There is a question that haunts every businessman almost all the time, and that is: "

There is no doubt that people will answer: real estate, education, automobiles, energy, IT digital products. Obviously, such an answer is meaningless, because since most businessmen are already on board, it is not easy to change careers and jump on another thief boat; What's more, these "most profitable businesses" only make it more likely for practitioners to make money. What we want is the practical significance of this question: how can businessmen earn more money than others in their industries? Because this is the lifelong dream of every businessman. The correct answer to this question should be: "The business with fast capital turnover is the most profitable. In other words, in the same industry, your capital turnover is faster than others, and you are the most profitable. " In fact, business is all the same. Once you are engaged in a certain industry, the target customer base will be fixed. At this time, the core question that you think about day and night and regard as important as life should be: How to sell things faster? Because once a week, you can achieve the fundamental purpose of business operation-making money. The faster you turn around, the more money you earn. Rapid turnover is the result of the times. In the era of commodity shortage, "hoarding" made a fortune, but whoever does this today is a "stupid root"; Today, when surplus cash is king, the most important way to get rich is to "sell quickly and sell more" before product upgrading, and the most effective one is low price. In the past, the most effective way to make money was to sell at a high price-to improve the profit rate. Today, the most obvious means of making money has become selling at a low price-increasing the turnover rate. In the past, profits were high, but in the end, they made less money because they sold less; Today, the profit is low, but in the end, it makes more money because it sells more. The price war was once criticized because it harmed the interests of other manufacturers who had not yet understood and followed the traditional profit model, but it was undoubtedly sought after by banknotes. "Turn = earn" is the most important commercial feature of this era. "Earn = turn" is the business principle that more and more rich people follow in this era. Of course, different industries have different turnover methods and cycles. Real estate can only be handed over in a few years, thermal underwear lasts for one year, and the catering industry requires multiple turnover rates every day, and the industries with monthly cycles are even more unclear. You can improve productivity, reduce costs and speed up turnover, such as Galanz; Can improve the brand gold content, stimulate purchase and realize turnover, such as Haier; You can be flat as beautiful; Can zero inventory, such as Dell; You can also use ERP like Lenovo. In short, in this era of "fast fish eat slow fish", you must make every effort, you must be hungry, and you must do something to change the capital turnover rate. If the essence of an enterprise is execution, then the essence of business is turnover. In fact, execution and turnover are both skills, but skills are ever-changing. Then, try to use better techniques to make them rotate faster. Jack Welch of GE in the United States is thinking about this problem, and vendors selling dried fruits and vegetables in remote towns and villages in China are also puzzled by this problem. From this point of view, Welch and stall vendors have the same business essence, they have the same business intelligence, and they also face the same eternal business problems. Then

, apart from low prices, how can funds be transferred faster? (a) a sand a world. Some seemingly insignificant small businesses often contain the greatest truth in the business world. Shi Zhenrong, chairman of Taiwan Province Acer Computer, once helped his mother sell duck eggs and stationery when he was a teenager. Duck eggs can only earn 31 cents, only 11% profit, and are easy to deteriorate. If they are not sold in time, they will go bad, causing economic losses. The profit of stationery is high. You can earn at least 41% in 4 yuan if you do a business of 11 yuan, and the stationery will not break when it is placed. It seems that selling stationery is more profitable than selling duck eggs. But in fact, Shi Zhenrong later said that selling duck eggs is far more profitable than selling stationery. Although the profit of duck eggs is thin, they are turned around once every two days at most; Although stationery has high profits, sometimes it can't be sold for half a year or even a year, which not only accumulates costs, but also erodes profits earlier by interest. Duck eggs are thin and sold more, so the profit is far greater than the stationery with slow turnover. Shi Zhenrong later applied the experience of selling duck eggs to Acer? , established a "small profits but quick turnover model", that is, the product price is set lower than that of peers. Although the profit is low, the number of customers increases, the capital turnover is fast, the inventory is small, the operating cost is greatly reduced, and the actual profit is greater than that of peers. There is a general business theorem behind the doorway of Shi Zhenrong's mother and son selling duck eggs: return on assets = profit rate × turnover rate. Young Shi Zhenrong's business intelligence is reflected in his ability to consider both profit rate and turnover rate. (2) But many China people don't have such business intelligence. They often ask, "What kind of business is the most profitable?" Undoubtedly, they all focus on the profit rate and ignore the turnover rate, that is, they focus on projects (industries) with large profit margins. However, projects with high profit margins tend to have slow turnover due to high prices. At this time, once the funds cannot be turned around healthily and quickly, the terminal retailers themselves will not only be crushed by inventory, but also the whole industrial chain will be in crisis. Robust in He Boquan's time once suffered such a disaster. In 1997, He Boquan decided to take a slice of the jelly market. In August, the initial market reaction of Robust jelly was really enthusiastic, and the sales channels were urgent: Want goods! Want goods! Before and after the Spring Festival in 1998, the market seemed to reach the peak of madness, and a province often asked for goods from dozens of wagons. He Boquan lost his mind and immediately expanded production capacity, and the number of production lines increased from 2 to 4, 6 and 8. When all the 48 machines on the production line are installed and put into production-the terminal suddenly declared