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产品成本是企业经营的“牛鼻子”,高质量、低成本的产品才具有市场竞争力,这已是企业家的常识。然而,在日本追求低成本的思维方式却另具特色。 据资料介绍,在1986—1991年的日本泡沫经济时期,日本的许多公司,轻率地提高产品价格,盲目增加员工,无休止地推出新产品;通过投资股票和房地产市场,不少日本公司获得了超额利润,他们对于通过削减生产成本来提高利润丝毫不感兴趣。但自1991年泡沫经济破灭以后,日本正经历着一场持续数年的经济衰退。 面对市场经济危机,日本企业界为了重返竞争舞台,已是别无选择,只有背水一战。于是他们悄悄地调整经营策略,从节约成本,提高利润水平入手,重新设计产品,重新配置劳力资源,重新建立销售体系,重新审视以往的管理方略,不断调整,适时改革。 具有较强的处理危机能力的日本企业家,经过泡沫经济的洗礼,强烈地意识到,太多的产品、太多的经营弹性,甚至更多的用户满意,并不一定能给企业带来丰厚的利润。他们之所以在不景气的年代里能够保持企业常盛不衰,其降低成本的秘诀可以用一个词来概括:简化。要想继续赚钱,必须设计出更简单、更适销对路的产品,使产品具有更小的互换性和更少的零部件。简化,使产品成本大为降低,而市场竞争能力大大提高。
Product cost is the “Niubi” enterprise management, high-quality, low-cost products only have market competitiveness, it is entrepreneurship common sense. However, pursuing a low-cost way of thinking in Japan is another unique feature. According to the information, during the period of the Japanese bubble economy of 1986-1991, many Japanese companies rashly raised their prices, blindly increased their workforce and introduced new products endlessly. By investing in stocks and the real estate market, many Japanese companies obtained Excess profits, they are not at all interested in raising profits by cutting production costs. But since the bubble economy burst in 1991, Japan is experiencing a recession that lasted for several years. Faced with the crisis of the market economy, the Japanese business community has no choice but to go back to the competition in order to return to the competitive arena. So they quietly adjusted their business strategies. They started with saving costs and raising profits. They redesigned their products, reallocated labor resources, re-established sales systems, re-examined past management strategies, and constantly readjusted and timely reforms. Japanese entrepreneurs with strong ability to handle crises, through the baptism of the bubble economy, are acutely aware that too many products, too much flexibility in operation, and even more customer satisfaction may not necessarily bring richness to the enterprise Profit The reason why they are able to keep their businesses up and running in a downturn can be summed up in one word: Simplification. To continue making money, you have to design products that are simpler and more marketable, making the product less interoperable and with fewer parts. Simplify, greatly reduce the cost of the product, and greatly enhance the market competitiveness.