Core Viewpoint - In a challenging business cycle, many companies are struggling with profit tightening and slowing growth, leading to a questioning of the quality of growth. However, some companies are managing to grow against the trend by rediscovering the importance of making the right strategic decisions [2][3]. Group 1: Opportunities in Value Blind Spots - Companies like Bosideng and Gongniu have shown remarkable growth despite market saturation, with Bosideng reporting a revenue increase of 11.6% to 25.9 billion and a net profit increase of 14.3% to 3.51 billion [4][5]. - Bosideng, once perceived as nearing market saturation, found new growth opportunities by shifting its focus back to its core competency in down jackets, which allowed it to redefine its market position [6][7]. - The concept of "value blind spots" is highlighted, where companies often overlook potential opportunities due to internal biases or traditional industry perspectives [9][11]. Group 2: The Need for a Central Axis in Value Consumption Era - The current competitive landscape is characterized by internal competition and price wars, leading to a misinterpretation of what constitutes true customer value [13]. - Customer value is defined as the perceived benefits that customers expect from a brand, which is dynamic and requires continuous strategic adaptation [13][30]. - The "Seven Laws" developed by Junzhi Consulting serve as a foundational framework for companies to navigate complex market conditions and create sustainable customer value [15][30]. Group 3: Strategic Implementation and Dynamic Adaptation - Junzhi Consulting emphasizes the importance of a dynamic strategy that adapts to changing market conditions, as demonstrated by Gongniu's successful launch of strategic products like the track socket [20][21]. - The "Dynamic Law" focuses on establishing a flexible system that can respond to rapid changes in the market, ensuring that companies can maintain a competitive edge [24][30]. - The "Force Law" highlights the importance of concentrating resources on the most promising opportunities, as seen in the case of Bai Xiang, which successfully pivoted to online sales to overcome market challenges [25][28]. Group 4: Long-term Value Creation and Collaboration - Successful companies are characterized by their commitment to long-term value, deep market understanding, and a collaborative approach with external resources [33][34]. - Junzhi Consulting positions itself as a partner in the strategic process, working alongside companies to co-create value rather than merely providing solutions [33][34]. - The ongoing evolution of Junzhi's organizational structure and talent pool aims to enhance its ability to support companies in achieving sustainable high-quality growth [34][35].

（原标题：陈春花：企业管理整体论及7个基本原理） 管理真正的挑战以及真正的魅力是，让企业有远见，融入环境，拥有上下同欲的团队成员、综合的运行 系统以及与顾客在一起。企业只有拥有了整体能力，才能焕发出能量并获得卓越的绩效。 管理需要回归"整体论"，只有按照"企业是一个整体"的视角去理解企业的经营与管理，才能够让我们尽 可能地贴近企业的真实情形。 我一直在思考一个问题：怎样才能真正了解一家企业？ 学习了关于企业各个领域的知识，是否就真正拥有了认识企业的能力呢？真实的管理并不等于战略职 能、市场营销、人力资源、财务、信息系统诸如此类知识的综合体。 如果把企业整体分割成一个个部分，商业变成了各种职能的集合体，甚至把人也固化在一个分工的角色 上，这恐怕是离真实最远的一种理解和设计。 综合是管理的真正精髓 百年管理理论一直是以"分"为主脉络展开并延伸到现在的。从"分工"到"分权"再到"分利"，这条脉络围 绕如何提升管理效率展开，并取得了明显的绩效结果。 深究其背后的原因，我们发现其取得绩效的原因恰恰不是因为"分"，而是因为"合"，也就是综合整体， 职能协同，系统合一。这也是为什么掌握相同的管理知识，拥有相同的管理结构，却 ...

（原标题：陈春花：服务转型的六个准备） 经历了激烈的市场竞争之后，服务所表现出来的价值，已经不再是简单的为产品带来影响，而是在战略 层面构建起企业和顾客之间的全新关系。 （4）生产商、经销商的经营风险加剧，产品结构、市场结构、经营模式的调整已成必然; （5）只有研发能力更强、产销成本更低、与产业链构成价值网络的企业才能生存。 这些特点告诉企业，当下面临的经营环境已经发生了根本性改变。用托马斯·W·马隆的话来说就是，对 政策而言，从积极的财政政策到稳健的财政政策;对厂商关系而言，厂商关系由命令与控制转入协调与 培养。 很多企业做产品到一定程度之后发现做不动了，业务增长甚至组织发展都停滞了，原因就是没有洞悉经 营环境的根本变化，这导致其经营很容易触碰到天花板。 这种关系决定了顾客价值的真正体现，而不是企业或者产品价值的体现，因此，今天要讨论的不再是做 法的创新、理念的传播，而是企业的整体运营如何体现服务，包括企业思维习惯的转变。 · 如何看待今天的经营环境？ 我们先回到市场中去思考一个问题：到底如何看待今天的经营环境。 很多人会有各种各样的判断，我对经营环境的特点进行了简单的总结: （1）市场容量有限增长; （2 ...