Zhang Ruimin's famous sayings

1. The process management is right, everyone has an orderly work on the process. In other words, all the processes provide a good space for everyone to play his role and reflect his value.

2. Our new concept is oriented towards goals and performance. In the past, we used the "results" as the guide. There was no mistake at the time, but now it is not suitable. The "results" ignore the process and will now become a castle in the air. It is not easy to do every simple thing. It is extraordinary to do every ordinary thing. It is not because some things are difficult to do, we have lost our fighting spirit, but because we have lost our fighting spirit, those things are difficult to do.

3. Only we can stop us.

4. Zero growth is not equal to zero demand.

5. Slope Sphere Law: The position of the company in the market is like a sphere on the slope. It is subject to pressure from market competition and internal staff inertia. If there is no stopping power, it will fall, so that Haier is If the position on the slope does not slip, it is necessary to strengthen the internal power management.

6. Buy a brand? The premise of buying a brand depends on buying a dead asset, and the brand is a living culture. If you want to get a culture, you must have a stronger culture. Therefore, the brand must be created by itself, the world will not be given to you, only by yourself. How to create it? There are two points, one is speed and the other is differentiation. Toffler has a very good saying. The law of the past called time to be money. Today's law calls the next moment more valuable than the last moment. Can you synchronize with the user's needs, can you create the user's next moment's needs, can you stand in the forefront of the times? So speed is very important to us. ... Another is differentiation, differentiation of technological innovation, and differentiation of product innovation, but more importantly, differentiation of management innovation. China does not have its own management ideas or its own management model. All of us are learning from abroad.

7. Not only is Haier's success, but the support behind all companies' success must be a successful corporate culture. But the successful corporate culture has also had a misunderstanding in the past. For example, if Haier succeeds, it depends on cultural success, so it constantly strengthens this culture. In fact, this made another mistake, that is, the culture of success is not equal to the cultural expression itself, but that the culture is capable of continuous innovation, and a culture of constant innovation leads the enterprise to continuously innovate, or to ensure that the enterprise keeps going. Innovation.

8. In the flat world driven by the information revolution, world brands are languages ​​that consumers can understand. Many of our things are done from guerrilla warfare. There is nothing wrong with this, but if you really develop into a global enterprise today, then you must fight regular warfare and information warfare. If you use guerrilla warfare to fight overseas wars, you will definitely fail.

9. The current informatization is very different from the past. It is a different perspective. It is a global perspective. It is an information system, not an information patch.

10. The reason why Haier can still do it is that we can realize that Haier is still a pig. It takes a long time to become an eagle.

11. Evaluation and praise are the affirmation of Haier by users and the community, but it is affirmation of Haier's past practices. We have a saying that we never look back and appreciate our footprints.

12. From the day you succeeded, you may have been unsuccessful, because you succeeded only on the goal you set, not the final goal. New goals are not necessarily on the way you were.

13. It doesn't make much sense to argue whether it is good to set up a factory in the United States, because the argument itself will never produce results. It is better for me to make a result. As Drucker said, the essence of management lies not in knowing but in doing, not in logic but in outcome. Your logic is right, my results are right, and your logic is meaningless.

14. Training is the best benefit.

15. The low quality of your subordinates is not your responsibility, but it is your responsibility not to improve the quality of your subordinates.

16. The main task of business leaders is not to discover talent, but to build a mechanism for talent.

17. The key to management is the use of people. To a large extent, the scientific nature of management lies in the scientific nature of employing people. The artistic nature of management lies in the artistry of employing people.

18. It is not money and matter that meets the deepest and most basic needs of every employee, but the discovery and realization of self-worth.

19. Management is no small matter.

20. Questions in the search and no claims are two different things. In the practice of entrepreneurs.

21. To be realistic, two important points are important: one is whether we can seek truth from facts, that is, the change in the way of thinking; the other is to dare to seek truth from facts, that is, to raise the ideological realm.

22. Domestic large household appliance chains have shown strong throughput in recent years. Due to their large sales volume, domestic appliance manufacturers often have to meet the requirements of big chain stores. The most essential thing from the company - the customer's needs are getting farther and farther .

23. The country is stronger and bigger abroad.

24. Haier runs a marathon every year and is a 100-meter sprint every day. How to do things has a teacher - Confucius's "The Analects of Confucius"; how to be a teacher - Laozi's "Tao Jing"; how to participate in business, enter the market, and a teacher - Sun Wu's "Sun Tzu's Art of War."

25. Liu is always an entrepreneur in the Chinese business community with very few “work-forward” entrepreneurs. There are many people who “retreat” and there are very few “work-forward”.

26. That can only say that my ability is not as good as him.