Gray Eagle Squad, Jiang Yang (Lu Han)

1905 movie network news It will be released on August 9. Directed by Teng Huatao, it is based on the novel of the same name in Jiangnan. Starring Luhan and Shu Qi, and starring Shi Liang, Gao Yixiang, Wang Gongliang, Wang Sen and Sun Jialing, the sci-fi war movie "Shanghai Fortress" is the ultimate poster today. In the poster, the alien mothership and predators are coming ferociously, and half of the city is about to sink underground. Lu Han and Shu Qi are in full force, and the ultimate battle to defend humanity is about to start.

It is reported that the film "Shanghai Fortress" lasted for six years and carried out a new exploration of domestic science fiction films. This is the first time that an alien civilization has been confronted in a domestic film, and the first time that Shanghai, China has become a future battlefield. For the first time, audiences will also see the sinking of the entire city and experience the feeling of "being on the battlefield".

　

The commander of the movie "Shanghai Fortress", Lin Lan (played by Shu Qi)

Sink a city below the surface

The first "sunken city" in a Chinese movie

In the movie "Shanghai Fortress", the alien civilization of the future world raided the earth, and as other cities sank one after another, Shanghai, China became the last hope of mankind. The poster exposed today shows part of the battlefield in Shanghai. The mothership descended, the war raged, and the former glorious city was shrouded in gunsmoke. Among them, the most shocking is the sinking of half the city, which is called "Lu Shen" in the movie.

Teng Huatao, the director, said: "Shanghai Lu Chen is the first time a Chinese-language film has designed a’sunken city ‘. Lu Chen’s lens involves the collapse and fall of a large area, a large area, and a large environment. It is very difficult." In the end, what kind of future battlefield we will see in the movie is full of expectations.

　

The movie "Shanghai Fortress" Shanghai cannon commander, Yang Jiannan (Gao Yixiang)

Bring an "imaginary text" to the big screen

The original book Jiangnan: amplified the war, but also preserved the soul

The film "Shanghai Fortress" is based on the novel of the same name published by Jiangnan in 2009. In the past ten years, it has accumulated the youthful memories of countless fans. When it comes to the difficulties of adapting the novel into a movie, Jiangnan also participated in the whole screenwriting work. When talking about the difficulties of adapting, Jiangnan said bluntly: "We have faced many challenges, not only to respect the original book, but also to consider the feasibility of the technology. We have done the adaptation work back and forth for nearly three years, which is a very difficult process."

It is reported that the film amplifies the war elements in the original book, but at the same time, Jiangnan also said that the film retains the "soul" of the original book, and the emotion is not diminished. "This is a movie with Chinese characteristics, and it presents the emotions between people, which is very Chinese," said Jiangnan.

　

The movie "Shanghai Fortress" Gray Eagle Squad, Zeng Yu (Wang Gongliang)

　 　 The film "Shanghai Fortress" will be released on August 9. The film is adapted from the novel of the same name in Jiangnan, directed by Teng Huatao, starring Lu Han and Shu Qi, and starring Shi Liang, Gao Yixiang, Wang Gongliang, Wang Sen and Sun Jialing.

　　Xiaoxin said

　　Forty years of spring rain, nine Wan Li Fengpeng is a positive move. At the celebration of the 40th anniversary of reform and opening-up, the CPC Central Committee and the State Council commended 100 "pioneers of reform" who made outstanding contributions to promoting reform and opening-up, at least 18 of them came from state-owned enterprises, and the top leaders and other leading comrades presented awards to those who were awarded the title of pioneers of reform.

　　In order to thoroughly study and implement the spirit of the important speech delivered by the Supreme Leader General Secretary at the 40th anniversary celebration of reform and opening-up, and to strengthen the confidence and determination in starting reform and opening-up, on December 18th, the website of the State Council State-owned Assets Supervision and Administration Commission, in conjunction with the State-owned Assets Report Magazine and State-owned Assets Xiaoxin, launched a series of reports on "Pioneers of Reform in State-owned Enterprises", taking the commended advanced individuals as examples, gathering the majestic forces to promote reform and opening-up, carrying forward the reform spirit of being bold and daring to be the first, and further strengthening the "

　　Today, the 18th article "Li Dongsheng, the Pioneer of Electronic Industry Opening the International Market" was published.

　　"All one’s life, into one thing. In the face of various difficulties, challenges and even setbacks, we must not change our minds and always stick to it. " This is the experience of running a business in Li Dongsheng. Over the past 40 years, he has been sweating profusely, fighting spirit is high, and he has practiced his feelings and beliefs of serving the country by industry with all his blood.

