我们要把握松下幸之助的思想，必须考察他的实践。然而，如果仅仅看到他的具体做法，而对他的思想视而不见，则会流于技巧式学习甚至模仿。社歌语录之类东西，在松下幸之助的手里，是取得成功的措施，脱离了他的思想内涵，就可能变为弄巧成拙的东施效颦。作为以实业起家的管理思想家，松下幸之助在管理实践和管理思想的统一上做出了可贵的探索，在一定程度上矫正了管理学书斋化的弊病，回归到实践出真知的早期传统，同时又给这一传统注入了展望未来的新内容。借用大前研一的话来说，松下的公司之歌[:en]Matsushita’s help by the Japanese known as the “god of business.” He founded the Matsushita Electric, in the industry has a huge impact. He summed up the practice of business and their own sentimental thinking, put forward a set of business philosophy. He proposed the dam-style management, is to avoid cyclical corporate shocks, reducing the impact of uncertainty on the guiding ideology of the enterprise; his glass-type business, the company’s business philosophy, Is open and transparent management of the activities of the means to establish the enterprise in the frank and trust. Matsushita’s help in the people of this concept, combined with the actual development of Japan has a creative. In the Panasonic there, of course, there are scientific management, but more of an art. Thinking about the business, so that he eventually developed into the future of human concern. Unknown who often only see Panasonic’s social songs and team, and Panasonic’s true spirit lies in the excavation of human nature. To profit entrepreneurs such as the river carp, and can be as Matsushita’s fortunate thinking that entrepreneurs are few. Moving away, Panasonic’s specific practices may become obsolete, but his spirit has been included in the annals of management thought.
Panasonic’s business philosophy.
Matsushita’s help in the long-term business, formed its own unique business philosophy. To sum up, to “water philosophy”, “dam-style management” and “glass” is the most important. In particular, “water philosophy”, was fortunate to help business as the fundamental concept, and as his autobiography.
Philosophy of running water
Matsushita Electric Appliances Manufacturing Co., Ltd. was founded in March 7, 1918, but fortunately, the company’s business but the company’s anniversary is determined in May 5, 1932. No reason for him, because this day he put forward the “water philosophy.”
Fortunately, the help of view, the enterprise’s business is far from the spirit of the body is important. Although Matsushita Electric has been in operation for more than a decade, it was nothing more than a manufacturer of other companies before the birth of the Philosophy of Water. Until this day, in the help of the mind to help long-term hovering, hard thinking finally have the answer, he understands the mission of the enterprise. Therefore, this day is the beginning of Panasonic’s business.
The so-called “water philosophy”, is Matsushita’s mission to help the metaphor of the enterprise. For this mission, the simplest statement is to eliminate world poverty, so that human prosperity and prosperity. Fortunately, to help themselves, said: “What is the mission of the enterprise? For several days I think about this problem until late at night, and finally have the answer. Simply put, is to eliminate poverty in the world.For example, water inside the water has its value, The roadside water will not be paid will not be blamed, because the water resources are relatively rich.Enterprise responsibility is not to make the world rich to eliminate all the inconvenience it? “” The ultimate goal of business is not interest, but will be pinned on our shoulder The public’s hope through the digital show, to complete our obligations to society.Company’s responsibility is: the public needs things become as cheap as tap water. “Fortunately with the help of words to express, management is from the” no “which manufacturing “Yes”, through the production activities for all human beings to bring abundant affluence of life.
In essence, the “water philosophy” is through industrial means of production, the original only for a few people to enjoy the luxury into the general public can enjoy the popularity of goods. Business operators eye to be pegged to the pursuit of the desire of life and progress, rather than pegged to the customer’s purse. The market is created by cheap and good products, rather than relying on dealer rebates calculated out of discounts, but not by cheating to deceive customers to sell out. As a result, Panasonic laid the basic business policy: quality must be given priority, the price must be low, the service must be thoughtful. It is this operating principles, so that Panasonic’s customers get the trust, through a difficult one after another, and gradually embarked on the road to growth.
“Water philosophy” was born, Panasonic operating experience in itself is the accumulation and sublimation. As early as 1927, Matsushita established the first electric department, plans to produce iron. At that time the whole Japanese iron sales of not more than 100,000 per year, each price of 4 to 5 yuan. Fortunately, the help is that: “so convenient things, but because the price is expensive, many people want to use can not afford .So, as long as lower prices, there will be many people to buy.If many people want to buy, at first glance to produce one “Matsushita decided to mass production to reduce prices, the monthly production of 10,000, the sale of a large number of sales, the price is very low, Price 3.2 yuan, the results of great success. This case is almost the United States Ford T-car replica of Japan. Therefore, the US media reports to Matsushita and Henry Ford’s par. In this regard, the fortunate to help themselves concluded that: “the production of popular products, not only to launch a better quality, price should be at least 30% cheaper.”
Water philosophy in the era of fortune-telling has great power, it is bound to Panasonic to the scale of business on the road. Household appliances in Japan and the rapid spread of the world, Matsushita company contributed. The poor in the United States can drive a car, thanks to the Ford of the year; today’s beggars can watch TV, thanks to the year’s fortune.
This water philosophy, so that Panasonic ‘s business with particular emphasis on customer – oriented, concerned about the needs of the public. Panasonic in product development to imitate the main, take the short flat fast route. Once a promising new product is found, Matsushita will take it and make a “new product” that is even higher in quality and lower in price than the original inventor. “Imitation of the innovation” so that Panasonic has made operational success. Its products, generally have a large volume, low cost, high quality, good service these four characteristics, to win a higher market share. However, in the real original on the slightly inferior. Leading the industry pioneer of the original innovation, will be limited by the philosophy of the water. Panasonic developed computer example, is a good description. In the computer has just emerged, Panasonic is also committed to computer research and development. To 1964, Panasonic has been in the computer industry has invested more than a dozen million, including Panasonic, including seven computer companies invested 200 million, the establishment of the Japan Electronics Industry Promotion Association, the common computer development. However, the US Chase Manhattan Bank, vice president of the Fortunately, with the help of the chat said that the world’s computer manufacturers are poor management, the United States is only one IBM continues, even GE are inadequate, there are seven companies in Japan is not too much. Fortunately, help decisive decision, withstand the pressure of public opinion, give up the computer. In the eyes of fortune, decisive abandon the high cost of the project is a wise move. However, this abandonment is likely to give up the prospects for the future. After entering the 21st century, Panasonic appeared in the business problems, and even has not been able to remove the “imitation of the King” hat, and this philosophy is closely related to water.
However, it is too early to say that the philosophy of water is outdated. Although the Panasonic company has changed the fortunes of the business strategy, however, the philosophy of running water contains the idea of service, the concept of customer first, to promote social prosperity and prosperity of the desire is not obsolete. Matsushita established the concept of succession, change the past Panasonic strategy, the two are not contradictory. We want to think, is precisely the relationship between ideas and strategies. The deep value of running water philosophy, is to ultimately positioning the corporate mission on social responsibility. It is this logic, so that the philosophy of water, including Drucker, including many scholars praise.
Dam – style management
“Dyke type management” is the logic of “running water philosophy” in enterprise operation. In February 1965, Kusumichi put forward the concept at the Kansai Business Forum and gave a lecture entitled “Levee Management and Proper Management”. He said: “I want to advocate a ‘dam management’ approach here, which is an effective way of doing business.Why do we need to repair the dam because it does not create any value for the river? It will become a flood, bringing a huge disaster; and if the event of drought will result in reduced water.Therefore, to the appropriate location in the river dams, one to adjust the water flow, and second, the use of hydroelectric power. Treasure every gift from God, and be used effectively.This will not only ensure the safety, but also to create value.Manage the company is not the same reason? Business also need dams. “” I said the dam management, from the beginning It should have a backup equipment, how much is. In this case, even if there are some changes in the economy or changes in demand, but also to ensure that the supply of goods will not lead to price increases, as long as the back-up equipment can run.On the contrary, Too much, you can let the equipment to suspend operation.This principle and the need to adjust the dam in the same amount of water.Financial, inventory and personnel also need to ‘dam’. “” A correct understanding of the significance of dam management, The operation becomes more stable, high profits, dam management can bring true social stability and prosperity.
