Seize the time, seize the opportunity, seize the efficiency, win everything, in the business war, can seize the opportunity, you can be invincible.

□ role swap is wonderful, winning time and fame

Timing can be created. The key to creativity is to grasp the time.

There are very few zoos in the world today that can make a lot of money. It was simple: animals that were not available in the country had to be brought in from other places or brought in from abroad.

These animals from different regions have different habits, and their living environment must be modified, which requires a lot of money, but the entrance fee cannot be increased, so the zoo is generally said to be a dismal operation.

In Tanzania, a country with vast savannahs, abundant sunshine and moderate rain provide an ideal home for a variety of tropical animals. For this reason, UNESCO has listed this savannah as a natural environment for human beings.

Despite such natural conditions, Tanzania's national zoo is still deserted and few tourists. How to protect and develop such a unique natural environment, and how to get zoos out of the situation of relying on government subsidies every year to barely survive? This was a big headache for all the members of the Tanzania National Zoo.

By chance, a zoo staff member was inspired by a newspaper article: in a remote village in Tanzania, the local population is often attacked, they take advantage of the owner's absence, sneak into the owner's house to steal chickens or other edible things, and the local residents generally do not have the habit of installing doors in their homes, so when the owner is out, they cannot guarantee the safety of the children who stay at home. There was a heroine who came up with a good solution, she went to the iron shop to make an iron cage, and when she went out, she locked her two-year-old child in the iron cage. One day, when she came home from outside, Ju found a hungry wolf circling around the iron cage, so she picked up a wooden stick and chased the hungry away.

The staff member quickly thought to the news: wouldn't it be more interesting and attractive to swap roles between the zoo tour and the animals being viewed, that is, the animals are released from the cages and visitors sit in the cars to watch the animals?

He quickly presented the idea to the person in charge, and the suggestion was quickly accepted and put into practice. So people saw tigers swaggering past and occasionally turning their heads to look out of the car window, elephants roaming through the forest with graceful steps, herds of wild horses galloping across the grasslands, and lions stretching their waists when they woke up.

As soon as this trick came out, it was really a blockbuster, and tourists from all over the world came here to feel the true nature of animals, and there was an endless stream. Since then, the National Zoo of Tanzania has become famous and famous all over the world.

The Tanzania Zoo cleverly "swapped the roles" of people and animals, catering to the curiosity of tourists, creating opportunities for itself, and finally becoming famous all over the world.

□ shot quickly, "Jianlibao" rushed out of the country

Acting quickly is one of the magic weapons for enterprises to win.

In April 1984, the world-famous "Jianlibao" drink had just been trial-made and had not yet been canned. Coincidentally, Li Jingwei, the general manager of Jianlibao Company, got a message from his cousin: the Guangdong Provincial Sports Science Research Institute was commissioned by the National Sports Commission to trial produce an alkaline electrolyte health drink, and the formula has been made; However, due to the risks, no beverage factory is willing to put into production. Years of attention and familiarity with the Bank have made it a rare opportunity to realize. How to eliminate exercise-induced fatigue has always been a research topic for national sports and food science and technology workers. This beverage belongs to the fifth generation after soda, cola, lactic acid, and fruit juice, and has the most contemporary sense and market potential. The drink containing alkaline electricity has the effect of replenishing energy in the body, quickly eliminating fatigue, restoring physical strength, and regulating acid-base balance, which is a blank in China. The successful development of this product will contribute to his winery and China's beverage industry and sports industry!

However, less than ten days have passed since the meeting.

Ten days, not to mention that the problem of canning drinks has not been solved, in China at that time, all kinds of complicated procedures were enough for a few people to run. Li Jingwei is well versed in the truth of "time is money" and "time is victory", he led several assistants to Shenzhen, bought a batch of empty cans from Hong Kong with a limited number of foreign powers, and asked the workers of Shenzhen Pepsi Cola to take advantage of the gap in the class to quickly fill the Jianlibao raw materials they brought with them, and finally rushed to send 100 boxes of beautifully bound cans Jianlibao to the conference table before the AFC meeting. Jianlibao beverage has been well received by the international friends who participated in the meeting, and has also gone abroad with the footprints of these international friends.

Only three months later, Li Jingwei used the same method to send 30,000 boxes of canned Jianli to the Olympic Village of the 23rd Los Angeles Olympic Games.