　　Someone asked, is it cost-effective to invest so much in industry? He just smiled. "What about dreams?" Someone asked, was it worth risking your life for enterprise reform? He asked, "If God gives you a chance to realize your life ambition, isn’t it a pity if you don’t seize it?" Someone asked, do you regret that the international mergers and acquisitions almost brought TCL down? He waved his hand. "I will do it again and do it better." His words are sonorous, hit the floor.

　　Standing at the time node of the 40th anniversary of reform and opening up, looking back on the stumbling all the way, Li Dongsheng felt a lot: "Being born in this great era is the luck of our generation. Reform and opening up have made TCL and me personally."

　　From "Telephone King" to "Ace" Color TV

　　In 1982, Li Dongsheng, who just graduated from college, did not choose to work in a government unit for a decent and stable job, which made the comrades in the local personnel bureau quite puzzled: "You don’t want such a good job. What do you want to do?" Li Dongsheng’s answer is simple and firm, "I don’t think I’m fit to work in an office, I want to go to a factory". As a result, TTK Home Appliances Co., Ltd., located in Huizhou, Li Dongsheng’s hometown, welcomed the 43rd employee.

　　This joint venture company, which started with the production of tapes, encountered its first crisis since its establishment in 1985: Hong Kong investors announced their withdrawal from cooperation. When Li Dongsheng came to Hong Kong, his urgent task was to deal with the business vacuum caused by the withdrawal of Hong Kong shareholders, which made him feel pressure as a business manager for the first time. Fortunately, Zhang Jishi, then general manager of the company, taught Li Dongsheng a lot of business experience and encouraged him to do it. After several months, Li Dongsheng gradually mastered the negotiation skills and the work was carried out relatively smoothly.

　　After handling this emergency, Li Dongsheng received the mission of helping the company find new business. After a period of market research, he turned his attention to the recording telephone. "Upstairs and downstairs, electric lights and telephones" was once a beautiful vision for life in the early days of the founding of New China, but until the 1980s, telephones were still a luxury in the eyes of ordinary people.

　　Facing the huge potential of domestic communication market, TTK entrepreneurs including Li Dongsheng are determined to set up a telephone factory. After several months of negotiation and preparation, in September 1985, the joint venture TCL Communication Equipment Co., Ltd. was established, with Li Dongsheng as the general manager, and the prologue of TCL brand development began.

　　With the factory, where do the products come from? As an electronic engineer, Li Dongsheng led a group of engineers and technicians to huddle in a tin room to discuss product design and test the quality of telephone. Fail again and again, improve again and again. Finally, the earliest speakerphone in China — — TCL-HA868 was successfully developed.

　　Later, the story is familiar to everyone: in 1989, TCL telephone achieved the first place in the country with an annual sales volume of nearly 10 million, and the "telephone king" deserved its name, and this product with the largest sales volume of a single model in China telephone market — — HA868, thanks to it.

　　At the time when TCL telephone business was in full swing, Li Dongsheng began to look for the next profit growth point. In 1993, as the general manager of TCL Electronics Group, he decided to March into the color TV industry. Making color TV is by no means as simple as a slogan, and difficulties follow. Without a production license, he visited the chairman of Rainbow Group many times, hoping to obtain a long-discontinued color TV production line of Rainbow Group by setting up a joint venture company. The product design scheme didn’t pass the mark, so he led a team to participate in the International Electronics Show, studied new products, and explored a development path of rapid follow-up and local innovation through imitation and reference.

　　With the unremitting efforts of Li Dongsheng and the team, in 1992, the first TCL28-inch trump card large-screen color TV came out, and the sales momentum of the first batch of products was fierce, and the "trump card" became an instant hit. Subsequently, Li Dongsheng took advantage of the situation and put forward the marketing concept of "planned marketing promotion".

　　"Before entering the color TV market, our sales methods in various places relied more on the personal ability of the general manager of the branch, and there was no clear brand positioning and promotion strategy." Li Dongsheng recalled that the company hired marketing consultants to conduct market research and customer demand analysis, and made promotion plans according to local conditions, and gradually gained a firm foothold in Beijing, Tianjin, Hebei and other markets.

　　In 1995, with the innovation of business concept and business model, TCL’s color TV sales exceeded 1 billion yuan, with a profit of more than 80 million yuan, surpassing many domestic old color TV enterprises, and the "dark horse" was particularly dazzling.

