scientifically classify different types of these "blind spots". And everyone's blind spots are not exactly the same. But there are also "collective unconsciousness" and "collective unconsciousness", which are the blind spots of a group of people's thinking.