unsalable! The original robust jelly was all crowded in the channel and did not reach consumers. The normal capital turnover failed to form, Robust quickly fell into the sweet "jelly vortex" and the market quickly collapsed. Hundreds of millions of funds, nothing to return. Why did this happen? Obviously, this is another version of the "beer game". The famous "beer game" clearly tells people how the funds in the whole industrial chain are accumulated in the inventory and the turnover is ineffective: retailers find that a kind of "lover beer" is easy to sell, so they increase the quantity of goods reported to wholesalers once a week. However, it will take four weeks for the wholesaler to ask the manufacturer to increase the delivery (because it takes time for the manufacturer to expand production). As a result, retailers have been anxiously increasing their demand for goods during the five weeks they have been waiting for. At this time, the wholesaler will mistakenly think that the terminal is selling well, so he will be hot-headed and multiply the demand from the manufacturer. At this time, the manufacturer will be restless and think that the terminal is selling well, so he will also greatly enlarge the production capacity and expand the output. The whole industrial chain is stimulated by a kind of error information that is amplified step by step. Finally, when a large number of goods are pressed to the terminal, retailers will find that the actual demand of the market is only a small part of their own mountain of inventory! At this time, he will suddenly stop asking for goods, but the inventory of wholesalers has already increased many times, and manufacturers are still accelerating production day and night! In the end, the liquidity in the whole industrial chain has turned into terrible "sinking capital" and "dead goods" that no one wants, so they can't turn around, and manufacturers and merchants all lose money. The failure of Robust jelly lies in the inventory backlog caused by the effect of "information amplification step by step". For the same reason, China's home appliance industry is full of sorrow. In 2114, the national air-conditioning inventory exceeded 8 million units, and the funds deposited in the inventory of the whole industry were more than 12 billion yuan. Some people predicted that such inventory would inevitably lead to the break of a large number of enterprise capital chains. Sure enough, in 2114, there were nearly 91 air-conditioning brands fewer than in 2113, and a large number of dealers were buried behind every closed brand. Therefore, Midea believes in one sentence: "It is better to sell less than to stock more." If there is more inventory, the capital turnover will slow down. No matter how much inventory there is, capital turnover is a dream. (3) We believe that the essence of different businesses is actually the same. This is true for Shi Zhenrong, and it is also true for He Boquan, which is to grasp the essence of turnover through confusing appearances. However, most people are so indifferent to turnover that John Cheng, an authoritative expert, has repeatedly shouted: "This is the most easily overlooked problem in most enterprises, but it is a very critical and even fatal problem!" Today, the competition of capital turnover rate has become the core of modern business competition, so you must always know clearly: First, how much money do you have to sleep in the warehouse every day? What is the effective utilization rate of inventory funds? Second, how many times do you turn over your funds every year? Once a week, how much do you get? Bottom line: How can you make your capital flow faster? This has become a historic proposition. 7-day ultra-high-speed inventory turnover, making it make a lot of money; If the stock exceeds 7 days, the product will be disposed of immediately. "IT products are always falling in price. If the goods are not sold for three months, it is a loss; If you sell it in 7 days, you can sell it at the best price and the best profit. " Turnover is about speed. The fastest on land is the "maglev train". Speed is also the most attractive secret skill of Hongtu Sanpower. Established only three years ago and headquartered in Nanjing, Hongtu Sanbao has 35 branches in East China wITh a turnover of 2.5 billion yuan, making it the largest IT retail store in China. In July, 2114, it created an industry miracle with 7-day retail sales exceeding RMB 21 million! Riding the dust, leaving all the blindsided competitors far behind. In what way did Hongtu Sanpower achieve faster turnover than its competitors? As we all know, traditional computer cities are all over the world. They are the biggest competitors of Hongtu Sanpower. However, the mode adopted by the computer city is often the leasing system, that is, the computer city only provides venues, and the products and logistics are solved by the leased dealers themselves. In this mode, it is difficult for dealers who fight alone to form scale effect, and they also lack the right to speak in logistics. The scattered management finally makes it difficult for the interests of manufacturers, computer cities, distributors and consumers to be truly satisfied. Hongtu Sanpower, on the other hand, positioned itself as a large terminal retailer, and the whole store operated by itself. Hongtu Sanpower chose this positioning because for many years, the strong channels represented by Wal-Mart, Carrefour, Gome and Suning have become a brand symbol of quality and credibility, which has great appeal and influence on the terminal market. Similarly, if IT vendors want to enter the East China market, they can't ignore the huge control of the 35 powerful chain stores of Hongtu Sanpower. At this time, manufacturers have no choice but to enter the market, and they must enter Hongtu Sanpower. Different strategic positioning leads to different scale effects. In the end, the scale benefits obtained by Hongtu Sanpower are as follows: ① The manufacturers have large supply and low prices. This is the most important condition for Hongtu Sanpower to accelerate its turnover at a lower price than its competitors. ② More favorable account period. Cash holdings have greatly increased, and cash turnover is more benign; 3 product buyout. The huge sales volume makes manufacturers willing to let Hongtu Sanpower exclusively sell its new products; 4 products are specially supplied. Special products customized by Hongtu Sanpower to manufacturers. These benefits are impossible for dealers in the traditional computer city. When their products can't be sold, Hongtu Sanpower has already turned around many times. Just because the strategic positioning of decision makers is different, the two formats have completely different fates.