　　From property right reform to overall listing

　　At the end of 1996, Li Dongsheng, who just became the chairman of TCL, realized that with the continuous advancement of the national market economic system reform, it was imperative for the company to further develop and improve its corporate governance structure.

　　"As the chairman of the board, I have to bear the most important responsibility for the development of the enterprise. At that time, I asked myself almost every day, how should the company go in the future?" After some systematic research, Li Dongsheng put forward the management concept of "management change and management innovation", which is still recognized and used by TCL management team today.

　　Reform, entered the deep water area in 1997. As a state-owned enterprise, problems such as low efficiency and lack of incentives brought about by rigid system have become increasingly prominent, and property rights reform is urgent.

　　"Cross the river by feeling the stones!" After four months of intensive research and preparation, Li Dongsheng and his team handed over an unexpected plan: dynamic increment, fixed stock — — Take the increment of state-owned assets as the incentive index of management equity. Subsequently, Li Dongsheng signed a five-year authorization agreement with Huizhou Municipal Government of Guangdong Province: the net assets of TCL at that time were about 300 million yuan, all of which were owned by the government; The annual growth rate of enterprise net assets shall not be less than 10%.

　　According to the above agreement, as the first responsible person, Li Dongsheng needs to pay a deposit of 500,000 yuan, and from the date of authorization, only 50% of the basic salary will be paid, and the full salary will be paid only after reaching the target. At that time, for Li Dongsheng, whose monthly salary was only several thousand yuan, 500,000 yuan was not a small sum. In order to raise the deposit, Li Dongsheng, desperate, took the house of himself and his parents as collateral.

　　"When I learned that I took the house book at home as collateral, my mother even suspected that I had committed the crime of corruption and was very worried." In the past, this episode made Li Dongsheng laugh and cry. "After knowing the truth, my parents not only didn’t blame me for being good at making claims, but also encouraged me to run my business well and not take the house thing to heart.". Parents’ understanding added a lot of energy to Li Dongsheng.

　　At the end of 2001, TCL ended its five-year authorized operation, and its report card far exceeded expectations. In the past five years, TCL’s state-owned assets have more than tripled, its sales revenue has increased from 5.6 billion yuan to 21.1 billion yuan, and its total tax paid has increased from 151 million yuan to 1.254 billion yuan … … While the property right reform is releasing dividends, it also clears the way for Li Dongsheng team to participate in the market competition in a drastic way. And this kind of institutional advantage will play a particularly obvious role when enterprises encounter operational difficulties in the future.

　　In 2002, the 16th National Congress of the Communist Party of China clearly put forward that state-owned capital should gradually withdraw from the competitive field. Under the stage, Li Dongsheng, as the representative of the 16th National Congress of the Communist Party of China, secretly came up with the next step of enterprise system reform — — The whole group is listed.

　　However, once the plan was put forward, it attracted controversy from all sides, and doubts such as "arbitrage in the name of listing" were endless; The CSRC does not support TCL on the grounds that "TCL already has a listed company in the mainland capital market, and its parent company cannot be listed again". At that time, Li Dongsheng like ants on hot bricks, worried.

　　The turning point came when Li Dongsheng reported the significance of the overall listing to the relevant leaders and competent departments in the State Council, and received affirmation and support.

　　In January, 2004, TCL Group exchanged shares with its subsidiary TCL Communication to realize the overall listing of the group. Since then, TCL has made great strides in the market and achieved great success, ushering in another golden period in the history of development. And Li Dongsheng and his partners began to have a more international vision and ambition.

　　From the Frustration of M&A to the Rebirth of Eagle

　　In 1999, Li Dongsheng led TCL to implement the globalization strategy. The successful experience of building a factory in Vietnam enhanced Li Dongsheng’s confidence in internationalization. Soon, he set his eyes on the real main battlefield — — European and American markets. In January 2004, TCL quickly acquired Thomson’s global color TV business and Alcatel’s mobile phone business.

　　Thomson, the originator of traditional CRT TV, produced the world’s first color TV. Moreover, as one of the top 500 companies in the world, Thomson is much larger than TCL.

　　For Li Dongsheng, this snake-like gamble is as tempting as the risk. After 10% of this campaign, TCL will rank among the top three in the global color TV industry. What’s more, 2004 is the year of Sino-French culture, and the acquisition of two French companies will also be a witness to Sino-French friendly exchanges.

