Ten Main Beliefs Of Entrepreneurs' Success In Management

Sam Walton is Wal-Mart The founder. Born in 1918 in the town of King Fisher, Oklahoma, he was a native born countryman. In 50 years, he built a small grocery store into a strong one. business Empire. In 2002, it ranked the top of the Fortune 500 companies in Fortune magazine. Management The Walton family of Wal-Mart Store Inc ranks first among the world's richest in the form of more than 70 billion dollars.

As President George W. Bush awarded him the Presidential Medal of freedom in 1992, "Sam Walton, a real American, embodies the spirit of entrepreneurship and epitomizes the American dream."

Everyone wants to leave a legacy. What Sam and Walton have left us is not only a legendary commercial figure, but a spiritual wealth that is born after generations. It is with his extraordinary mind and tenacity that he has made an immortal business model. Interpretation of success, faith. Sam summarized his belief in perseverance as follows:

Faith 1: dedication.

Sam firmly believed, "if you love your job, you will try your best to perfect it every day, and soon everyone around you will also infect you with this enthusiasm".

Belief two: all colleagues are partners and partners should share your profits.

Only when a colleague takes himself as a partner can he create an unbelievable achievement.

Faith three: motivate your partner.

Money and equity are not enough. Think of new and interesting ways to motivate your partner every day. For example, set high goals, encourage competition and differentiate at any time; let managers exchange jobs to keep challenging; let everyone guess what your next strategy will be, but not be able to guess.

Belief four: frank communication.

Communicate with your partners as much as possible. The more they know, the more you understand, and the more you care about things. Intelligence is power, and the benefits you get to your colleagues after this power will far exceed the risk of leakage to competitors.

Belief five: thank your colleagues for everything they do for the company.

Cheque can be bought with stock or some kind of loyalty. Nothing can replace a few well worded, timely and sincere words of gratitude. They don't cost a penny, but they are precious.

Belief six: success must be celebrated, and failure must not be brooding.

If you fail, you might as well wear a costume and sing a song, and others will sing along with you. Design your own new gimmicks anytime and anywhere. All this will be more important and interesting than you think, and it will confuse your opponent. {page_break}
 

Belief seven: listen to the opinions of every employee of the company, and speak widely.

The front-line employees know the real situation best. You should try to understand what they know. In order to organize delegating responsibilities and inspiring constructive ideas, you must listen to what your colleagues tell you.

Belief eight: to do better than customer expectations.

If you do this, they will become your repeat customers. If you handle your mistakes properly, you should sincerely apologize and don't make excuses. The customer is always right.

Belief nine: saving every penny for your customers can create new competitive advantages for you.

If you operate efficiently, you can make many different mistakes and still restore your strength. But if the operation is inefficient, then you may be prominent for a while, but in the end you will lose.

Belief ten: go upstream, take another path and despise traditional ideas.

If everyone is walking on the old road and you choose a different road, you will have a good chance.

Simple and simple belief is easy to accept, but the real challenge is to stick to and carry out these common sense in decades. The success of Wal-Mart Store Inc is the default of many enterprises in China. What is needed most is the consistent spirit.