公司成功之道 英文!

Fritz Henkel founded the company in 1876. And in the long history of Henkel, many talented minds have contributed to making his vision a reality. To give just three examples: Henkel developed the first self-acting detergent, introduced the first solvent-free glue, and launched the world’s first re-nature hair cream.
The reasons for the sucess of this company is that Robert Frost once said, "Isn't it a shame that when we get up in the morning our minds work furiously -- until we come to work."
In the new economy this can't be true. Everyone must come to work fully engaged and ready to make a difference.
A global revolution is under way and it's calling for gutsy leaders -- people who can inspire knowledge workers to exercise their own brand of leadership by assuming ownership and personal accountability.
The future belongs to those who understand the power of culture and use it to feed the entrepreneurial spirit. In this article, we will offer ways you can create a culture where people have a vested interest in the success of your business.
Equip people to think and act like owners
If you want your people to think and act like owners of the business, you have to do more than just offer profit sharing, provide stock options and share financial information.
You must educate them. It means demystifying the language of business, explaining what the numbers mean, teaching how that information can be applied.
At Semco (a Brazilian company that has become world famous for real-world business practices), every employee not only receives the company's financial statements, but is encouraged to attend classes on how to read and analyse these reports.
Employees must understand how economic value is created, how revenues and expenses translate into profit, how they can create financial security for themselves and the organisation, and what investors contribute and want in return.
Ownership requires a sweeping perspective, not a narrow focus on a particular product or service line. It demands great execution in the present with an eye simultaneously kept on the future.
Employees must be taught to see themselves as the people who make the business grow. But conventional organisations are designed to do the opposite.
Focusing employees on one narrow part of the organisation, they send the message: "Take care of your functional area. Let senior executives worry about the company as a whole."
This attitude is obviously demeaning (since it assumes that only those at the top are capable of strategic thinking), and it instantly shuts down imaginative, creative thinking.
It practically guarantees mediocrity at best, and invites downright failure.
Change the people who make the rules
Ownership doesn't only mean changing the rules; it means changing the people who make the rules.
Suppose you were to allocate the freedom to hire employees, set targets and establish schedules to those in your company closest to the front lines.
Chances are, those employees would feel more committed and work more productively because they would know that their opinions are trusted and that they are considered the experts of their world.
Examine the significant areas in your organisation and find five where you can relinquish control and trust your people to do the right thing. If anyone habitually abuses this freedom, deal reasonably but firmly with him or her.
Liberate talent
Ownership means that people are free to act without the fears that squash initiative. When employees have to cling to safety nets, they are certainly not going to commit themselves to a system in which they have responsibility and accountability. Self-preservation becomes the norm.
The late Harry Quadracci, founder of Quad/Graphics, one of the world's foremost printers, pushed his people into thinking like owners and assuming the responsibilities that viewpoint engenders.
He financed an expansion of the trucking fleet by inducing his drivers to find loads for their return trips. Handing them the keys to their trucks, he announced that they were all now owners in the corporation's new division -- DuPlainville Transport.
How they made the rigs profitable on return trips was up to them. When the drivers asked Quadracci how to do that, he answered, "I don't know anything about driving an 18-wheeler." To their own amazement, the drivers found loads and made their new division work.
Turn up the volume on trust
Ownership is a radical approach because it recognises that an organisation's true experts are the people on the front lines, and trusts them to operate with the organisation's best interests in mind. And that trust will bolster employees' self-confidence and encourage them to take on even more responsibility.
The cultures of trusting companies embrace the concept of employee commitment and reject the concept of top-down compliance. In a trusting company, employees are invested in their jobs because they want to be, not because they have to be.
The challenges we face today require committed people. And the key to developing them lies in the hands of leaders who know how to liberate talent.
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According to Robert B. Reich, former U.S, Secretary of Labor, successful companies in the 21st Century will look dramatically different from the 1990's version. The biggest competitive headache of the future will be how to find and keep talented people. Mr. Reich believes there are six key components that will act as "social glues" of the future company.
1. Money
Financial incentives will still be powerful motivators, but the best employees in the future will want more than money. Stock options will become the choice for companies who want to remain ahead of the competition.
2. Mission
Talented people want to be part of something they can believe in. They want challenging work where they can make a difference. Leaders of future successful organizations must establish a mission that will energize bonds of trust and mutual commitment.
3. Learning
The best people want to join an organization where they will have a chance to learn continuously. They want to be intellectually challenged. Learning new skills and sharing ideas will benefit employee and employer.
4. Fun
Simply put, if work isn't fun, it won't attract today's most talented worker. Successful companies of the future will connect people's natural spirit of fun to company strategies where this spirit of fun can do the most good.
5. Pride
Talk to any employee of a thriving enterprise and you will note a tremendous sense of pride, a sense of belonging. The most talented employees will speak with enthusiasm about company accomplishments and co-workers contributions.
6. Balance
The most successful companies in the future will be those who recognize their employees need a balanced life outside of work. They will actively encourage "balance."