　　After several days of negotiations, the two sides signed an agreement. This year, Li Dongsheng appeared on the cover of Fortune magazine and was awarded the title of "Asia’s most influential business leader" of the year; It was also named "the 25 most influential business leaders in the world in 2004" by the media such as Time magazine.

　　After M&A, it is not the imaginary rapid growth of business, but the difficulties. The color TV industry has rapidly transformed from the CRT era to the flat panel era. Thomson’s original CRT technology completely lost its value almost overnight, and its assets became a burden.

　　Li Dongsheng saw the trend of technology iteration, but he didn’t expect it to come so quickly. In the field of mobile phones, the lack of core technology and the unsatisfactory quality of popular mobile phones, coupled with the double attack of foreign brands and domestic cottage factories, TCL’s mobile phone business suffered a waterloo, the first annual loss since its establishment 20 years ago. Under heavy pressure, Li Dongsheng lost more than 20 Jin. At the shareholders’ meeting, he was criticized by name for the first time.

　　In the first half of 2006, TCL Company suffered a loss of 738 million yuan, and its internationalization road was hit hard. Followed by the departure of several senior executives, media questions and various questions rose. During the controversy, Li Dongsheng published a reflection article "The Eagle’s Rebirth" at the company’s internal meeting, pointing out that the eagle is the longest-lived bird in the world, but at the age of 40, it must make a difficult but important decision: either wait for death or complete its transformation through a very painful renewal process.

　　Borrowing the story that the eagle lost its beak, toe and feather at the age of 40 to be reborn, Li Dongsheng called on all TCL employees to unite as one to cope with the crisis, jointly promote organizational processes and corporate culture changes, and firmly push forward the international enterprise strategy. Li Dongsheng said: "Internationalization is the only way for China enterprises to grow into respected enterprises."

　　These words did not immediately quell the doubts from all walks of life, but they won the support and respect of many entrepreneurs. Some people commented that no matter what the final outcome of TCL is, Li Dongsheng has demonstrated a rare entrepreneurial spirit with his actions: determination to change and perseverance. The practice of TCL also provides experience and lessons for the internationalization of China enterprises.

　　At the end of 2007, TCL finally took off the hat of losing money for two consecutive years with a profit of 360 million yuan. Li Dongsheng said: "If I have to do the merger again, the cost will certainly not be so great, but what has passed, don’t think about it again, because you can’t change the past, you can only create the future." (Economic Daily China Economic Net reporter Li Peng Da)

　　Recently, the People’s Bank of China released three routine questionnaire reports for bankers, entrepreneurs and urban depositors in the fourth quarter. The three reports reflect the feelings of different groups on the current economy and their future economic expectations from the macro-economic enthusiasm of bankers and entrepreneurs, the overall demand for loans, business prosperity and profitability.

　　On the whole, in this survey, bankers’ macroeconomic expectations for the first quarter of 2023 are more positive, and the overall demand index of banks’ loans has also improved.

　　Banker: The increase in the overall loan demand index is more positive for the next quarter.

　　The results of the national bankers’ questionnaire survey in the fourth quarter show that bankers are more positive about the macroeconomic expectations in the first quarter of 2023. For the next quarter, the expectation index of bankers’ macroeconomic heat is 29.3%, which is 11.9 percentage points higher than this quarter.

　　Under the control of the central bank, corporate credit demand has also improved. According to the survey, the overall demand index of loans in the fourth quarter increased by 0.5 percentage points from the previous quarter to 59.5%. By industry, the loan demand index of manufacturing industry, infrastructure and wholesale and retail industry are 62.2%, 60.6% and 57.1% respectively. It is worth noting that the loan demand index of real estate enterprises in the fourth quarter was 43.7%, up 3.1 percentage points from the previous quarter.

　　According to the survey, the perception index of monetary policy in the fourth quarter was 68.0%, down 4.4 percentage points from the previous quarter and up 13.9 percentage points from the same period of last year. Among them, 38.0% bankers think that monetary policy is "loose"; 60.0% of bankers think that monetary policy is "moderate". Bankers are more optimistic about the expectation of monetary policy in the next quarter. The expectation index of monetary policy perception is 69.6%, which is 1.6 percentage points higher than this quarter.

　　△ Monetary Policy Perception Index

　　Entrepreneur: the perception index of product sales price and raw material purchase price is heating up

　　The survey shows that in the fourth quarter, the product sales price perception index and the entrepreneur’s raw material purchase price perception index were 47.2% and 58.5%, respectively, both up by 1.8 percentage points over the previous quarter. Among them, 72.7% of entrepreneurs think that the sales price of products this season is "flat" compared with last season; 64.5% of entrepreneurs think that the purchase price of raw materials this season is "flat" compared with last season.

