Marketing management (10 version)
Highlight: To truly become a "world factory", enterprises in China need to enhance their competitiveness through marketing, and managers in China also need to enhance their competitiveness through this classic textbook by kotler, marketing guru.
Reader comments:
A Bible in the field of marketing, published in the second edition, has been widely adopted by higher business schools all over the world, with numerous auras and reputations, but these are not enough to show how important it is for China enterprises that have joined the market economy for a short time and are facing global competition challenges!
China has entered the era of buyer's market and low profit. Foreign enterprises use WTO to enter the market, and high technology has changed the traditional marketing model. However, domestic enterprises should not only strengthen their local advantages, but also enter the top 500 overseas companies. The primary weapon they fight is naturally "marketing". China enterprises, struggling in the vast sea of business, have gone through brand wars, advertising wars, price wars and even war of words, but failed to achieve several international big-name winners. How much marketing knowledge and experience do we have in the knowledge age?
Fortunately, kotler promoted marketing to a science, and we can find a little spark in the business war without breaking our heads. This magic lamp can guide us to truly understand the value of marketing and even enterprises, rationally analyze market information, carefully subdivide the market, determine the target market and positioning, and form a far-sighted marketing strategy; And make a three-dimensional marketing decision, and achieve the great cause of "marketing creates value" by integrating all resources inside and outside the enterprise.
This book covers all the necessary knowledge of marketers and inspires business managers in any other field.
I have established a customer database and conducted a lot of three-dimensional communication with customers through e-mail, which has influenced many people in terms of company and product image, market position and service level. Some of them have become our loyal users, while others have kept a good impression on the company! This move is understood from the book's operational guidance on e-commerce and information dissemination under the new economic conditions.
We believe that enterprises in China will be able to unite their overall strength, strategize and win the market!
Facing the challenge of "customers will never be satisfied", China enterprises will stand up and dare to answer: "Marketing is to create customer satisfaction!"
competitive strategy
Highlight: This book has created the basic tools of competition analysis such as "Five Forces Analysis" and is the most classic enterprise strategy book.
Expert comments:
Competitive strategy is a classic work of Michael Porter's management theory. As a professor at Harvard Business School and a recognized authority on competitive strategy, he put forward an industry structure analysis model in this book, namely "five competitiveness models". He believes that these five kinds of competitiveness (the existing competitive situation of the industry; The bargaining power of suppliers; The ability of customers to bargain; The threat of substitute products or services; The threat of new entrants determines the profitability of enterprises. He also pointed out that the core of enterprise strategy must be to choose the right industry and the most attractive competitive position in the industry.
Michael Porter also put forward three basic competitive strategies corresponding to industrial structure: cost leadership, originality and goal concentration, and explained that it is often difficult for enterprises to pursue more than one strategic goal at the same time due to the limitation of enterprise resources. China entrepreneurs are very good at low-cost competition. To achieve this goal, first of all, enterprises must carry out large-scale intensive production, so as to minimize product costs and create conditions for enterprises to win market dominance.
For example, Galanz, known as the "price butcher", created a miracle, and its microwave ovens produced in 2000 accounted for 30% of the global market share. The main risk of cost leadership strategy comes from the imitation of latecomers. Therefore, enterprises in China must have new ways of competition, such as innovative products, technologies or business models, in order to improve their profitability and level. Porter provided a systematic idea for this strategy, and expounded on which points enterprises should establish competitiveness, which has a strong guiding role in enterprise practice.
I must point out that this classic book focuses on the industrial structure, and pays less attention to establishing long-term competitive advantage through enterprise reform. For entrepreneurs in China, the significance of this book is to clarify the importance of corporate strategic thinking, and it is a must-read for entrepreneurs in China. (Sun Yongling, President of Shanghai Boyimen Consulting Company)
Article 5 discipline
Recommended reason: its greatest contribution is not to promote the movement of establishing learning organizations, but to provide a brand-new way of thinking that can be called "systematic thinking" (that is, "the fifth discipline") for domestic brainwashed enterprise managers.
