management and long-term human resource development. This system needs to be built in detail, scientifically and in accordance with the model and culture of the enterprise to ensure efficiency. Thanks to it, managers can avoid problems such as exhausted human resources, low morale, unreasonable personnel arrangement leading to low productivity, high costs, and poor product quality.
1.4 Leadership management
It is common for superiors to give orders to subordinates. However, in reality, sometimes leaders also need to be "managed" by their employees. Why?
- In an organization, cooperation based on trust and mutual respect among members will create a total effect that is beneficial to the collective. In the corporate environment, superiors and subordinates are all members, all with the same goal of making their company grow. In that context, employees will realize that they also have the responsibility to supplement their talents and experience to their superiors because no one can know everything.
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- Risks in business are sometimes beyond the control of managers and are very unpredictable. Therefore, the feelings and secrets of subordinates can sometimes help minimize things that superiors do not want to see happen.
- Superiors are human too and as such they need support, encouragement, recognition, attention and contact.
- When assigning tasks, superiors often want to know how their orders are carried out. Therefore, increasing the trust and confidence of superiors towards subordinates will help create good relationships. For example, when implementing a business plan, its success depends largely on the influence, opinions and resources of superiors. This can only be achieved when subordinates gain the trust of their superiors.
- In addition to the above reasons, a good relationship with a superior often brings promotion opportunities to subordinates when this person meets the superior's concerns. When there is an opportunity for promotion, the person who is noticed by the superior in the group will of course be noticed first.
2. Communication behavior with customers and business partners
2.1 Turn customers into friends
In modern relationships, customers are the gods of businesses, so they should also be friends of businesses. When making friends with customers, you must first think about their interests, have an attitude of caring about their opinions, understand their needs and gain their trust.
It can be seen that making friends with customers is also expressed in the aspect of caring for and taking care of customers, making the two parties buying and selling not limited to commercial relations and making customers feel intimate. Every customer has many good friends, and these good friends also have many good friends, so losing a good customer also means losing many potential customers.
2.2 Customer is king
The concept of "Customer is king" has become the viewpoint of many enterprises. However, if we analyze this concept in depth, we can see that: from the perspective of public relations, just considering customers as kings is not enough. On the one hand, this concept only defines the relationship between enterprises and customers on the basis of one-way economic benefits, only thinking about enterprises gaining profits through customers, but does not demonstrate the principle that enterprises should aim for the interests of customers. On the other hand, once customers are kings,
Then businesses only passively satisfy their needs, without having to actively care about them.
customer care, even without consumer guidance, at the same time, does not demonstrate the principle of mutual benefit.
For business people, customers are "gods", and in normal cases it is necessary to listen to "gods", but always listening is not the best policy, and sometimes saying "no" gently can contribute to success.
2.3 The key to customer satisfaction
In business, there are at least two factors that always decide the fate of a deal: the product (quality, data) and the price (payment method, payment terms). But the seller will make a fundamental mistake if he thinks that the only factor is that the customer only needs a very low price. Customers are increasingly demanding. In addition to the quality and price of the product, all the services that go with it will determine the survival of the company.
2.4 Pre-sales and post-sales customer care
Pre-sale customer care is an important step to promote the sales process and foster relationships. If done well, post-sale customer care will have a great effect in building the reputation and image of the business in the minds of customers, thereby helping the business establish long-term relationships with customers.
IV. THE ROLE OF CORPORATE CULTURE IN THE EXISTENCE AND DEVELOPMENT OF ENTERPRISES
In the process of studying the success of Japanese companies, researchers also introduced the concept of “right kind of culture” or “culture of quality” (“good culture” or “culture of quality”), meaning a culture of
Culture supports the business well and has values that managers always try to cultivate in their business.
What researchers want to affirm when introducing the concept of “quality culture” is:
- All businesses have their own culture. This is true as Bill Hawlett, founder of Hawlett-Packard Group, once said: “Any group of people who have worked together for a period of time, any organization that has existed for a period of time, any government or agency of a country, over time, establishes a philosophy; a set of traditions; a set of ethical rules. These are the unique rules that fully define their organization and definitely separate this organization from other similar organizations”. However, the impact of corporate culture on the development of a business is two-sided. For a business, that is, an organization that aims to create value through business activities, corporate culture is good only when it has a positive impact on business activities while ensuring sustainability.
- Changing culture or building culture is subjective but forming it is objective. The important thing is that managers must be aware of the strengths and weaknesses of their corporate culture in order to adjust and manage them as an important resource to create competitive advantage for the enterprise.
Research on the impact of corporate culture is considered on both aspects: as an important resource creating competitive advantage; as a cause leading to weakness, will show the special position of corporate culture throughout the existence and development of the enterprise.
