關於 make to stock例子 ，我們在網路上蒐集到這些相關的討論、資訊與評價

哈佛知識分享: 做生意，七大困難選擇!

七條策略問題 Seven Strategy Question《第二: 核心價值 - 公司股東、顧客、員工，誰優先? 》

Business is about making tough choices. 上一集就講咗 Who is your primary customer? 誰是你首要顧客?

今集我會同你探討第二個策略問題: 核心價值 - 你是把公司股東、顧客、或員工利益行先?

How do your core values prioritize company shareholders, emoloyees and cuatomers? Who come FIRST? 當有衝突，邊個利益行先?

根據哈佛教授 Bob Simons 呢本書 Seven Strategy Questions，冇話對唔與錯。 但搞唔清楚就一定錯。三選其一，你揀邊個行先?

(1) 公司/股東 (Shareholders) 行先? 李嘉誠就最出名股東行先。佢退休前最後一次主持長和系股東會，被問及一個出色的企業家最重要是什麼，李嘉誠話：「最重要忠誠為股東爭取正常收入，為股東設想，投資有前途項目，派息要合理，將股東利益排第一。」 我諗你咁多年都聽唔少佢講話股東利益排第一。 因此，好多人都話同長實做生意唔簡單， 甚至乎有時畀人感覺 (no offense) 賺到盡， 一蚊一毫都同你計，why? 因為股東利益行先，佢又啱喎。 但做善事? 李嘉誠本人捐幾十幾百億佢就好疏爽，因為唔關股東事。

Core value (核心價值)係股東行先，即係公司利益行先，成日話為公司著想，即係等於話為公司股東著想。 因此好多上市公司， 甚至乎初創企業，都會有 employee stock option，希望員工同公司利益一致。 希望佢哋由朝到晚都諗住 Creating Shareholder Value，為公司 = 為自己增值。

根據呢本 Seven Strategy Questions, AIG (AIA 母公司)、Citigroup、Pfizer 輝瑞藥業都係出名 shareholders 行先的公司，也是好成功的公司。做生意就係先講賺錢， 天公地道。

(2) 有啲公司嘅 Core Value 就係顧客行先 Customers First。例如，Johnson & Johnson 強生，係1943年就 craft 咗呢個 Credo (教義) :

We believe our first responsibility is to the patients, doctors and nurses, to mothers and fathers and all others who use our products and services....

We are responsible to our employees who work with us throughout the world.

We are responsible to the communities in which we live and work and to the world community as well....

Our final responsibility is to our stockholders. Business must make a sound profit....

When we operate according to these principles, the stockholders should realize a fair return.

Johnson & Johnson 的核心價值 core value 係顧客行先、員工第二、community 社群圈子第三、股東利益排第四。

我相信好多公司都係「話」顧客行先， 但有冇寫到好似強生咁清楚呢? 當然我相信更加多嘅公司，就係口講一套，做另一套。 口講顧客行先， 實質上遇到任何金錢利益，就縮數，公司/股東利益行先。

例如你開間茶餐廳， 有啲食材就嚟到期， 喺掉同唔掉的邊緣， 又唔會食死人，但又未必係最靚料，咁你會點? Be honest! ..... 公司賺少啲都揼?你就係顧客行先。 側側膊，唔多覺照用，慳番啲成本? 你就係公司行先。 無話對與錯， 最緊要搞清楚。你知啫，但係全公司同事知唔知? 能唔能夠全部人都言行一致?

(3) 如果我問你，有 covid 肺炎前， 某航空公司嘅股價喺呢道， 現在估計應該係邊? 如果我同你講仲高過肺炎之前，你會唔會信? 肺炎前係每股USD57，依家? USD62，高咗近10%。 佢就係美國西南航空 Southwest Airlines， 記住呢個係全球最多人染病嘅美國喎，有排都未走出疫情。佢就係出晒名 Employee First 嘅公司。Yes! The airline puts employee happiness above customet satisfaction. 員工開心，更重要過顧客滿意程度。

Southwest ranks employees first, customers second, and shareholders third. 員工第一、顧客第二、公司/股東第三。

你有無坐過Southwest Airlines 嘅飛機? 搭飛機通常最悶嘅就係一開始嘅 Safety Annoucement 安全提示。 但如果喺 Southwest? 你會聽有人講 jokes .... 有人 Rap!