Reader comments:
Creating a good learning environment and atmosphere is beneficial to enterprise organization. Its ideal state is that the organization has the concept and mechanism of lifelong learning, so that work, study and study can play a role. In the fifth discipline, Peter Shengji compared the individual IQ with the group IQ, found the regular "group intelligence is low", and emphasized the enhancement of the learning ability of enterprises as the core to improve group IQ.
The resultant force of the whole is greater than the simple sum of the parts. The sharing and interaction of information resources can form an open system with multiple feedbacks, which is beneficial to everyone in the organization. Therefore, it is very important to establish the vision of unity, which is the source of team vitality, the key to strength cohesion and the magic weapon to win in the market.
"In-depth interview" is another striking place in the book. Group mental retardation stems from the lack of in-depth conversation. If an organization can't see other people's views clearly, it will be mentally retarded and will inevitably make mistakes in decision-making. Therefore, only by seeing each other's thinking clearly and consciously eliminating habitual defense can we realize the potential group wisdom and organizational vision. Excellent groups are good at spreading conflicts and allowing full exchange of ideas. In an open state, deep understanding can be achieved.
There are no absolutely correct explanations for many complicated problems. In the process of establishing a common vision, we promise to pursue some basic human norms, so that private interests will no longer dominate thoughts and behaviors, and regain basic human values, which will help weaken internal disputes and balance organizational interests to the maximum extent. The ability to tolerate and integrate the concept of the overall situation is the sixth practice in the future.
Making good use of time is another highlight of this book. It puts forward four new ideas: money can become time; Improve processes rather than parts; Family and work are not trade-offs, but win-win relationships; And correct the wrong view of time and so on. To change the wrong time view that as long as activity is a good thing and continuous work is efficient, review how much time you spend thinking.
In addition, the book also puts forward three kinds of social mental retardation: spatial blindness, time blindness and relationship blindness. The quality of interpersonal relationship affects productivity, especially the quality of family. (Shang Ming, Chief Information Officer of Qingdao Jinjing Co., Ltd.)
good to great
Recommended reason: In Jin Yong's martial arts novels, an "excellent" Jianghu hero can become an "excellent" martial arts master by practicing kung fu secrets such as Jiuyin Zhen Jing. This book is the "Jiuyin Zhen Jing" of an enterprise that pursues Excellence.
Reader comments:
In the past, most books about business management were full of hero worship, dazzling technology and fast-growing dramatic stories. The reports of "channel wins", "brand is king", "technology pioneer", "myth", "innovation" and "revolution" seem to have folk remedies and panacea, which can "rejuvenate" a series of criticisms in the process of enterprise development; It seems that outstanding leaders, advanced technology, great vision and strong culture are the killer weapons of different enterprises-people are always looking for the "only important thing" that appears when enterprises make breakthroughs.
China's economy is in a critical period of transformation. There are many vigorous but ultimately short-lived companies (there are too many' companies' like China in recent years), and many companies are at the crossroads of transformation and don't know where to go. From Excellence to Excellence, the book emphasizes doing simple things well ("Hedgehog Principle"). Even in the rapidly changing and complex times, "Climb first, then walk, then run" is still a successful and effective enterprise management method.
The transformation from excellent to excellent company is a cumulative process, a gradual process and a systematic project with various factors working together. The transition from Excellence to Excellence is definitely not overnight. A good company is not created by a decisive action, a great plan, a brilliant idea, good luck or an epiphany.
On the contrary, the process of transformation seems to endlessly push the huge wheel in one direction, and the wheel keeps turning, accumulating more and more kinetic energy, and finally making a breakthrough at the turning point and jumping over. China people are too smart and quick. They keep coming up with new tricks, but they may not work. Therefore, in Huawei, we emphasize the practice of "first rigidity, then optimization, then solidification". Accumulate from bit by bit improvement, make seemingly simple things perfect with strict discipline, and finally make a big difference. (Zou Qidong, Sales Manager of Overseas Optical Network Products of Huawei Technologies Co., Ltd.)
