Chengdu
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Large Client Type SolutionsEngineering ProductsRetail ProductsHome Furnishings
"Sharpening the axe does not delay the cutting of firewood; to forge iron, one must be strong oneself." Chairman Qianchuan hopes the team will revisit the Japanese corporate "Three-Way Good" philosophy.
Recently, Luo Zhengren, Executive Vice President of the China Wooden Door Association, Vice President of the Sichuan Business Association, Chairman of Qianchuan Wooden Doors, along with members of the Sichuan Business Association, went to Japan for a study tour and inspection. During the trip, they visited the University of Tokyo and Toyota Group, participated in important events such as the China-Japan Enterprise Exchange Meeting and the China Sichuan (Osaka) Economic and Trade Promotion Conference. The delegation also visited the century-old family business in Japan — Tsukaki Group, and exchanged and learned about the core business philosophy "Sanpou Yoshi" (Three-Way Satisfaction) with Tsukaki Group Chairman Tsukamoto Kizaemon, which has been passed down through generations.
The chairman highly appreciates the core philosophy of "Sanpou Yoshi." So, what exactly is "Sanpou Yoshi"?
"Sanpou Yoshi" means good for the buyer (the company's responsibility to customers), good for the seller (the company's responsibility to itself), and good for the world (the company's responsibility to society). Tsukaki Group has a famous family motto: "A family that accumulates goodness will surely have abundant blessings," which comes from the classic Chinese text "I Ching." It means that one must do more good deeds for the business to prosper. This phrase can be seen as an interpretation of "Sanpou Yoshi."
Regarding "Sanpou Yoshi," how should a company think about it? First, good for the buyer means the company should consider whether customers are truly satisfied and delighted, and whether the trust customers have in the company can be passed on to the next generation; good for the seller means the company's income and expenses are balanced, the company is not dependent on debt or other companies, and operates independently; good for the world means the company should consider whether its actions contribute to customers and the local community beyond just making profits and paying taxes.
How should "Sanpou Yoshi" be explained and practiced to ensure sustainable development of the company? Upon closer examination, it can be divided into the following points:
First, running a business is to contribute to society and others, and the profits earned are justified. Earning profits itself is not a problem, but if profits are made without providing value to others, it contradicts the philosophy of "Sanpou Yoshi." The value created by the company should be equal to or greater than the value contributed to others, then the profits earned are justified. In other words, the most important thing for a company is to "give value."
Second, the location of the store is more important than its size, and the products sold are more important than the store's location. The geographical location is more important than the store's appearance. No matter how the store looks, if the product quality is poor, the store cannot sustain itself. Conversely, no matter how poor the store's appearance, as long as there are good products, the store can operate long-term.
Third, more attention should be paid to after-sales service rather than flattery before sales; only in this way can permanent customers be created. Some companies only focus on sales, using "exaggerated effects and deceiving consumers" marketing strategies, thinking that once the product is sold, everything is fine. This mindset will only shrink their market and reduce customers.
Fourth, one should not worry about having little capital but should worry about the company lacking credit. Credit cannot be gained overnight. Only through long-term sincere interactions and efforts can trust be accumulated.
Fifth, do not force sales or force customers to buy what they want; sell products that are truly for the customers. Some may think that as long as the product is what the customer wants, producing and selling it is fine. However, we can think differently: if products are made solely based on customer demands, we will become "doers of everything." Although customers' short-term demands may be strong and selling to them can increase sales in the short term, what we should truly do is use our expertise and skills to provide services and products that are genuinely useful to customers. In other words, products that capture customers' potential needs they have not noticed are the ones that can bring explosive growth.
Sixth, selling good products is good, and promoting more good products is great good. Good products should be widely promoted so that everyone can enjoy good products and good services, which is the greatest good.
Seventh, even a piece of paper as a gift can make customers happy; if there are no gifts, use a smile as a gift. "Not only the product but also the added services and value should be valued more." For example, McDonald's famous "zero-cost smile."
Eighth, set and strictly adhere to correct and fair prices. Are the original product prices appropriate? This must be carefully considered when launching a product. If you were a buyer, a store that frequently lowers prices would definitely make you distrust it. Products that cannot be sold without price reductions have pricing problems from the start.
Ninth, always consider the day's profit and loss situation and develop the habit of not stopping until the day's profit and loss status is clear. When making profits through dedication to customers, if there are losses, consider "whether actions are truly for the customers" and "whether there are any omissions." If so, make every effort to improve.
Tenth, running a business is unrelated to whether the external economy is prosperous; business operations must be profitable. To maintain the ability to sustain profits, and to sell truly valuable products to more people, the business must survive and continue to do profitable business.
"Sanpou Yoshi" forms the core of the management philosophy of Japan's "Omi merchants," which encourages companies to pursue sustainable development rather than maximizing profits as the highest goal. The Omi merchants refer to merchants who had their main shops in "Edo, Osaka, and Kyoto." Their traditional image, as shown in the photo, is wearing straw hats, cloaked in straw raincoats, carrying a shoulder pole with goods hanging on both ends. At that time, their main activity area was from the three major cities "Edo, Osaka, Kyoto" to all over Japan. Many influential tycoons in Japan's business world started from a single shoulder pole. Among the management philosophies passed down by the Omi merchants, the most influential is what we now call "Sanpou Yoshi."