　　△ Product sales price perception index and raw material purchase price perception index

　　According to the survey, the export order index in the fourth quarter was 38.9%, down 3.3 percentage points from the previous quarter and 9.8 percentage points from the same period of last year. Among them, 13.2% of entrepreneurs think that the export orders in this quarter are "increased" compared with the previous quarter, and 51.5% think that they are "flat". The domestic order index was 44.1%, down 0.6 percentage points from the previous quarter and 7.1 percentage points from the same period of last year. Among them, 16.8% of entrepreneurs think that domestic orders in this quarter are "increased" compared with last quarter, and 54.6% think it is "flat".

　　△ Export order index and domestic order index

　　Urban depositors: residents’ willingness to save has improved.

　　In the fourth quarter, the People’s Bank of China conducted a questionnaire survey of 20,000 urban depositors in 50 cities across the country. The results showed that the residents’ willingness to save increased in the fourth quarter, with 61.8% of the residents inclined to "save more", 22.8% inclined to "spend more" and 15.5% inclined to "invest more" respectively. The top three preferred investment methods of residents are "banking, securities, wealth management products of insurance companies", "fund trust products" and "stocks", and the proportion of residents who choose these three investment methods is 44.1%, 20.4% and 14.7% respectively.

　　△ Residents’ willingness to consume, save and invest

　　(CCTV reporter Liu Ying Dong Bin)

"The darkest place in hell.

　

It’s for those who don’t know the difference in times of moral crisis. "

　

Special feature of 1905 film network This sentence, which was once popular and signed by many literary talents, actually has nothing to do with Dante. The real source is dan brown’s novel Hell. Compared with his previous best-selling novels, Hell has become more like a magnificent adventure piled up by historical and artistic allusions. The author desperately tied the story to Dante’s Divine Comedy, and our old friend robert langdon, a symbolist, was once again forced into the feud that had been solved centuries ago.

The audience who are familiar with dan brown’s routines will be deeply impressed by its powerful knowledge integration and mystifying ability. Historical and cultural allusions are intertwined with the conspiracy of secret societies in the new century, bringing a sense of excitement.

　

On October 28th, the film adapted from Hell was released. robert langdon, a semiotics professor played by Tom Hanks, woke up in an Italian hospital and found that his head was badly damaged and he lost his memory. At the same time, he was chased by many groups of people. In the process of retrieving his memory, he found a shocking conspiracy hidden in Dante’s works, and some extremely evil scientists tried to use viruses to turn the earth into a hell described in Dante’s Divine Comedy.

In order to be suitable for showing on the big screen, some parts of the story that are not conducive to performance have been deleted and become an adventure film.Compared with Langdon’s journey with "Time Race", the artistic background and mysterious symbols contained in it are the most attractive. The following small series screens out the parts that appear frequently in the original work to help you understand the hidden stories in these backgrounds.

Mask: All-white mask and beak mask.

Bird’s beak mask: The image of a plague doctor wearing a bird’s beak mask appears repeatedly in Hell. In the era when the Black Death was prevalent, the bird’s beak mask was invented by doctors as a last resort to prevent infection. The hollow part of the mask was filled with herbs, and the eyes were protected by transparent glass.

Venetian white full-face mask: Venice has a long history of mask culture. Masks are used to hide identity and social status on many occasions, because they can make communication between wearers more free without being bound by social class and daily customs.

Original text: A burly gypsy woman is holding a tall pole with various bauta hanging on it, mostly in the popular full-face style, which is the kind of white mask that women often wear at carnival ….. What really attracts Langdon’s attention is a gray-white mask at the top. Under the long aquiline nose, those horrible eyes seem to be staring down at him.

Symbol identification: snake emblem, Maltese cross, biological hazard

　

The snake emblem is a kind of emblem with high frequency in modern society, and it appears in a large number of places related to medicine. There are many stories about the origin of this sign, the most famous of which comes from the story of Asclepius, a Greek mythology Chinese medicine god, who has a walking stick wrapped around a snake, and Asclepius’s walking stick later directly represents medicine.

　

The Maltese Cross, originally a symbol used by the Knights of Malta and Hospital, consists of four "V" characters, and its eight vertices also symbolize the eight virtues of knights. The Order of Malta is the oldest Catholic Order of Knights in the world. As Vacheron Constantin registered the Maltese Cross as a trademark, this emblem became more familiar.