It was the time for the championship and runner-up of the Chinese and American volleyball teams. A careful Japanese reporter found that every time there was a pause, the Chinese women's volleyball players drank not Coca-Cola, but "Jianlibao" - the reporter had an idea and immediately sent a special news to the "Tokyo News Agency":

"China relies on 'magic water' to speed up its attack." In the article, the journalist intuitively wrote: "There is a 'magic water' at work behind the squadron's accelerated sortie. Take a sip of this 'demon' and immediately feel energized. It's a new type of drink that could well cause a revolution in sports drinks......"

At about the same time, at the Olympic Science and Technology Conference held in Eugene, Oregon, the United States, Chinese scientists read aloud in front of scientists from more than 50 countries and regions a paper on "Oxygen Inhalation Combined with Oral Electrolytic Drink Jianlibao to Eliminate Exercise-Induced Fatigue".

"Jianlibao" shot quickly, and finally rushed out of the country, attracting the attention of the world.

□ wise decision, Motorola has taken the world by storm

Time is everything. Who would have thought that the world-famous Motorola logo was actually the idea of Paul Galvin in the morning when he shaved his face?

In 1923, at the age of 23, Galvin partnered with his friend Stewart to set up a reservoir factory. The first few months barely survived. But the world was unpredictable, and that day Galvin was having lunch at home, and government officials arrived. Because the factory did not pay the tax on the battery, they sealed the door of the factory. By the time Galvin arrived at the factory, it was impossible for him to even go into the workshop to get his only coat.

For more than 60 days, Galvin and Stuart tried their best to run around, but everything was in vain, and Galvin was bitter and angry at his failure. At this time, fortunately, his aunt provided him with a job, and the family's livelihood was temporarily relied on. Later, through his father's connections, Stewart bought the remnants of the Marshfield Battery Company and moved them to a house on Peoria Street in Chicago. So the two started a second joint venture.

The year 1929 was the year of rapid development of the radio industry in the United States. While Stuhl's battery business appears to be thriving, both partners know it's only a matter of time before an alternating current radio is born. Since the dry battery is dirty and must be replaced in a few years, it is bound to become obsolete. At the same time, there are more than 5 million battery radios in use in the country, and most of them have been using it for less than a year, so they feel the convenience of alternating current, but they are still reluctant to throw away the battery. Stewart solved this problem with a small invention called the A-replacer.

At this time, Galvin bought a small stake in the company. This money is used as a cost for the production of substitutes. At the same time, Stewart and Galvin printed and distributed large propaganda materials to promote the merits of their products. At one time they reached the peak of prosperity. Unfortunately, it didn't take long for them to receive feedback about product failures, and many of them were returned, and their situation became bad again.

The competition in the market is cruel, and if a company's products do not work properly, customers will go to other companies. Thanks to the help of a brilliant engineer, Eder, the new replacement was sold competitively, and with the company having someone to invest in, Stewart and Galvin were finally able to deal with their creditors. But as soon as the negotiations on financial interest rates failed, creditors immediately flocked to them. The administrative secretary closed the company and arranged their replacements in the auction plan.

When it came time to auction off the replacement, it was once again in trouble. Galvin suddenly decided to buy it himself. The initial auction price was only a few hundred dollars, and when it was called $500, there were very few bidders, a moment that Galwin would never forget, and he bought the replacement for $565.

On September 25, 1928, Galvin's Motorola Manufacturing Company was born in a small part of a building at 847 Reessen Street in Chicago.

In 1936, Galvin had a premonition that World War II was imminent. So, without any contract from the army, he ordered his men to devote themselves to the development of a lightweight, portable wireless telephone.

Three months later, Galvin's subordinates flew to Fort Benning, Georgia, with three such machines, to demonstrate these new products to the army, which was exercising there, and to sign a contract for the army to send a small number of such machines.

In 1940, when President Roosevelt took office, he saw the use of this hand-held radiophone by police and intelligence officers, and Roosevelt immediately wrote a letter to the paratrooper officer at the time recommending the product. Galvin again organized a field exercise, so that the characteristics of a product were immediately recognized. Motorola received some important acquisitions and went into full production in July 1941, making a fortune.

Dual-use military hand-held radiotelephones were used throughout World War II to be seen on battlefields around the world, and nearly 40,000 of these wireless telephones provided a variety of communication services. At that time, with such a large production volume, Gower's Motorola company can be described as a miracle of modern electronic engineering.

