In 2018, Xiaomi's founder Lei Jun promised Xiaomi mobile phone users that the comprehensive net profit after tax of Xiaomi hardware should not exceed 5%. If there is an excess, return the excess to xiaomi users.
In the pursuit of profit maximization by enterprises, he did the opposite. As soon as this statement came out, it immediately set off a big wave in the industry: this is the trigger that pulled the trigger of the industry's market price war in 2018!
At that time, no one could be sure whether the decision was right or wrong. For consumers, Millet's cost performance is high, and for Xiaomi, is it less profitable?
Over the past few years, Xiaomi's old users continue to buy millet when they need it, and they have undoubtedly become the leader of new users, Xiaomi's user team is growing day by day, and it has already seized the market with its generous low gross profit and efficient sales.
In "Decision Making Good and Bad", the author Chris Black mentioned that most of the time in decision-making, it is actually some ordinary daily resource allocation, layer by layer.
There is no right or wrong in decision-making, bravely face choices, have the right thinking, and cope with things that are constantly evolving.
First, evaluate yourself honestly and face it bravely.
There is a case in the article: Darwin, a young man, needs to make a choice about whether he will continue to be single. He made a list of the two situations that arise from "married" and "not married".
Choosing to get married means a happy life with more partners, children, and someone to take care of, and at the same time there will be more socializing, trivial and noisy trivia; choosing to be single, there is no socializing, no worry, and life becomes quiet, but it also means a series of problems of loneliness, laziness and old helplessness.
Whether to be a slave to happiness or a happy bachelor, Darwin ultimately chose the former.
In life, we are constantly making choices at various stages, just like Darwin's married life, each stage is faced with different decisions. Next he's looking for a partner.
People want to find what they think is best. But what is the best? When is it best to appear?
Premature decision-making may be better to miss the back; endless waiting may miss what has already happened. Darwin didn't get too entangled this time, and in his limited circle of friends, he quickly made a decision: marrying one of his relatives.
Judgments that were thought to be correct at the time can sometimes lead to wrong results. We can't be sure if the decision is perfect, because everything is variable. As long as you can honestly evaluate yourself, consider problems in many ways, do not fear the results, and dare to face them, it is a good decision.
Second, there is no best decision-making.
Professor Chen Chunhua said that in the context of change, right and wrong have no great value, and those who are really valuable are willing to try and make mistakes, can correct errors and iterate, and continue to innovate.
When Amazon first went public, Jeff Bezos said to the shareholders of the company: Amazon is going to be a long-term company, and our children and grandchildren can witness great companies.
When we do things, it is important to look at things now or to look at things in the longer term. Far away, because competitors are not willing to do the long term to withdraw, and the immediate benefits often make people lose their cool, thinking that they do not earn nothing.
In theory, decision-making is rigorous, rational, and making different choices. In fact, the emotional response plays a crucial role in it.
For success, we will forget the doubts and hesitations when making decisions before, rarely look back and face the mistakes we have made, only see the glorious road ahead, and do not realize that the understanding of the outcome will affect our own judgment.
Only by learning to face changes in the environment correctly can we make corresponding decisions.
Third, learn to cope with changing things.
When Kazuo Inamori, 78, took over japan airlines in 2010, JAL was already facing a debt-laden situation and was filing for bankruptcy.
But it only took Kazuo Inamori more than a year to make JAL's profits hit a record high. JAL can not only re-list, but also achieve the impressive results of profitability, punctuality and service that are the world's first.
His successful experience is to encourage employees, let employees take the development of the enterprise as their responsibility, and have determination and motivation and confidence in the enterprise. Improving the ideological awareness of employees is also a change in the way of thinking, which is the key to success or failure.
But we must understand that planting melons may not necessarily get melons, and when excellent people are sometimes unlucky, good results at that time do not indicate whether the decision is correct or not.
Only learn not to be alarmed, not to complain about luck, to accept the blow calmly, and to look forward to the success of the next stage. Even if it is a defeat in the immediate future, in the long run, victory is bound to be achieved.
Therefore, in an unpredictable environment, we can bravely make the right choice, which is a good decision.