The essence of dam-style management is to avoid cyclical shocks in the course of business, reducing the impact of uncertainty on the enterprise. Entrepreneurs in the construction of more than one kind of dam, the market as the river, operating as a dam. The function of the dam is varied, water storage, flood control, water supply, power generation, and so are ultimately dam. For enterprises, the need to establish the main dam.
Equipment dams. Can not make the equipment 100% put into operation, the kind of “full load” of the idea, may make the enterprise to run the bow string stretched too tight, the environment a slight sign of trouble, will pull off the bowstring. In general, an enterprise operating in the equipment only 89% of the case is still profitable, in order to maintain normal operation. Capacity to maintain one or two percent of the remaining capacity, is the basic conditions for business strain.
Stock dams. Product inventory to be appropriate, the role of these stocks have two directions, the internal line as a problem when the buffer, the external market fluctuations as a buffer. Just like the establishment of ancient China, “often open”, harvest is poor, poor harvest is Tiao, to maintain a broad market supply balance, so that prices remain stable. Fortunately, the idea of “dam-style operation” itself is from the United States Carbide Corporation (UnionCarbideCorporation) battery price inspiration. Its batteries sold for 15 cents 30 years ago, and now sell 15 cents. Fortunately, help think of, 30 years, raw materials, technology, the market certainly has a huge change, and this product can keep prices unchanged for 30 years, even without the impact of inflation, is undoubtedly in the operating mechanism has a solid ” Dam “.
Capital funds. New construction projects, also need to have a buffer dam. A billion-dollar project, need to have 11.2 billion of funds to start, otherwise, it is likely to cause “unfinished”, not only builders embarrassed, and early investment is also likely to get drunk.
Products dams. In the midst of a product, it is necessary to launch the next new product, which requires a product into production and even before production, follow-up of new product development will begin.
Psychological dyke. The economy has ups and downs, any enterprise, the business process can never be smooth sailing. Therefore, from the chairman of the board of directors to the grass-roots employees, must have sufficient psychological preparation for environmental change, in the psychological to change the status quo in action to change the system change, to achieve business autonomy.
Dyke-type management of the reason is simple, nothing more than to operate in the rigid into flexibility, set aside room for adaptation to environmental change. However, the reality of the operators are often do this well. According to Kotosuke, Japan’s enterprises have been running on loans, did not embark on the dam-style management of the road. To build a variety of dams, first of all need to no longer rely on loans. This, Panasonic has done. However, the dam is not easy to care more difficult to dam. Fortunately, the help that the nursing dam is actually still a conceptual problem. First of all to consider how to use the dam, if not adaptable, even if the establishment of the dam, it will not change according to the amount of water in a timely manner. Second, we must clear the use of dikes, dams for the consumer service, not for their own services. Deviated from the customer-oriented, the role of the dam will be counterproductive. Also pay close attention to all kinds of information, if the water is depleted without the knowledge, or overflow pipe but turn a blind eye, the dam has lost its meaning.
The essence of “glass management” is openness and transparency. This openness and transparency, based on the trust of employees on the basis. All the operating conditions, are generally clear as the glass is visible, without concealment.
Glass operation is not Matsushita’s thought-provoking product, nor is the result of learning logic reasoning, but business practice in the “last resort.” Fortunately, the help of the business thinking, the glass-operation is the birth of the first. When Panasonic or a few small workshops, production and sales mixed together, invention, development and manufacturing can not distinguish, and even production and life are also integrated into one. In this case, the fortunes of self-made, there is no kind of boss and the boundaries between the hired, everyone can say is a partner, so fortunate to help the business at any time to inform other people. Thus, the formation of the lucky help of the “glass” habit. His openness, to information symmetry, is his early start when the basic way of survival. With the expansion of the business and the increase of personnel, the boundaries between employers and employees became clear. The intimate acquaintanceship began to be graded, but the open and transparent “glass state” did not retreat and remained.
This “glass state” can continue to develop, and the formation of a business thinking, with the help of their own business experience is inseparable. Initially, afterwards, when the business slightly expanded, began to standardize, the fortunate to help it into a monthly profit and loss account, to all employees. In Matsushita, this is a habit and normal, and compared with other enterprises at the time, it is a maverick. Fortunately, the help soon found that this approach has obvious advantages in business, because other companies do not do, and some bosses themselves muddleheaded, once the big business is not clear on the overall operating conditions, do not have the basis of open and transparent. Fortunately, the help is not the same, he is thoroughly familiar with the operating conditions, public profit and loss, while summing up the contribution of each situation easily. This initiative, the positive effect is very obvious. Compared to other employees, Panasonic employees can clearly see the results of their efforts, but also can feel the boss’s sincerity and trust, which gave birth to the staff’s sense of ownership, improve staff morale.
The essence of the glass-based approach is honesty and mutual trust between employers and employees. Valuable, Panasonic in the fast-growing, this practice has been maintained down. Small-scale glass-based workshop is relatively simple, and medium-sized enterprises have been difficult, large companies are even more difficult. Matsushita has been able to insist on glass operation, to a large extent, thanks to the development of Panasonic is a natural growth, is to meet the needs of the market growth, there is no seedling to encourage people to expand the scale. A bit like China’s private enterprises Dafu company’s approach to the growth of desire and momentum, not from the top of the pressure, but from the bottom of the conscious. Fortunately, they also feel in practice, this approach can effectively motivate morale, to ensure that the upper and lower as one to be able to thoroughly review the business gains and losses and resolve the conflict, but also able to cultivate a high degree of autonomy of middle managers and the backbone of the work. Even if no other measures, but also very good to prevent the kind of Aguiris pointed out that “customary defense.”
With the expansion of the enterprise, Fortunately, the help of the glass business standardization. Such as the regular disclosure of the financial status of employees, employees regularly explain to the planning objectives of the business, trade unions and trade organizations to maintain effective communication and consultation and so on. In this regard, the fortune to help it rise to business philosophy. Said: “business operators should adopt a democratic style, not to subordinates rely on the mentality of the boss and blind obedience.Individuals should be independent spirit, in charge of independent work under the premise.Therefore, the entrepreneur is more obliged to let In short, I believe that a modern operator must do to let everyone know, can not let anyone feel to rely on the knowledge, in order to stimulate a vibrant among the colleagues in the vitality of the company. , To promote the development of the entire business.
Glass operation will lead the focus of attention to the staff tilt. Large enterprises, glass-style business from top to bottom as one, co-ordination will be difficult. In this regard, fortunately with the help of “spiritual lighthouse” to guide the direction of employees, enhance enterprise cohesion. We are now often concerned about the corporate culture, in the Panasonic’s approach is closely integrated with the glass business. In order to enable employees to truly integrate into the enterprise, and open and transparent business ideas in line with Panasonic’s expansion in the formation of a set of staff “education” approach. Through the determination of the spirit of the company’s tenets (ie Panasonic Spirit), singing “Panasonic Club Song”, played “Panasonic March”, so that employees with near “brainwashing” pious truly into the company. Therefore, Matsushita from the staff into the factory began to solemnly to join the club education, reading, reciting the “Matsushita”, singing “Matsushita Social Song”, learning to help the “Quotations” to visit the company history of entrepreneurship exhibition. After the formal work, each morning before the collective recitation of the spirit of Matsushita and singing songs, each month in their respective groups on the spirit of the company and corporate social responsibility of the public speech, the annual organization of a grand send products (sent to the factory Dealers) ceremony, each Panasonic people have to continue to answer “What I really want to do?” “What do I need to learn?” “I have any shortcomings?” And other issues. Through these means, so that staff autonomy and cohesion can be enhanced. Some people have doubts about this approach, Fortunately, the help replied: “Once the meeting, singing social songs, recitation of the seven spirit, is the tradition of Matsushita Electric, must follow the implementation of the implementation of things in the end once the decision must adhere to in the end, not their own lost Direction, or be confused by words and deeds of others, or will not be successful. Do business is the same, we must implement the ambition.
