Kyocera's business philosophy is to contribute to the progress and development of mankind and society while pursuing the material and spiritual happiness of all employees. Kazuo Inamori believes that if a company only aims to achieve a happy life for its employees, then this is a selfish act of profit-seeking by the company. As a public instrument of society, enterprises should contribute to the development of mankind. Therefore, operating profits must be taken from society and used in society.

Kazuo Inamori believes that as a business manager, you should reflect on yourself before going to bed every day. In particular, ask yourself: What is my motivation for running a business? Is it to satisfy selfish interests? Or is it to help more people? Achieving altruistic “virtue”? In this regard, he gave an example.

Kazuo Inamori pointed out that in order to enhance the core competitiveness of an enterprise, the enterprise must establish the value of honest service, so that the enterprise can have a powerful tool for operation. As a business manager, you should pay attention to the construction of a culture of integrity and the improvement of the company's reputation and service levels, so as to create more business opportunities for the company and bring more profits to the company.

Although corporate managers are the core of corporate management, they cannot be the only ones who have the final say in the formulation of corporate goals and plans. Kazuo Inamori suggested that managers listen extensively to the opinions of their subordinates and brainstorm ideas.

The purpose of extensively listening to the opinions and suggestions of subordinates is to allow all employees to participate in the formulation of corporate goals and plans, so that everyone can realize that "this is a goal and plan jointly formulated by everyone." With this understanding, employees will actively participate in the organization's business activities, which is an important factor in corporate development.

In the field of business, many people advocate formulating a long-term strategic plan, ranging from five years to ten years. However, because the time is too long and there are too many changing factors, many unexpected market changes may occur, and even unexpected events may occur. As a result, managers must either modify the plan or abandon the plan, causing the plan itself to lose its meaning.

When will someone have a strong desire? Kazuo Inamori believes that when a person is hit hard, he will have unforgettable experiences and constantly return to his conscious mind. For example, when a person is dying, many things from the past will appear in his mind. This means that many memories are stored in the subconscious mind. Under the impact of the major event of death, they are connected to the conscious mind and expressed.

The strong desire in employees' hearts can be stimulated by managers' continuous promotion of corporate dreams. As a business manager, have you ever tried this? Emphasize the company's dream to employees every day and say it day after day. Over time, everyone will believe it, your subconscious will be inspired by this dream, and your behavior will become more positive.

Kazuo Inamori believes that managers’ behavior has a great impact on employees’ morale. If managers shrink back when encountering difficulties and compromise when encountering setbacks, employees will inevitably become weak, lack fighting spirit, and be unwilling to fight difficulties to the end. On the contrary, if managers show tenacity everywhere, they will invisibly motivate employees.

Inamori Kazuo said that he has faced various difficulties in his life and business, and his philosophy is to "overcome crises and overcome difficulties." He believes that no matter what kind of adversity comes from, it is important to tell yourself that one day the situation will get better, maintain a state of mind that takes pleasure in suffering, and finally usher in a better tomorrow.

In Kazuo Inamori's view, whether an operator has the courage is related to whether he can make judgments that are beneficial to the company. This is his experience summed up in practice.

Every day, managers have to face many complicated problems, which is a great test for managers’ emotional intelligence. The survey shows that when managers with low emotional intelligence face complex problems, the most obvious thing is that they are restless and unable to calm down. This shortcoming is very terrible. You must know that if a company encounters an emergency, a manager who is panicked and afraid of failure can easily make wrong decisions in management. To avoid making such mistakes, managers must learn to hint themselves to calm down and maintain an optimistic and calm attitude.

First, let employees feel that the company is developing prosperously, has a bright future, and is currently achieving good results, so they celebrate.

Second, when celebrating, certain praise should be given to outstanding employees, so as to stimulate everyone's fighting spirit and make everyone more confident and optimistic about the company.

Third, work is stressful and tiring. Appropriate celebrations can relax everyone's tense nerves and adjust everyone's psychological burden.

Fourth, during celebrations, interactions between employees and between leaders and employees can be increased, which can help bring everyone closer and make everyone get along more harmoniously.

As a far-sighted manager, if you know how to consider the interests of the other party and sacrifice yourself when necessary, you can bring strong emotional resonance to the other party. After their interests are satisfied, they will definitely be willing to cooperate with you in the long term, which will bring you a steady stream of returns.

In order to cultivate the abilities of employees, managers should impart their experience, knowledge and skills to them without reservation. When they have problems at work and their performance is lacking, managers should point it out immediately and without reservation. This may seem like a strict approach that does not save face for employees, but it is actually a great love for employees who are eager to make progress. Employees will definitely understand and accept this strict attitude from their leaders.

In order to set prices better, Kazuo Inamori suggested that managers take the lead and go to the front line of marketing to launch sales activities. This method can not only train and develop employees, but also avoid over-reliance on front-line marketers for pricing. Managers go to the front line and directly direct marketing activities, which can stimulate employees' enthusiasm and set a good example for employees.

Soon after Kyocera opened, it adopted the "Amoeba Management" system. Amoeba is composed of several small groups, each of which consists of more than a dozen people. At that time, Kyocera had thousands of such small groups. The advantage of this small group is that it can accurately calculate how much added value is produced per hour. This added value is calculated by subtracting the menstrual fee from the amoeba's monthly sales. Kyocera relies on this accounting mechanism to reduce expenses very well.

In order to compress funds to the maximum extent, Kyocera uses hourly accounting tables to break down the funding subjects. This accounting method is more detailed than the general accounting subjects and constitutes the so-called practical fund subjects. For example, instead of using the general name of "light and heat charges", we can further subdivide electricity charges, taxes, and gas charges, and list these charges separately, with clear accounting tables for each charge. After the employees read the accounting sheet, they will know very well how much the electricity bill, tax and gas bill are each month. The relevant person in charge will know the reasons for the increase or decrease in funds and can formulate practical measures to improve them.

There was a home appliance manufacturer with a large backlog of products, so the leader mobilized all employees for marketing, hoping that everyone would sell the products, even if they gave customers more discounts. If it is sold to relatives and friends, it can be sold at a preferential price to employees. As a result, with the efforts of all employees, the company's backlog of products was quickly sold out. All the home appliances that were originally lying in the warehouse were turned into cash. Then, the company pays year-end bonuses to employees.

Kazuo Inamori believes that learning to bow your head and plead is the basis of marketing activities. He often told his employees: "The basic attitude of marketing is to be the servant of the customer. We will do everything for the customer. Without the spirit of dedication to the customer, it is impossible to obtain orders during the recession."

When implementing all-employee marketing, it is necessary for managers to carry out highly targeted marketing training so that employees can learn more about the professional knowledge of the company and industry, and at the same time understand the psychological needs and purchasing habits of customers, which can help employees Marketing employees explain and share their past marketing experiences with everyone. This not only enables everyone to learn from each other, but also helps employees who do not understand marketing to better engage in marketing work. If a company trains its employees before implementing all-employee marketing, it will not worry about poor marketing.

Cost cutting is a headache for managers. Some people are too impatient and want to cut the company's costs in one go, so it is easy to make mistakes. For example, costs that should not be cut are cut, which affects the long-term operation of the company; when some people cut costs, they are not strong enough and determined enough, and cannot produce results.