Enterprise management is a systematic process, there are many management skills, as a qualified manager, leader should be proficient in the thinking model, "the thinking model is to guide managers to make decisions toolbox." The more toolboxes you have, the better you can make the right decisions. "Whether you're leading a team or developing a go-to-market strategy, mindset models can play a vital role in this.

10, 0/0/0 principle

Business owners and managers will deal with many problems on a daily basis, and we can refer to the 10/0/0 principle when making decisions. That is:

What is the impact of this decision I made after 10 minutes?

What will be the impact of this decision I make after 10 months?

What will be the impact of this decision I made in 10 years?

Past experiences and cognitive factors will affect our current decision-making and judgment, and the brain will instinctively seek short-term pleasure. It is also easy for business owners and managers to make blind decisions for the sake of temporary pleasure. This is what we often call "no vision", and the 10/0/0 rule can effectively avoid our "speculation" and help us guide from analyzing problems to making decisions.

2. Role cognition in the team:

Managers should position themselves in their roles in the course of their day-to-day affairs. Know the boundaries of your knowledge, and you need to have a clear understanding of what you're good at in the process of teamwork. What are you not good at? Always guide the deployment work within the scope of your own expertise, and know the core purpose of the department and the enterprise. In accordance with the company's business objectives, monitor the important nodes and indicator data, and track, adjust and urge the progress of delayed and overdue matters. In areas that you are not good at, you can make up for your shortcomings through team members. Don't challenge other people's areas of expertise, and form a layman to guide insiders.

At the same time, when we are clear about the areas we are not good at, we can expand our cognitive scope through the learning of professional knowledge, the use of analytical tools, and the accumulation of knowledge.

3. Directly Responsible Person (DRI)

Apple has developed a management concept: Directly Responsible Individual (DRI). The DRI system is pervasive at all levels of the company.

Apple has also extended this system to supply chain enterprises, and this system has also been effectively promoted, in the enterprise there is only one direct person in charge or responsible department for a business, who should do what? It will be clearly stated in the job responsibilities of the enterprise.

DRI's name often appears on the meeting schedule, and the matters that need to be followed up during the meeting are clearly listed to the individual and announced to the people involved in the event. The open and transparent responsibility system allows every employee to have no opportunity to pass the buck to each other, and once there is a problem in the project, it is easy to find the problem link to correct it and hold the relevant responsibilities accountable. There can only be one DRI for a project, and if there is more than one DRI, it means that there is no direct responsible person. DRI can effectively speed up the decision-making process and reduce a lot of unnecessary arguments.

4. SWOT analysis

The SWOT analysis is:

S （strengths）--優勢

W （weaknesses）--劣勢

O （opportunities）--機會

T （threats）--威脅

That is, based on the analysis of the internal and external competitive environment and the situation under the competitive conditions of the enterprise, the main internal strengths, weaknesses and external opportunities that are closely related to the research object are combined threat It can also be extended to the comparative analysis of the time dimension and the internal and external dimensions of a department within the enterprise. Enterprises use SWOT analysis to organically combine the company's strategy with the company's internal resources and external environment, clearly determine the company's resource advantages and defects, adjust the company's resource allocation according to the analysis results, and more favorably realize the implementation of the company's strategy.

5. Sales funnel model

The significance of the sales funnel is to point out the proportional relationship between the company's customer resources from the prospect stage to the prospect stage, the negotiation stage and the closing stage, or the conversion rate, through an intuitive graphical way.

我們今天要完成1萬的業績。那1萬的業績我們需要成交多少客戶？又需要積累多少意向客戶？需要多少條詢盤及平台流覽量，工作目標是要完成1萬業績。

Order Amount: The return rate after the order is about 10310%, 0/0% = 0 yuan

Number of Clients : If the average customer unit price of the platform is 21 yuan, 0/0 = 0 customers are required to reach the order amount of 0 yuan.

Intended Customers: The probability of placing an order is 105%, and to complete the order of 0 intending customers, it is necessary to accumulate 0/0% of the intended customer resources = 0

Number of Inquiries: 詢盤轉化率20%，完成105名意向客戶，需要獲詢盤的量為，105/20%=525個詢盤

平台點擊量: The unit price of the platform has 2625% of the inquiry, and 0 inquiries are obtained, and the number of clicks required is 0/0% = 0 platform clicks

Through the step-by-step decomposition of the goal, and then through the formulation, implementation, review, summary and review of the action plan, to ensure the achievement of the goal analysis method.

6. Subordinate development model

There are two key points to judge the work status of employees:

One is willingness

One is ability

Competency is whether a subordinate's skills can meet the demands of the job. Willingness is whether the employee wants to do it or not, so how many stages are there for the subordinates? There are four of them, and we will also give you an analysis from the perspective of ability and willingness.

Stage 1 :

New employees have just joined the company, many processes and products are not understood, everything is new, and they are full of motivation and lack of ability? Why is the power relatively high? Finally got a job! Since then, my career has begun, and when I went to the company to see that my colleagues and partners around me seemed to be very friendly, I started happily at work, and I was very happy. This stage calls him a passionate visionary.

Stage 2 :

What about the ability after entering the company for a cycle? If the ability to improve has not yet fully mastered the ability to work independently, then the willingness will decline, why does it decline? It was found that there was a big gap between the actual work content and the expected work content. The colleagues and partners around me are not as good as they imagined, and they often make mistakes at work. Criticized by superiors and excluded by colleagues, at this time, low willingness and ability.

The third stage

The third stageJust like the electrocardiogram, it goes up and down, and this stage is called the "explainer of reasons", and the will is always up and down, up and down, and it is uncertain, and it mainly depends on the mood to do things. At this time, the employee's ability and willingness fluctuate.

Stage 4

Both are high, capable and willing. Give this stage a name: automatic and spontaneous pursuit of professional value, work achievement.

7. Time management

Time management is an important business concept. The intrinsic meaning is to focus on focusing on the main energy and time to deal with those important but not urgent work, so as to take precautions and prevent problems before they happen. According to this law, the complex affairs faced in the work can be measured according to the two different degrees of importance and urgency, and the transactions can basically be divided into four quadrants: important and urgent, important but not urgent, urgent but not important, and not urgent and unimportant.

Quadrant 1: Do it now

This part of the work is generally more urgent and has a greater impact on the enterprise, so it is required to concentrate all efforts to solve the main contradiction and do immediate stop-loss action. This type of work is generally an extension of what is not done in the second quadrant.

Quadrant 2: Do it with a plan

Such matters are very important but not urgent, and they need to be put in an important position and implemented item by item and point by point according to the time cycle.

Quadrant 3: Empowerment

Such matters are not important but urgent. Everyone should get out of this state, empower others to do it, reduce their own pressure, and keep the "monkey" of the matter on others, but confirm the result of the transaction.

Fourth Quadrant: Doing Less

This work is purely a time passer. Just take a break in this state and don't overindulge in it.