Need to point out that the opening process in China, Panasonic’s “corporate culture” by a number of Chinese managers of all ages, in some enterprises to adopt a similar approach has also received the corresponding results. But it should not be forgotten that Panasonic’s success is the organic integration of external ritual and connotation. And this connotation is achieved through the glass business. If you lose the connotation, just sing the social song, recite the creed, or even a manager thought a staff to learn, only the formation of superficial, does not help the staff of the company’s high degree of recognition. More importantly, the formation of this approach to Panasonic, is closely linked with the charisma of the charisma. As a result, Matsushita, despite its size, has resisted bureaucratization and, at the same time, has consciously eliminated the hierarchy and, in some sense, retained the basic structure of the family business in order to maintain the effectiveness of the glass operation. Once the charisma is not fortunate, in a highly bureaucratic or hierarchical organization, trying to build this corporate culture is likely to go the other way. Even with Panasonic itself, there are potential problems between increasing employee autonomy and increasing employees’ sense of company identity. When Matsushita’s help died, this problem gradually explicit. Matsushita can not get out of the aura of the help, which is entering the 21st century, a new topic.
Matsushita’s spirit, in the management of thinking will undoubtedly affect the long-term, and Matsushita’s help, belong to the 20th century. His business thought, especially the philosophy of running water contains the corporate social responsibility, the embankment-type operation contains the strategy of dealing with uncertainty, the glass-like operation of the idea of employee autonomy, in Drucker, get the theoretical interpretation and academic Of the argument. Trying to Matsushita’s operating methods intact transplant to other companies, and continued into the 21st century, is likely to be Handan toddler, but the denial of the future value of Matsushita’s business thinking, it is certainly buy.
Panasonic’s people-oriented management and corporate mission
Humanistic thought has a long history and a wide variety of discussions. In the business field, there are a lot of people advocate people management, Matsushita is a successful example of success. He is characterized by people-oriented and business management closely integrated as one, the nature of human nature and closely integrated into one social responsibility. In accordance with the help of the saying is that “business that people, as also in people, who are also defeated.” By answering the question, “Why do companies survive,” it is fortunate that the people-oriented management beliefs and methods with strong Japanese characteristics are brought to the limit.
Human nature and business operations
Panasonic is one of the characteristics of business thinking is to elaborate the subtleties of human nature, put forward to adapt to the natural human business management concept. His whole business thinking is based on the understanding of human nature and the mastery of the laws of nature. Matsushita’s help that the enterprise is “human” business, any business and management can not leave people, so business philosophy and management methods must be based on human nature as the starting point. There is no academic deduction from the “economic man” hypothesis to the “social person” hypothesis, nor from the “X theory” to “Y theory” to “super Y theory” and “Z theory” , But as a successful entrepreneurial identity, put forward the “people are the king of all things,” the people of this concept, in the development of the theory of human independence independent.
He believes that “mankind is the king of all things.” It conforms to the law of the birth and development of this law, and was awarded the common life with their own and common development of unlimited power and responsibility. “The so-called” king of all things ” , Is not to say that people are the master of all things in the world, can be arbitrary according to their own desires and emotions to dominate everything; but that in the relationship between people and things, people with compliance, initiative and responsibility. In other words, people must follow and comply with the laws of nature to control all things, through the production of material and spiritual to improve the common people and the common life of all things. At the same time, the human nature of the law with the initiative, which is the difference between man and animal where animals do not have the ability to think, not to discover the natural law of the generation and development, and people can use their own cognitive ability to understand this law, Their own survival, and the effective use of all things. ” It is this human ability to use all things, so that humans must assume different social responsibilities from animals.
According to this nature of human nature to conduct business management, requires operators to respect people, care for people, trust, and strive to meet the needs of people, give full play to people’s initiative, people can self-realization, self-development. It is fortunate to argue that in nature only one can conform to the laws of nature, to recognize and effectively use the laws of nature, and only one can well shoulder the responsibility of upholding the laws of nature, and the responsibility of the human being is required to be with all things in nature Survival and development of the backbone. However, in real life, not everyone can really understand and understand the nature and responsibilities of people, therefore, it gives the operator a task, business operations not only to stimulate people’s initiative, but also to give Staff of the guidance, so that employees can clear the “King of all things,” the responsibility and obligations. People to recognize their own nature, recognize their mission, to a positive attitude into society, in order to achieve their own values in society, so that the formation of the general public the power of one mind, and ultimately the “King of all things” mission , Which is everyone’s responsibility and mission.
Based on this understanding of the nature of human nature, Matsushita Matsushita stressed that Panasonic’s largest product is the people. Good business, should be out of the product before the talent in the manufacture of products before the first personnel training, “made man” before the “creation.” Matsushita is to cultivate people’s companies, but also cultivate talent at the same time as electrical appliances only. In order to enable Panasonic employees to recognize the nature and responsibility of human nature, the Fortunately for the Panasonic company developed a set of “spiritual law.” Matsushita’s spirit includes seven (1933 developed five, 1937 and an increase of two), namely: industry serve the country; upright; Dear sincere; struggle up; etiquette humility; adaptation assimilation; Matsushita’s program is: “a thorough understanding of the industry’s mission, to seek social improvement and progress, and then contribute to the world culture.” Matsushita’s credo is: “Only the whole staff live in harmony and work together to progress and development , All employees should be in good faith, solidarity, for the community to do. “It is important to emphasize that all these spiritual laws, in the eyes of fortune, not to nurture the company’s loyalty, but to create employee autonomy, So that employees can clearly white man.
Matsushita’s help on the relationship between human nature and management of this understanding, basically give up the Western-style individualism, especially liberal ideas, based on the Japanese-style collectivism. In his remarks, the traditional Japanese samurai, retainers of the heartfelt praise, reflecting his emphasis on the sense of responsibility; in his business behavior, the family cohabitation advocacy, expressed his love of collectivism; and He is very happy to act as a parent in the company, but also reflects his preference for Japanese tradition. Fortunately, the “man” in his mind is not liberal (his speech has barely used the term liberalism, but rather used democracy more and accepted liberalism only in market liberalization). He is also basically no pre-war Japan took the road of militarism tragedy carried out a profound reflection, just use the “excessive competition” to explain the causes of war. Therefore, the fortunate help on the role of American-style democracy, what is only interpreted as the foundation of prosperity, while ignoring the individuality of publicity. However, the lessons of the defeat of Japan, the transformation of the US occupation during the period, fortunately helped his twists and turns during this period, so that he would not go too far in denial of liberalism, which makes him “dominant” and “autonomy” To strike a balance. In this sense, the success of Panasonic, is it not from the defeat of the lessons come out! People advocating Matsushita to help the business model, the characteristics of his not to be missed. Especially in the construction of corporate culture, learning Panasonic “spiritual law”, the more to deal with the relationship between collectivism and personal freedom. Once there is no liberal constraints, “the king of all things” is likely to logically dominate the theory. Once the person can dominate everything, then the best person may dominate the fool, chairman and general manager can dominate the entire company. From the Panasonic said, “the operator is within the enterprise organization ‘the king'” phrase, you can see this sign. Fortunately, the help depends on his love for mankind and the kindness of the staff and fair to restrain the “king” behavior. He can not keep this balance behind, the operator is a test.
Corporate Social Responsibility
Matsushita’s help that business is like a person’s life, people need a healthy outlook on life, business is also true. Business management from the business philosophy, the correct management philosophy rooted in the correct outlook on life, social, world view on. Based on human nature and natural law and get the correct business philosophy is widely applicable. In order to seek this correct business philosophy, Kasunosuke raised some of the most basic question: why is there a business?
What is the real mission of the enterprise?