Seven habits of efficient people
Highlight: Take care of yourself first, then others-this is the most classic book about "self-management".
Expert comments:
Today, China is in an era of paying attention to practical results and eager for success. Under the pressure of schedule, enterprise managers are often busy with urgent needs and can't calm down to make longer-term and more comprehensive thinking and planning, not only for themselves, but also for the development of enterprises.
"Guilty conscience" is becoming the disease of the times of professional managers in contemporary China! Their own quality of life and the endurance of the enterprise ship under their leadership and management have cast a shadow.
Is there a panacea? Yes
You know, ideas are the rules of behavior. Everything we say and do starts with ideas. The power of thought is like wearing a pair of sunglasses, which can change the color of the whole world. Therefore, sincerity is the foundation of success. Being a man and doing things depends on a sincere heart, a sense of responsibility and an inclusive heart. Then, personal integrity, corporate unity.
The root of "the mind is willing but unable" lies in self-cultivation and biased ideas, so that people pay too much attention to life skills and methods, that is, how to do things, while ignoring why. Get quick success and instant benefit, fishing in the dry river can be very proud for a while, but it won't last long if the breeding problem can't be solved in time.
Similarly, a simple concept can't be completed without skill. We see many "good people", but they are not successful because they have no skills.
In the book Seven Habits of Highly Effective People, Dr. Stephen Covey emphasized the cultivation of character and systematically introduced the skills of dealing with people, which is a classic. He shared his personal experience and feelings with readers, which was very convincing. I strongly recommend that professional managers who are eager for success spend a small part of their time as an investment to read this book, and they will certainly get rich returns. (Li Chongji, General Manager of Huaxin Wyatt Consulting Shanghai Company)
The power of change
Recommended reason: Managers often have two responsibilities, leadership and management, which are clearly defined in this book for the first time.
Expert comments:
Let's start with the metaphor mentioned by Stephen Covey: "A group of workers are cleaning bushes in the jungle. They solve practical problems. Managers draw up policies behind the scenes, introduce technology, and determine work processes and subsidy schemes. Leaders climbed the tallest tree and visited the whole scene ... "
It seems clear that the responsibility of workers is to clear the bushes, the focus of managers is effective operation strategies, and the task of leaders is to judge and decide which jungle to cut down.
John Cote, the most outstanding authority in the field of "Leadership and Change", pointed out in the book "The Power of Change: the Difference between Leadership and Management" that the job of a leader is to determine the development direction of the company, integrate stakeholders, and motivate and inspire employees, with the aim of producing change; The job of managers is to plan and budget, organize and allocate personnel, control and solve problems, and its purpose is to establish order.
According to this standard, it can be said that in China, almost all enterprises owe a lesson on the relationship between leadership and management.
The in-depth analysis of the differences between leadership and management in The Power of Change not only brings the latest international business philosophy to China, but also provides a systematic and operational basis for China enterprises from concept to implementation. For China enterprises entering the center of the international competition stage, whoever can receive, understand and use this information earlier will be one step ahead in this domestic "war". Similarly, professional managers with the most open mind and the strongest learning ability will also become victorious generals.
It should be noted that after emphasizing the differences between leadership and management, enterprises and managers should not be separated and opposed. They have different functions, such as palm and back of hand, which complement each other. The more thoroughly we understand the differences between these two aspects, the more we can learn from them. (Li Chongji, General Manager of Huaxin Wyatt Consulting Shanghai Company)
Evergreen foundation
Recommended reason: For a few excellent China enterprises, this book provides a plan to establish a century-old foundation; For most enterprises in China, this book creates a dream-a dream is better than nothing.
Expert comments:
The author has conducted an extensive survey of enterprises that have existed for a long time in the West and Japan. They found that only 65,438+08 enterprises can be called "visionary" companies, that is, those respected and influential industry leaders, those companies with diversified products and services, at least 50 years of history and outstanding long-term performance.
