INFOEYE
We are pleased to announce that Claris International Inc. has posted “20 cardboard boxes of proposals on an iPhone” on their website as a case study of our company’s implementation.
M.K., which operates the children’s clothing brand “Shirley Temple,” had long relied on handwritten documents and Microsoft Excel for internal operations ranging from planning and production to sales management.
In the last issue, we talked about how pricing is management in “The Concept of Selling Prices”. Today.
This is my experience with my obsession with numbers. You may be fed up with all the talk about numbers, but please bear with me.
The Truth About Increasing Gross Profit by 3
In FY2001, Section 59, of which I was the section manager, had broken out of a five-year performance slump and achieved sales of 2.08 billion yen, 110% of last year’s level, gross profit of 17.74%, 115% of last year’s level, and operating income of 150 million yen, 148% of last year’s level, and I was proud that we had achieved a good performance.
However, at that time, the Product Department’s goal was to achieve a gross profit margin of 20%. However, I was aware that there was no way that this section, which handled casual products, could achieve such a high gross profit margin. Since 17.74% gross profit margin was the highest gross profit margin in the past 15 years, I went to the president’s interview with my heart pounding.
However, as I was expecting praise from former President Akihiro, I could not believe my ears when he said something I did not expect. He said, “What do you mean? I told you to aim for a gross profit margin of 20%. Why can’t you do it?
I replied, “It is impossible to achieve a gross profit margin of 20% for a young, casual product line. If we force ourselves to achieve it, our sales will be cut in half. If you do that, you won’t be able to make a profit.
I countered.
The former president said, “Sales can be halved! If you can’t make 20% gross profit, I won’t recognize you as a section! I won’t even recognize you as a section manager.
I was halfway to saying, “Let me show you what will happen if sales are cut in half,” and halfway to saying, “I understand! I will make sure to achieve a gross profit margin of 20%! I’ll make sure to achieve a gross profit margin of 20%!
I had pride in the fact that I had challenged myself in a new field that no one else in the company was doing, started a section from scratch, and had done so for 15 years without a single loss.
It was a shock to me to be told by the president that he would not recognize me as a section manager.
I will achieve 20% no matter what! With this in mind, I declared to my section staff from that day on.
The staff said, “Your sales will be cut in half. They were bombarded with claims of impossibility and impossibility: “It’s impossible with our current customers,” “It’s impossible with our current products,” “It’s impossible with our current suppliers’ grades.
I said, “I don’t care if sales are cut in half. I don’t care if sales are cut in half, I will change my clients, suppliers, and products if necessary, and I will do whatever it takes to achieve a gross profit margin of 20%. I demanded that not only the sales staff but also designers, pattern makers, clerical staff, and delivery staff, be diligent, make efforts, and take action in order to achieve a gross profit margin of 20%.
We will be calling for 20% gross profit margin from morning to night. Of course, the Monday morning meeting is about how to achieve 20% gross profit margin. Every week, every day, from morning to night, we only talk about 20% gross profit margin.
The sales policy was simple and clear: stop doing business with clients that are inconvenient for achieving 20% gross profit margin, stop doing projects that do not allow us to earn 20% gross profit margin, and stop doing business with suppliers that are not worthy of 20% gross profit margin. We also cut back on other expenses, such as name-attaching and labeling, which had been done domestically, by using cheaper overseas factories, and reducing transportation fees by consolidating shipments as much as possible.
I became an ogre of 20% gross profit margin and thoroughly implemented this for one year.
As a result, one year later in 2002, we achieved a gross profit margin of 20.71%, an increase of 2.97%, or approximately 3%. And sales, which had been poised to decline by half, were able to increase 104% to 2.17 billion. Operating profit increased by 80 million, and unrealized profit increased by 90 million. The only decrease was in overhead (90.1%) and inventory (67.5%). As for clients, low-priced specialty mass merchandisers and apparel, which were the top five in 2001, declined sharply, and the top five were all SPA apparel, which was very strong at the time.
The challenge to increase gross profit by 3% not only brought good results, but also forced changes in planning, production, sales, and delivery, and brought about a transformation in sales.
I thanked the former president and the section staff. I struggled to find a way to express my gratitude to the former president, but not to the section staff. And, although I thought it was a bit of a quip, I wrote a letter of thanks to the wife of a wife-beater, saying, “With your support, your husband has done his best and achieved excellent results. I sent her a thank-you letter and a rose flower, saying, “I sincerely appreciate your support.