Many people think that the purpose of business is to make money, is to maximize profits. In this regard, Fortunately, the help of his unique insights. He admitted that as an operator, certainly to make business profits, this is no doubt. He does not deny the importance of corporate profits, he bluntly said: “If a business can not make money, but also what to do?”, “The purpose of business is to make money. Let it assume social responsibility is not empty talk? A wealthy person can certainly help poor people, but a person if they do not eat enough to let him go to aid refugees in Africa it possible? However, the purpose of the existence of enterprises is not just to make money, the real mission of the enterprise, is to achieve social prosperity. Making money is for enterprises to fulfill their social responsibility to create the conditions, a can not contribute to social prosperity of the enterprise, even more money, but also deviated from the right path. Katsunosuke declared: “The responsibility to contribute to the community is the first element of business.” “Reasonable profit is not only the purpose of business operators, but also the cornerstone of social prosperity.
Because of this, Matsushita’s help that private capital to set up the business name “public” and not surname “private.” Under the condition of market economy, the enterprise as an independent economic entity and the interest main body, has its own legitimate rights and interests and the pursue, but the enterprise is inseparable from the society. A fair, legal and stable society is the survival and development of the necessary conditions for enterprises to provide living space, in turn, companies must meet the needs of the community, to provide their own services. This relationship determines the nature of the business. In essence, enterprises are social devices, business is business rather than private affairs. This is what the company calls “society”, “club”, “company”. Therefore, the mission of the enterprise is to maximize the quality of life and level of people, to overcome poverty, contribute to the society, and the society is the most important thing. Of the prosperity and progress. Once a person to do a business, the enterprise in essence belongs to the community rather than their own. Fortunately, the help of this view, breaking the narrow view of business, the business benefits of their own pursuit of corporate social responsibility should be combined into one, given the existence of a higher level of enterprise content.
In this way, Matsushita Matsushita stressed that people are not based on the individual, but to the community-oriented. Corporate commitment to corporate social responsibility is the highest mission, and the pursuit of profit is the necessary means to achieve this mission. Enterprises through the profits to complete their own social mission. Based on this concept, the fortunate to help that business and society, business and the state is coexistence and common prosperity. The interests of the market economy is the driving force of human and organizational progress, but only in organizations and individuals rooted in the sense of social responsibility, can really generate positive economic activity in the driving force, so as to develop the economy and for the benefit of mankind to make Due contribution. If out of a sense of social responsibility, interest-driven will have a downward momentum, the enterprise pulled into the abyss of the disaster, so that money contributed to evil. Fortunately, he was particularly distasteful of bargaining and discount sales. In his view, the essence of the bargaining is to show that the idea of making money becomes the sole purpose of doing business, which can lead to corporate corruption.
People-oriented philosophy and social responsibility, Panasonic decided to the basic management policy is the talent Founding. Fortunately, it seems that the world is composed of the world, society is composed of social, business is composed of enterprises, therefore, people are the deciding factors of all things. Without the right people, you can not achieve the mission of the enterprise. Fortunately, to help train personnel, not only have technology, but also to have operational capacity, more important than the ability to operate is the values and tenacity. In his business practice, the lucky help summed up the practice of a set of talent Founding.
Matsushita’s help in talent selection is very wise, and his choice of talent with “appropriate” to describe, not to emphasize “the best.” He often said that 100 points talent is good, but can be met without resort, very rare. Employers should be good at using 70 points of talent. This selection criteria, is fortunate to help in the early stages of business formed. When Matsushita Electric minor, it can only absorb those Mitsui, Sumitomo, Mitsubishi and other large enterprises do not want people. And it is these large companies look down on the “sub-talent”, and the fortunate to help create a Panasonic’s brilliant.
More importantly, Fortunately, the help of that 70-point talent is more enterprising. He needs people is “not mind and learn from the mind, do not stick to the rules and often new ideas of people, love the company and the company into one person, not selfish but for the sake of the people, have the ability to operate independently People, anytime, anywhere there is a dedicated person, able to properly instruct the boss who can be loyal to the people, the spirit of the company to play the important task of people. Compared with 100 points of talent, 70 points more easily reach such a requirement. If the enterprise is the top talent, these people tend to stand in a self-centered position, can not communicate well with other people and get along, can not be well integrated into their own. The 70-point talent is different, they will pay attention to their own shortcomings, will humbly accept the advice and opinions from others, will put a very even 12-point effort to complete their work, to integrate into the collective. Especially for the top talent looking up, will enable them to clear their own goals to be achieved, to stimulate their self-conscious learning motivation, and thus continue to grow to contribute to the development of enterprises. Such people are often grateful to the enterprise, thanks to the psychological will make them more trust and loyalty to the enterprise, is conducive to the unity of the entire enterprise and development.
Select 70 points there are standards on the primary and secondary talent. Fortunately, help stressed that technical capacity is indispensable in the enterprise, but the quality of talent from the point of view technology is the most important, the most important is the perseverance and enthusiasm. Common to the smart anti-clever wrong examples. People are not afraid of clumsy, afraid of trickery. Perseverance is the most basic element of success. The so-called lack of “interest”, not “like”, but the lack of perseverance. The selection of people to choose those who can say like the Japanese saying “in the stone to sit for three years” people. Also, enthusiasm ahead of talent. There are plenty of talented people, but the real success is the work of enthusiasm. “A director can not wisdom, talent, but for the enthusiasm of the work, we must always stay ahead.”
Since it is the selection of 70 points talent, then, in the use of them, we must avoid weaknesses. The so-called strengths and weaknesses, is the first focus on strengths. Fortunately, help many times to Oda Nobunaga, Toyotomi Hideyoshi and Wise Mitsuhide as an example to illustrate this issue. Wise show talent as much as Toyotomi Hideyoshi, however, Mitsuhide only pick Oda Nobunaga’s weaknesses, and Hideyoshi know Oda Nobunaga’s strengths, two of the success or failure of this decision. Those who only look at other people’s weaknesses, most of the failure. Encouragement, rather than accusations, is the key to employing.
In personnel training, the fortune to help highlight the values and outlook on life. Talent education should start with the mission of enterprise and business philosophy of education began, only to allow employees to fully understand and agree with the mission of the enterprise, in order to enable them to achieve this mission to sleepless nights to work. When the business philosophy and mission in the hearts of each employee to take root, together with them, you can let them in their own responsibility and authority within the scope of independent creativity. (1) understand and strongly feel the importance of personnel training; (2) have the basic spirit of respect for mankind; (3) clear education business philosophy and sense of mission; (4) educate the staff and workers of the enterprise; (4) to educate the staff and workers of the enterprise; Must be profitable; ⑤ committed to improving the working conditions and employee benefits; ⑥ let employees have a dream; ⑦ to the correct outlook on life.
Fortunately, the help that with the right values and outlook on life, but also need to enhance the inherent competitiveness of talent. In order to enable Panasonic employees to get good training, fortunately the company set up in the “Education and Training Center”, under the eight research institutes and a higher vocational schools. The main training of technical staff and technical workers; business training the main training sales staff and business management staff; overseas training center responsible for training in foreign countries, the Ministry of Industry and Information Technology (M & A) And the staff of the foreign trade staff; Tokyo, Nara, Utsunomiya and four members of the North Dagong training staff were responsible for training in the region’s staff; Higher Vocational Training School is responsible for training only recruit high school graduates Matsushita and Young staff. Matsushita to help the growth history of entrepreneurs in Japan, Matsushita no doubt established a monument to help. He not only created a fabulous business, but also put forward a set of universal significance of the business philosophy. From the teenage drop out of school when the apprentice began, he step by step rolling climbing, in the sea to get out of their own a unique way. Matsushita’s management thinking, with his growing experience inseparable. If there is no practice of temper, it is impossible to produce a Panasonic’s business. Although the number of successful entrepreneurs in the sea, but can be extracted from the business of the entrepreneurs are few, can be popular to praise the worship of the “sacred” level figures, only Matsushita’s well-deserved. In the contemporary Japanese industry, there are “business four holy” argument. The so-called “business four holy”, refers to the founder of Sony Akio Morita, Honda’s founder Honda Zongichiro, Kyocera’s founder Kazuo Inamori and Panasonic’s founder Matsushita. In this “four holy” among the Matsushita to help champion, known as the “God of business.” To understand the “God of business” is how to make, from his apprenticeship.
