Thinking Innovation - The Path to Corporate Success

Author: Du Jili / Country:
Publisher:
Publish Date: 2006-07-01
Features: The development of a company is also like this. The actual development of Haier is a process of strategic planning that prioritizes building momentum before seeking profit. They started with a single type of refrigerator product, focusing solely on doing it well and refining it. By providing consumers with high-quality products and services, they cultivated their customer base, established the market image of their products, and achieved the "momentum-building" goal of building a corporate brand. Then, leveraging the brand advantage effect, they rapidly achieved corporate expansion, enhanced their core competitiveness, and built greater market competitive advantages and influence. It can be said that Haier's development strategy and goals are very clear: Phase 1: Creating a domestic corporate brand strategy; Phase 2: "Strengthening the body" strategy; Phase 3: Implementing international development strategy. Therefore, for Haier, its "seeking profit" is based on "building momentum." It is precisely this business development strategy of prioritizing momentum-building before seeking profit that has won Haier a late-mover competitive advantage and development momentum, as well as high market returns. Thus, strategy is a wise game, and also the highest form of competition. There is a saying in China: "Success depends on heaven, but planning depends on man." It emphasizes the role of human wisdom. In fact, as early as 2,500 years ago, our ancestors placed great importance on the study and application of strategy. In China's The Art of War, Sun Tzu believed: "The supreme art of war is to subdue the enemy without fighting, the next best is to subdue the enemy by attacking their alliances, the next is to subdue the enemy by attacking their army, and the worst is to attack their city." Although The Art of War has a history of 2,500 years, its military thought is still widely valued by military strategists around the world today and has a profound impact. The Art of War has now been translated into multiple versions in English, French, Russian, Italian, Dutch, Portuguese, Spanish, and Turkish, spreading around the world. American military theorist Collins believes: "Sun Tzu was a great figure in ancient times who formed strategic thought. His 13 chapters can be compared with the works of, including those of Clausewitz 2,200 years later. Today, no one has a deeper understanding of the interrelationships of strategy, the issues it considers, and the constraints it faces than he. Most of his views still hold the same great significance in our current environment as they did at the time." It is reported that in the US-Iraq war, the "shock and awe" operation employed by the US military was based on the strategy of "subduing the enemy without fighting" from The Art of War. To crush the morale of the Iraqi army, the US military used its high-tech weaponry and precision missiles to launch large-scale air strikes on key military targets in Iraq in the early stages of the war, achieving significant results with low casualties. Today, The Art of War is not only widely applied in the military field by countries around the world but also its military strategies have been adapted to politics, economics, diplomacy, and corporate management. Japanese companies introduced The Art of War into corporate management in the 1960s and regarded it as one of the two important pillars for the survival and development of Japanese enterprises. For example, Konosuke Matsushita once warned his employees: "The ancient Chinese sage Sun Tzu is the god of the world. Our company employees must worship him and study his military strategies diligently and flexibly. Only then can the company thrive." P8-9