Benefits and disadvantages are interdependent and can be transformed into each other. In the business war, carefully analyze the advantages and disadvantages, and strive to pursue the advantages and avoid the disadvantages; At the same time, it is necessary to pay attention to grasping the transformation of advantages and disadvantages, and strive to promote the development in a favorable direction, so that in the end, we can gallop across the business war and be invincible.

□ Sale, Haros has grown amazingly

Most consumers are extremely price-sensitive, even beyond the quality and performance of their products. By effectively exploiting this consumer mentality, endless wealth can be created. Thus, the price war began.

Harros Department Store, located in the heart of London, England, is located in the heart of London, England, and has grown from a grocery store to the largest department store in Europe for more than 150 years. Today, it is a huge building with 5 floors and a total area of more than 120,000 square meters. The number of facilities in the building is astonishing. For example, the company has 12 escalators, 50 lifts, and 2,000 telephones. The cumulative annual walking volume of elevators and escalators is about 100,000 kilometers; Telephone usage averages 10,000 times a day, and up to 20,000 times around Christmas.

Harros has achieved this brilliant performance by "luring with profits", that is, the "Harros Crazy Sale", that is, before Christmas and New Year every year, Harros Department Store implements the so-called "crazy big sale" at unexpected prices. At that time, customers who come to shop will come like a tide. During the day, the clouds of guests are shoulder to shoulder, crowding the place to the water; At night, it is still crowded with people. Such a grand occasion coupled with the sparkling thousands of lights hanging around the mall is truly beautiful.

Harros' growth is phenomenal, and when you look at all aspects of its management, the main method is the "crazy sale". In fact, this practice is also common in the business world, and many stores can be seen everywhere to launch "big discounts", "blood and big rewards" and other means to attract customers. However, it is rare to find such a persistent, regular, and lucrative auction as Harros. In fact, big cuts, big auctions, big rewards can still get considerable profits, once the store is famous and establishes its own image, the effect is huge.

Harros Department Store relied on the persistent "crazy sale" to make the best advertising for itself, increasing its popularity among the majority of consumers. This not only expands sales, but also makes itself famous all over the world, making consumers yearn for it, and even the Queen of England comes here to shop. As for the Christmas and New Year auctions, they attracted thousands of customers from Europe, the United States and Asia. Here are a few more figures that further illustrate the success of Ross' marketing strategy: the company employs 6,000 people and pays them more than £4 million each; In 1850, the turnover of the store was 1,000 pounds, and in 1986, after 136 years, the turnover was 310 million pounds! On January 8, 1986, the turnover was 6 million pounds!

Harroth made huge profits by establishing an image for himself and attracting excess customers.

□ plan ahead and Honda gets out of the predicament

If you want to gain an absolute advantage in a certain industry, you must face the ever-changing business situation and many opponents and grasp the development trend of the industry. In particular, the relevant comprehensive international trends are to prevent problems before they occur and to take precautions before they occur.

In 1906, in Guangming Village, Iwata County, Hamamatsu City, Japan, a blacksmith named Honda Taira heard a baby's cry in his house. This baby is Soichiro Honda, who was later known as the "King of Motorcycles" in Ben.

In 1922, Soichiro's father was overworked and injured his shoulder, and he could no longer strike iron, so he switched to buying and selling bicycles. There is a lot of work, so 16-year-old Soichiro went to help. Like several of his father's apprentices, he was reprimanded, but his father did not admire his son's craftsmanship.

After graduating from elementary school, Soichiro went to Tokyo and applied for a job at a car repair shop called the Technical Shokai. Later, Soichiro returned to his hometown to start his own car repair.

When Soichiro was 27 years old, he married Sachi, an elementary school teacher. On his wedding day, he drove to pick up the bride, causing a sensation in the local area.

In the second year of his marriage, Soichiro abruptly closed his thriving repair shop with more than 50 workers. He believes that the development of the repair industry is limited, and it should move towards the field of manufacturing.

At that time, Japan sent troops to occupy the three eastern provinces of China and supported a puppet Manchuria. The League of Nations unanimously adopted a resolution condemning the Japanese military invasion. Japan confronted it by withdrawing from the United Nations. Since then, Japan has quickly fallen into international isolation. As a result, the Japanese government rewarded domestically produced cars. Soichiro Honda began to engage in the automobile industry at this time, but caught up with the opportunity.

However, there are quite a few problems with both funding and raw materials. So Soichiro decided to switch to a plug ring. This is a key component in a car's engine.

In 1937, Soichiro finally got his wish and made a piston ring. In this year, Toyota Motor Industry Corporation was established to produce trucks. Soichiro named his father-in-law "Tokai Precision Machinery Company", referred to as "Tokai Seiki". Tokai Seiki's plug rings were mainly sold to Toyota Motor Industries.