Matsushita’s (1894 ~ 1989) legendary career, began his apprenticeship journey. In November 1894, Matsushita Miyuki was born in a small mountain village in Seocao-gun, Wakayama Prefecture, Japan, and Sakamura (now the Wakayama Prefecture). Matsushita, the name comes from a large local pine tree (the pine tree has been there until 1966 by lightning, 1970 was destroyed by fire). In the shade of the pine tree, Matsushita had a happy childhood. In his birth, his family still can, with the help of the eight children in the youngest, covered with his brother and sister above, he was carefree, life full of sunshine. Excellent childhood, is an important condition of spiritual health.
However, the joy of childhood is short. Fortunately, to help five years old, his father did rice speculation business failed, his family gradually fall, even the ancestral land and houses are sold, the family moved out of the village and the old house, his father opened a clog shop to survive, has On the fourth grade of Big Brother had to drop out of school. Two years later, clogs shop closed, fortunate to help the eldest brother, brother, sister also died because of the flu, the family into a predicament. Although the family is so dilapidated, but fortunately the help is still able to go to school, we can see the family ‘s love of the care.
When Matsushita was in the fourth grade of elementary school, his father, who was working outside, sent a letter to Osaka as an apprentice. As a result, only 9 years old and has not graduated from the beginning of the small fortune, in November 1904 came to Osaka, began in Miyata brazier shop in small apprenticeship. This shop apprentice, what chores had to do. Fortunately, the main job is to help see the child and grinding brazier, he began to tasted the hardships of labor, but also feel less lonely from home.
The real apprenticeship begins at the bike shop. Matsushita Matsushita only in the brazier shop for three months, the shop closed down. Shop owner has a friend of five generations of sound Kyrgyzstan, just opened a bike shop. Kind shop owner recommended the help of the help of the shop. Here, Matsushita’s fortune for six years, laying his later in the business community to show their talents. Especially the kindness of the proprietress, the fortunate to help virtually had a huge impact. For example, once a group photo shop, but fortunately to help out of service, due to delays in the customer failed to come back on time. Photographers can not wait, and so the help of the back, the camera is over. For a never shone like a teenager, he saw the matter very heavy, even crying. Boss in order to comfort him, specifically with the help of Fortunately, to the studio to Bupai. This affair was deeply touched. Until the old age, he also this photo with the boss is very cherished, because this is his apprenticeship during the only photo, is his first camera. A seemingly insignificant little thing, in his mind laid a deep imprint. From Matsushita’s help later to write those articles on business management can be seen, the bicycle shop apprentice experience, to develop his management philosophy was later put forward the tone.
Matsushita’s father, he placed a great hope. Although the help is only a small apprentice, but his father on the one hand, out of guilt on their own bankruptcy, on the other hand out of the natural disaster man-made misfortune after the only home boy’s expectations, has been to the fortunate help ” The truth. Told him that the history of Japan’s celebrities, initially from when the servant, when the retainers began. Fortunately, the help of memories, his father often encouraged him: the past, the great man, a child in other people’s home work, hard work, so do not feel bitter, be patient … … In the fortune to help 11 years old, His sister saw his brother is too hard, more importantly, drop out of school will cause cultural deficiencies, want him to make up on the night school dropout regret. However, the apprentice is not on the evening school, because the apprentice did not work the concept of getting up from 5 am to clean up, closing at 11 pm to close the shop, the apprentice can not leave. At that time, the work of the sister savings to recruit a handyman, sister, after consulting with his mother, they want to help the application of lucky, dry and diligent during the day and night reading night school. However, his father learned that after the flatly rejected the idea. The perverse parents found that only when the apprentice will be promising, the future will be able to fortune. He asked for help not to change the ambition, even if they can not read, you can also achieve brilliant achievements. So, fortunately the help later feeling said that if there is no father to guide the road, he would not have today. Although he had lost knowledge in his schooling, he had been enlightened earlier on the other side of business practice.
In 1910, the application of electric energy to Japan has brought bright prospects. Osaka City began to open tram. Fortunately, although only 17 years old, but he saw the future of electrical. At that time he simply believed that, with the tram, the demand for bicycles will be reduced. So, he decided to change their life trajectory, join the electrical industry. There was a very interesting episode when he left the bike shop. He is a young man to the future of the bold imagination, his career in electrical appliances, and his brother-in-law to help just to set up the company shortly after the light work. However, the owner of the bike shop to help the good fortune so well, so he can not face the boss to say the reasons for leaving. So, fortunately, help to take a childish approach – secretly leave. Can imagine, the young fortunate help at this time have encountered a common contradiction in life. His future fantasies and beliefs, to support their own pursuit; and trust and care for the boss, and make it difficult for him to say goodbye. It is this vision of the future of the firm belief and can not let go of the rich emotion, became the main theme of the cause of Panasonic.
Matsushita, who left the bike shop, was not able to go to the lights company immediately. As a result, he began to work in the brother-in-law to do odd jobs in cement factories, dry labor intensity from the very large handling of cement. This three months, he had never suffered before the heavy physical labor training, so that his hard life with unforgettable feelings. Three months later, he was recruited into the electric light company, becoming an indoor wiring electrician assistant. Fortunately, before the help of the training, so that he will soon stand out in this line of business. Three months later, he was promoted to a foreman by an assistant. His later memories of this is not without pride, stressed that this promotion is a special case. Japan is a hierarchical country, the foreman and the assistant between the distance, no less than the owner and servant. For example, finished work, the assistant immediately to the foreman to wash hands, even the foreman’s clogs bad, but also to the assistant to repair. Japan, this unique social hierarchy, to Matsushita’s help to lay a deep ideological imprint. From being a drinker of four cement porters, to the arrogance of the electrician foreman, so that the help of both from the Japanese business to see the characteristics, but also see the implication of the problem. By the age of 24, he had been promoted to the company’s inspectors, inspecting more than a dozen workplaces a day. But he was the envy of others by the monitoring work is not much enthusiasm, but on their own work is very important. Their installation of the beach lights, theaters in the bright lighting, to the fortunate help to bring a strong sense of satisfaction. This time, he was married with the well planting wild, and began to consider the independent business.
In the light of the company’s work, but fortunately helped invented a new lamp socket. With his intuition, he is convinced that this socket has a wide range of uses, but was the boss of the negative. As a result, the young and fit of the fortunate help resigned, determined to play a new world. It is this decision, so that he did not stay in the small invention level, but soon entered the business combat.
Matsushita’s luck to help the “sea” is entirely on the faith of this small invention. He was on hand less than 100 yuan of savings, and single-handedly. He borrowed 100 yuan from his former colleague ‘s friend, and brought his brother – in – law to a young man who had a small career in his own house (four and a half tatami and two in width) Tatami) opened a small workshop, began to practice their dreams.
All beginnings are hard. Fortunately, with the aid of lamp socket design, but no actual manufacturing. At the beginning, he even lamp shell raw material is not clear, after much advice to finally understand the lamp of the production method, with 4 months time, finally produced the product. Without working capital, he was able to send things to pawn shops.
However, no matter how good the invention, no market recognition is no good. Out of the product, how to sell out, to help the fortunate on the solid lesson. They took their own lamp socket, to the various electrical stores to sell, very few stores optimistic about this new product, racking their brains, traveled to Osaka’s shops, only sold more than 100, income 10 yuan. The first battle setback, so that the help of the business to understand the difficulties. He had to let others make a living, a small workshop only he and the well-planting old man and two.