Confident sales would increase by 440 million to 2.61 billion the next year, while maintaining a gross profit margin of 20%. And until I retired as section manager in 2007, the gross profit margin never fell below 20%.
This single-minded focus on gross profit led to changes in everything. The challenge to increase gross profit by 3% was to force change: ……. This was the truth.
I think the former president saw that I was falling into a rut after 15 years as a section manager. If it had not been for the blackmail at the president’s interview, Section 59 would not have been de-morphed.
I am still sincerely grateful for that blackmail.
When you were saying it was impossible or impossible, it was because it seemed impossible or impossible with your ability at the time, but it was possible if you could change yourself. The real thrill of work lies in setting a goal that seems impossible, persevering to reach it with persistence and never giving up, and turning the impossible into possible.
Since the Corona disaster, telecommuting has taken root in our company and we have been able to continue working without hindrance.
However, more and more people are working with earphones or headphones for web conferencing, etc.
Purchased for staff to celebrate the 20th anniversary of the company’s founding. And you won’t even notice when the courier comes.
Above all, it is harder to notice when a natural disaster such as a fire occurs.
So, once again, I purchased the bone-conduction headset OpenComm Slate Gray AfterShokz, again for my staff.
You may have your preferences for bone conduction, but it is very good.
I can wear the headset all day without strain. I even forget I am wearing it.
When taking images for e-commerce sites or for promotional materials for design work,
sometimes it is best to do a little image manipulation in order to use them as promotional materials as intended.
Although the angle and composition of the photo is perfect for the image,
Accidentally, there are unwanted objects in the photo,
The color of the product is skipped in the sunlight,
Images taken outside in rainy weather may have water droplets on them.
In most cases, such water droplets are difficult to remove with simple processing software.
Please contact Kirikom if you have any problems with these matters.
Kiricom can cleanly remove
even images with many fine water droplets.
While preserving the natural tones and shades of the original image,
Since only unnecessary water droplets are removed, an uncomfortable finish can be achieved.
1Feel free to use even a single item.
Kiricom offers discounted pricing for customers who regularly request a certain quantity.
We also offer monthly plans, which are recommended for customers who handle a lot of images and are concerned about costs.
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Goods and brochures,
When you hire a printing company to create a poster,
Submission of company or service logo data (AI format) is also required.
The designer who created the logo
I wish I had the data,
If you only have JPG or PNG at hand, you can also use
I think there are many.
Logo data is only in jpg format, and I can’t send it to print!”
I want to use it on a large poster, but the logo gets blurred when I zoom in.”
I don’t have clean photo data, can you convert it?”
Please contact Kirikom if you have any problems with these matters.
From the images you uploaded and sent to us,
We will create the logo data for printing.
Feel free to use even a single item.
By tracing an image and creating a vector object,
It can be converted to print-ready data that is not blurred when enlarged.
Kiricom offers discounted pricing for customers who regularly request a certain quantity.
We also offer monthly plans, which are recommended for customers who handle a lot of images and are concerned about costs.
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「There is a saying, “Time is money.
It means that time is as important as money.
Money will not decrease if nothing is done, but time will
time is surely decreasing without doing anything.
In that sense, it may be a waste if we do not cherish it more than money. All living things will surely die when time passes. If you spend your time in vain, you are wasting your life.
Human beings are designed to take the easy way out. They want to make money by taking the easy way out, to lose weight by taking the easy way in, or to have a happy family by taking the easy way in.
There are businesses all over the world that take advantage of this human nature and offer investment opportunities, or encourage people to lose weight effortlessly even though they will rebound anyway. There are many businesses that take advantage of people who want to be happy and enjoy their lives all over the world.
We should work efficiently, but we are never so naive that we can do it with ease.
We must use our time effectively and work hard to achieve our goals.
In the past, Company T aimed at management that dared to take risks.
It was the words of a manager who was very strict even to himself at the time: “Dare to take on the difficult path.
Without regular, steady effort, you can’t achieve your goals very well.
The only way to do such a thing is to make an effort with time. Then you cannot waste time and so on.
Time really seems to fly by as we get older. A year goes by in the blink of an eye.
I feel the days pass by without me having to do anything, and to be honest, I am getting impatient.
It is just like “time flies like an arrow.
I know I sound like a big shot, but let me tell you about my 15 years of futility.
My birthplace is Miyazaki. Perhaps because of its laid-back climate, I felt that time passed by in a leisurely manner. When I came to Osaka, I was surprised to see how fast people walk in the city.
