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Three principles

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The theory put forward by Lu Guanqiu
The three principles of humanism, capital, and cost are determined by the chairman of Wanxiang Group Lu Guanqiu Proposed. Lu Guanqiu He believes that: "People can't keep up, and many enterprises will be destroyed once;"; capital If they can't keep up, they can't do much; cost Unable to descend, profit There is no guarantee. "
Chinese name
Three principles
Type
Human resources, capital, cost
Propose
Lu Guanqiu
Subordination
enterprise operation

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Main role

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enterprise It is an organization, a system, and an economic entity based on people. The purpose of "people first" is how to give full play to and make good use of the most special production factor in the enterprise - people. The core of humanistic management in modern enterprises is that people in enterprises should be treated as people themselves, rather than as a kind of production cost. By encouraging, mobilizing and giving play to their enthusiasm and creativity, we will maximize their effectiveness.
With the capital operation and stock market operation becoming a hot topic pursued by many private enterprises, it is becoming fashionable to change from "real" to "virtual". Different from product operation, capital operation requires enterprises to change their business philosophy from "physical" to "value", put technology, equipment, products and other physical objects, and put the number, structure, information and brand of assets in the position of serving the capital value appreciation; Enterprises are required to change their asset concept from "scale" to "efficiency" and their equity concept from "employees" to "shareholders".
Enterprise cost is an advance, which is the value that can be compensated from future income. This kind of compensation is necessary, and it is a necessary prerequisite for the continuous production and operation process of an enterprise. Therefore, only by strengthening cost accounting and control and making it lower than the average social cost, can enterprises obtain the excess profits higher than other producers due to cost reduction.

Classic case

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In 2000, Wanxiang America Company acquired 51% of the stock rights of American IPPD Company after successful operation, realizing its absolute control. In this acquisition, Wanxiang still used its original approach when acquiring European bearing companies, and made use of its own control over the market. IPPD was a local bearing customer of Wanxiang with an annual sales of 2 million dollars. Although the company is small, Wanxiang believes that it has great potential and is worth acquiring because its sales and services are deeply rooted in the American market. To acquire the company, Wanxiang only completed the acquisition of downstream enterprises through the injection of intangible assets. After the completion of the acquisition, Wanxiang America quickly established a new brand image by using IPPD's relatively mature market network, and achieved the goal of expanding the sales of bearings.