In June 1944, Galvin and a number of industrial leaders worked together with the officials of the War Production Bureau to develop a plan. He believed that after the end of the war against Germany, it was necessary to find out how the decree of the War Production Agency was to be changed, and that this plan must allow for the re-entry of military industries into civilian production. Although Motorola was still producing military walkie-talkies for Japanese troops, Galvin was keenly aware that the corporate war would have to face the huge consumer demand for radios after the war ended. He silently warned his subordinates: "What I fear is that those who have come into our corporate money will know in painful experience that this is by no means a place for cowards." ”

In the last year and a half towards the end of the war, Motorola's military technology focus has shifted from radio communications to radar, and the company's improvement of pre-war scientific and technological principles and the development of new technologies have enabled Motorola to enter the post-war market with a solid leading technological level. The company came out of the war, but it was still a hungry company.

Before the war, the company's image was based entirely on high-end car radios, and today it is engaged in the production of commercial radios. In order to expand its business, Motorola increased the production of electric motors, wanted to break new ground in the design and manufacture of televisions, and was keen on gasoline-fueled car heaters.

Later, the car heater turned out to be an expensive and irreparable fault, and it simply did not function.

If car heaters are a scourge for Motorola, then the development and operation of electric motors is a comedy. When the small boutique VT-71 appeared as a superior product, Galvin was already confident, and he realized that in the competition of future motors, the time for dealers to play the leading role had arrived, and a rapid breakthrough must be made at the beginning. He gathered executives together and announced that Motorola wanted to sell 100,000 units in the first year of production.

Those present at the meeting were almost stunned by Galvin's "outrageous speech".

They believe that it is absolutely impossible for a television factory to reach a production capacity of 100,000 units a year.

Initially, the reaction to the VT-71 was a mixture of surprise and reluctant praise. Most dealers are moved by enthusiastic reports from customers, just as they are excited when a salesman blows out, and they recognize that the TV will take a large share of the market. Galvin proved to be so positive that in just a few months, Motorola jumped to the fourth place among television manufacturers.

Galvin's distinctive talent is shown in his amazing ability to see the big picture, and because of this ability, he has won the market and seized the opportunity.

□ immediately made a decision, and Li Wenzheng puffed up the sails of his career

In economic activities, indecision will inevitably lose business opportunities, and if the opportunity is made, it will be able to create a huge chapter in history.

Once upon a time, Li Wenzheng only started a difficult business with only 2,000 US dollars in his hand, and he was second only to Lin Shaoliang in Indonesia, and was known as the "Indonesian Money King". In 1983, he was named the "Most Outstanding Banker" of the year by the prestigious FinanceAsia magazine. He founded the Lippo Group, one of Indonesia's largest financial institutions, with assets worth US$3 billion. Private assets also amounted to at least $1.2 billion. From $2,000 to more than a billion dollars, this is undoubtedly a miracle.

In 1929, Li Wenzheng was born in Malang Town, East Java, Indonesia, and his ancestral home is Putian, Fujian, China. After being deported in 1947, he returned to his hometown and was admitted to the philosophy department of Central University in Nanjing. He came to Hong Kong in 1949. In the early 50s, as the Indonesian government gradually stabilized, he returned to Indonesia and settled in Jaga.

He has gone through vicissitudes and hardships, but he has always had one thing that has always remained steadfast, and that is to be an expert. After Li Wenzheng got married, he left his father to work in a department store opened by his father-in-law's house. Then he got a job as a shipping agent, where he worked for a few years with mediocre performance, but saved $2,000 for himself.

$2,000 was not a small amount for Indonesians at that time, and the news that Li Wen was rich spread ten, and somehow, his $2,000 savings were misreported as $200,000. This misinformation invisibly provided Li Wenzheng with the opportunity to realize his childhood dreams.

In 1960, Rama Shari, the manager of the Kee McMuran Bank, which was on the verge of collapse due to poor operations, was affected by misinformation and asked Mr. Lee to invest $200,000 to save the bank. Li Wenzheng only had $2,000 in his pocket, but he made a quick decision, boldly accepted the challenge, and promised to raise the funds. Li Wenzheng seized this opportunity and grasped the pulse of career success and development.

