How Do I Get Administration Work Experience?
The only shocking work to date that comprehensively describes Jack Ma's Chinese management wisdom. This is the first time to explain enterprise management in a simple and easy-to-understand manner, with detailed analysis, theoretical height and practical depth. Including Jack Ma's management experience and essence, direct to the essence and core of business. [1]
Ma Yun: My Management Experience
Ma Yun: My Management Experience Directory
- Chapter 1: Strategic Management: No need for fancy ideas, only down-to-earth results_1
- Survive first, then challenge, so the chance of winning is greater_2
The distance is not scary, the scary thing is that you don't know the distance_6
Stand on the world stage on the first day_10
Persuasion is the beginning of making mistakes _14
It is possible to win if all resources break through a little _18
Survival in change is more important than tricks_23
To be the maker of new game rules _27
Chapter II Team Management: Both income and ideals, both hard and soft _33
Not because of what you can do, but what you should do_34
Let your employees treat their careers and work as their children_38
The biggest breakthrough in employment lies in trusting people_43
Someone must fall during the run_47
Be sure to set aside your own interests_52
Can't let Lei Feng wear patched clothes to the street_56
Alibaba DNA is implanted in every Alibaba
Chapter 3 Middle and Senior Management: Finding the Most Suitable People, Not the Most Successful People_65
Those who can't be soldiers can never be generals_66
Letting go of your team's grievances will go better_70
Leaders want employees to work for a common mission_74
Cadres above the director must be adjusted at any time _78
Leaders want their subordinates to be model workers, not to be model workers themselves_82
Find someone to replace yourself from the inside _86
Chapter 4 Competitive Management: In the event of a disaster, the customer comes first, the employee comes second, and then the opponent _93
People will be successful if they are severely PKed
Meet a strong opponent, what should be done is not a challenge but to make up _98
Don't take competitors as a role model_102
Don't dig people from competitors_105
Little can't bear to mess up _109
Integrity is competitiveness _113
In the face of mistakes, face is worthless_118
Chapter 5 Brand Management: A Name Reminiscent of People Around the World_123
Names for the World to Remember _124
Stand on the shoulders of celebrities to promote _128
Everyone else is dead, you are still alive, that is the brand _132
Don't sell the brand you want to sell, but sell the brand that customers want to buy_136
The word "Ma Yun" belongs to Alibaba's _140
Brands are not speculation concepts, but focus on credibility_144
Entertainment marketing: fun, good-looking, just sell _148
Chapter 6 Business Model Management: Rather than Defeating All Opponents, but Forming Unique Advantages_153
Get the hardest customers to persuade_154
There is no best mode in the world, only the mode that suits you best_158
Integrity is not a kind of sales, it is the actual details _162
Alliance, cooperation is king_168
The best service is to make customers not need service_172
Chapter VII Thought Management: Force is your single, can be collective _177
Never forget your ideal for the first day_178
Earn money with lasting passion_182
Too many opportunities, just catch a rabbit_186
Don't attract employees with benefits, but use corporate culture_191
It does nt matter if you do nt read too much, you re afraid that you wo nt read in society_195
Managers are not only strict teachers, but also parents _199
We should pay for the results and applaud the process_203
Chapter VIII Corporate Culture Management: Fear of Mistakes, We Will Not Have Tomorrow_207
You can make mistakes in the judgment of the future and never make mistakes in principle_208
Anything can be talked about, only values cannot be negotiated _212
A sense of mission drives Alibaba forward _216
Executive power: now, immediately, immediately _220
Morality is the rule of Alibaba and can never be committed _223
Managing a business is managing people's hearts
Chapter Nine Innovative Management: Making Things Not Dominate Take Advantage of Their Potential _233
People who read too much will not succeed _234
Looking at the world upside down, everything is possible_238
Layman can lead the layman, more important than technology is thought
Embracing change is a state and an innovation_245
Change is a weapon for coping with competition_249
Chapter 10 Self-Emotion Management: The Strongest Today May Be The Weakest Tomorrow_253
Always look at the world with optimism_254
Men's hearts are supported by injustice, leaders should not be afraid of being wronged_258
When others treat you as a hero, you should never treat yourself as a hero_261
People are not afraid to make mistakes, they are afraid to not admit them _265
When learning to give up is the beginning of progress_270
Success is the realization of personal value, but also the value of the times_274
Chapter Eleven Capital Management: If the Bank Does Not Change, We Will Change the Bank_279
Fundamentals determine everything, good companies can attract investors from all over the world_280
Don't be controlled by capital will_284
Looking for strategic investment_288
Spending others' money is more painful than spending your own money_292
When looking for venture capital, you must share the risk with the venture capital_297
Appendix Ma Yun's Resume _304
Alibaba development history _306 [1]
Ma Yun: Selected Readings of My Management Experience
- Chapter 1: Strategic Management: No need for fancy ideas, only down-to-earth results. <br /> Ma Yun said: "Strategy cannot be implemented into results and goals, which are empty words. A correct strategy development process must first be correct If you do something right, you do it right. If you do the right thing, you can do more with less. If you do the wrong thing, the more you do it later, the faster you die. "
Survive first, then challenge, so you have a better chance of winning. If you meet a strong opponent or role model, I think what you should do is not to challenge him, but to make up for him, do what he ca nt, and serve him well. It is the basic law for all businesses to seek survival and then challenge. It is certainly not possible to challenge others before you have a firm foothold. Sir, if you keep challenging, the chance of winning will be even greater.