呢啲講笑、唱歌、跳舞冇得迫。 員工開心，佢哋就自然會做。 你上網睇到會更多更多其他搞笑例子。

Southwest company blog says: "We believe that if we treat our employees right, they will treat our customers right, and in turn that results in increased business and profits that make everyone happy."

Employees come first 嘅理念，令到Southwest Airlines 每兩秒鐘就收到一份 job application, 每100個人申請，只有兩個人能夠成功獲取錄。2% acceptance rate， 好多傳媒都話去 Southwest 返工仲難過入哈佛! 有好嘅人才，就自然有好嘅服務，有好嘅業績。 亦都因為咁Southest Airlines 一間公司嘅市值，曾經係等於美國所有其他航空公司(American Airlines, Delta, Continental, UA etc)加埋嘅總和，都唔夠佢一間公司值錢。

你唔好以為Southwest Airlines 淨係員工開心喎，根據權威市場研究公司 J.D.Power 2020 survey，Southwest Airlines 嘅顧客滿意程度 customer satisfaction 都係全美國最高，both long and short-haul. 長短途都贏曬!

但老實說，坊間有幾多間公司會大聲講話員工行先? 間間都話顧客行先? 但諗真啲，係唔係真呢? 轉一轉個優先次序， 會唔會有另一番景象呢?

公司/股東、顧客、員工， 係你嘅核心價值邊個行先? 冇話對與錯。 但最緊要搞清楚， 萬一互相有衝突，你會揀邊個先? 係咪全公司上下同事、顧客、股東、合作伙伴都知? 你是否言行一致?

因為錄呢條片，我都問咗自己好多問題。我自己盛滙商舖基金係邊個行先? 我老婆答案即刻答我: 「你梗係員工行先啦! 因為嗰次點點點.... 」

Yes. 我自己商舖基金係員工行先 Employee First 嘅公司。因為我成日都同同事們講:
「錢賺唔晒，最緊要大家 happy!」...
「唔鐘意賺嗰個人嘅錢，就冇賺!」...
「我哋人少少，賺多啲，遠遠好過人多多，個個賺少啲! 大家都想養家活兒，搵到、洗到、身體好!」

我相信只要能夠建立一個好嘅 culture 企業文化， 大家同事們自然會作出個啱嘅決定，買舖賣舖，有條好嘅 team，真係好難輸。 因此，老實說，如果有邊個客唔妥我嘅員工，我通常都會「唔妥」返佢 - 當然呢個要建基於你哋員工嘅信任。

To me ....「顧客不是永遠對的!」 選擇適當的顧客，長遠回報會更佳， 對你選擇嗰班顧客回報都會更佳。我係道都好幸運地同你講，我商舖基金由2016年成立以來加入的同事們，公司基本上係冇人走過。Turnover 近乎零! 你對人點，人就自然對你點! As said ... 錢賺唔晒，最緊要大家同事們Happy! 人客/公司自然賺錢。

你呢? Who comes first in your business? Company/Shareholders, Customers, Employees? 你公司嘅核心價值，邊個是優先? 無論你揀邊個都好，係唔會同你選擇嘅Primary Customers (首要顧客)有衝突， 只會更加強化你服務佢哋嘅能力及提升你競爭力。 最緊要搞清楚 WHO COMES FIRST!

有興趣聽多啲，就來我五月份星期六嘅早餐會啦! 呢兩集同你講咗 Who is your primary customer? 同埋 Who comes first? Company/Shareholders, Customers or Employees?

下一集同你，What Critical Performance Variables Are You Tracking? 追數? 你應該最追幾條數?

。。。。。

五月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons

哈佛分享: 七條做生意策略問題

2012至2014間，我連續三年在哈佛上了 Robert Simons 的堂，畢生受用。我自己成間商舖基金公司都是建基於這本書。

有興趣 sign up la 😃 每次限四位 (包括我)。 人多傾唔到計。

5月1日或8日或15日，星期六早上9時開始，約三小時。地點中環。

對象: 管理層/生意經營者/創業者，連我限4位。

有興趣參加的話，請 whatsapp 你的名片給 Suki (我助手) (+852) 5566 1335。

大家交流做生意最重要的幾條問題。

我唔係靠呢行搵食，免費，我請食早餐 😉 Be friends ..... 有機會到時見你。李根興 Edwin

www.edwinlee.com.hk

聯絡李根興 whatsapp (+852) 90361143

。。。。。。。。。。

購買李根興的【李根興的生意哲學】(最新2020年6月出版 - 定價$198)，或【買舖 要買得 PRO】(定價$198)，連親筆簽名，可 whatsapp Suki (+852) 5566 1335。各大書局也有售。