The 21st Century market leaders will never take employee loyalty for granted. They will understand that their most talented employees will have many options. Leadership in the future will create strategies that are mutually advantageous for employees and for the company.

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THE STORY OF A SUCCESSFUL COMPANY
Today, Lavazza is one of the most important roasters in the world, a leader in Italy with a 47% share of
the retail market (in value, source: Nielsen). It operates in over 90 countries, in the Home and Awayfrom-
Home sectors (Foodservice, Vending and Coffee Shop Business). In 2008, turnover exceeded €1,12
billion.
The history of Lavazza starts with the small grocery store opened by Luigi Lavazza back in 1895, at Via
San Tommaso 10, in the historic district of Turin. The small shop specialised in roasting and selling
coffee, and in 1927 it became what is now known as Luigi Lavazza S.p.A.
In the early Sixties, Lavazza was the first company in Italy to introduce vacuum-packed ground coffee,
an innovation that was nothing short of revolutionary. The possibility of sealing in all the quality and
freshness of the product for months helped the Company win over Italian consumers. At the same time,
the success of the Paulista blend also led to an increase in production. Consequently, in 1965 a new
plant was opened in Settimo Torinese, and it is now one of the most important production plants in the
world.
Also during this period, Lavazza began to take its first steps in the world of communications. Its TV
commercials broadcast in Italy starring the characters of Caballero and Carmencita are memorable, and
the slogans uttered by actor Nino Manfredi are unforgettable, particularly the famous “Lavazza Coffee:
the more of it you down, the more it picks you up”.
The Eighties marked the Company’s expansion on European markets and subsidiaries were opened in
France, Germany, Austria, the UK and the United States, followed by Spain during the Nineties and
Portugal in 2001. Afterwards, Lavazza turned its attention to emerging markets. The Company opened a
subsidiary in Brazil in 2005 and one in India in 2007, where it acquired Barista Coffee Company Ltd. and
Fresh & Honest Café Ltd. The year 2008 began with another step closer to Brazil, with the acquisition of
Café Grão Nobre, followed by Café Terra Brasil.
Since 2002, the expansion to international markets has been coupled with a press and outdoor
campaign, created thanks to the creativity of the Lavazza Calendar, that has been going on for 17 years
in collaboration with world-famous photographers such as David LaChapelle, Jean-Baptiste Mondino,
Ellen Von Unwerth, Finlay MacKay and Annie Leibovitz.
With its widespread distribution network, today Lavazza reaches over 90 countries around the world,
from Iceland to the Americas and on to Australia. It has also embarked on an intense campaign to win
consumers in Eastern Europe, with Poland and Romania leading the way.
Lavazza’s history is the story of a successful company, but it is also the tale of a family that has worked
passionately for four generations, striving to combine quality, tradition and originality.
The distinctive values of the Lavazza brand are quality and innovation while respecting tradition. To
achieve this, Lavazza has created the Training Centre Network, an international network of 43 coffee
laboratories around the world, where all customers, above all in the Away-from-Home sector, as well as
journalists and opinion leaders — for a total of 25,000 people per year — can learn about how to make
an excellent espresso and study everything there is to know about the world of coffee.
Also on the theme of innovation are the coffee-based products created by the Turin Training Centre team
in collaboration with Catalan chef Ferran Adrià.
In January 2009 Lavazza signed an important five-year agreement deal with the Politecnico di Torino
aimed at enhancing its R&D (Research & Development) activities.
An international company that feels itself involved daily in strengthening its pact of trust with customers
around the world and through every channel, through the creativity that has always set it apart. So that
drinking a Lavazza coffee will always be a pleasure.
Finding a Need
One of the most basic criteria that governs world economics is that any business thrives on the needs of customers looking for a particular product or a service. Still, this is something that is often overlooked by many small business owners, or is at least interpreted incorrectly.
To get the answer as to how to appeal to your target market, start off by evaluating your product or service. What does it do, and how can it help others? Is there a need for this particular product or service - and if yes, what is that need? What is the USP of whatever it is that you are selling, and how unique is it? There is no shortage of people who are more than happy to join the “me too” wagon, but the fact is that in the consumer world, uniqueness, or innovation, is what makes the difference.
The most successful businesses are those that have always been innovative. If you are doing what ten other people are also doing, why should anyone come to your business? You need to have that edge over others that will make your potential customers notice and do business with you.
Being Good At What You Do
In the old days, people used to go to great lengths to make sure that they were the best at whatever they did. They took pride in their work, the quality of their products, services and their prices. However, in a world where everything is governed by the quantifiable results, business owners have somewhere lost the need to be the best. Quantity has taken precedence over quality.
All small businesses have targets that have to be achieved, but most of these are quantitative. So we have targets for the number of sales achieved and number of complaints attended. Little care is given to whether sales are quality sales where the customer is more than satisfied, or has been attended in a manner that is more than satisfactory.