To contribute to the revitalization of Japanese industry.
2, makes its customers and strive to be really satisfied with the full realization of the
3, financial development, production, sales and service in one, with true international competitiveness.
4, to maximize the individual's ability to form a strong collective; full of vitality, with
Panasonic philosophy Edit this paragraph
religious and business
1932 年 3 months, the pine on the fortune of Mr. visited Nara help of a religious headquarters. In the way back memories of the day on the train inspired by the great ... ...
our work is from scratch, eliminate poverty, create wealth and practical work. For this reason, only the hard work to produce a wealth of material goods, the other roads are not. This is our work, our cause. The production of all the people into wealth and prosperity, for this production is our sacred mission. People's lives we must have spiritual sustenance, but also need material wealth, so, happy to be maintained and improved, the two musts. Although the spirit with sustenance, and if the lack of substance, then, even the maintenance of life also have difficulties. On the contrary, although the material wealth, if not the spirit of life An Xinli, then there is no human value and human well-being of all. Like the two rounds of the two cars as interdependent. Our business and operations of a religion, are equally sacred cause, and the same operation is indispensable. Thought of this, my mind flashed a thought:
reduce it?! This is the wrong business! is the interests of their own interests in the business, from the justice of the operation, simple operation based on the traditions and customs, are the reasons for malpractices, its concept must get out of this business. Philosophy
water
1, low-priced product distribution,
founder of Matsushita - Matsushita is an outstanding entrepreneurial achievement, his business philosophy highly respected in Japan. He said: The. This idea not only to guide the Panasonic developed very rapidly, producing small commodities in the workshop from a world-renowned development of a large international enterprises; and this business idea accepted by many Japanese companies, as Japanese companies an effective means of global markets.
employees to the company of Matsushita, said: The task is to create as many appliances as tap water, which is the production of our mission, despite the fact that is not easy to do, but I still try to make the price of goods down to the cheapest level.
In addition, Ford's U.S. vehicle sales price strategy, but also a great inspiration to Matsushita. Ford production car in the beginning, we found that the purchase of capacity constraints, the smaller car market, in turn, further restricted the production scale of enterprises. If only the production of a model car, you can reduce costs. Automobile prices fell, the more people will have purchasing power, the market has expanded rapidly. Ford's low price strategy to make itself in the highly competitive automotive market stood a foot. Reducing costs through mass production, then the system through lower prices to stimulate demand, increase market share - Ford, Matsushita will this experience as the guiding ideology of product pricing.
1927, the Matsushita Electric Company set up a new department, to prepare for the production of iron. At that time, the Japanese irons on the market is very expensive, good quality products of about 40,000 yen -5 million yen one, only a few wealthy families could afford. Panasonic ready to squeeze into this small market, is to see the iron Iron Iron is convenient to replace household items. The main reason of the scale of demand is price, the price dropped to levels ordinary people can buy, there will be a bigger market. Matsushita believes that prices can not drop the quality of the product must ensure first-class quality, first-class than the products currently on the market 30% cheaper.
Matsushita believes that there are many commodities that people need. Demand is infinite, and therefore the development of production should also be unlimited. Development and people's lives related products, should be from the demand point of view, a positive attitude in decision-making.
2, does not participate in non-standard price competition
Panasonic mass production to lower cost mode of operation and no standard price competition practices are different. In 1952, Matsushita Electric Works to expand the production scale of the plant expansion, installation of new equipment, then the other Japanese companies - Heavy Electric Machinery Works has been a significant expansion of the market price offensive, 30% price cut. The prices of heavy electrical plant has aroused great repercussion in the Panasonic dealer, we have asked companies to reduce prices of Panasonic, will not lose their market price. The company responsible for the electrical department manager that the quality of our products better than other companies is poor, cost is not high, perfect service and the lowest cost-plus rate, product prices should be competitive on. Below cost price level will, if you really put the price down substantially, is difficult for enterprises to survive, and the other is a 30% price dumping, dumping can not be sustained.
prices Panasonic insists on not to follow suit, while mobilizing employees, the use of rest home to sell products, get through the motor price storm.
1964, the Panasonic batteries are faced with a substantial price cuts. When other brands of batteries have cut prices to maintain market share, the Panasonic did not cut prices, sales still maintain the original cell size. Some customers in the store to buy products, said Panasonic: Panasonic battery now, though slightly more expensive, but with a long time. Visible, as long as the product has a high reputation, the firm will not price out of the market other products.
