What is value thinking

, that is, the importance of long-term development, enterprises from the cost reduction as the core competitiveness to create value for customers as the core competitiveness; the opposite of price thinking, that is, the importance of short-term interests, embodied in China's current economy, that is, the enterprise should ask for the highest possible price, to create value for the owners of the capital. And when the competitive environment forced the situation, and the first thought of lower prices to obtain the market. The people-oriented scientific outlook on development has given a scientific answer to such questions as the goal, main body and driving force of China's social development, and the fundamental standard for measuring development, which implies the Marxist way of thinking about value. Value thinking refers to the thinking activities in real social relations and practical activities, the thinker in accordance with the subject's own scale, selection, treatment and evaluation of the object, so that the object subjectivization and thus produce value. Value Thinking and Price Thinking There are two kinds of thinking in Chinese enterprises: price thinking and value thinking. Price thinking believes that enterprises should ask for a higher price as much as possible to create value for capital owners; and in the competitive environment, the first thing to think of is to lower the price to get the market. One of the main reasons for this seemingly natural, but actually very misguided, thinking is that governments, businesses, and the public have a mindset of quick success and quick profit. Business managers equate price with value and performance with getting rich, so that power and resources replace value and remain the most critical factors affecting performance. The failure of Western management theories and advanced management techniques in China has made Chinese companies skeptical of scientific management, while the entry of powerful international competitors has made some Chinese companies lose confidence in traditional culture and values. Such an environment creates a vicious circle, where people are poor and turn into people who are poor. Research has found that value-thinking companies have not only different management styles than many traditional companies, but many even have opposite management styles. For example, some enterprises started with production, now basically give up the production process, because production can be outsourced; the original design capability of the enterprise, and now a large number of input design, and even the organization of partners to design together; the original enterprise feels that the more customers, the better, and now it may be the fewer guests, the more high-end enterprises the greater the development of the space, because they focus on the most valuable customers; the original need to change their business according to the needs of the customer, and the original need to change their business according to the needs of the customer. The original need to change their own business according to the needs of customers, and now their own business has changed, but the customer to follow this change accordingly. All of these companies have applied value thinking in an era of change. For example, Gome, Luen Thai, Zhengda, China Merchants Bank and other leading companies in the transition to be able to break through the price thinking, based on the advantages of the traditional business in the existing market, the reorganization of the competitive elements of the enterprise, and will be the success of the model to expand into the new market areas, so that low-cost and high-price strategy can be achieved at the same time. Companies with value thinking have a fundamental difference between their strategies and business practices and those that stay with price thinking. The difference between price thinking and value thinking stems from the different business philosophies on the one hand, and the difference in the vision, thinking and analyzing methods of business managers on the other. There are obvious differences between the two in the following aspects. (1) the price concept of value: price thinking from the perspective of reducing prices to view management issues, value thinking from the perspective of creating value to view the problem; (2) product-oriented service-oriented: price thinking companies believe that they are in the production of products, value thinking companies believe that they are in the provision of services; (3) the internal orientation of the supply chain orientation: price thinking managers focus on the internal business, value thinking managers Focus on the entire supply chain; (4) regional vision international vision: price thinker's vision is locked in the local area where the enterprise is located, value thinker's vision liberalized to the international; (5) hardware core software core: price thinking emphasizes the play of hardware advantages, value thinking emphasizes the play of software advantages; (6) leadership satisfaction customer satisfaction: price thinking managers are most concerned about the idea of leadership and superiors, value thinking managers pay more attention to customer satisfaction; (6) leadership satisfaction: price thinking managers pay most attention to the idea of leadership and superiors, value thinking managers pay more attention to customer satisfaction. managers are more concerned about customer satisfaction; (7) competitive markets emerging markets: price thinking will be blocked in the competitive market, value thinking allows companies to create and enter the emerging markets; (8) cost management performance management: price thinking companies take cost as the core of management, value thinking companies take performance as the core of management; (9) resource integration capabilities integration: price thinking organizations focus on resource integration The value mindset of the organization focuses on the integration of capabilities.