There is always a way out. While Matsushita Matsushita helpless, he received a production base of the fan base orders, and business commitments as long as the follow-up orders will be done well. Matsushita and well planting two, did not start out without a black out to do this base. This time finally succeeded, a month’s time, they completed the first order, earn more than 80 yuan profit. Since then, continue to do this electric fan base, so that Panasonic’s business has slowly developed. It is this experience, to the fortunate help later business ideas have a great impact. The first business of his debut, so he understood the market recognition and the importance of customer satisfaction. Any invention, even if the inventor how I worked hard, the market and the user does not buy it, it means no way out. However, the efforts of the lamp socket is not white. No outlet of the effort, it is impossible to bring the fan base orders. The fan base of the proceeds, but also revitalize the lamp socket, so that the invention is also really put into production and gradually extended to the market.
After the foothold, Matsushita Matsushita began planning “in the real electrical equipment research and production,” by the bedroom and workshop is not a permanent solution. Thus, in 1918 the fortunately helped in Osaka City rented a house, founded the Matsushita Electric Appliances Manufacturing. Later, the world-famous “Panasonic products”, set sail from here.
The production of the lamp socket has accumulated its own “pot of gold”, the performance of steady development. Pouring the luck of the help of the lamp socket, with its quality to win, and finally got the market recognition. Osaka, a shop called Yoshida, but also to 3,000 yuan deposit to the exclusive agent of the product sales. At the same time, the product also hit the Tokyo market.
In Tokyo, Fortunately, the help and has withstood a new test, the test comes from the business competition. When Panasonic’s lamp socket began to sell in Tokyo, but met the Tokyo store boycott. Peer is the enemy, the face of the quality of Panasonic’s lamp socket, Tokyo stores have taken unfair means of competition, they keep the prices down sale, trying to strength is not strong Panasonic products out of the market. Under the pressure of the Tokyo store, Osaka Yoshida store lifted the general agent contract. Employees increased, liabilities increased, capacity expanded, and sales were problematic. For any business, this is a headache. Especially in Tokyo, the original is Yoshida shop single-handedly distributor, Panasonic has never been with the Tokyo business dealings. In this regard, Fortunately, the decision to help themselves to Tokyo, holding a map, a family business to talk about. In order to save money and save time, take the night train to Tokyo, a day, and then take the night train to return to Osaka. Finally, fortunately helped through the difficulties. From this point on, he had his own view of the middle of the competition. He later stressed that the quality of competition and service to win, very much hate dumping and exclusion of peer unfair competition means, are related to this experience.
To 1922, Panasonic has a balance of 4500 yuan, with a relatively solid operating foundation, has also been recognized by the community. At this time, fortunately, help to open a boat downwind, spent 7,000 yuan to build new plants. With the expansion of business, Fortunately, the beginning of the development of new products, which is to make Panasonic’s reputation bike lights. In 1923, the fortunately with the help of new dry battery lamp to replace the past kerosene lamp, can be manufactured using 30 to 50 hours of warhead-type bicycle lights. The price is only 30 a few money, and an hour with a candle to two money. Panasonic convinced that the lights can be popular, but the wholesalers are not optimistic. In order to promote, he took an unprecedented approach to the business, the product parked in a bicycle shop, driving lights show, to see in the end how long can be bright, attracting a large number of buyers. In this way, the first end of the customer needs, and then initiated by the bike shop orders, due to good sales, wholesalers, in turn, to find Panasonic orders. The original sales order is “manufacturer → wholesaler → retailer → customer”, and now it becomes “customer → retailer → wholesaler → manufacturer”. As a result, the new mode of operation was born.
Soon, Panasonic has produced a multi-purpose square battery dry lamp. This light is a sign of Panasonic, from the beginning, Panasonic first used the National trademark (the trademark has been in use, however, in the course of exports of Panasonic products, National because of its “national” meaning, many countries refused to register Panasonic has also created the Panasonic brand for foreign countries, and by 2004 Panasonic will use Panasonic for its unified brand and export market. The square light of the publicity, Panasonic took the initiative to demonstrate the kind of way. He adopted the approach is free to the market to provide 10,000 trial samples. Since the battery was supplied by Tokyo-based Okada Battery Corp., Mr. Matsushita visited Okada and asked him to provide 10,000 batteries for free. He Okada explained the situation, to ensure that a year to sell 200,000 batteries. If sales of less than 200,000, by Panasonic to pay the cost of 10,000 batteries. To the year-end inventory, the annual sales of 470,000. To this end, Okada made a special trip to Osaka, wearing a very dignified badge with the kimono, in the form of gifts sent the original 10,000 battery deposit and thanks. Okada eyes, Panasonic’s move, creating a new era of battery distribution history.
With the expansion of the Panasonic business, the famous Japanese bank Sumitomo Bank has a surname ITO salesperson eye unique, take the initiative to come to Panasonic service. In this regard, Fortunately, help the beginning of a refusal attitude. Because Panasonic has been dealing with the national fifteenth bank. Bank 15 is one of the five major banks in Japan, with the Panasonic very harmonious cooperation, so fortunate help do not want to do business with other banks. However, ito to more than a dozen times, the enthusiasm of the help of the help is difficult to shirk. Fortunately, the help of the proposed an unprecedented, so that all the prerequisite surprise. He asked Sumitomo Bank first agreed, in any case you can always let Matsushita unconditional loan of 20,000 yuan. The other is very difficult at first, after asking the upper, Sumitomo headquarters, the loan practice is to be secured, you can use Panasonic’s factory equipment and real estate mortgage as a loan condition. Fortunately, the help said in the negotiations, to mortgage as a condition, indicating that there is no trust in Panasonic. And Panasonic believes that their reputation is far more important than the collateral. Sumitomo Bank finally agreed to this premise. In 1926 reached an agreement. No one thought, it is this agreement, so Matsushita somewhere to be a god to help.
In 1927, the outbreak of bank crisis in Japan, 15 banks began to stop payment. At this time, the fortunate help to think of the previous agreement with Sumitomo, and in the financial industry has occurred in the run and the case of closure, Sumitomo made it clear that the original agreement is valid, Panasonic can always unconditionally loans from Sumitomo. The beginning, Matsushita to the banking business to Sumitomo. In the financial crisis, Panasonic and Sumitomo’s credibility has withstood the test.
The end of 1929, the economic situation is more difficult. Panasonic’s product sales decreased by half, inventory soared. Almost all businesses to consider is not to build new plants, but to build warehouses. In this situation, most companies began layoffs. Japanese employees the best bell spinning company, also began to lower wages. Fortunately, at the time of illness, the company’s top to discuss with him layoffs. Fortunately, after careful consideration, the proposed program: a workers do not cut, wages are not reduced, but the output halved, and employees to cancel the vacation, all mobilized in sales, digest inventory. Spent two months, inventory digestion is completed, production returned to normal. After this incident, Matsushita test their own workforce, one from top to bottom as one, go all out of the atmosphere gradually formed.
Products, markets, business networks, human resources and business reputation are available, and Panasonic to sail the voyage of the time.
Re-start and take-off
In 1932, Matsushita’s business management to have their own insights, put forward the famous “water philosophy.” Although Matsushita has 14 years of development, but to this moment, the fortune to help really understand the historical position of the enterprise. In order to bear in mind this moment, to achieve the mission of the enterprise, he decided to May 5, 1932 for the Matsushita company’s business anniversary. More surprisingly, he set a 250-year goal for Matsushita, with a 25-year cycle in 10 phases.
However, the concept of suddenly see the light and reality in the difficult step in sharp contrast. The world economic crisis of the 1930s brought Japan into the period of economic control in which the government intervened vigorously. Matsushita’s business has just been picking up, was involved in the Japanese launched a war of aggression. During World War II, Panasonic companies at the request of the Government, to stop the production of civilian products and began to engage in military production, first for the military production of 200 tons of wood, and later for the military production of wooden aircraft. Shipbuilding has just entered the scale, the aircraft just to produce samples, Japan accepted the Potsdam announcement unconditional surrender, entered the United States occupation period. Defeated not only the Japanese military arrears of large sums of money a Panasonic, but also the Panasonic company by the US occupation authorities as a check object. Matsushita was designated as the “chaebol”, but fortunately I also included in the military responsibility for the manufacture of military duty must be removed from the list of duties. After several years of negotiations, especially the Panasonic company’s union launched a signature campaign, petition to the occupation authorities, asked the help of fortune to stay, only to make Panasonic company half-dead to survive.