【一念桃花開】(English writing below)
The Peach Blossom Blooms In a Single Thought

我年少時就有暗瘡的問題， 因為使用藥物，後來皮膚就變過敏。

無論是開架或專櫃，不是很多護膚品牌適合我，，而很慶幸的，Innisfree對我的肌膚還蠻管用的。

昨晚，我到Innisfree的專賣店把用完的護膚品空瓶拿去回收。

然後，就在店裡逛，想找我慣用的寒蘭睡眠面膜，可是怎麼找都找不到。我轉頭向身旁熱情的服務小姐詢問。

她便跑去請教一位在收銀台的較資深同事。

得知斷貨了，店員也不曉得幾時會來貨。

後來，我選擇買綠茶睡眠面膜，因為在網路上有讀到不錯的評價。

當收銀員把產品交給我時，她叫我稍等。接著，她找尋了一些贈品送給我。這是許多韓國護膚美妝品牌的一貫作風。

我拿著贈品離開店時，對收銀員的舉動忽然恍然大悟。

我買了一個睡眠面膜

收銀員又送我兩款睡眠面膜的贈品。

這是明智之舉 - 給予客人她會用的產品，而不是一些她可能不會使用的產品。

畢竟，不是每個女生都會在自己的臉上，抹上幾百種護膚品。

其中一個贈品是我剛才在尋找的寒蘭睡眠面膜。

這真是暖心之舉 - 記得客人在尋找的護膚品。

她不知道我是否是這產品的回頭客，或是第一次購買。但重點是，她不但記得我的詢問，還特別贈給我小樣品，讓我這心願得以滿願，不至於白跑一趟。

她這小小的舉動，就是佛法上所說的佈施。

佈施最基本的用意，就是付出自己，解決別人的困厄，給予別人快樂。

盡的心意越多，種的福根越深，若再加上歡喜心去做，那未來際得到的敬愛，必會廣大無邊。

很多人以為佈施這字是用在外人身上，可不知我們身邊的人也一樣仰賴我們的佈施，心靈才能得到愛的滋潤。

我客人當中就有很多這樣的例子：

老公嫌太太忙著孩子，無暇聆聽他的心事，沒有支持他的夢想。

太太嫌老公變了心，沒有像熱戀時那麼地愛護她，照顧家庭。

爸爸嫌兒子不長進，老是打電動。

兒子嫌爸爸不了解他的喜好，總是逼他做他不喜歡的事。

媽媽嫌女兒沒大沒小， 女兒嫌媽媽規矩多。

老闆嫌員工不夠盡責，員工嫌老闆吝嗇。

這些問題的起源，都是來自於兩人計較佈施，或不願佈施。而物以類聚的原理，就會吸引了自己一樣的人。

在家裡，我們需要桃花，才能得到家人之間的愛戴和和睦。

在外，我們也需要桃花，做起事來才會比一般人容易。

而桃花的大小，來自於你能佈施多少的愛。你佈施的心態，也決定了你福報的大小。

我們的周遭都是佈施的機緣，所以不可能沒有機會佈施。

小的佈施，是在家。走出家門，更有大把佈施機會包圍著你，東南西比中，360度你轉哪一個度數，都有佈施的因，是看你怎麼去把握。

所以沒有所謂為什麼命會這樣，而是你沒有把握機會。

嘗試釋放自己，去擁抱一個更有愛的你，更有愛的生活方式。當你能把這快樂帶給很多人時，你會發現你生命的無限潛能，而重新愛上自己。這也是你能給予你自己最大的敬愛，最大的桃花之一了。

p.s. 若不知何謂桃花，可觀看我這影片：https://youtu.be/ECUW9F8Cybg

......................

I have acne skin as a teenager, and somewhere along the way, my skin turned sensitive.

Not many skincare brands, drugstore or over-the-counter, work for me, and Innisfree, to my delight, is one that works

So just now, I dropped by Innisfree to return my empty bottles (in my Stories)

I then browsed the shelves, looking for the Jeju Orchid Sleeping Mask. It was not there. I turned to ask the enthusiastic salesgirl beside me.

She went off to ask the more senior staff, who was behind the cashier counter.

No luck, it was out of stock and they had no idea when it would be back.

