Holding the sword of "national planning", of course, it is an order and prohibition to do things, and the efficiency is extremely high.

On February 1, 1980, Yang Weiping convened a national congress of industrial and commercial entrepreneurs in the Great Hall of the People in Beijing.

At the meeting, more than 3,600 factory directors, chairmen, and general managers of state-owned enterprises and bosses and managers of private enterprises from all parts of the country gathered together.

He Haoran, Vice Premier of the State Council, and leaders of the Ministry of Commerce, the Ministry of Light Industry and other national ministries and commissions were also invited to attend.

On the rostrum, Yang Weiping was dressed in a navy blue slim high-standing collar Tang suit, facing the microphone, and his voice was loud and solid.

“…… Of course, the road to development cannot be a smooth one. Success is bound to be accompanied by all kinds of hardships and ups and downs. Shopping malls are like battlefields, which requires all our entrepreneurs to establish a forward-looking strategic awareness.

It is necessary to focus on long-term goals, consider long-term development, and formulate correct strategic plans and corresponding implementation measures. Generally speaking, it is necessary to be good at grasping the major affairs of the enterprise. These major events include the formulation of the company's fundamental guiding ideology, guidelines, corporate style, entrepreneurial spirit and corporate culture.

Firmly establish the reputation and credibility of the enterprise, and develop effective methods to develop their own advantages and mobilize the enthusiasm and initiative of all members. Pay attention to education and training, improve the quality of employees in a down-to-earth manner, and lay a good foundation for the development of enterprises from the perspective of talents and technical strength.

Only with a solid foundation, strong means of production, and a power source for development, will there be the hope of the enterprise and the bright future of the enterprise!"

"Whoa, whoa, ......whoa, whoa," the fierce applause rang out for a full minute before Yang Weiping stopped in the gesture of pressing his hands falsely.

Yang Weiping took a sip of tea from the teacup on the side of the rostrum, moistened his throat, and continued: "The reason why I put forward this point is to emphasize the strategic foresight of entrepreneurs. This kind of foresight is the soul of the enterprise! It is embodied in the long-term goal of the enterprise.

There is no strategic vision, a strategic plan formulated and a plan made by measures. This is because such a plan is nothing more than a plan for the sake of formulating a plan, and it is a kind of thing that suits the situation.

Of course. The long-term goals of the enterprise must be clear and specific, so that all members of the enterprise can understand and understand the relationship between each step forward and the strategic goal, and play a role in organizing and mobilizing. Become the magnetic direction of the enterprise.

It is very important to have a strategic vision focused on product quality. Product quality is the vitality of an enterprise and a strategic weapon to occupy the market. Catch the quality, you don't have to spend money on advertising. Relying on the good reputation of customers alone will also be popular.

The CEO of a multinational consortium in the United States once said that if a customer decides to go somewhere else, no businessman can influence the customer's actions and control the market. On the premise that the quality of the goods elsewhere is better than yours, no matter how many people you have, you can't pull customers back. The essence of this point of view fully illustrates that poor product quality is a trap for enterprises.

Contrary to this strategic awareness. It is the "awareness of temporary countermeasures" that many people are accustomed to. Temporary countermeasures are a way to respond, but this kind of consciousness can not occupy a dominant position in management thinking, otherwise the enterprise will not grasp the fundamentals of the enterprise, do not know the direction of the enterprise, and the management idea is shallow. Rats' eyes!

Here, I would like to stress one important point: With regard to enterprises and entrepreneurs who engage in the so-called 'you have policies, I have countermeasures' and are satisfied with short-term actions and short-term benefits, you should not blame the state for using the power of economic planning to interfere with the market economy. All such enterprises and entrepreneurs will be dealt with by the judicial departments if they find one! Any enterprise or entrepreneur that has caused losses to the state and damage to social resources and the environment will be handed over to the judicial departments for handling!"

After a brief period of silence, the audience erupted in even more enthusiastic applause.

Yang Weiping looked around the audience with bright eyes, pressed his hands weakly, and after the applause died down, he continued: "Establish a forward-looking strategic awareness, and at the same time have a scientific and meticulous decision-making awareness.

Decision-making is countermeasures, including long-term decision-making and short-term decision-making. This decision-making should be scientific decision-making, using scientific decision-making to promote the enterprise, rather than 'a flash of inspiration' and 'a flash of inspiration' to guide and lead the enterprise.

Managers must be freed from the traditional decision-making consciousness of 'patting their heads' and 'I have the final say', and they cannot expect to be like Zhuge Liang in the Romance of the Three Kingdoms. Because of these tricks that do not enter the stream, it is powerless to understand and grasp the general trend of development.

