Traditional Culture Encyclopedia - Traditional customs - Reverse thinking and positive thinking
Reverse thinking and positive thinking
Reverse thinking and positive thinking
People who are used to thinking ahead often say "can't do it" when establishing the development direction and goals of enterprises. They stick to the conservative belief that enterprises may have the money to do many big things or just do familiar things. When there are big business opportunities, these enterprises either turn a blind eye, or dare not fight for them because of their existing capital and technical strength, or because of unfamiliar industries. And a moment that should last forever, but it was already disconsolate at that time. Opportunities always pass them by.
Reverse thinking is a scientific way of thinking, that is, seeing the big from the small and achieving great things. Take the way of reverse thinking, first of all, don't be bound and limited by your existing resources and existing abilities. Let the thought enter a hypothetical situation, which we call "hypothetical strategic premise", that is, when designing overspeed strategic goals and ways and measures to achieve them, we should assume that the sources of resources and capabilities of enterprises are endless. Then focus on trying to explore, find the best business opportunities and success rules, and then design a big development goal and a successful investment and operation plan. Finally, use the above-mentioned "selling points" to find and attract the required funds and other conditions on a global scale.
The development course of Dell, a fortune 500 company in the world, is a successful case of using reverse thinking to realize overspeed growth. During the period of 1986, Dell, whose sales in the United States just exceeded 60 million, invited its members, including the company's main executive directors and thought leaders in the computer industry and other fields, to hold a brainstorming meeting. At the meeting, on the one hand, please diagnose the company's existing strategies and problems, and on the other hand, brainstorm and make an overspeed growth plan for the next six years.
Their overspeed strategy is constructed as follows: (1) Dell is determined to become an important multinational company in the computer industry in the next six years; (2) In order to realize the above ideal, they found two necessary ways to succeed: one is to enter and expand the customer market of large companies; The second is to pursue global development; (3) In order to achieve the first two goals, they explored a breakthrough of a successful business model: first, providing cheap products by direct selling; The second is to provide customers with the best technical support; The third is to provide high-quality products; (4) Set the goal of six-year overspeed development; (5) In order to achieve the above objectives, Dell has formulated a specific strategy of 13 1, involving marketing, production, management, technology, financing and other aspects.
In fact, by 1992, Dell's sales had reached $2 billion. This case of excessive growth is unimaginable, unimaginable and impossible for those enterprises that insist on forward-looking thinking.
There are also some companies that want to grow rapidly, but are not familiar with the way of reverse thinking. They grow blindly, are eager to invest, and are eager to set up stalls, ignoring screening, grasping the favorable market situation, and designing the best operation plan, and the result is always inevitable failure.
The rapid growth of enterprises is essentially a leap-forward development model, which will make enterprises grow from small to large in a short time. In the view of traditional and gradual development, this jumping link from low to high and from small to large is like going to heaven. And reverse thinking provides a "link" solution for this.
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