In 1941, Japan attacked Pearl Harbor and the Pacific War broke out. In order to avoid the needs of the war, the Japanese government strictly controlled the production, rationing, and price of automobiles. Soichiro's company had 2,000 people employed as conscripts or voluntary laborers. By conscription, in order to make up for the shortage of manpower after the male workers were driven to the battlefield, the authorities requisitioned a number of female workers to replace them. Lehai Seiki was requisitioned as a munitions factory.

After the armistice, as an out-and-out munitions factory, Tokai Seiki was at a stalemate and at a loss.

Soichiro sold all of his shares to Toyota Motor Industries.

After the money was in hand, he considered doing something about it, but at that time, almost all the materials were under the control of the American occupation forces, and if he did it rashly, he would inevitably fail.

After much deliberation, Soichiro decided to build a textile machine. He built a 160-square-meter house, hung up a sign that read "Honda Motor Institute", and set about improving the loom.

However, it soon reached an impasse. Due to the large investment, there is not much money left from the sale of shares, and the new loom has not yet been trial-produced. He thought of steam, but cars cost more money than looms. He set his sights on motorcycles.

At that time, the miniature engines on the army's communications equipment were no longer useful, they were all in warehouses. Soichiro immediately bought it cheaply, installed it on his own as a powerhouse, and introduced it to the market.

Traffic was chaotic, with few trains and buses congested. Motorized vehicles, although they are very noisy and emit black smoke, are still very popular, and customers flock to the market, and the supply of products exceeds the demand. The technical research institute with less than 10 employees can produce 300 motorized bicycles per month.

The monthly production of motor bicycles later increased to 700 units, and when the purchased miniature engines were finished, Soichiro began to build them himself.

Soichiro finally built the A-type engine. With the advent of the A-type engine, the monthly output of motorcycle bicycles is as high as more than 1,000 units. It took only one year for Soichiro Honda to finally rise from the ruins of the war.

At the end of 1947, Soichiro's Honda Motor Co., Ltd. was established.

It was at this time that Soichiro Honda met Takeo Fujisawa. People said "Ichiro Honda of the technology, Takeo Fujisawa of the management" finally began cooperation. Since then, it has laid the foundation for the rapid development of the company.

The difficulty was that although the demand for the product was in short supply and the production was expanding, the company was making money because it was not possible to recover the full amount of money paid. It turned out that the customers were some small self-owned shops and black market speculators, and some were veterans who wanted to cheat and squander their money.

Some of the shops were open yesterday and closed today. Shopkeepers and their families have fled, and it is not uncommon for people to pay their debts. Therefore, Soichiro felt that the greater the output, the more likely it was that he would go bankrupt. Although we have excellent technology, we cannot do it without experience in business management and sales.

Fujisawa really had real talent and learning, and soon the company's various businesses were on the right track.

Soichiro let Fujisawa do the management, and he buried himself in developing a top valve engine with Kawashima. Two months later, the epoch-making "Ideal Positive" motorcycle was finally successfully tested. Soon after, the "Penley", "Angel" and "Jiapu" were introduced, among which the "Jiapu" motorcycle was very popular. Fujisawa expands the domestic market on the one hand, and opens export channels on the other.

By 1952, Soichiro Honda had obtained more than 150 patents. In recognition of his significant contributions to technical research, the Japanese government awarded him the Blue Ribbon Medal.

Soichiro and Fujisawa "combined two swords", and production is booming. Honda Motor Co., Ltd. continued to expand, and by 1953 the company had more than 2,000 employees and two large factories.

One day, Soichiro announced to the outside world that his company would participate in the world-famous motorcycle race (TT for short) on the Isle of Man in England, and made it clear:

"If you participate, you have to win."

The TT competition is a world-class competition, bringing together the world's top drivers and mechanics, as well as motorcycles from famous brand manufacturers, to show their skills and complete the 420-kilometer race. It is a high honor for motorcycle manufacturers and athletes to win a championship in a competition, and it is also the best advertisement.

Although the name of the competition fell to Sun Shan, Soichiro greatly broadened his horizons. He visited Britain, Germany, France, Italy and other advanced motorcycle countries, and secretly purchased motorcycle wheels, carburetors and tires for competition for research after returning to China.

As soon as he returned to China, Soichiro immediately assigned researchers, improved research institutions, and started research. BY 1958, THE NO. 1 RACE CAR WITH A TWO-CYLINDER 125CC AND FOUR-CYLINDER 250CC WAS FINALLY MADE. In 1959, Honda competed in the TT race and finished 6th; By 1961 it finally won the championship.