I ended up buying the Green Tea Sleeping Mask, having read great reviews online.

As the cashier passed me my purchase, she told me to wait for she wished to give me some samples to try, the de-facto practice of many Korean skincare and makeup brands.

When I left the store with the samples in hand, it dawned on me what the cashier had done.

I bought a sleeping mask.

She gave me two other sleeping mask varieties.

That’s smart - giving what the customer uses, and not some product that that customer may not use.

Not every girl plaster a million products on her face.

One of the samples was the Jeju Orchid Sleeping Mask!

That’s heartwarming - to remember that the customer was looking for.

I could either be keen in that mask, or a repeat buyer. But the key is, not only did she remember my inquiry, she gave me a sample that would not make this trip a wasted one.

This small act of consideration from the sales person is what we called Giving, in Buddhism.

The more thought you put in your giving, the more good fortune you are planting for yourself. When you give with happiness, then the love and respect you receive in future will be vast and boundless.

Many people mistook that the word Giving is to be used on outsiders. They are unaware that the people around us also need our giving to nourish their hearts.

There are many such examples in my clients:

The husband feels that his wife is too occupied with the children. She does not make time to listen to him or support his dream.

The wife rants about her husband having a change of heart and does not care for her, or love the family as before.

The father finds fault with the son's constant gaming, and scolds him for not being hardworking.

The son thinks the father does not care about what he likes, and always forces him to do things that he does not like.

The mother says her daughter is rude to her, while the daughter complains that her mother has too many rules.

The boss sees that his employees are not doing their best, while the employees sees their boss as a stingy man.

All these problems arise from two persons being calculative in giving, or unwilling to give. Given the principle of "Birds of the same feather flock together", you inevitably attract a person who is similar to yourself.

In the confines of our home, we do need Peach Blossom Luck, so that there will be love and harmony among our family.

Beyond our home, Peach Blossom Luck is definitely a must, for that will help us to get things done easier.

The amount of our Peach Blossom Luck is dependant on how much love you give out. The attitude you have when giving will decide the size of your good fortune.

There are plenty of opportunities for us to give, so there is no such thing as no chance to give.

Small acts of giving starts from home.

As you step out of your home door, there are even more giving opportunities surrounding you, no matter which degree of direction you turn.

It is up to you to grasp the opportunity. Like the Innisfree sales person who sees hundreds of people weekly, do your job well, and do it very well every day. That is massive giving, which will sow many seeds of favourable Peach Blossom Luck.

So there is no such thing as to why your Destiny isn't great. It was you who did not make the smart decision to do the right thing.

Try to let go of your resistance, and go embrace a more loving you, a more loving way of living. When you can bring happiness to more people, you will discover the limitless potential in your life and fall in love with yourself all over again. That will be one of the greatest love and respect and Peach Blossom Luck you can give yourself.

p.s. if you do not know what Peach Blossom Luck is, watch my video over here: https://youtu.be/ECUW9F8Cybg

★ 跨國企業家、政治人物、教授、TED Talk 講者、常用的 10 個英文片語 (上) ★

[準備留學英語考試 TOEFL, IELTS, GRE, GMAT學生必看]

[1] along the lines of (=on the lines of) 與～相似

e.g. They're campaigning for the electoral system to be reformed along the lines of the one in Germany.

[2] better off 情況會更好; 會比較有益處
e.g. He'd be better working for a big company.
e.g. We'd be better off taking the train instead of driving.

[3] boil down
用法 (1) boil down 簡化 (simplify)、總結 (summarize)
e.g. John finally managed to boil his thesis down to 200 pages.

用法 (2) boil down to 歸結起來
e.g. What this issue boils down to is that the council doesn't want to spend more money.
e.g. The problem boils down to one thing--lack of money.

[4] case in point 一個適切的例子 smile emoticon by way of illustration = one example of this)

e.g. Now, as a case in point, let's look at nineteen-century England.
e.g. Elliott is one of the best rappers around, and her new album is a case in point.

[5] the crux of the matter 事情最核心的部分

e.g. But, more than that, I was uncertain how I was to approach the crux of the matter on these visits.

[6] get a fix on (=have a fix on = have a handle on = have a grasp of) 獲得對～清楚的了解

e.g. I was able to get a fix on the specifics of this problem.
e.g. No one in the press room had a handle on Balkan history.

[7] get at 意味、嘗試去表達 (try to make understandable; hint at)

e.g. I think I see what you are getting at.
e.g. What are you getting at when you look at me like that?
e.g. You see what I'm getting at?