When I joined the company, my work speed was slower than everyone else’s, and I guess I was not very good at my job.
I received poor evaluations from my section manager, and for some reason, although I entered the company with the best grades, my evaluations dropped every year. I thought that this job was not for me, and I wanted to return to my hometown, which I loved. I persuaded my wife to take a mid-career exam for a company in my hometown and received a job offer.
I had just asked the company about my resignation when I received a phone call from my wife’s mother. She said, “I can’t bear to see my daughter, on whom I rely, go to a place as far away as Kyushu. Please don’t quit the company. The company also decided to put my resignation on hold, and I somehow made up my mind to stay at the company.
I can’t quit, and every day passes in anguish. I am labeled as a “no-good guy who says he is resigning.
At that time, I received a resignation and was assigned to another section. It was the toughest new section manager imaginable, but I soon realized the joy of creating a strong selling line and finding clients to whom I could sell that product and make sales. From then on, I would create my own work and immerse myself in it. I became extremely busy, but it was not painful because I enjoyed the work itself. It is strange to say it myself, but from that point on, I began to love my work.
However, it has been about 15 years to get there. It was 15 years of asking myself if I wanted to quit but could not. It was a blank 15 years for me. Why couldn’t I take a positive view of work at that time? I still feel frustrated that I could not take action to develop myself, such as researching and studying if I had time to agonize.
I now wonder what I could have done with 15 years of time, but time can easily pass for about 15 years if I am rambling.
The job is not suited to my personality. My boss doesn’t appreciate my efforts. It is the company’s or my boss’s fault. I blame the environment, the company, or my boss as the reason why my work is not going well.
The destination of such thinking is the conclusion that you want to quit the company.
If you think that what is going wrong is within you, reflect on it, and make efforts to correct it, you will surely see results, and even if you don’t, people will notice your positive efforts and support you.
I wish I could go back in time to when I was younger, but as long as I am human, I can’t.
The present is important. I believe that living in the present moment to the fullest is the way to live without wasting time.
There are things in business that cannot be accomplished in a year or two. As a company, it is important to have a strategy to change your clientele from mass retailers to specialty apparel stores, but it is also important for individuals to acquire product knowledge and build personal connections. Set medium-term goals, and if possible, declare them to the people around you.
I believe that by setting a goal of doing it within three years at the fastest, or five years at the latest, we can discipline ourselves to let time pass in a rambling manner. However, I think it is impossible to accomplish this medium-term goal unless you are aware of it every day. I set a goal of 20% gross profit margin within three years, and I chanted it like an incantation to everyone in my section every day. I think I was able to achieve this goal because I made sure that everyone in my section was aware of it every day.
When I was a bad salesman, I thought that if I was prepared to work at this company for the rest of my life, I would have to become a section manager, and one day I set a clear goal to become a section manager. The section manager at the time was a dedicated cut-and-sew section manager, so it would take me a long time to catch up with him in terms of experience and knowledge, and I knew it would be a long road for me to become a section manager after he became a department manager. The section chief at the time was quick-witted and had a spirit of challenge, so I told him that as long as I developed a product that the company had yet to try and showed that I could make money with it, he would entrust me with the product and give me his support.
Thus, I set a goal to become a section manager within three years. In order to achieve this goal as early as possible, I met with the person in charge of casual pants at the Nagoya head office and the person in charge of our rival company, Takihyo, who taught me the basics of woven casual wear and even taught me about our suppliers.
It is hard to imagine now that an employee of a rival company would teach me his know-how, but that is how desperate I was. I think they taught me a lot because I was still young and because I treated the people I met with respect.
Casual pants were still in the midst of a boom, so my product sold well. After achieving good results, I placed an order for 200,000 pairs of stretch fabric with a fabric manufacturer in Hiroshima, and planned a processing trade in which the fabric would be processed at a factory in Beijing. Negotiations for processing fees in Beijing were difficult, but we managed to conclude the deal. I was anxious about the considerable amount of product, but we sold it frantically and managed to sell it out. That job boosted my confidence, and I take the liberty of deciding that now is the right time to become a section chief. I tell the company that if they make me section chief, I will show them a 150% increase in sales and profits.
1) Set clear goals
2) Decide what measures will be implemented to achieve the goals and by when
3) Obtain the support of those who agree to the measures you have decided on
4) Have the determination to overcome any difficulties in order to implement the measures
5) Through my work, I will be the No. 1 person in the company in terms of experience, knowledge, judgment, and decision-making with regard to my current job.