Soichiro finally got his wish, which meant that Honda's technical level had improved rapidly and gained credibility in the world.

Subsequently, Soichiro turned all his energy to the car. Winning the car fl championship has become his new goal.

In 1965, Honda fought hard in the European race and finally won the first place. This victory means that Japan's automobile manufacturing technology has entered the world's advanced ranks.

By 1983, the production of the "Honda Jiapu" high-end motorcycle had exceeded 15 million units.

In the early 70s of the 20th century, when Honda motorcycles were selling well in the U.S. market, General Manager Soichiro Honda suddenly put forward the "Southeast Asian Business Strategy" and advocated the development of the South Asian market.

At this time, the battlefield of fierce competition for motorcycles is the European and American markets, and Southeast Asia is still a high-end consumer product that people avoid because the economy has just started. Most of the company's headquarters were puzzled by Soichiro Honda's initiative.

Honda is well thought out. He produced a detailed investigation report to explain to them: "The US economy is about to enter a new recession, and if we only focus on the US market, we will lose a lot if the wind blows." The Southeast Asian economy has begun to take off, according to general calculations, the per capita annual output value of 2,000 US dollars, the motorcycle market can be formed. Only by taking precautions can we deal with chaos without panic. ”

A year and a half later, the U.S. economy has taken a sharp turn for the worse, with many companies selling a large number of products and hundreds of thousands of Honda motorcycles in the warehouse. However, a godsend, at the same time, motorcycles in the Southeast Asian market have begun to become popular. Honda immediately modified the stock products according to local regulations and sold them to Southeast Asia.

Since the business strategy aimed at creating a brand and increasing visibility has been implemented one year in advance, the product is like a fish in water after it is put on the market. This year, compared to many loss-making companies, Honda not only did not lose a single cent, but also set a record for sales.

Summing up this experience, Honda has since formed a business strategy of being prepared for danger in times of peace. Whenever a product or a market reaches a climax, they begin to research and develop a new generation of products and open up new markets, so that Honda always has a new way out of the crisis.

Honda has been planning to move away from the most fierce European and American markets and develop the Southeast Asian market, avoiding the impact of the Great Depression in the United States, and taking the lead in the Southeast Asian market, so as to stand out and be invincible.

□ unique vision, Daewoo company "flourishes"

In modern society, opportunities and challenges coexist, and risks and profits coexist. Only people with a cool mind and a keen eye can analyze the advantages and disadvantages of the opportunity and distinguish their own advantages and disadvantages, so as to grasp the opportunity and not let it pass by themselves.

Kim Woo-jung, a well-known South Korean entrepreneur, is recognized as the "big exporter" of the Korean business community. The Daewoo Group under his leadership is a world-renowned company, and the products produced by Daewoo have spread all over the world with the fame of the Daewoo Group.

Since the 70s of the 20 th century, trade frictions between the United States and the newly industrialized countries in Asia have become more and more intense, and the United States has gradually tended to adopt a policy of trade protectionism in order to safeguard its own interests.

At that time, Jin Yuzhong's efforts to open up the American textile market had just taken off. He signed an exclusive sales contract with Mitsubishi Co., Ltd., which produces silk reeling, to ship the silk produced by Mitsubishi Kai back to Korea to be processed into fabrics, and commissioned the Busan Garment Factory to turn the fabrics into shirts, and then all of them were shipped to the United States for sale. Within three years, Daewoo Group had made a profit of $18 million from this business alone.

In 1974, rumors arose in Korean business circles that the United States was about to impose restrictions on textile imports. In this situation, the vast majority of textile exporters have begun to reduce the scale of textile exports to the United States, and instead focus on opening up new international markets. However, Jin Zhong did not follow the trend of reducing the export regulations to the United States like other textile exporters, on the contrary, he took a bold action to implement the company's general mobilization, making full use of the little time left to expand the company's textile exports.

The move was a success. In 1974, the scale of Daewoo Group's textile exports to the United States jumped to the top of the list of enterprises in East Asia such as South Korea, Japan, Taiwan, and Hong Kong. Kim Woo-jung is also hailed as the only victor created by the US quota system.

Jin Yuzhong's superhuman courage comes from his superhuman eyesight, he knows very well that the United States must refer to the previous year's U.S. performance in the formulation of the import and export quota system for foreign companies, if the number of imports in the previous year is large, then the number of quotas given in the next year is large, so in the case of other exporters have reduced the scale of exports, the textiles produced by Daewoo Group can dominate the U.S. market.