Where to raise the huge $200,000 sum? Li Wenzheng thought of his fellow villagers in Fujian who had close contacts with him. These fellow villagers have a monopoly in Jakarta's bicycle manufacturing and repair industry. Li Wenzheng took advantage of this relationship to raise the funds in a timely manner.

This allowed him to not only subscribe for a 20% stake in the bank, but also to take up a position at the bank. Since then, he has stepped into the financial palace of his dreams.

However, he couldn't even tell the difference between the left and right columns of the balance sheet. But if he doesn't understand, he asks, and humbly asks. It wasn't long before he was convincingly elected to the board of directors of McMorang Bank, and then took the first chair.

He relied on his instincts and experience as a petty trader to conclude that in order to bring Kee McClung back to life, it was necessary to penetrate markets that other banks had not yet thought of. He landed in Jakarta's vast bicycle industry, an uncultivated virgin land. He entered the bicycle industry as an investor and won a large number of customers.

"In my opinion, banking is not a business of buying and selling money, but buying and selling letters. Credit is given to someone else after they have been given somewhere. At a restaurant in Jakarta, he explained exactly what the bank was defined in his own words at the first investor conference of Ki McMolan Bank. He never delayed, even if he borrowed money, he had to pay his customers on time, thus gradually building the credibility of Kee McMuran Bank, and his influence became more and more significant. "To cultivate customers is to strengthen yourself." This is the credo of the bank, and it is also the secret of his business success. After three years of struggle, the bank finally turned losses into profits, made huge profits, and embarked on the road to prosperity.

The first battle was won, and Li Wenzheng impressed people in the banking circle.

From 1963 to 1971, he successively revived the precarious Indonesian Cosmos Bank and Rong Bank, and then based on these two banks, he and his relatives and friends jointly purchased ICBC and Surabaya Bank to form Pan-Indonesia Bank. Li Wenzheng owns 30%

and served as the Chief Executive Officer. After 4 years of hard work, the bank has developed into the largest private bank in India with a capital of IDR 37.6 billion.

Like a magician, Li Wenzheng straightened out and developed a bank that was on the verge of collapse. As a result, he has been hailed as a "curing banking expert" by the press and the banking community.

In 1975, Li Wenzheng resigned as CEO of Pan Indonesia Bank due to discord with some shareholders. Previously, because of his outstanding performance in the financial career, he had already attracted the attention of his fellow countryman, Lin Shaoliang, the richest man in Indonesia. As soon as he resigned, Lin Liang invited him to become the director and general manager of Central Asia Bank. Li Wenzheng was happily invited to join the Central Asia Bank.

His ingenuity and bold decision-making and steady business style are fully displayed here. In just 3 years, Central Asia Bank has become the largest private bank in Indonesia. By 1983, the total assets of the Central Asia Bank had increased by 332 times, and the amount of deposits had increased by 1,253 times. There are 32 offices in Indonesia, all over the major cities in Indonesia, forming the largest private banking network in the country; It has branches in Hong Kong, Macau, Taipei and Singapore, as well as in California, New York and Arkansas in the United States. Central Asia Bank has become widely recognized as the largest bank in Southeast Asia.

He is also planning his own overseas expansion plans.

Li Wenzheng first expanded his business to Japan, the United States and other countries, as well as Hong Kong. In Hong Kong, he founded Stephen Finance. The company has the sixth largest investment bank in the United States and has two major financial institutions, one of which is in Jakarta and is 50% invested by Stephen Finance and Bank Indonesia. Through Stephen Finance, Li Wenzheng also obtained half of the equity of a bank in Hong Kong. In the United States, he also bought a 30% stake in the Bank of Atlanta. Although the Bank of Hibernia in San Francisco, USA, is a company owned by Lin Shaoliang, Wen is the committee that manages the bank, and has direct economic ties and beneficial relations. In the early 80s of the 20th century, Indonesia's plywood and round wood were sold to the United States in large quantities, with a trade volume of 4 billion US dollars a year, of which Li Wenzheng accounted for a quarter, and became a banker who made great profits in the timber trade with the United States.

A few years later, Li Wenzheng and Lin Shaoliang cooperated again and jointly founded the Lippo Group, which is mainly engaged in international trade. In addition to him and Lin Shao, who are the majority shareholders, the eldest son and eldest daughter of Indonesian President Suharto also own 16% of the shares.

Li Wenzheng has won a reputation for his extreme wisdom and ability to make decisions on the spot.