Ma Yun's review of "Winning in China" in 2007 <br /> br <br Ma Yun's management case < br The right strategy is crucial for the development of a company. Ma Yun was in the early stage of Alibaba's development because of a major decision Mistakes, that is, the excessive pursuit of internationalization and the premature implementation of overseas expansion, have caused Alibaba to almost survive and be in danger of bankruptcy.
After the establishment of Alibaba, Ma Yun, with his courage and superhuman judgment, quickly made Alibaba a success. Ma Yun had previous experience of working on China Yellow Pages and working on the website of the Ministry of Foreign Trade and Economic Cooperation. He set Alibaba's position as a "Chinese SME trade service provider" and attracted a large number of customers. In the world of the Internet, Jack Ma's name is getting louder and louder, and Jack Ma is more and more capable. Alibaba has been ranked No. 1 in the world's best e-commerce website by Forbes for 4 consecutive years.
In February 1999, the Alibaba website went online. By July of that year, it had grown to 38,000 members. By September, the number of members had grown rapidly to 80,000. There were 200,000 inventories and sales information, and 800 new information per day. By the end of 1999, Alibaba has more than 100,000 members.
Rapid development has made Alibaba a dark horse in the Internet world, which has attracted the attention of many people. With the funds available, Jack Ma decided to let go, and he planned to quickly push Alibaba to the center of the world Internet stage.
In 2000, the ambitious Jack Ma took the tens of millions of dollars in financing to make a big effort to successfully expand Alibaba overseas. In February 2000, Ma Yun led a team of people to kill in Europe. In Europe, he proclaimed: "One country, one country, kill it, then kill it in South America, then kill it in Africa, and then put the flag in New York, plugged into Wall Street: Hey! Here we are! "But when September arrived, Alibaba did not develop into New York, and Jack Ma paid the price for his urgent expansion.
The high-speed expansion has earned Alibaba a high degree of attention, but at the same time, the high-speed expansion has also brought increasing operating costs for Alibaba. The cost of each office is astronomical. Soon, when the dot-com bubble burst at the end of 2000, Alibaba had only $ 7 million left on its account. At that time, a large number of Internet companies closed down. Following this trend, Alibaba will soon reach the point of "closed doors". In order to keep Alibaba, Ma Yun felt pained and decided to stop the expansion and lay off staff globally. In order to recuperate and retain vitality, Alibaba's behavior of breaking the wrist of a strong man this time was later referred to by Ma Yun as "return to China".
This time Alibaba's frustration became the focus of the time, and many newspapers and magazines published some views on Alibaba's return to China. An article wrote like this: "Countless IT company employees spent an unforgettable summer this year, one by one, they got 'pink subpoenas'-orders to be laid off. At the most difficult time for the Internet, Alibaba also Shrinking the overseas front, returning to China, and evacuating the headquarters from Shanghai to Hangzhou, really do things. "
After returning to China, Alibaba gave up a lot of business and focused on providing B2B trading services for SMEs. After adjusting its strategy, Alibaba quickly embarked on the road of development and growth again. After summarizing the reasons for this failure, Ma Yun said, "The failure on the Internet must be caused by yourself, or the brain is hot, or the brain is not hot and it is too cold."
Jack Ma's management wisdom <br /> Mr Ma said: "Strategy has a lot of meaning. The strategy of a small company is simpler, that is, it is most important to live."
For a company, the most important and most important thing is to survive. It can only continue to develop after making a profit. If you want to expand and increase your reputation regardless of the company's financial situation, then even if the reputation is great, this company will not be able to grow for long.