3, the success of pricing the products to the global
Panasonic products in the development of prices, in addition to cost-plus pricing based on the level, the Panasonic has often taken the supply demand price, that is based on consumer purchasing power and demand, development of product prices - - the market benchmark price, which is the reference to market prices, set their own prices. Panasonic based on product characteristics, cost, demand and the market, choose a different way of pricing, and strive to inexpensive, successfully Panasonic products to the world. Can say that the place where there are electric, there is Panasonic products. The main speech
purpose is to enrich the mass production of the daily necessities of life, improve and expand the content of the main purpose of their lives. The two changes to my wish, I Matsushita Electric to complete the mission of making it the ultimate goal and hope in the future to make every effort to move forward. Dear colleagues hope to fully appreciate this spirit and abide by the divided hope.
never to criticize a strong belief in the room burst out of the confidence of the words and deeds ah! And then calmly I thought, this is indeed the truth, the ancient truths! Regardless of whether people realize, but this action, its role, is to promote the continuation of the steps to achieve the mission, but is the result of a specific mission, thereby deeply moved by all employees, as if from heaven voice shook everyone. This is an exception serious, tense and excited mood of the reason.
Since then, the provisions of the May 5 annual commemoration ceremony of entrepreneurship and other ceremony was held, must be reading the
focus on mental education
listen to the views of his subordinates, and to be fully considered, it is also important. This,cheap UGG boots, from the operating results achieved in terms of collective wisdom, of course, it is not self-evident. However, this is not just simply benefit the company or the store's business, listen to the views of his subordinates, but also to each other with confidence, and make it grow. If you do not listen to that advice, not men who will not ask you sooner or later views, but their growth will remain flat yet?
to train qualified personnel, first of all, operators and owners to be passionate about the sale of their own, while men have to fully absorb the views. It is extremely important.
play their wisdom
to create the conditions and play their wisdom. To produce such an ideal situation, based on whether the intent is to issue the first, lower-ranking officers are on the up. If the matter under consideration, general manager did not understand the people below, so that companies, in general, does not seem to be smooth; the other hand, lower levels of the company can not last,UGG boots cheap, even to die.
more important issue is the lower levels on the up. That is, the idea of the general practitioners are not affected by the General Manager to think about, and for their understanding.
let the new staff can be freely
views of men, from the Minister of view, sometimes inappropriate, but must also be a minister can not consider a good idea. Noted above, and keep its flexibility, while continuing to apply good advice, it is necessary. Even believe that their approach is correct, if opinionated, then it would also be no further scope of their opinions. Standing above the men who have unlimited duty to make recommendations to launch the intelligence as his intelligence continue to generate new ideas. In this way, companies or stores will have greater development.
for underlying recommendations, nor is using only part of it that is absolutely right. For how many do not think about that part of the proposed adoption of the proposed approach should be taken: To do so, the recommendations of his subordinates, will be continuously innovative and approaches from, and that can make men work together to further ease of mind.
to him not to give him all
to others to do the job when, in principle, should work to want to do the job. I do think that to do so, and most had good results.
, of course, to him later, and sometimes he will expose his own shortcomings. Exposed the shortcomings, I think the operators should help him to change, if the help does not help, then it must transfer him down.
In other words, this is To him, by word meaning is
operators must realize that no matter what the occasion by their own final responsibility, with such a thought, when the work to others to do then, should be constantly thinking about work in progress. Although to him did, but his mind is always thinking about the task. To this end, and sometimes asked him to report the situation, with the problem, give him to make appropriate comments, instructed him what to do. This is the essence of the operator should have.
business is not magic
so-called business, it is neither magic nor a muddle. Has to be rhythmic, do decent, through their words and deeds of trust of the people gradually received. After all, business is so different.
as operators in this area have firm faith, or I think the operator is weak.
so-called operators, which need not be the most profound knowledge, his wisdom and technology need not be the highest. However, there must be realistic in the sense of engaging in business, and this strong sense of mission than anybody else. I think people see this because, so it worked for me. To rely on knowledge management, to seek technical operations, who wants to do can not become a real operator. They do the general work, but can not climb the peak of comprehensive management. Looking back now, I feel as if I, as the operators of these is a belief.
ideals staff can not do so, the operators do not deserve
staff presented to the target, for example, to implement the five-day work week, you, the wage level to reach the European level it out and wants everyone to work together to achieve the target.
this approach, the policy will have a variety from the business of criticism to carry out the cause will have a lot of unfavorable factors, however, all of the companies Zhiyuan thorough understanding of the policy of the operator and the idea of the firm Is this not go beyond those disadvantages, the pros and cons aside the right to do so? !