1. Corporate culture is a spiritual asset and resource for sustainable business development.
Corporate culture is recognized as the style and organizational discipline of each enterprise, the spiritual asset of the enterprise. Corporate culture is the working atmosphere, the internal environment of the enterprise created by its members, first of all the leadership, it directly affects the spirit, working attitude of each member and their loyalty to the enterprise. Enterprises with a positive culture will create an enthusiastic working atmosphere for the common goal, making individuals constantly strive to achieve many benefits for themselves and the enterprise, corporate culture even determines the meaning and work of workers and civil servants because it affirms the truth of the work and the ideal of the enterprise. The ideal of the enterprise is shaped within the culture, attracting the participation of employees in the work, employees will voluntarily operate, strive to improve, they will have loyalty and the spirit of working wholeheartedly for the enterprise. This only exists in successful companies with a strong culture.
Enterprise resources in a broad sense include not only people, machinery, equipment, goods, capital, etc., but also intangible resources (resources that are invisible to the naked eye but have extremely great effects such as: enterprise reputation, working spirit and creativity of staff, etc.). If an enterprise wants to be stable in the long term and only relies on material resources, it cannot have a profound impact on its employees. The most important thing is to spread the concept, take root in the deepest part of the mind, and enhance the centripetal force of employees. It is the respect, compliance and loyalty to corporate culture that unites all employees of the enterprise into a unified block, a combined force acting together. Thanks to that, the enterprise constantly develops human resources, creates many outstanding individuals and attracts
Many talented people work for the company for a long time. Any company that wants to survive and succeed must have a value system, a unique identity that no one can imitate. That is "Serving the country through trade" of Samsung, "Always listening, always understanding" of Prudential. Such cultural values are the source of innovation in companies. It is that qualitative value system that, in many cases, makes companies more successful than quantitative goals such as finance. It compensates for the weakness of organizational structure and planning in the face of opportunities that appear by chance, are unpredictable and cannot be accurately predicted.
2. Corporate culture guides business operations
Corporate culture is stable and sustainable, despite the frequent changes of individuals, including founders and leaders of the enterprise. It is deeply related to the motives of the enterprise, forming a strategic orientation for the enterprise itself. Corporate culture acts as a guiding force, as a common centripetal force, as a unified consciousness of all employees of the enterprise. The stronger the culture and the more strongly oriented towards the market, the less directives and orders the enterprise has, the less organizational charts and specific instructions. A strong culture will determine the strength of the enterprise.
For managers and leaders, corporate culture is the orientation and legal basis for making important management decisions. In complex situations, simple profit and loss analysis cannot fully predict the consequences of the incident and cannot lead to a correct management decision. In that case, enterprises should adhere to the company's business philosophy to make appropriate management decisions and maintain the direction of their enterprise. The reality of some large companies has proven this.
The sustainable development of a business, on the one hand, requires a business strategy with long-term goals; on the other hand, it also requires the flexibility and adaptability of the business in a changing business environment. Once corporate culture has penetrated all employees, then the company has great strength and more flexibility in business.
3. Corporate culture is both the goal and the driving force of business development.
3.1 Corporate culture is the goal of the enterprise
Corporate culture aims to build a psychological foundation for the community in the enterprise. It includes material values and spiritual values that motivate employees to make every effort for the development of the enterprise, and also to maximize their own potential. Successfully building corporate culture means ensuring high operational efficiency of the enterprise. Therefore, a good corporate culture is also the goal that enterprises aim for.
3.2 Corporate culture is the driving force of business development
3.2.1 Deciding the success or failure of a business
When looking at the causes of a company's collapse, people can infer that it is due to changing tastes, technology or fashion, but it is the fundamental beliefs and values that have the most dominant influence. They have more to do with the success or failure of a company than resources: technological resources, economics or organizational structure.
First, a solid set of beliefs, values, or principles is the premise for all of a company's plans, policies, and activities.
Second, the loyal adherence to these beliefs, values, and rules demonstrates their strong appeal and influence, thus bringing out the full potential of employees.
Third, it has been shown that most top-performing companies have a clearly defined set of guiding beliefs. The bottom-performing companies are either one of two types: they have no coherent set of beliefs or they have clear and widely discussed goals that are quantifiable (financial) and lack any qualitative goals.
3.2.2 Encourage innovation and invention
In businesses where the culture is strong, there is a high degree of genuine autonomy, meaning that employees are encouraged to branch out and take initiative, even at the grassroots level.
HP reiterates its commitment to innovative and creative people, a philosophy that has been a key driver of the company's success. “First, there must be highly capable, innovative and creative people throughout the organization... Second, the organization must have goals and leadership that generate enthusiasm at all levels. Employees in key management units must themselves be enthusiastic about their associates at all levels...”.
HP’s faith in its employees is evident in the company’s “open lab materials” policy. The policy states that engineers are not only free to use lab equipment, but are also encouraged to take it home for their own personal use. The company’s philosophy in creating this policy is that whatever engineers