The inclusion of the zaibatsu means that the freezing of assets, the removal of their posts and the retention of their assets are a serious impediment to the conduct of business activities. Therefore, the Panasonic company in the post-war five years, production stagnation, debt, almost to the brink of bankruptcy. In this case, the fortunate help he did not want to do but had to do – a large area of layoffs, the company reduced from 1.5 million to 3,500 people.
In 1950, with the reconstruction of Japan after the war, Panasonic began to revive. In order to make Matsushita no longer appear biased, but fortunately the special trip to the United States study tour. Do not look do not know, a look surprised. The United States developed and rich to make the help of feeling extremely. For example, the US production of radio GE 24 US dollars, while the workers on the 12 US dollars of wages. Matsushita’s radio 9000 yen, while the workers monthly wage of 6,000 yen. Americans can buy a two-day salary of a radio, the Japanese need one and a half months of wages. A New York City’s electricity consumption, the equivalent of the entire Japan’s electricity consumption. In the United States opened the horizon, so fortunately from the United States strongly praised the democracy. From the United States a return, Fortunately, help began to host the Netherlands and Philips cooperation, to introduce technology to drive Panasonic’s new take-off.
In the introduction and joint venture with Philips negotiations, Philips proposed payment by Panasonic 6% of the technical guidance fee. Fortunately, that the introduction of technology to pay the technical guidance fee Yes, but the new company is a joint venture nature of the two sides, with technical Philips party to obtain technical guidance fees, then engaged in the operation of the Panasonic party should obtain operating guidance fees. Finally, the two sides reached an agreement in 1952, Philips received 4.5% of the technical guidance fee, Panasonic received 3% of the operating guidance fee. This is a precedent in business, Panasonic has also won the respect of Philips, more importantly, thus establishing a management and technical innovation and the concept of both.
In the business value creation at the same time, Panasonic does not negate the role of technology. Fortunately, help to emphasize, to really lead the technology, must have their own research and original. This is not just the original product, but also the production skills and machine tools. Thus, in 1953, Panasonic set up the Central Research Institute, set up a special machinery factory, for their production line to develop the latest machinery and equipment.
After 1956, Panasonic’s business has entered a rapid development stage. Fortunately, the plan was to develop a five-year turnover of four times, from 20 billion to 80 billion (later actually reached 100 billion). After 1955, Matsushita’s export trade grew rapidly. In 1961, with the development of Matsushita, the 66-year-old announced his resignation as president of the president (General Manager), was appointed president (chairman), the successful completion of the transfer of the right to operate.
Fortunately, despite the surrender of the right to operate, but did not go to the company. 3 years later (1964) Panasonic’s business encountered difficulties, the Japanese companies clearly demonstrated overcapacity, many companies have bankruptcy, Panasonic also appeared in the backlog and deficit. At this time, fortunately the help again, presided over the Panasonic agents and marketers of the association. Then he found that more than 200 Panasonic vendors, there are more than 170 at a loss, the association will almost become a complaint. Fortunately, he sincerely apologized to participants and explored ways to improve management after mutual understanding. Since then, he despite the 69-year-old, a temporary replacement for the sales department in charge of the business minister Yasuharu Yasukuni, stand to the front line of sales, presided over the Panasonic sales operations overall reform. The reform, the user-oriented service ideas have been truly implemented, Panasonic Corporation once again reached the forefront of Japan’s economic take-off.
In 1967, Japan liberalized its capital with the improvement of its operations and the commitment of Japan to the World Trade Organization (GATT). In the face of this situation, Fortunately, Matsushita’s new short-term goal: to eliminate waste, to create prosperity, renewed ideas, re-start five years of operating efficiency and wages over Europe, to catch up with the United States. To 1971, Matsushita’s wages really achieved a “super-Europe to catch the United States” expectations.
Committed to social welfareIn 1968, Panasonic Corporation held its 50th anniversary celebration. Since then, Panasonic companies doing business at the same time, a conscious commitment to the direction of social responsibility to develop. Under the auspices of the Fortunately, the establishment of the Meiji Restoration Chester to commemorate the theme of the contents of the Lingshan significant Chang, Matsushita also for the “Children’s Traffic Accident Prevention Fund” to donate 5 billion (15 years to pay). Aiming at the unbalanced development of Japan, Matsushita has adopted a special factory layout measure, which is to set up factories in underdeveloped areas with underdeveloped population and greatly reduced population. Although setting up factories in underdeveloped areas (such as Kagoshima) will increase business costs, it will lead to local economic and social development. In 1971, Yukisuke was the director of the Flying Bird Conservation Foundation (a famous archaeological culture of Nara, Japan, about the equivalent of China’s Sui Dynasty, Japan’s foundation for the foundation), dedicated to the preservation and preservation of historical heritage. The Inheritance of Japanese Spirit.
In 1973, the 80-year-old Matsushita’s decision to resign, the post of president, just as a consultant. But he still did not stop thinking and social activities, on the contrary, he is more concerned about social affairs, but also have more thinking about business management. In his resignation at the same time, for the “social welfare fund” donated $ 5 billion. In 1979, he visited China and proposed a joint venture between China and Japan to establish the idea of electronic enterprises. In 1980, the help of the establishment of the “Matsushita politics and economics school”, is committed to training for the future of new talent. In 1983, he was also president of the International Science and Technology Consortium and President of the 21st Century Association. In 1988, Fortunately, help to the International Science and Technology Foundation donated Matsushita Electric Co., Ltd. shares of 10 million shares. A great deal of donation, charity, and charity activities cost the old man most of his time and money; his thinking about business, state management, and social development became the subject of his writings. April 27, 1989, Matsushita’s help died.
Panasonic’s fortune to help the story, has been the world’s attention. In September 1958, Time magazine published the introduction of the inventor Matsushita Shokosuke, stressing that he not only conducts business, but also conducts research in the spiritual and social fields, observing the world with a different vision than ordinary businessmen. In February 1962, Matsushita Matsushita became the cover of Time magazine. The following year, the couple took part in the 40th anniversary celebration of “Time”. In 1964, Lifestyle magazine reported on Fortune. These magazines, in particular, emphasize the fortunate thinker, the humanitarian role, that he is both a car king Ford and pastor writer Horatio Alger (1932-1899, he wrote a large number of poor little boy to become a big spirits of inspirational small Brochures, sales of 20 million) in a character.
In Japan, Matsushita Matsushita was honored as the leader of the household appliances industry, his life won numerous honors, he has access to Japan’s five honors (Blue Shoubao chapter, second-class sun light medal, first prize Ruibao Medal, Medal, first-class sunflower big medal), access to the Netherlands, Brazil, Belgium, Malaysia, Spain and other countries of the honors or title. As a drop-in student who had only been a fourth-grader, he worked tirelessly (mostly by dictation) and wrote a number of plain, philosophical essays. Taipei’s celebrity publishing company published the “Matsushita Yoshisuke Management Collection” as many as 25 volumes (including two volumes of interviews, two volumes of scholar comments). Because of his business in the road of continuous discussion, in 1965, Matsushita Miyazaki won the honorary title of Dr. Waseda University in 1986, received the honorary doctorate of the University of Maryland.
With the eyes of the laity, Matsushita’s fortune to help both fame and fortune, longevity and co-existence; with the businessman’s vision, his career is developed, the company flourished; with literati, he achieved Lide, Liyan, meritorious three immortal. Successful entrepreneurs such as river crucian carp, and such as the Matsushita to help enter the history of entrepreneurship management thinking is one of the few. Despite the death of the Fortunately, Panasonic’s business has produced a variety of problems, but it can not erase the Matsushita’s achievements and ideological contributions. Just as Ford was overtaken by General Motors, Henry Ford was still remembered that General Motors was in bankruptcy, while Alfred Sloan was so famous that whatever happened to Matsushita’s company, Of practice and thinking, gave management left a heavy and heavy picture, the name go down in history.