Confidence.
I guess the above is a summary of the above.
I’m sure each person’s times, environment, and abilities are different, so the measures will be different.
However, it is important to set a goal and determine a time frame for achieving that goal, whether it is long term, medium term, or short term. This is because it will help you to discipline yourself in the present.
However, I think the most important point is the strong will to achieve the goal. For me, I could not have climbed up from what I thought was rock bottom without the strong will to achieve the goals of “20% gross profit” and “promotion to section manager. In my case, I achieved both of these goals within one or two years.
Time wasting happens every day if you are not aware of it. Have you ever had something that you think you should do right now? Even if you know that it is best to do it now, the fear that it will be difficult to report or that something bad will happen after you report makes you delay the report. Even if you make an appointment, the negative image of not being able to respond to the previous business meeting or the fear that you will not be liked will lead to hesitation. If you have not received a reply to the previous business meeting, you should make a move to do so, and if it will take time, you should inform them of the delay and make an appointment as if it were a business meeting.
If you do it right away, you will waste time because you don’t do it, you will have problems because you delay, and you will lose profits because of the delay. Time is finite, and there is no time to hesitate, worry, or dither.
In any case, we should seriously tackle and solve the problems in front of us. Then, move forward to new challenges that will yield positive results. Whether you use your time effectively or waste it is entirely up to you.
It is not for the president to judge or decide. I firmly believe that if you yourself have a positive attitude and time on your side, your work will produce results and your life will be fulfilled.
When creating product images for an e-commerce site,
It is best to capture the product as large and clean as possible.
When you take a picture with a single-lens reflex camera or a smartphone, the size of the image is horizontal,
If the image is cropped at this ratio and size, the entire image will appear small.
In such cases, do the trimming process,
Make your products look big and beautiful.
Trimming can be done with apps, etc., though,
With an app, you have to process each piece by yourself,
It is difficult to do it yourself when quantities are large.
If you are short on time or have a lot of work to do, please let Kirikom handle it.
If you upload an image and send it to us,
All images will be delivered trimmed and processed. You can choose any size you like.
Kiricom offers discounted pricing for customers who regularly request a certain quantity.
We also accept monthly plans, which are recommended for customers who handle a large number of products and are concerned about costs.
In addition to trimming, Kilikom can also trim and erase all margins.
【trimming】
Description: To remove margins and resize images
Recommended for: Mainly for those who create product images for e-commerce sites.
【margin-clearing operation】
Content: If only the margins are erased and the size is not changed
Recommended: Can be used for web production, design work, etc.
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In the Tokyo metropolitan assembly election held on April 4, the LDP came out on top, winning 33 seats, up from 25 before the election. However, the LDP and New Komeito, which cooperated in the election, won a combined 28 seats, falling far short of the majority target, and the LDP and New Komeito together fell far short of the majority target.
The reason for the defeat was the government’s response to the coronavirus and its aversion to hosting the Tokyo Olympics, which is about to start.
Vaccinations were delayed, which could be called SUPER SLOW, and the declaration of a state of emergency was repeatedly postponed and re-imposed,
Many people are fed up with delays in aid payments and the continuous drinking and not drinking.
In addition, Finance Minister Aso said, “You sowed the seeds yourself,” referring to Governor Koike, who is resting due to overwork.
Koike, who heard Aso’s comment on his sickbed, must have grinned.
Governor Koike has previously been slammed by the media as a “green raccoon” since his “exclusion” comment.
He must have thought that the “self-inflicted” comment was a favorable comment to the TMF.
There is a Japanese sentiment called “hanko biyaku” (to support the weak).
It is a feeling of wanting to support the weak.
It is a feeling of pity for Governor Koike, who collapsed from overwork in dealing with Corona and the Tokyo Olympics.
It is a longing for the pure, the innocent, the single-minded, and an aversion to arrogance and cowardice.
I believe this is the sentiment of the Japanese people. We cannot ignore this feeling in our business.
We cannot ignore this feeling in our business.
There is a former subordinate of mine, T-kun, who is now a high-profile section manager at Company T.
He was one of the three main salesmen when I was section manager.
All three were among the best salespeople in the entire company.
One of them is a fast salesman who is to the point, handles paperwork quickly, and has a sense of speed,
He was quick-witted and I rarely had to scold him.