[8] home in on 專注於、集中於

e.g. Our closing argument should home in on the evidence found.
e.g. The report homed in on the faulty wiring that might have caused the fire.

[9] the jury is still out (+on) 對某事情還沒有定論

e.g. The jury's still out on the safety of irradiated food.
e.g. The jury is still out on the question of building a new parking lot.
e.g. The jury is still out on whether the scheme will be successful.

[10] keep tabs on 仔細觀察、仔細追蹤

e.g. I like to keep tabs on my bank balance so that I don't get overdrawn.
e.g. Once you buy a stock, you need to keep tabs on it.

......待續

哈佛知識分享: 做生意，七大困難選擇!

七條策略問題 Seven Strategy Question《第二: 核心價值 - 公司股東、顧客、員工，誰優先? 》

Business is about making tough choices. 上一集就講咗 Who is your primary customer? 誰是你首要顧客?

今集我會同你探討第二個策略問題: 核心價值 - 你是把公司股東、顧客、或員工利益行先?

How do your core values prioritize company shareholders, emoloyees and cuatomers? Who come FIRST? 當有衝突，邊個利益行先?

根據哈佛教授 Bob Simons 呢本書 Seven Strategy Questions，冇話對唔與錯。 但搞唔清楚就一定錯。三選其一，你揀邊個行先?

(1) 公司/股東 (Shareholders) 行先? 李嘉誠就最出名股東行先。佢退休前最後一次主持長和系股東會，被問及一個出色的企業家最重要是什麼，李嘉誠話：「最重要忠誠為股東爭取正常收入，為股東設想，投資有前途項目，派息要合理，將股東利益排第一。」 我諗你咁多年都聽唔少佢講話股東利益排第一。 因此，好多人都話同長實做生意唔簡單， 甚至乎有時畀人感覺 (no offense) 賺到盡， 一蚊一毫都同你計，why? 因為股東利益行先，佢又啱喎。 但做善事? 李嘉誠本人捐幾十幾百億佢就好疏爽，因為唔關股東事。

Core value (核心價值)係股東行先，即係公司利益行先，成日話為公司著想，即係等於話為公司股東著想。 因此好多上市公司， 甚至乎初創企業，都會有 employee stock option，希望員工同公司利益一致。 希望佢哋由朝到晚都諗住 Creating Shareholder Value，為公司 = 為自己增值。

根據呢本 Seven Strategy Questions, AIG (AIA 母公司)、Citigroup、Pfizer 輝瑞藥業都係出名 shareholders 行先的公司，也是好成功的公司。做生意就係先講賺錢， 天公地道。

(2) 有啲公司嘅 Core Value 就係顧客行先 Customers First。例如，Johnson & Johnson 強生，係1943年就 craft 咗呢個 Credo (教義) :

We believe our first responsibility is to the patients, doctors and nurses, to mothers and fathers and all others who use our products and services....

We are responsible to our employees who work with us throughout the world.

We are responsible to the communities in which we live and work and to the world community as well....

Our final responsibility is to our stockholders. Business must make a sound profit....

When we operate according to these principles, the stockholders should realize a fair return.

Johnson & Johnson 的核心價值 core value 係顧客行先、員工第二、community 社群圈子第三、股東利益排第四。

我相信好多公司都係「話」顧客行先， 但有冇寫到好似強生咁清楚呢? 當然我相信更加多嘅公司，就係口講一套，做另一套。 口講顧客行先， 實質上遇到任何金錢利益，就縮數，公司/股東利益行先。

例如你開間茶餐廳， 有啲食材就嚟到期， 喺掉同唔掉的邊緣， 又唔會食死人，但又未必係最靚料，咁你會點? Be honest! ..... 公司賺少啲都揼?你就係顧客行先。 側側膊，唔多覺照用，慳番啲成本? 你就係公司行先。 無話對與錯， 最緊要搞清楚。你知啫，但係全公司同事知唔知? 能唔能夠全部人都言行一致?