Taking advantage of the favorable opportunity when the shirts produced by Daewoo Group were popular in the United States, Jin Yuzhong persuaded Shibo Company, which has 900 chain stores in the United States, to accept the test marketing plan of Yu Group and incorporated all the products produced by the company into Shibo Company's sales network. This successfully set a precedent for a Korean exporter to do business directly with a large U.S. company, breaking the long-standing practice that Korean exporters had to sell through the intermediary of a major Japanese merchant and a U.S. importer below Class B.

Since then, the Daewoo Group's business has flourished, and by 1981, the foreign exchange trade volume of the Daewoo Group exceeded 1.5 billion US dollars. This is unique in the Korean corporate world.

In the face of the reality that many peers have reduced exports, Daewoo has a unique vision and adjusted its export policy in a timely manner, thereby expanding the scale of exports and winning success.

□ be prepared, Jim works hard

There is a principle in the world called the "Zulu principle". The gist of this principle is that if you choose a narrow topic and continue to study it, you will become an expert in this field.

For example, if you read an article about the Zulus in Reader's Digest, you know a little more about the Zulus than the people on your street. If you go to the library and borrow all the books about your ancestors, you'll know even more. If you go to South Africa and go to Zulu's place to continue your research, you know more about the subject than anyone else in England. It's just to be prepared.

The Zulu principle was invented by Jim in North London when he was 20 years old.

Jim applied the Zulu principles to the stock market. He delves into the narrower area of net profit income rather than the company's assets. He took all his money to buy shares in a company he thought was promising, rather than diversifying his adventures. He made £2,800 and after 3 years the capital appreciated to £50,000.

Jim started out in a small securities business, but his business slowly grew.

Half a year later, Jim-Volcker Securities Ltd. was founded. Seven years later, the company became one of the few largest conglomerates in Europe; In 1972, he had £290 million in capital.

By 1973, the stock market had collapsed, the banks had a crisis, and the real estate market was closed. After resigning from the company in 1975, Jim was saddled with a deficit of £1 million, became a bankrupt billionaire, and faced criminal prosecution by the Singapore government.

Jim was saddled with a million in debt, and he had to pay interest, living expenses, and hired people, plus the cost of renting an office building. He calculated that in three or four years, he would have to earn a minimum of 2.5 million to pay off the debt of 1 million. It is difficult to do this when you owe 1 million.

What to do? Jim did three things: the first thing was to stabilize the creditor; The first thing is to maintain credit; The third thing is to try to make money. Luckily, a friend named Lan is willing to work with him. They co-founded a company to work as real estate students. The company bought a building near Battersea in London with a total of 192 units. They first paid £300,000 to buy it and then sold it for £1 million, making about £700,000. They then bought Barkley House for £500,000 and sold it for £700,000 after six stars.

At the same time, Jim also writes books for children. It also made some money, but no, he wrote 29 books, some of which were just pamphlets of less than 1000 words.

Jim was in the real estate business, writing books and trying to get back into the stock market. But his partner, Roland, was not interested in the stock business, and the two parted ways for it, and Roland took his money with interest.

At this time, Jim was still in debt, and he paid it off in installments. He made some money from the stock market and used the money to fill the holes in the past. After four or five years of delay, Jim finally paid off all the 1 million debts with interest. As his debts were paid off, his faith grew stronger.

That's when Jim became interested in gold.

A friend of his wanted to create a gold mine, and Jim and some friends raised a total of $1 million. The mine is called Centennial Mining Company. They looked for a man with experience in mining rich. They made their first deal with the U.S. division of an American Mining and Exploration Company, and it was a very successful deal, and they made a $22 million deal with $1 million in company capital.

From 1973 onwards, Jim considered fishing to be a new "gamble" because it was very risky. The fishing ground he bought was a stretch of river several kilometers long. He can fish in any part of the river. The fishery is in Scotland, and Jim's company is called Fish Asset Company. Later, the company bought several more fishing grounds: 2 on the Thames, 1 on the Ann and 1 on the Echaag. Hundreds of thousands of pounds were spent on fishing rights for these stretches of the river.

Before Jim's arrival, there were nets in the estuaries of the Ecchag and Annen rivers from which salmon could not spawn. When Jim bought the river, he ordered the nets to be removed.

Before that, an average of 23 salmon were caught a year on the river where the net had been set up at the mouth of the river, and Jim had caught 142 more salmon that year when he removed the net. Salmon is an extremely valuable fish that sells for £3,000 each. 3,000 British multiplied by more than 142 salmon is more than 400,000 pounds.

Since then, Jim has bought one of the most beautiful fishing grounds in Mirage, Canada, with a 600-acre fishing ground, a golf course, a rapid-fire range, and many fish. He said he caught 144 salmon in just 18 days.

He bought it for $200,000 and could easily sell for $2 million without much effort.

Jim was prepared and worked his way up to become a world-renowned fishing king.