Click 'Read Original' for details. A student applied to a very well-known domestic company for a marketing position. Although he had only worked there for two years and should have just shed his shyness, we could see a maturity beyond his peers. When we asked why he had progressed so quickly, he exclaimed, "In this company, it's hard not to succeed!" This is the power of an excellent enterprise: it can make employees 'forced' to succeed. How did this company manage to make employees 'forced' to succeed? The student told us: "First, although we do sales outside, attendance management and work plans are like those of production staff. Every day from 19:00 to 20:00, we must report to the headquarters management center on the day's work schedule and content, and report tomorrow's work plan. Second, at 8:00 the next morning, the management center will randomly call to check if we are in a working state. If we are checked, we must call back using a local phone. If anyone wants to slack off, there's no chance; they'll be discovered that day. At the same time, the marketing management center will also randomly check customers. If I reported visiting a customer yesterday, the company will call the customer in the name of a customer return visit to verify whether my report is true. Third, if I encounter problems at work, company leaders can easily spot them by reviewing my work records, so they can provide timely help. Fourth, marketing personnel return to the company every two months for a meeting and to settle accounts. When settling accounts, they must cross-check the receipts, work records, and personal sales diary. If you want to cheat, forget it." In an excellent enterprise, there is no chance to slack off, no chance to make mistakes, and you can get support at any time when you encounter difficulties. It's indeed hard not to succeed. This is the power of management that makes employees 'forced' to succeed. From my observation, there are roughly two types of successful people: those who succeed through personal struggle, and those who are forced to succeed. Personal struggle success usually has exciting stories, so it is favored by the media. Therefore, such successful people often become the focus of social attention and media darlings. What is forced success? There are roughly three situations: First, forced by the big environment. The first batch of Chinese 'sea jumpers' (those who left state jobs to start businesses) were mostly like this. Because they were marginalized in society, it was hard to find ideal jobs in the planned economy era. With no other choice, they were forced to go into business, forced to get rich, and forced to succeed. The common phenomenon in China now of 'uneducated people being bosses, educated people being managers' is due to this reason. Because they lacked education, they were forced to start small businesses, and eventually the business grew bigger, so they hired educated people as managers. Second, forced by management. The excellence of excellent enterprises lies first in management. Because management is strict, employees have no chance to slack off. Initially, they are forced to be diligent, and finally form habitual diligence. In excellent enterprises, diligence becomes a corporate culture. It's not that people in excellent enterprises are naturally diligent, but the result of successful management. So, in some enterprises, because diligence is the active choice of a few, diligence is a virtue worth praising. But in excellent enterprises, because diligence has become a culture, those who are not diligent are quickly assimilated by the diligent culture. The accumulation and precipitation of an excellent enterprise is a valuable asset. It can make individuals make fewer mistakes, because it doesn't let everyone cross the river by feeling the stones, so the chance of 'falling into the river' is much less. The management of an excellent enterprise can also detect and stop mistakes at the first sign. Third, forced by the momentum of enterprise development. Being in an excellent enterprise is like being on a crowded street, pushed forward by the crowd. When the enterprise grows, individuals also succeed. Therefore, the rise of an excellent enterprise is accompanied by the success of a group of people. Driving a group of people to succeed through organizational success is completely different from individual success through solo effort. On the path to personal success, two instinctive forces are always 'fighting'. One is the desire for success, manifested as the longing for lofty goals; the other is the desire for 'shortcuts', manifested as hoping to do less, invest less, and produce more. Success can be inevitable, as long as you manage the stages of success well. However, most people do not have such management ability. They both hope to move toward success and hope to invest less. These two instincts are contradictory. As individuals, we are often emotional. As organizational people, we are often rational. Organizational planning is often clearer than personal planning. Let's look at how a person can achieve success by managing himself. Li Shuquan, who once created an unprecedented sensation in Taiwan, is the only Chinese singer to receive a Grammy nomination and the first Asian singer on the Billboard chart. In 1976, at age 19, Li worked at NASA's Houston Space Center, spending