赚钱要靠钱以外的四种功夫（Making money depends on four things besides money）

赚钱要靠钱以外的四种功夫（Making money depends on four things besides money） 赚钱要靠钱以外的四种功夫(Making money depends on four things besides money) Feng Lun: making money depends on four things besides money First, lower your stance One of the abilities beyond money is the ability to be a man, especially a man. I find that those who do well in business are good at putting their posture low. In Chinese culture, this is called "face saving", that is, you have to respect people. When they first begin their business, their gestures are important, very modest, modest and humble. According to the words of Beijing, earn money like grandchildren, spend money like uncle. Two, values Second abilities beyond money are values. Values are our simple criteria for judging good and evil. The reason why you do this rather than do it is that you do it instead of doing it. MBA often speaks of differentiated competition, and differentiation strategies can be almost imitated in terms of products and marketing methods. Values are the only things that can't be imitated. That's why some people are successful and others are not. The value is in your heart with friends, partners, colleagues, build your money relationship when you need to take a scale to measure, decision making, and this thing will guide you in a different direction to go. For example, we look at Ma Yun, do not look at the story of Ma success, but should see how Ma is in the micro decision-making, judging small and right. For example, when Ma Yun listed, he took only 5% of the shares, this is the values. Others will turn 70% of their shares into their own. This value leads to very many life stories and endings in the future. Three perseverance and patience The third ability beyond money is perseverance and time. Why is it important to persist in this matter? For if you have no ideals, you cannot have perseverance. When all men do things, they end up not more than a result, but of a process. What determines the nature of one thing, I think it depends on two aspects. First, depending on the time, the time is different, the evaluation of this matter is entirely different. Second, depending on who you do. The same is true of business. If we break down in three years, people may treat us as they please. When we were here for 30 years, people began to have some respect. When the company is in 300 years later, we began to worship. So time is a good thing. It can test your values and conduct yourself. In Chinese historical tradition, there is no way to do things quickly. Most of them teach us to do things slowly. Through the slow can do well, so that things are slowly round, to ease the way to find, to the circle as the conversion, which is Chinese wisdom. So you have to be persistent. Four, the correct judgment of the future It's all about how you can start making money and how you can make money. When an enterprise has developed well, it is actually facing greater challenges. The ability outside of money is what you think about the future, and whether or not the view of society is accurate. I have been chairman of the company for 17 years and have not worked as a manager for one day. I found that my job is not much, but very demanding. Because I do three things: first, see other people can not see the place; second, count others not clear account; third, do what others do not do. It's really very difficult. First, you must always look where others can't see you. When an enterprise develops normally, it depends on the things that are out of sight, including risks, opportunities, and trends that we do not yet know about the future. These jobs require enterprise leaders to spend a lot of time. So I often say, I want to be with God, with the prophet neighbors, so that we can see where others can not see, We need a way to look at trends, patterns, risks, opportunities, which are important. These things are outside the money, not to say that the amount of money to have this ability, but to long-term accumulation and research to learn. No. Two, count the accounts that are not clear. At the moment, the simplest and most realistic is how much money we donate to the disaster areas, the social mood, the public expectation and the donation. More complex accounts and say we want to find a partner, there may be five people standing in your doorway can give you the money, money, money is dirt, stupid money, smart money, who are you looking for? The characteristics of soil is fast, making money changes, intervention; decision means slow, according to the rules, the intervention is not much, but the tube of your place, and never compromise. So, as an enterprise, a leader, this ability is how you find out in an uncertain account. Third, do what others do not do. For example, to fulfill the responsibility of corporate citizens, to disaster relief, environmental protection, do all kinds of things. These are things that managers don't want to do, because the energy and money they pay, the chairman has to do what they don't do.