Although these companies exist in all walks of life, Collins and Paula found that they have some * * * characteristics, which are often different from the traditional image of excellent companies in people's minds. They found that these "forward-looking" companies have the following characteristics:
They don't necessarily start with a great business idea; They do not necessarily have great and charming leaders; They have pragmatic idealism;
They believe and stick to a series of core ideas that guide people's behavior, but for them, these ideas are not necessarily right or wrong; In the critical period of historical development, they are not afraid to pursue bold goals; They disdain to beat their opponents, but focus on challenging themselves; They have sectarian culture; They are guided by internally trained leaders.
After the book was listed in the United States, the above conclusions surprised many managers, because at that time, the media always fell at the feet of visionary and attractive business leaders, which made people believe that only these people could lead enterprises out of the predicament. However, when these roles quit the stage, enterprises can't continue to succeed.
In China, it is true that some people can get rich quickly, but few people have the foresight and courage to promise that the company will become a "forward-looking" company. Because a "forward-looking" company should have a core concept, supplemented by a strong structure, processes and systems. In my opinion, most business people in China today are ambitious and enterprising, but they lack foresight for companies that have achieved "foresight". Their knowledge is only in their mouths, but how to act is not very clear. The experience and lessons summarized in "Evergreen Foundation" are enough to benefit them a lot. (Xie Gaofeng, Chairman of Management Consulting Company)
Six-horse management law
Highlight: The best explanation of the most influential management methods since 1990s, and its emphasis on data is expected to change the management genes of enterprises in China.
Expert comments:
Managers in China must read this book if they want to improve organizational performance and achieve established performance. As a management consultant who provides consulting services to more than 70 companies in China, I have witnessed the huge demand of many China companies for improving organizational performance, such as improving quality, customer loyalty, increasing market share and reducing costs. This book provides a clear and simple roadmap for establishing a suitable Six Sigma project foundation and gaining the support of partners and business leaders.
What I want to point out is that business leaders must realize that Six Sigma is not only a simple quality improvement project, but also needs to clarify the company's strategy, company's goals, cross-departmental cooperation and employee's ability development. Six Sigma also requires effective change management to ensure the successful implementation of the project. The concepts and tools introduced in the book provide very important practical guidance for the implementation of Six Sigma in China. (Sun Yongling, President of Shanghai Boyimen Consulting Company)
Recreate Acer
Highlight: The founder of Acer, the first and only international brand in China, has very valuable entrepreneurial and management experience.
Editor's comment:
Shi is a person with reverse thinking. From the beginning of Acer's establishment, he insisted on breaking the conventional thinking mode and doing the opposite. For example, when dealing with the problem of "unique skills" of enterprises, he pointed out that "enterprises have unique technologies and are more competitive" and "enterprises can only maintain their competitiveness for a long time if they open their unique technologies". His thinking logic is that the opening of technology will lead to the popularization of products, so enterprises can expand the economic scale, reduce costs, improve profits, and then invest the profits earned in more inventions and earn more money. In this book, reverse thinking like this is everywhere. For China entrepreneurs who are thinking about the future of their enterprises, there is no doubt that the thinking of history can be used for reference.
Shi wrote in the book that he once shared his experience with a group of entrepreneurs, saying that Acer had paid countless tuition fees. An entrepreneur present said with emotion: "Teacher Shi's experience is more than 10 million!" This book is a summary of these experiences.
defeat utterly
Highlight: The most comprehensive and profound observation on the rapid decline of local enterprises.
Editor's comment:
In China, it is difficult to find a batch of "excellent to excellent" enterprises, but there are many examples of "excellent to failure". In the past, so many once excellent enterprises suffered "great failures" one after another; In the future, it can be asserted that enterprises from "excellent to failure" will far exceed those from "excellent to excellent". Therefore, learning how not to fail or die is more practical than learning how to excel. As an entrepreneur in China said: Success is life.
This book claims to be "the only MBA-style teaching plan about enterprise failure in China". Because the author lacks in-depth management knowledge and necessary research and training, the evaluation of "MBA-style teaching plan" is not worthy of the name. Fortunately, however, the author's own voice did not cause too much interference in the book. His accurate observation and recording as a reporter provided readers with their own thinking space.