(3) 如果我問你，有 covid 肺炎前， 某航空公司嘅股價喺呢道， 現在估計應該係邊? 如果我同你講仲高過肺炎之前，你會唔會信? 肺炎前係每股USD57，依家? USD62，高咗近10%。 佢就係美國西南航空 Southwest Airlines， 記住呢個係全球最多人染病嘅美國喎，有排都未走出疫情。佢就係出晒名 Employee First 嘅公司。Yes! The airline puts employee happiness above customet satisfaction. 員工開心，更重要過顧客滿意程度。

Southwest ranks employees first, customers second, and shareholders third.  員工第一、顧客第二、公司/股東第三。

你有無坐過Southwest Airlines 嘅飛機? 搭飛機通常最悶嘅就係一開始嘅 Safety Annoucement 安全提示。 但如果喺 Southwest? 你會聽有人講 jokes .... 有人 Rap!

呢啲講笑、唱歌、跳舞冇得迫。 員工開心，佢哋就自然會做。 你上網睇到會更多更多其他搞笑例子。

Southwest company blog says: "We believe that if we treat our employees right, they will treat our customers right, and in turn that results in increased business and profits that make everyone happy."

Employees come first 嘅理念，令到Southwest Airlines 每兩秒鐘就收到一份 job application, 每100個人申請，只有兩個人能夠成功獲取錄。2% acceptance rate， 好多傳媒都話去 Southwest 返工仲難過入哈佛! 有好嘅人才，就自然有好嘅服務，有好嘅業績。 亦都因為咁Southest Airlines 一間公司嘅市值，曾經係等於美國所有其他航空公司(American Airlines, Delta, Continental, UA etc)加埋嘅總和，都唔夠佢一間公司值錢。

你唔好以為Southwest Airlines 淨係員工開心喎，根據權威市場研究公司 J.D.Power 2020 survey，Southwest Airlines 嘅顧客滿意程度 customer satisfaction 都係全美國最高，both long and short-haul. 長短途都贏曬!

但老實說，坊間有幾多間公司會大聲講話員工行先? 間間都話顧客行先? 但諗真啲，係唔係真呢? 轉一轉個優先次序， 會唔會有另一番景象呢?

公司/股東、顧客、員工， 係你嘅核心價值邊個行先? 冇話對與錯。 但最緊要搞清楚， 萬一互相有衝突，你會揀邊個先? 係咪全公司上下同事、顧客、股東、合作伙伴都知? 你是否言行一致?

因為錄呢條片，我都問咗自己好多問題。我自己盛滙商舖基金係邊個行先? 我老婆答案即刻答我: 「你梗係員工行先啦! 因為嗰次點點點.... 」

Yes. 我自己商舖基金係員工行先 Employee First 嘅公司。因為我成日都同同事們講:
「錢賺唔晒，最緊要大家 happy!」...
「唔鐘意賺嗰個人嘅錢，就冇賺!」...
「我哋人少少，賺多啲，遠遠好過人多多，個個賺少啲! 大家都想養家活兒，搵到、洗到、身體好!」

我相信只要能夠建立一個好嘅 culture 企業文化， 大家同事們自然會作出個啱嘅決定，買舖賣舖，有條好嘅 team，真係好難輸。 因此，老實說，如果有邊個客唔妥我嘅員工，我通常都會「唔妥」返佢 - 當然呢個要建基於你哋員工嘅信任。

To me ....「顧客不是永遠對的!」 選擇適當的顧客，長遠回報會更佳， 對你選擇嗰班顧客回報都會更佳。我係道都好幸運地同你講，我商舖基金由2016年成立以來加入的同事們，公司基本上係冇人走過。Turnover 近乎零! 你對人點，人就自然對你點! As said ... 錢賺唔晒，最緊要大家同事們Happy! 人客/公司自然賺錢。

你呢? Who comes first in your business? Company/Shareholders, Customers, Employees? 你公司嘅核心價值，邊個是優先? 無論你揀邊個都好，係唔會同你選擇嘅Primary Customers (首要顧客)有衝突， 只會更加強化你服務佢哋嘅能力及提升你競爭力。 最緊要搞清楚 WHO COMES FIRST!

有興趣聽多啲，就來我五月份星期六嘅早餐會啦! 呢兩集同你講咗 Who is your primary customer? 同埋 Who comes first? Company/Shareholders, Customers or Employees?

下一集同你，What Critical Performance Variables Are You Tracking? 追數? 你應該最追幾條數?

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五月份早餐分享會 Topic: The Seven Strategy Questions by Harvard Professor Robert Simons

哈佛分享: 七條做生意策略問題

2012至2014間，我連續三年在哈佛上了 Robert Simons 的堂，畢生受用。我自己成間商舖基金公司都是建基於這本書。

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