Looking back on the achievements of Matsushita’s fortune
Matsushita’s help is a business enterprise of a different number, and only Japan can give birth to the exception.
To see Matsushita’s business philosophy, you will feel, traditional and trendy, the East and the West, conservative and innovative, in his wonderful blend. In other places where things are likely to conflict, but fortunately the help of the body is so harmonious.
For the Chinese, the elderly to see Matsushita’s article, there may be a kind of intimacy. A little literary and historical basis, will feel lucky to help the business of the Road, obviously is the Chinese ancient books “University” of the commercial modern version. The so-called corporate values and so on, not that “the University of Road, in the Ming and Germany, in the people, at the end of perfection” it? The so-called management of the Road, is “know only then there is set, and then be able to static, static and then to safety, security and then to consider, and then have to be able to get things in the end, things are beginning, know by successively, “? The so-called use of the Road, not that “lattice knowledge, meaning sincere heart, self-cultivation home, world peace” it? But the 80 later said, may Matsushita’s help is not so much appeal, those shallow and slightly repetitive preaching popular, it seems that with the “Westward Journey” in the Tang Seng almost.
Scholars who have been brainwashed by the Western management doctrine may find the nagging of Matsushita not much academic value. However, if you admire Drucker, when you see Drucker’s emphasis on the spirit of the company, the contents of the demonstration of corporate social responsibility, you will find that Drucker’s argument, and fortunate thinking is exactly the same. Drucker stressed that the spirit of the company is the company’s survival and development of the basic support, it affects the corporate culture, but also affect major policies. The company’s core philosophy, business philosophy, leadership, employment mechanism, etc., and even all the company’s code of conduct, are subject to the spirit of the company. And this spirit comes from the company’s core values. In particular, Drucker’s argument that companies must make money while making money is an argument for fulfilling social responsibility is almost along the lines of Katsunosuke. The difference is that Drucker is a rational argument, the help of the flash is a spark of wisdom, we can see that the Matsushita is not a good reputation to help.
Matsushita’s personal experience, a great impact on his thinking. A child of the apprentice temper, so he developed the basic quality of the businessman. Experienced drowning, car crash and other escape the test, experienced the torture of tuberculosis, so he suffered a variety of “days will be down to the people of Sri Lanka,” the tribulation, which sprouted leaders . With the help of the fortune of the cause of a step by step to success, he was convinced that God has given him to save the Kansai business community, to save Japan, and even save the world’s mission. Before and after World War II, he was almost the leader of the Kansai business community in Japan. With the rise of Japan, he will shift their focus of thinking to revitalize Japan, to contribute to the world. All this is related to the conflict between Kansai and Kanto in Japan.
Japanese companies, there has been Kansai and Kanto struggle. Osaka is a commercial city of Kansai, Tokyo is a new city of Kanto. In the eyes of Osaka, the Kanto are upstart; in the eyes of the Tokyo people, Kansai is all soil old hat. Kansai proud of history, the Kanto trendy and arrogant. The two electrical standards are not the same, has been competing with each other to fight you a high I am low. In the Sony BATA and Panasonic VHS video format battle, although the high-sounding Matsushita stressed that this is out of customer needs, but no one can guarantee that there is no Kanto and Kansai factors. Matsushita’s success did not stop at the level of a successful businessman, but to become a Japanese business philosophy leader, with the revival of Kansai business leadership position of the secret efforts are not unrelated. Of course, the Japanese character and temper, so that Jiao Jin will not hang in the face, but will not resort to writing.
It is this kind of environment, so that Matsushita is not satisfied with just being a successful entrepreneur, he achieved success in the cause, almost all the energy on the philosophical thinking above, so that he in the history of management won the thinker status. Kansai merchants, disdain in the Keynes or Galbraith there to seek difficult theoretical support, even Adam Smith is not mentioned, but to use their own performance to speak. But fortunately to help a soft Kansai cavity, straightforward, plain, plain but philosophical quotations body, did not read the number of books have achieved unprecedented success of the strong capital, making him the most appropriate Japanese business thought spokesperson.
As for the Panasonic company development process used in the business model, such as division system, life-long employment system, the annual power sequence system, although also widely respected by the industry, but the originality is not strong. What is truly valuable is the constant exploration of corporate mission and the extension to political and social research. From the management point of view, in a certain sense, “PHP” may be greater than the contribution of Matsushita Electric.
After World War II setbacks, reflection on the responsibility of war and the pursuit of peace, so Matsushita’s help in the post-war period the most difficult began PHP (PeaceandHappinessthroughProsperity) research. In 1946, Matsushita’s business is still in the battered situation, the fortunate to support the establishment of the PHP Institute, and put forward the “democracy is the prosperity of the” point of view, to discuss corporate social responsibility. In 1952, he set up a new political economy study will discuss the Japanese political system and social development. Fortunately, I have also helped in this study will be made in Japan from the industrial founding, trade founding countries to travel to the founding of the idea. After his resignation from Matsushita, he began to pay more attention to PHP research and extended his vision from the company to the state. In 1963, he published in the International Business Science Committee “my business philosophy” speech, that the state and enterprises, must have a suitable business philosophy. For Japan’s post-war development, fortunate to have his unique view. In the 1960s, a lot of people talked about the rapid rise of Japan in the postwar period, but fortunately, Japan’s postwar recovery depends on external forces. If it does not develop its international competitiveness and does not inspire national spirit, Japan will develop In the face of crisis. These thoughts, so Matsushita’s help to win the attention of Japan and the world.
The core of the “PHP” program is peace and happiness through prosperity. Matsushita’s hope that through this study, fundamentally correct the social bad situation, based on from the human nature, from the perspective of honesty and integrity to think about the proper form of social systems to promote the common prosperity of mankind to the road. In 1946, PHP magazine officially launched. Since then, the magazine has become the Matsushita’s speech to support the ideological position. PHP Institute’s research topics varied, as long as the content of social development is all-encompassing, shortly after the war just started PHP research, the fortunate to help PHP on the initial stage of research summarized as ten areas, including: Life, researching human intellect, emotion and will, to promote the correct understanding of democracy, to study the problems of labor conflict and cooperation, to study how to reduce waste to promote prosperity, to study how to reduce the administrative cost of administration and to improve administration How to realize the reasonable and fair tax burden, research on industrial structure, division of labor and economic policy, how to give full play to the role of workers, how to reform the education and training of personnel. It is this widespread concern, so that the idea of fortune to help the expansion and deepening.
Fortunately, however, stressed that PHP research must not become a study in the ivory tower, but to put into practice. He said: “In the Institute, the pioneers who explain the laws of nature as a guide to the general adoption of the common wisdom of the general public, and then learn from all the knowledge of modern commentaries, the so-called world of the But this study is ultimately for the purpose of the implementation can not be satisfied with the results of a simple summary of induction. “Fortunately, the wisdom of the help is precisely here, his thoughts eventually to the right Thinking of the future of mankind as a whole, to 1972 published “thinking of mankind” as a symbol of his thinking once again sublimation. However, he always stressed that he is a practitioner.
We have to grasp the idea of Matsushita’s help, we must examine his practice. However, if only to see his specific practice, and turn a blind eye to his thinking, it will flow in the technical learning and even imitation. Social song quotations and the like, in the hands of Matsushita’s help, is a measure of success, out of his ideological content, it may become self-defeating East copycat. As a management thinker started in the industry, Matsushita Matsushita in the management practice and management thinking on the unity made a valuable exploration, to a certain extent, correcting the management of the shortcomings of the book, return to practice the early tradition of true knowledge, To this tradition into the future of the new content. Matsushita’s song, life-long employment, and so on, are a sort of pose, and Matsushita’s true contribution is his excellent insight into the prosperity and development of human society.[:]