　

The biological hazard sign appeared late, and was invented only in the 1960s. This warning sign appeared in all places involved in dealing with biological hazards.

Next page:Paintings and sculptures "Victory of Death", mosaic "Three Icons", mikkeli’s Dante mural, etc.

　　[Aika car]　Cycling test　Original]

　　As a consumer, no matter how much money you spend on buying a car, it is difficult to ignore the cost-effectiveness factor. As a result, there are models with dislocation competition or dimension reduction, and strive to stand out among many competing products. As Geely’s first car based on CMA platform, Geely Xingrui has the comprehensive quality of a medium-sized car, but still maintains the price of a compact car. It can be said that it has completed a "dimension-upgrading blow", set a benchmark for the China brand, and put a heavy pressure on the joint venture brand.

　

　　Geely Xingrui was officially listed on November 1, 2020, with the price range of 113.7-149.7 thousand yuan. The test model was 2021 Geely Xingrui 2.0T flagship model, and the manufacturer’s guide price was 149.7 thousand yuan. After the "running score" test of "X-TEST Vehicle Evaluation System", it finally achieved a score of 67.8 (out of a total score of 100), and the recommended index was three and a half stars.

　　Judging from the radar chart, the overall performance of Xingrui is still very balanced, which coincides with the subjective feelings of the editor after the test drive. Whether it is power, configuration, space or comfort, it has no shortcomings, but it will bring some surprises. How is the specific performance? Let’s look down together.

　

　　Judging from the body size, Geely Xingrui’s figure in the same class is just like the difference between professional basketball players and ordinary people of the same age. The overall size is a little bigger, and entry-level medium-sized cars like Mingtu are also included in the range.

　　Summary:In terms of appearance, although Geely Xingrui has a figure larger than its peers, it not only combines a sense of movement and fashion through the ingenious design of the designer, but also is not very exaggerated and can be accepted by most people. In addition, it is also very rich in functions, including all-LED headlights, keyless entry and electric folding rearview mirrors, which make it very attractive and functional.

What is "sales"?

In a nutshell, it is "selling things". Selling the company’s products is sales, and marketing yourself is also sales. Professionally speaking, it is "matching demand". From the "mission", it is "docking value"!

Sales should not only constantly understand and meet customers’ needs, give them appropriate products and services, but also do a good job in the window between enterprises and society to realize "value provision" and "value innovation".

Many domestic enterprises understand the definition of the sales department too shallowly, and when giving the assessment indicators to the sales department, they simply use the target achievement rate to evaluate the quality of a sales. This is very risky!

The same sales volume, different matching degree with the target customer’s demand, directly determines the difference in its final value.

Some people think that sales is an action and process of selling products, but I will regard "sales" and "business" as a concept more often.

The biggest difference between "Sales" and "Business" is that the former emphasizes more on how to "sell more things", while the latter emphasizes more on "making business bigger with your customers".

How to do business with your customers? "Win-win thinking".

What is the real "win-win thinking"?

Let me tell a very famous story about Alibaba first. Ma Yun encouraged employees at the beginning of his business. "When doing business, ordinary business people always stare at the 5 yuan in the customer’s pocket, hoping to earn that 5 yuan.

Now, what we have to do is not to stare at the 5 yuan in that pocket, but to help customers earn 50 yuan, and when customers earn 50 yuan, they will naturally be willing to take out 5 yuan in their pockets to reward us. "

This story talks about obtaining "win-win" from the perspective of "altruism", but it doesn’t really tell the essence of "win-win thinking".

For example, "Why can you help customers earn 50 yuan?" And "How long will it take to earn 50 yuan? If I can’t earn it in the short term, should I not spend time on this customer? " Indeed, "win-win thinking" is not as simple as its literal meaning seems.

Generally speaking, there are three misunderstandings about win-win situation.

The first misunderstanding is that there are no barriers to win-win.

There are two prerequisites for a win-win situation. First, do you have something that others want? In other words, it is "value". And there is another prerequisite, does the other party have the "value" you want?

So,Win-win is not simply beneficial to both sides, but both sides can get value from it.From another point of view, "win-win" is a way of cooperation based on the fact that both sides have their own values.

The second misunderstanding is that win-win only exists in long-term trading relationships.

When it comes to win-win, do you think it is short-term or long-term? Most people will answer this question: it is long-term. In other words, it is generally recognized that win-win cooperation will not happen in a one-time transaction.