Anyone who wants to ask, their wisdom will focus on
can say that the success of the cause, after all, depends on the company, the store's management abilities. The so-called viability, depending on the company, the store can pool the wisdom of all employees.
collective operation has to rely on their wisdom, or a basic principle of Matsushita Electric. To focus on the wisdom of the masses, or we must first have With this in mind the strong desire, it will show the attitude, behavior, and the wisdom of the masses which will naturally concentrated.
range of services available in the business No matter how good
goods, without ancillary services, then customers can not truly satisfied, if the service is not good place, it will lead to customer dissatisfaction, it is possible consequent loss of the product itself credibility.
services than manufacturing, in a sense, more important than sales, business time, should clearly recognize that responsibility. I put the business expanded so much, I have the ability to provide services, so, no matter what the occasion is important that we must provide good service in the range in the business. Only in this posture in order to develop a solid business.
customers are my relatives
daily management of goods, could be seen as bringing up their daughter single-handedly. So, customers to buy goods equivalent to marry off his daughter, his store is the relationship with old customers and new relationships relatives. Baby daughter's husband is a regular customer.
training of the Road
Matsushita that a person's capacity is limited, if only the wisdom of a man commanding all, Even if the remarkable progress achieved, it will certainly be feasible one day.
Therefore, Matsushita Electric is not alone president of operations, not just to rely on cadres management, supervisors are not relying solely on management operations, but on the wisdom of all employees operate. Matsushita will
end, the company and strive to cultivate talents, strengthen education and training of workers. Companies under long-term personnel training programs offer a variety of comprehensive training system, education seminars, and training employees with the Kansai region, the Nara staff training, staff training by Tokyo, Utsunomiya and staff training are the other five overseas training a Research and Training Institute.
Panasonic made such great achievements, in addition to the specific historical conditions and social environment, the essence of his business ideas Thought ----- talents lay the foundation of his success. Panasonic said that
order to adapt to the development, Panasonic personnel department also provides the following methods:
first have to apply the system: the cadres working for some time, you can take the initiative to their personnel department
Second, the agency within the recruitment system; in job vacancies, the personnel department is also able to recruit suitable candidates within the company, not necessarily in order of seniority in the original unit in the promotion of cadres.
Third, the study social system: the technical staff can apply their own, the company approval to run the company's academic or professional education and training centers to learn knowledge. According to the development needs of companies to give priority to the approval of professional personnel needed to learn.
Fourth, overseas study system: the periodic send technical personnel, management personnel to study abroad, in addition to sending students to Europe and the United States, but also send students to China, Peking University, Fudan University has sent Panasonic to the students.
the Panasonic to give top priority to personnel training, a set of training people, united people, the use of the way, so since the establishment of the Panasonic system,Bailey UGG boots, train a contingent of entrepreneurs and experts. Business at the ministerial level cadres, the majority of higher education are familiar with the management of capitalism, many people will be a foreign language, often going abroad, broad knowledge, younger, more capable, and ambitious, eager to occupy the world market, fierce competition in the ambition to win. This is the Panasonic to achieve efficient management of the premise.
how to cultivate talent, Panasonic has its own unique views:
1, re-Personality: Mito is constantly training Ming Jiang made; Similarly, personality cultivation have been tempered.
2, focus on staff education and personnel training the spirit: the staff teaching on the spirit and common sense is as operator of the responsibility. Panasonic argue that the centripetal force of staff training so that employees understand the company's motivation, the traditional mission and goals.
3, to train the staff expertise and the right value judgments: do not have enough professional knowledge, can not meet the job needs; but if the staff can not properly judge the value of things, but also equal to the rabble, unable to promote company and the community's prosperity.
4, the careful training of staff: attentive and considerate, it appears not linked to tooth section, the key is very critical, often enough to affect the overall situation. Because in a rapidly changing modern world, if people commit that error might lead to irreversible situation.
5,UGG bailey button, training of staff awareness of competition: Panasonic that, regardless of political or commercial, are generated by comparing the strength of their supervision, must have a sense of competition, to thoroughly potential. Not only can companies create competitive strongman for the current trade, but also to train personnel for the 21st century.
6, the importance of knowledge and talent combined: Knowledge is a weapon, this weapon to hit people, can play its power.
7, harsh environment to promote success: real emphasis on the cultivation of Panasonic is to develop one's personality, knowledge, education, teaching only the second meaning.
8, the right talent to meet: people of equal intelligence gathering, does not necessarily make the smooth progress of work, often only the division of labor, will have brilliant results.
9, appointments have to trust: Panasonic, said: with him, mainly trust him; do not trust him, do not use him. So as to make its best.
10, with better than themselves: Panasonic advocate the use of stronger than their own people, that certain aspects of staff had their own strong, leaders have a hope of success.
11, creating an environment which people can play to our strengths: the nature of work tend to affect individual ability to play. Staffing, and sometimes higher than its ability to make him qualified for the work, and sometimes can only play half the original capacity. Therefore, the configuration or the use of personnel is very important.