In China, and even the world, companies are closing down every day, and this phenomenon mostly occurs in SMEs. Data show that very few companies survive more than 75 years, and the life expectancy of large enterprises is only half of the average life expectancy of ordinary people, and most of them do not exceed half of the average life expectancy of ordinary people.
Natural selection, survival of the fittest. Humans have evolved from apes, which is the embodiment of this sentence, and so is the enterprise. If a company wants to continue to survive and develop, it must take the initiative to adapt to the market, target the consumer groups that are suitable for it, and combine its own situation, so that the company can gain a foothold in the vast market.
When the crisis came, Jack Ma layoffs in order to keep the company, many people do not understand his strategy.
As a manager, Ma Yun is doing his best to appease the company's employees. He planned Alibaba's future goals and plans for the company's employees. Ma Yun put forward practical ideas, and slowly calmed the restlessness of employees. Jack Ma said to the company's employees: "If you think we are crazy, please leave; if you are waiting for the listing, please leave; if you bring personal purposes that are not good for the company, please leave; if you are upset, please you left."
After this turbulence, Ma Yun's impatient state gradually disappeared. Although Ma Yun is an outstanding entrepreneur, he is also an ordinary person and will inevitably make some mistakes. After Alibaba's rapid growth, Jack Ma ignored the potential crisis. Like most entrepreneurs, he wanted to make his business bigger and stronger, so he continued to expand Alibaba, accelerate Alibaba's development, and continue to seize it. market. Although this approach can create great value in a short period of time, it is rapidly developing and spreading in a large area, so that the company is eventually overwhelmed by the flood of the market because it is too big.
After realizing this, Ma Yun quickly adjusted his strategy, as he said in his speech in Ningbo: "Alibaba returned to China during the most difficult time on the Internet, and relocated its headquarters from Shanghai to Hangzhou. It is very very difficult to give up work and give up other markets in China. So far, Alibaba has laid off its staff for the first time. I told members solemnly that in 2000, some American engineers were killed. If we are half a year later, the company may not It s not that we are clever, but there is no way. When we implemented the 'back to China' strategy in China, we didn't tell the outside world. We said that Alibaba has been exploring overseas markets, and as a result, some competitors have followed us to fight overseas markets , I went to close the door and failed to come back.
"What made Alibaba survive? What made Alibaba go to the present? We compared the first major thing we did back to Mao Zedong who came to Yan'an after a long march. One is to make a Yan'an rectification campaign, and the other is to establish an anti-Japanese military and government. University, the third is Nanniwan wasteland. "
In order to be able to reorganize the situation, Jack Ma was invited to join Alibaba in January 2001 as Chief Operating Officer by Guan Mingsheng, who has worked at General Electric for 16 years. With the assistance of Guan Mingsheng, Ma Yun implemented the three strategies he mentioned above within Alibaba. It is precisely because of this timely strategic adjustment by Ma Yun that Alibaba is pulled back to the starting point, and Alibaba has more energy to make Alibaba run faster and stay stronger in the next journey.
Therefore, companies must first survive in order to have the energy to meet other challenges. If an enterprise goes bankrupt and dies, it will be impossible to talk about challenges, let alone talk about strategic development. For enterprises, survival is of paramount importance. As the manager of the enterprise, Jack Ma regarded survival as the highest strategy of the enterprise, which enabled Alibaba to become today's Internet giant.
The distance is not terrible. The scary thing is that you didn't know that we ran some places recently. Especially when I saw the famous Chinese entrepreneurs say this on CCTV's "Dialogue" program, I felt very dismissive. "My company is difficult to manage, even if Jack Welch, the former CEO of GM, came to me to manage it, he could only stay up to three days."
First, Jack. Welch won't stay for three days; second, his arrival will definitely change your business. The scary thing is not distance, but not knowing that there is distance. I also said this on the website. Let me first give an example. I have a friend who was a coach in the Zhejiang Sanda team and he told me a story: there is a young guy under Wudang Mountain who is very powerful and he has defeated everyone. He thought he was invincible, so he ran to Beijing and found the coach of the Beijing Sanda training team, saying, "I want to play a game with your team members." The coach refused, but made the young man more eager to try. In the end, the coach agreed, and the man was beaten in less than 5 minutes. The coach said to him, "Young man, you practice for two hours a day, and you beat people who practice for half an hour a day. How can you fight with my team members for 10 hours a day? And our team members haven't really played. There are people outside. "
Ma Yun gave a speech at the Ningbo Member Meeting in 2002 <br <br Ma Yun's management case < br Ma Yun believes: "In the management of the company, the use of capital, and global operations, we must unambiguously and completely Westernize ... Alibaba wants to look at the world, challenge the world, and truly enter the global market. "The strategic goals he set were long-term and correct, but at the wrong time, the wrong decision was used, leading to Ma Yun almost annihilated when he entered the world stage.