However, have you noticed that many transactions only happen once? For example, when you pass a fruit stall or a coffee shop in a different place, it was because of the local environment that you made a one-time transaction and bought a single fruit or a cup of coffee. But if so, is there no win-win situation?

Actually, it is not. If you regard the win-win boundary as the total value of the current transaction, then it is indeed limited. But if you treat your customer not just as a customer, but as a communication channel, then the way you treat him is very different from the value he will bring you.

So,In win-win thinking, value not only refers to the transaction value, but also includes the potential value brought by the transaction.Therefore, it is not only the scene of multiple transactions that is worth talking about "win-win", but in any sales or trading scene, we need to cooperate with the idea of "win-win".

The third misunderstanding is that win-win only exists in mutually recognized relationships.

In the sales scene, there are too many various partners, some of whom are congenial to you, so the natural cooperation scene is very positive, but some partners are very difficult to engage in, even unreasonable and treacherous, so is it impossible to win together in this case?

In fact,All partners can bring you win-win opportunities, provided that the interaction and co-creation between the two parties bring value to each other, not consumption.

Many growing companies will thank their competitors for their repression. Nietzsche said that whatever can’t kill you will eventually make you stronger. Many customers will also upgrade the process control system of product enterprises through strict quality acceptance standards.

Therefore, the "positive and positive interaction" largely determines how you and your partners interact and continue this cooperation, and the interaction and co-creation between you in the long-term relationship system also largely determines the value innovation ability that your interaction can bring.

At this point, the basic definition of what I think is "win-win thinking" has basically been developed-win-win thinking is a way of thinking that is based on its own value, aims at pursuing long-term value, and promotes value appreciation and fission with the positive cooperative relationship of interaction and co-creation.

Simply put, it is the integration of three meanings:

First, it is based on the value it can provide;

The second is to pursue long-term value as the goal, and the effective way to achieve this goal is "altruistic thought";

Third, it is necessary to establish positive interaction and co-creation with partners, and bring new value added.

We can see from the picture that "self-value" is at the bottom of the pyramid, and it is also the cornerstone to achieve a win-win situation. The long-term value is at the top of the pyramid, which is the commanding height and goal of the future. In the middle is long-term partnership, interaction and co-creation.

How to judge whether a person already has a win-win thinking?

You may wish to refer to this self-evaluation form and give yourself a self-evaluation according to (1 ~ 5 points), which can also let you know more about whether you have or are practicing "win-win thinking".

In this table, every question is worth thinking about. It doesn’t matter whether you are in the front line of business or whether your position is high or low within the company. The most important thing is that by understanding win-win thinking, you can see what has really been done and what is just "an armchair strategist".

If your comprehensive score is less than 10, then maybe your win-win thinking system needs to be improved, and we can discuss it further in the future.

And if your comprehensive score is above 20 points, it means that you already have the logical foundation of "win-win thinking", and we can discuss the subsequent sales landing system together.

"Win-win sales thinking" is also divided into three levels.

The first level, pay attention to "demand".

In other words, the realization of its own value is based on a clear external demand. Therefore, to do a good job in sales, we must understand that "transaction" is based on "demand", and the cognition and excavation of demand is the source of transaction.

The second level concerns "cooperation".

It is not enough to have a transaction. The development of business relationship stems from value creation, and "value creation" inevitably comes from the interaction and cooperation between the two parties. Therefore, to do a good job in sales, we should try our best to develop transactional cooperation into relational cooperation and actively cooperate with customers in value innovation.

The third level, pay attention to "self-progress".

Good sales should learn to examine their own value and operation system from the perspective of "customer first", constantly push enterprises to improve their product innovation and operation efficiency, and constantly force "self-progress" in the increasingly fierce competitive environment, and constantly win the recognition of customers and the market.

It is worth mentioning that the three concerns mentioned above are actually interlocking. We use a flywheel diagram to describe the overall logic of "win-win sales thinking"

The top "transaction" is the first goal that sales need to pay attention to most, and it is also the explicit result of sales. The gear of "transaction" is like the part of "iceberg" floating on the water, which has become a "dominant" state that everyone sees.

However, the "hidden" part is the "hidden" reason for the deep development of the business. In fact, the cooperative relationship brought by the exchange will really drive both parties to a new platform, and the "win-win sales thinking" will drive both parties to jointly invest and create new value, so that this transactional cooperation will become a relational value creation.

