Daoshenghe property

Japanese industrialist kazuo inamori died. Although this management sage has passed away from this world, he has left us endless management wealth. His success was not achieved overnight, but he persisted and challenged thousands of times. He started a part-time job at the university, graduated from a company on the verge of bankruptcy, worked hard on his skills, and started his business from scratch three years later. Kyocera? Civil aviation ranks among the top 500 in the world. Let's take a look at his legendary experience.

Kazuo inamori is Japanese? Manage the four saints? The youngest one in the school. He was born in a small printing factory in Kagoshima City. In high school, he helped his father sell paper bags while reading. I barely entered the Department of Applied Chemistry, Faculty of Engineering, Kagoshima County University, and my college life was spent in study and hard work. After graduating from university, he was recommended by the professor to work in Song Feng Industrial Company in Kyoto. Due to the poor management of the company, he once wavered his desire to enter the Self-Defense Forces Cadre Preparatory School. Because his brother tore up the letter asking for a copy of the household registration, he had to stick to it in Song Feng industry. Later, he developed new products such as forsterite ceramics. After working for three years, he resigned because his technical expertise could not be brought into play.

At the age of 27, he founded Kyoto Ceramics Co., Ltd. from scratch, and resigned at the age of 65, making Kyoto Ceramics and Dianer two fortune 500 enterprises. At the age of 78, at the invitation of the Japanese Prime Minister, he took over JAL, a Fortune 500 company on the verge of bankruptcy, and miraculously turned losses into profits in just half a year, winning him the title of saint.

When kazuo inamori founded Kyocera, he thought the business was very important in the early stage and hired a large number of salesmen to run the business. Salespeople go out early and come back late every day, but the company's performance is still not improving. Later, he went to the battlefield to run his own business, but there was still no improvement. He changed his mind, and since he couldn't receive the bill made by everyone, he took the bill that others couldn't do. Forcing the company to embark on the road of developing new products is an innovative idea that makes the initial? Kyocera? There is no road to self-destruction.