most of his spare time on music. One day, a conversation with his friend Fan Neirui gave this music dreamer a path. "Think about what you'll be doing in five years. Don't rush; think carefully, and only after you're sure, say it out loud," Fan asked. Li thought for a few minutes and told her: "First, in five years, I hope to have a record on the market, and it will be very popular and gain recognition from many people. Second, I want to live in a place with lots of music, working with world-class musicians every day." "Are you sure?" "Yes!" A long, affirmative answer. Fan continued: "Okay, since you're sure, let's work backwards from this goal. If in the fifth year you have a record on the market, then in the fourth year you must sign a contract with a record company. Then in the third year, you must have a complete work to present to many record companies, right? Then in the second year, you must start recording excellent works. Then in the first year, you must arrange and rehearse all the works you plan to record. Then in the sixth month, you must polish the unfinished works so you can select them one by one. Then in the first month, you must have a few songs completed. Then in the first week, you must list the entire checklist and determine which songs need to be completed." Fan smiled and said: "Well, now we already know what you need to do next Monday, right?" She added: "Oh, by the way. You also said that in five years, you want to live in a place with lots of music and work with many top musicians, right? If in the fifth year you are already working with these people, then in the fourth year you should have your own studio or recording room. Then in the third year, you might first work with people in this circle. Then in the second year, you should not be living in Texas, but already in New York or Los Angeles." In 1977, Li quit his job at NASA, left Houston, and moved to Los Angeles. Strangely enough, although it wasn't exactly five years, around the sixth year, his records became popular in Taiwan and Asia, and he worked almost 24 hours a day with top music talents. Most people do not have the management ability to combine dreams with current work like Li Shuquan. For most people, dreams are just dreams, and current work has nothing to do with dreams. Ordinary people usually do not have the thinking habits like Fan Neirui. However, excellent enterprises have such abilities and habits. The process of corporate strategy formulation is exactly the same logic as Fan's thinking process. Few people can turn their personal success ideals into current actions and clearly describe each stage of personal success like Fan and Li. But organizations have such ability. An enterprise can describe the growth process of a certain stage very clearly, and can effectively combine long-term planning with short-term planning to form rolling planning. Because most individuals do not have the ability to plan their lives, but in an organization, through organizational planning, personal planning is indirectly completed, and through organizational growth, personal success is driven. In the past, when talking about personal success, we always over-focused on the individual, because internal causes are the main factor. However, such thinking carries traces of agricultural society. Modern society is a highly organized society, and individuals are insignificant compared to organizations. Using the organizational platform to create personal success has become a new shortcut to success. One of my classmates became a senior executive at a well-known domestic company within less than 10 years of graduation. I asked him why he didn't start his own business. He replied: "This company is a well-known domestic enterprise. Although my status is not as high as those billionaires, my influence is greater than theirs. This influence is not determined by me, but by my company and my position. A person's social influence and contribution are not determined by the wealth they own, but by the resources they can control. Now I control assets of over one billion, sales of several billion, and the expenses I approve each year amount to several hundred million. That is my value. Although my salary is not high, through MBO, I am already a shareholder of the company. The company is listed, and the value of my assets is amplified through the stock market." Source: Teacher Liu's New Marketing New Distribution will hold the 2019 (5th) FMCG + Internet Conference during the Chengdu Spring Sugar and Wine Fair from March 15 to March 18. This conference will focus on the topic of "Breaking the Game" , with in-depth discussions with many brand owners, supply chain service providers, distributors, and retailers. Compared to previous conferences, this summit will be fully upgraded. In addition to the original topics such as channel innovation, city distribution logistics, and distributor transformation , it will add multiple parallel forums on new marketing cases, IP + FMCG empowerment, community group buying, and innovative retail . Through three days of ten high-density, high-quality expert sharing and exchanges, we believe every brand owner and distributor can learn the latest business models, expert opinions, and practical methods, finding new tools and methods to break the game in 2019 and return to the track of rapid growth. Review of Previous Conferences -END-