Afterwards, Ma Yun realized his distance from the world, and he began to reflect on his mistakes and learn from them. Jack Ma mentioned this in his speech at Stanford University:
"Today, everyone is always writing about Alibaba's success story. But I don't really think how smart we are, we made a lot of mistakes, we were still stupid at the time, so I was thinking, if someday I want Writing a book about Alibaba, I will write Alibaba's 1001 mistakes. This is what everyone should remember and things to learn. If you want to know how others succeed, it is very difficult because There are many lucky factors for success; but if you want to learn how others fail, you will benefit a lot. I always like to read books that discuss how people fail. Because when you analyze carefully, any failed company The reasons for their failure are always different, and this is the most important. Taobao succeeded, and then we made Alipay. Everyone said that China has no credit system, banks are bad, logistics are bad, why do you want to Do e-commerce? Today, I am not here to tell you about my business experience. I did not prepare a PPT because I have no stock to sell to everyone. But I think that it is because of China s backward logistics, credit system and banks that we need to have an entrepreneurial spirit. This is what we need to create our own blueprint. So I believe that I did this first, and then slowly became China. I remember when I came to the United States 6 years ago, I said that I believe that 5 years later, the population of Chinese netizens will exceed that of the United States. People say, no. Then I said that your population is only 300 million, China Is there 1.3 billion people? If you have 400 million people, no one will die, and people will have to keep having children. You need 50 years. We only need 5 years. So this is only a matter of time, isn't it? Let s take a look. Today, the number of Internet users in China exceeds the United States. Then people say why your purchasing power is so low? Let's talk about it 5 years later. Today, per capita consumption is about 200 yuan per month. After 5 years, These people will spend 2,000 yuan per month. And we are very patient, we are still young. I am old, but the average age of our employees is only 26 years old. He Still young, so let us look to the future. "
Ren Zhengfei, the founder of Huawei, said: "There is a gap between people. We must acknowledge the gap. A person must be satisfied with his environment and not keep comparing. You have no satisfaction with your efforts. You will constantly torture yourself and be painful. It s true that you do nt know how to be in the blessing. This is not fate. Fate is that people know the difference and do not try to change it. "
Jack Ma's management wisdom <br /> Everyone has a sense of self-knowledge, and a company must also know it. The reason why Ma Yun succeeds is not because Ma Yun is smarter and more powerful than others, but because Ma Yun knows how to reflect, not just rush forward. Whenever Ma made a mistake, he could stop in a timely manner, go back, take a look, think about it, sum up the lessons, and then get up from where he fell and start again.
In an enterprise, in addition to leading employees to sprint performance and achieve good returns, it is more important to be able to stop and think about what needs to be improved during the development process. Many managers are unaware of this. They think that as long as they can make a profit, it is enough, but in fact, a good manager must sum up the mistakes and find the distance between himself and others. No one is perfect, no manager is good enough, and there will be mistakes. At this time, the manager needs to adjust the state and summarize the experience.
Toyota is one of the top ten automobile industry companies in the world. One of the important factors that Toyota has achieved such good results is that Toyota managers have always understood themselves, considered the distance between themselves and other companies, and then thought Strategic improvement.
At the Toyota Production Center, the manager gave the worker a power to find the problem "pull the light", so that he could raise potential problems in the product at any time. If these potential problems cannot be resolved in a timely manner, Toyota will stop the entire production line. Toyota managers gave every employee the power to spot problems.
Under the supervision of each member, Toyota will naturally find errors in time and improve in time. This is why Toyota is getting stronger and stronger. The managers of many companies think that their companies are among the best in the industry, which is powerful enough to rest easy. But in fact, competition is going on every day. A day of slack will create a gap that cannot be caught up in the future.
Just as Ma Yun said: "The distance is not terrible, the terrible thing is that you do not know the distance." Enterprise managers should always have this sense of distance, and make strategic adjustments at any time to bring themselves closer to other enterprises the distance. This kind of peace of mind for business managers can not only help the company to establish the correct strategic goals, but also help the business managers to formulate a plan more suitable for the development of the business. Therefore, each manager should not work hard in his own company. It is necessary to focus on the market so that enterprises can be invincible. [1]