12, can not ignore the promotion of staff: the most timely manner to enhance staff morale, but also will lead the efforts of other colleagues. Enhance staff positions to the staff level should be selected as the main criteria for job, seniority and performance should be included as supporting material. Panasonic
personnel revolution
because the Japanese economy continues to slump, causing many business performance to deteriorate. In order to improve the vitality of enterprises in recent years, Matsushita Electric has taken some personnel changes. Around the personnel system and personnel management of the introduction of many new initiatives, so that there was a Matsushita company,
1, the introduction of new cadres and evaluation criteria, salary differential increased sharply
Panasonic has always been corporate personnel policy is stable, for fear of policy changes will undermine the organization casual atmosphere and in working order. Such as the Annual Merits of personnel management guidelines, although there are many problems but few dare to launch a comprehensive business challenges. However, the company operating the crisis deepened, the personnel policy has always been relatively stable radical changes began to occur, especially for management positions and management personnel launched an attack has taken an important step.
Panasonic, led by general manager started reform of personnel management. Long, hard-line management positions, the amount of job performance. Managers work so it will not affect his modest income and jobs. Panasonic made the principle of management positions in personnel reform is to carry capacity centered, will manage the annual salary gap to 3 times to Jiangyoufalie, enhance work incentives induced energy.
2, using quantitative personnel evaluation standards, evidence-lift
order to promote the improvement of business performance, used in the personnel evaluation of specific, quantifiable evaluation criteria helps Panasonic implement a series of strategic and tactical business combined with the ever growing China's ancient Art of War and the world business experience, in fact, many people are falling off post. Panasonic in terms of personnel proposed treatment of the most favorable treatment to the Japanese business direction, in addition to providing wages, bonuses paid to employees in addition to hard-working allowance. If an employee is continuous assessment for three months G1, in November the company will pay the annual hard-working allowance and 7 月 August holiday month.
3, the implementation of performance doctrine recruitment system, capable people out of the mountains
doctrine merely reflects the ability of the core of a person's potential power, and the actual achievements are not necessarily linked, so many companies claim to reflect the performance doctrine to establish a personnel system, Panasonic production and sales of the product as a basic measure of the personnel evaluation, doctrine to the performance is actually an important step.
qualification system and the implementation of the system increased the recruitment of personnel management in the fairness and transparency, increased employee awareness of competition and organizational vitality. Particularly through the design competition for this type of contest, has greatly enhanced the innovative awareness and ability to work. For example, in October 1991 on the implementation of product development in the open recruitment system, the creation of a number of unique and innovative ideas to business projects.
qualification system and recruitment to support the implementation of the system, Panasonic has also reform the wage system. Wages in general are divided into qualification and ability to pay wages after the reform leadership and subordinate two-way communication, we all know the problem, increase the openness of the personnel evaluation. Began in April 1994, Matsushita's president and the evaluation project is divided into age, corresponding to the full status of the 16 common types.
4, in accordance with the business units to build a new organization, flexible and efficient
organizational reform is the basis of personnel reform, many enterprises in the wrong way the past is to create organizations and institutions, and then find work for the organization or agency, the correct practice is the thing for the men, to work with the corresponding organizations and institutions. To promote personnel reform, Japan's Matsushita company is committed to organizational reform; clear trend in recent years and is characterized by business unit by business unit or build a new organization; working group is being replaced by the last formal organization.
in Japan, inspired by Smith's company, Panasonic Corporation starting from July 1994 by the Ministry of the organizations established to change the units by unit type to create, abolish the Ministry of the organizations that form fixed. Smith and Panasonic launched the company's employees engaged in the same idea is proposed, that is, job creation, creating business proposals based on competitive bidding situation and the design staff; company's decision to work or an established business leaders by their own working group to complete the task or work , the working group also dissolve itself, if the employee can not participate in the working group, has announced that unemployment in the state house.
5, the implementation of flexible work, a degree of relaxation
because of Japan's domestic manufacturing costs rise and the market becoming saturated, Japanese companies generally value the international market, overseas direct production and direct sales, the Japanese manufacturers have a lot of overseas subsidiaries and branches, but also employ a lot of overseas workers. As a traditional work system and method of gradually is inappropriate, and how national cultural differences test filter, creating a staff able to understand the various types of work system, a Panasonic increasingly pressing issue.
aware of other companies such as Panasonic Murata also facing such problems, in October 1989 from the first Murata ceramic parts of the city in August factory reform the system, three-shift system will be changed six classes for the four classes of system or the system. The reform of the work shift despite an increase in labor costs, but employees can get weekend, thus improving employee health and productivity benefits, In addition, some departments and Murata where research and development departments to implement flexible working.
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