I was concerned that the only thing that bothered me was that the relationships within the company were not very good.
The other is a sales representative who is good at his job but has a habit of deception.
He is known for his planning and proposals, and has a keen intuition, but for some reason he tells trivial lies.
I had warned him severely on numerous occasions.
However, he was a mysterious character who was endearing to certain customers, including his habit of deceit.
In Mr. T’s case, he was a salesman who was never to the point, but had a reputation for integrity and a strong sense of justice that abhorred cowardice and arrogance. He was the type of salesman who gains trust through steady, down-to-earth sales.
He had many fans among both suppliers and customers, and I envied him.
After I left the company, all three of them worked as section managers, but two of them failed to achieve any results.
T-kun is now working for Company T as an excellent section manager.
My subordinates, supervisors, and clients all remember T’s “pure and dedicated attitude, and a sense of justice that does not allow any deception, even by his superiors.
He has a sense of justice that does not tolerate deception, no matter who the boss is.
Stopgap strategies and schemes may succeed temporarily, but they will not last.
After all, “Keep your word, call in advance to apologize if you can’t keep your word, and make another appointment.
This attitude is important.
The most important thing is to build relationships of trust, both internally and externally.
We must do the work in front of us every day with sincerity. I believe that building trustworthy relationships lies beyond the accumulation of such efforts.
I believe that this is the key to building a relationship of trust.
I humbly accept the fact that we were unable to achieve a majority in the Tokyo metropolitan assembly elections,” the prime minister told reporters about the results.
Every time an election is over, he speaks of “humility.
I think this is because he fears that his “arrogant” comments will destroy the relationship of trust.
No one will trust you if you talk the talk. Trust comes only when it is accompanied by action.
If you think you are trusted and forget to be humble, you will be disliked.
Act with sincerity, keep your promises, and be prompt in your actions. Even when you succeed, always be humble and never forget to reflect on your success.
I thought this is an important commonality in “building trust” for both politicians and businessmen.
Clipping is a time-consuming process,
Especially when clipping human models,
The hair is often difficult to process.
Even if you use free software or an application’s automatic processing to crop the image,
The background may remain, or the tips of the hairs may not be clipped cleanly.
This can result in the need to rework the image, which can take even more time.
Especially if the image quantity is large,
It is quite difficult to crop all the images by yourself.
I have a lot of photos that need to be cropped, but I don’t have time to do it!”
“I’m worried that the finish will be inconsistent…”
We want to keep prices as low as possible.”
If you are having trouble with this, please let Kirikom help you.
All you have to do is upload the image and send it to us,
We will send you beautifully clipped data.
You can use our service for as little as one item.
Even time-consuming model photo cropping,
KIRIKOM can deliver the photos the next day at the earliest.
The estimated turnaround time is as follows. (*This may vary depending on the content of the image.)
At Kilicom, all clipping is done by hand by our staff.
This reduces variations in the finished product that tend to occur with automatic processing,
We are able to deliver beautifully clipped images.
The basic cutout is done using the pen tool,
The hair part is carefully processed using an alpha channel.
Clipping of people is the lowest real price,
【100 yen (excluding tax)~】
We accept orders from
※Prices may vary depending on the contents of the image.
Please contact us if you have any questions.
Kiricom offers discounted pricing for customers who regularly request a certain quantity.
We also accept monthly plans, which are recommended for customers who handle a large number of products and are concerned about costs.
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A time of stagnation can be thought of as “a time of poor performance if you are a company or in sales, or a time when work is not going well.
If you have been in business for many years, there will always be such a time.
Many of our clients are in this stagnant period in the current Corona disaster and are struggling.
I would like to consider how we can escape from stagnation in such a situation.
1、 Take immediate steps for the next period
During my working years, I often encountered situations where the numbers stagnated.
Not reaching this month’s budget, struggling next month, and pushing too hard to make up for the second half of the year.
When we try to increase purchases, unsold inventory increases, foregone losses increase, and profits are squeezed.
Sales are declining, but the workload is increasing, and the company is extremely busy with immediate tasks.
Very little time is left to prepare for the next fiscal year, preparations for the next fiscal year become neglected, and a negative cycle begins.
To begin with, we need to consider why business performance has stagnated and sort out the causes of the stagnation by dividing it into internal and external factors.
Once the causes of stagnation are sorted out, immediate action should be taken to avoid making the same mistakes in the next fiscal year.
It is also important to correct the current bad situation,
However, it is absolutely necessary to avoid taking time to do so, which will have a negative impact on the next fiscal year.