The bottom gear represents the promotion of the "self-value" of the enterprise. Enterprises constantly improve their management ability and product innovation around the needs of customers and market competition, so that their own value can be continuously improved and developed in a "win-win environment".

Whenever someone asks me to help him explain the secret of "clinching a sale", I will answer them with these 16-character mantra, that is, to understand, tap, satisfy and create "demand"!

1. Understand "demand": the beginning of all business.

What is the demand? Demand is divided into "needs" and "wants".

To understand the requirements, we should first understand what is the basic content that the other party "needs" and what is the optimized content that the other party "wants" besides the basic functions.

In the hierarchy of needs theory, Maslow divided it into physiological needs, security needs, belonging needs (three basic needs lacking) and respect needs and self-realization needs (two high-level needs growing).

Later, people added high-level needs such as knowledge and aesthetics to the hierarchy. In the East, our ancestors have already combined our senses and needs together, collectively known as "worldly desires"-emotions, worries, sadness and fear, eyes, ears, nose, tongue, body and mind.

People’s understanding and perception of needs will change with the change of time, place and scene. The same is true of the business partners. When the time is right, the scene is right, and the people are right, often the demand can be truly transformed into a transaction.

2. Tap "demand": discover new opportunities and expand business.

Why should we "tap the demand"? Because sometimes, the customer himself may not know exactly what he "wants". In terms of tapping demand, the contrast between good salespeople and poor salespeople is particularly obvious.

When ordinary salespeople see the demand, they can’t wait to provide solutions to meet it as much as possible, while good salespeople will follow suit and dig slowly to find bigger gold mines and more essential problems.

3. Meet the "demand": realize the basic transaction of business.

It doesn’t need much explanation to meet the demand, but if you think it is easy to meet the demand, you are wrong. The products and services sold are prone to various problems in the delivery process, and it is impossible to achieve 100% high-quality delivery.

Because of this, customer service satisfaction is a very important indicator in the business system, and one of the very important indicators is NPS, which is the so-called "net recommendation value".

If we ask our customers to rate our product use and service experience, with 0 being the lowest and 10 being the highest, and 0 ~ 3 being very dissatisfied, 4 ~ 6 being average, 7 ~ 8 being satisfied but not exceeding expectations, and 9 ~ 10 being very satisfied and willing to recommend others, how many points do you think your products and services can be scored?

4. Create "demand": form the outward expansion of flywheel effect.

Why "creating demand" comes after "meeting demand" is actually because "creating demand" itself is based on the cooperative relationship between us and our customers. If the cooperative relationship has not yet begun, then what we can do at best can only be called "mining demand".

When the cooperative relationship begins, we can further understand the actual needs of customers through cooperation, and we can guide each other to realize the potential "new needs" through some heuristic questions. Often, when customers learn about the diversity of enterprise products and services through cooperation, they will be more willing to try solutions outside the original cooperation content.

In addition, through the three flywheels of the above "win-win sales thinking", we can also find that when the existing demand has been fully discovered and met, the subsequent expansion of the flywheel effect will drive the business development, that is, in the second gear, the "transactional" cooperation will be upgraded to "value creation" after the "relational" cooperation.

All business comes from demand. Without demand, there is no business.

Therefore, sales work is actually the matching and value exchange between solutions and requirements. If you can’t really understand this, it is very easy to miss by a mile.

Content source: the teacher contributed. Cheng Xi ‘an, a well-known marketing management expert, is currently the general manager of Novozymes OneHealth in China.

Rotating editor-in-chief| Zhiyong

Editor on duty & editor in charge| Kaneki Ken

This article comes from WeChat official account’s "Noteman" on WeChat (ID: Noteman), and is written by Cheng Xi ‘an and published by 36Kr with authorization.

this morning

Xiamen Meteorological Observatory upgraded and released

The city’s "Typhoon Warning Level II"

According to the Emergency Plan for Flood Control and Typhoon Prevention in Xiamen

At 9: 20 in our city

Upgrade the typhoon emergency response to level II.

08: 55 a.m.

Issue a yellow warning signal for typhoon

At 06: 00 today

The Central Meteorological Observatory continued to release

Typhoon orange warning, rainstorm blue warning

Understand the latest trends of typhoons

Click to view details ↓↓↓↓

How to prevent before the typhoon comes, what to do when it comes, and what to do afterwards? I hope you don’t need the common sense of typhoon disaster risk prevention, but you must master it! Look at the picture to understand.

Original title: "Typhoon Today’s Path"

Read the original text