Experience alone is not enough to make decisions. I ask our entrepreneurs and managers to seek the help of scientific knowledge in any decision-making. For example, when you make decisions about the market, in addition to understanding the market, you also need to understand the relevant policies of the country and the impact of changes in these policies on the market. Knowledge of marketing, commodity science, consumer economics, etc., as well as other related professional and technical knowledge, is required.

Rich scientific knowledge can enable our entrepreneurs and managers to upgrade empirical decision-making to scientific decision-making, facilitate the understanding and use of objective laws, consider more comprehensively and thoroughly, and make long-term plans and far-reaching!

To make scientific decisions, it is necessary to conduct feasibility studies, collective argumentation with the participation of experts, and a set of decision-making procedures and scientific methods to draw the most reliable conclusions. Scientific decision-making should be premised on prediction, and decision-making without prediction is still blind.

We have many units that have plans, plans, and methods for their work, but they just don't make predictions. Or when making decisions, they do not follow the order, and the relationship between decision-making and prediction is reversed, or they are mixed together, and they are not gathered step by step, and they are not divided into special topics. Such a decision loses its scientific rigor!

Any major decision has a profound impact on the development of the enterprise. There is a time lag and acceleration between the time a decision is made and the time it has an impact. As decisions are implemented, the impact of decisions will increase over time. This is the decision-making effect that I have repeatedly emphasized.

An entrepreneur with a high sense of responsibility must take every decision you make seriously and never take it lightly. Especially for major issues, it is necessary to be more cautious in the development of new technologies and the transformation of enterprises.

If you miscalculate, you will lose everything, and there are too many examples and lessons in this regard. Wrong decisions or mistakes in decision-making will cause a waste of resources, lead enterprises astray, and cause extremely serious bad social impact!

In market business activities, various trends, turns, and opportunities may appear. That is, anything is possible. If at some point, there are more than two possibilities in production, operation, and market prospects, we will inevitably face the problem of choice.

The more possibilities there are, the greater the choice, but at the same time, it also increases the difficulty of choice. Especially when several possibilities coexist and it is not clear to see, people's sense of choice will be dismembered into pieces.

This is a critical time to test the insights of our entrepreneurs and managers. Our entrepreneurs and managers are required to be good at observation, careful analysis, careful evaluation, and see the subtleties. Making the right decisions in a complex situation, discovering favorable possibilities, avoiding unfavorable ones, or trying to minimize possible losses is necessary to protect and create a sound future for the enterprise!

To choose bimonthly and promote its implementation, we must have courage, courage, teamwork, close unity, and one heart and one mind. We must adhere to the opportunities and trends we are looking for. The lack of a common vision or strategic consideration is a frequent tendency. It is very important to have a common understanding of the goals.

It is not surprising that the leadership team of an enterprise often disagrees on understanding. However, after discussion, we must strive to reach an agreement and have collective courage. If there are several carriages in the team, restraining each other, dispersing the force, increasing internal friction, and lacking the courage it should have, the enterprise will not have much hope.

Some entrepreneurs, when they foresaw the possibility of choosing a favorable one, because they were in the minority, and the majority of them did not agree, they became suspicious of their correct proposition, and finally gave up this correct choice. Therefore, as I said earlier, making a choice also needs to be supported by courage and courage, backed by unity.

Speaking of which, I can take myself as an example. As we all know, in addition to being a national cadre, Yang Weiping is also a scientific research worker who has made a lot of achievements in the field of scientific research. At the beginning, when making strategic decisions on the development direction of China's aviation industry, many old scientists, experts, and scholars questioned my views.

At this time, on the one hand, I used my professional knowledge to engage in a series of heated debates with you and argue with reason, and on the other hand, I dared to make a military order in public, and I dared to use my Yang Weiping's head as a guarantee, if my decision was wrong and caused losses to the country and the nation, I, Yang Weiping, would be willing to apologize with death! Now, facts have proved that I, Yang Weiping, am not wrong!"

The unprecedentedly warm applause of "Whoa, ......Whoa, Whoa" endured for a long time in the Great Hall of the People.

The impact of this meeting on China's industrial and commercial entrepreneurs, who have just struggled in the fierce business war of market economic competition, is extremely far-reaching.

In this meeting, Yang Weiping not only focused on the interpretation of far-sighted strategic consciousness and scientific and meticulous decision-making consciousness, but also explained to the participating industrial and commercial entrepreneurs and managers the importance of overall awareness, responsive information awareness, and innovative consciousness to adapt to changes. For China's industrial and commercial entrepreneurs and managers, in the future market competition, it has lit a guiding light to the right course! )