The current bad situation is due to problems with past preparations and actions.
In extreme cases, the preparations and actions taken a year ago were not appropriate.
Even if we try to rebuild our current performance now, we will face considerable difficulties.
The important thing is to break the negative cycle so that the next fiscal year will not be adversely affected.
It is also important to analyze the causes of stagnation and take steps to improve the next fiscal year’s performance.
If the causes of the bad performance are known and left unchecked, it will never get better.
About 10 years after I created the casual pants section, which had never existed in the company before, I noticed that there were three categories within the section: “Mrs.”, “Young”, and “Career”.
Although they are small divisions, they each have different targets, and therefore have different ways of thinking and different things to do.
It was as if there were divisions within divisions, and competition and disputes arose among them, causing all kinds of losses that did not lead to business results, and I was troubled.
So, I decided to stop working with Mrs. and Career and focus solely on Young.
There were people in charge of both the Mrs. and the Career Division, so there was some opposition to my decision. The director advised me that sales would decrease if I stopped, and that I should gradually focus on young people, but this would not unify the minds of the section members.
Since the reason for the stagnation was that the members of the section were thinking and acting in different ways and not demonstrating the power of the organization, I thought that gradually narrowing down the focus would not be a solution.
I decided to focus on Young as soon as possible for the sake of my future, even if it meant a decrease in current sales.
The excellent career manager said, “I’ll quit if you narrow down the focus to Young,” but I remained firm in my decision.
The majority of people inside and outside the division were opposed to the decision, but I was prepared to say, “If this decision doesn’t work out, I will quit.
So I quickly put that policy into action. And the excellent carrier in charge really did quit.
I think the remaining section members sensed that the Chief was serious.
They understood my policy and worked hard. As a result, a year later, sales had increased rather than decreased.
Rather than worrying about the current stagnation, it is important to clarify the cause of the stagnation and make sure to take measures for the next term to prevent the stagnation from happening again.
2、 Opportunity for review
Salespeople who sell close to one billion yen by themselves when they are doing well are so confident that they will not listen to their section manager even if there is a problem with their basic operation. However, when sales are slow and they start to have doubts about their own sales ability, they become more honest.
When sales stagnate, it becomes easier to educate them.
I think this is a good opportunity to review the basics again, from planning, production, sales, and delivery.
We can re-evaluate ourselves as individuals and as a company again.
Are we gaining customers through trust in our quality?
Are you strengthening your planning and production management?
Are we developing new customers?
In the fashion industry, where we are in, change is a fact of life, and the success stories of the past may no longer apply.
What is invisible during good times may become visible during times of stagnation.
3、 Work with energy and a positive attitude
The thing to watch out for during stagnation is a loss of energy. Stagnation is always there, albeit in varying degrees.
Stagnation is what allows us to see the roadmaps to success.” With this in mind, we should work with hope and a positive attitude.
The honorary chairman of the company where I used to work says, “A person’s work is a series of failures and successes.
If we replace failure with stagnation, we get the following.
“People reform and succeed upon reflection of stagnation, but it will eventually self-contradict itself and end up in stagnation. Taking that stagnation as a clue, he succeeds again.
They will succeed again. It is a lie that one can succeed without stagnation.
When reforming stagnation, you know the cause of the stagnation and the means to success, so you must quickly reflect on the situation, treat the stagnation as stagnation, and decide on and implement a new course of action.
Then, you can cover up the stagnation. Then you can cover the stagnation. At that time, there will be no regrets or disappointments.
You will be alive and well enough to make the next move.
Put off the doom and gloom and blame and take the next step immediately and with courage and dignity.
And in a different Chairman’s memo, he also said.
Sweep away passive thinking, and luck will come your way again. If you work hard, you will be able to react quickly when unexpected good luck (which always has a certain probability) comes your way. If you are not enthusiastic, you will miss out on good luck, and you may be missing it right now. Luck is also software.
The most important value of all is that meeting and talking with that person gives you confidence and the energy to do what you want to do. From top to bottom, each and every employee must be persuasive, powerful, and attractive. The recession is getting more serious, and the game is close.
Next year is the critical point. If there are still people who are not serious, we have no choice but to ask those at the top and those at the bottom to leave the company and work only with those who are willing to do so.”
We will reflect on the situation, and when we have reached a conclusion, we will cheer up and move on to the next step as soon as possible. There is no time for anxiety or disappointment.