Business operations inevitably face perplexing challenges, insurmountable bottlenecks, or unsolvable problems. Even when solutions are available, there’s often uncertainty about whether they are the best options.
Worry no more! The author of this book has compiled 80 KM (Knowledge Management) strategies based on years of experience in business consulting and frequently asked questions in his classes. These strategies are designed to effectively resolve such issues.
With this book, decision-makers can avoid detours, reduce errors, and enhance operational efficiency. While others are still struggling for solutions, you can quickly break through and lead the way!
The series is currently categorized into three main sections, totaling six volumes:
1. **High-Efficiency Operations Series (currently three volumes):** Focuses on issues related to production, marketing, and sales, offering precise strategies to resolve them for more accurate decision-making.
2. **Refined Team Series (currently two volumes):** Addresses challenges in talent recruitment, development, evaluation, and retention, providing effective solutions for precise decision-making.
3. **Profit-Driven Management Series (currently one volume):** Tackles common operational concerns such as annual planning, decentralized management, mergers and alliances, concentric circles, OMO, and business development strategies, helping you further enhance operational efficiency.
This series is not only highly practical but also valuable for collection. Owning it is like having a master-level decision-making advisor, enabling accurate decisions and swift responses!
**Content Excerpts**
**High-Efficiency Operations Series (Excerpts)**
Q03: What are the differences in role-playing between marketing and sales? (High-Efficiency Operations Vol. 1)
Q23: A supplier’s product is unique and well-received in the market, but their traditional equipment limits production capacity. How can the company assist in achieving mutual benefits? (High-Efficiency Operations Vol. 1)
Q34: When encountering competing products of similar quality in the market, how should one respond if competitors initiate a price war? (High-Efficiency Operations Vol. 1)
Q01: How can procurement costs be reduced without compromising quality standards? (High-Efficiency Operations Vol. 2)
Q46: If expanding a new product is challenging and sales personnel are reluctant to put in effort, how should this be addressed? (High-Efficiency Operations Vol. 2)
Q62: How should a new customer’s creditworthiness be investigated and assessed? (High-Efficiency Operations Vol. 2)
Q69: What are the secrets to effectively recovering all accounts receivable? (High-Efficiency Operations Vol. 2)
Q01: For manufacturing industries, how should on-site workforce allocation and management KPIs be set to boost productivity without excessive overtime? (High-Efficiency Operations Vol. 3)
Q10: As an SME wanting to strengthen its own brand but lacking sufficient funds, how can the brand be enhanced? (High-Efficiency Operations Vol. 3)
Q67: For overseas exhibitions with on-site sales, how much inventory should generally be prepared? (High-Efficiency Operations Vol. 3)
Exquisite Team Series (Excerpt)
Q01 If a company urgently needs to fill a vacancy, will it fall into the trap of "anyone will do"? How can this be avoided? (Exquisite Team 1)
Q23 It is often said, "Leading people requires leading their hearts." Specifically, what is the most effective way to achieve this? (Exquisite Team 1)
Q59 If an external manager does not align with the corporate culture, how should the company define their responsibilities and KPIs? (Exquisite Team 1)
Q68 For a company aiming for transparent management and honesty with employees, how transparent should it be regarding performance bonuses and promotions? (Exquisite Team 1)
Q06 If a company is located in a remote area and struggles to find talent, what measures can be taken aside from relocating? (Exquisite Team 2)
Q18 In small businesses where one person often handles multiple roles, such as finance, HR, and general administration, should their job description be separated into multiple documents or consolidated into one? (Exquisite Team 2)
Q29 What are the similarities and differences between departmental managers and HR units in terms of employee care? (Exquisite Team 2)
Q48 How should senior executives be trained to prepare them for greater responsibilities in the future? (Exquisite Team 2)
Q66 If a company has never implemented a KPI performance evaluation system, what preparations should be made to ensure smooth operation when it is introduced? (Exquisite Team 2)
Q72 How can a company with less recognition compared to multinational corporations or large listed companies retain top-performing employees and prevent headhunting? (Exquisite Team 2)
Profit-Driven Management Series (Excerpt)
Q01 For a company with fewer than 10 employees and no departmental structure, how can the annual plan be developed from the top down?
Q27 Agile management emphasizes immediate execution after team discussions rather than rigid adherence to schedules. Does this conflict with annual planning?
Q33 How should small businesses design their organizational structure and promotion systems?
Q50 With Taiwan's increasing international visibility, what insights and opportunities does this bring to Taiwanese SMEs?
Q67 When the mindset and determination for change are present, but funding and manpower are lacking, what should be the first step?
