The way of management: learn how to hold morning meetings from Wal-Mart (picture)

A good enterprise always pays attention to management continuously. Early meeting is an important part of management.

-----Zhuge Changqing

Fifty years ago, Wal-Mart was just a single store located in Bentonville, Arkansas, USA.

Once, Sam Walton, the founder of Wal-Mart, made a decision to change the fate of the company: every Saturday morning, he called his staff to meet in the office of the store to check the sales figures of the previous week. What is easy to sell? What is not easy to sell? How does the sales compare with the previous week? In the process of Wal-Mart becoming the world's largest retailer, Saturday morning meeting played an important role and still exists.

Zhuge Changqing: It's very good to hold morning meetings every morning or every week.

We can summarize yesterday's experience, advantages and disadvantages, arrange and deploy today's work, encourage staff morale, and strengthen the communication between cadres and employees.

Wal-Mart's experience is very good, and now many companies at home and abroad have begun to promote this experience. Zhuge Changqing believed that this experience should come from the military's daily morning lesson system.

Zhuge Changqing believes that the way of holding morning meetings every day or once a week can be used to summarize advantages and disadvantages, correct mistakes in time, and achieve timely, efficient and efficient decision-making.

This meeting made Wal-Mart ahead of its competitors for several days - that is to say, Wal-Mart has been ahead for a generation since then. It improves the art of rapid learning and rapid action, and in the process, you don't need to lead for several years, just a few days ahead.

This article is about how and why Walton made this important decision—— V.H.

Sometimes, a good decision will eventually become a great decision, but you may not know it at that time.

This is the case with Wal-Mart's legendary Saturday morning meeting in Bentonville, the headquarters of the company.

It is not only an oath mobilization meeting, but also a sales seminar, and a forum attended by all employees.

Zhuge Changqing: The experience of Wal-Mart is so good that it regards the morning meeting as a pledge mobilization meeting, a sales seminar and an employee forum. So that the staff can be improved and the problems can be solved quickly.

For many years, the Saturday morning meeting has been the engine driving Wal-Mart's growth, helping it grow into the world's largest company (not in some years), with more than 10000 stores [including Sam's Club], and generating about 447 billion dollars of sales revenue each year. The Saturday morning meeting played a magic role when Wal-Mart was still a small low-price chain store, and also played a role when the company became the world's largest and most dominant retailer. It can be said that it is the most famous management meeting in history.

It all began in 1952. The founder of Wal-Mart was Sam Walton. At that time, there was no 24-7, but Walton was a 24-7 executive. He believed that it was unfair that the clerks had to work on Saturday while the company's executives were watching children's minor league games or playing golf. Brent Schlender of Fortune magazine said in a report on Saturday morning meeting in 2005 that Walton's wife Helen did not think so. She believes that the company's managers work hard enough, and it is important for them to spend time with their families.

Anyway? Walton believes that if you don't work on weekends, don't think about working in the retail industry. Weekend accounts for a large part of retail business, so Walton will check the figures of the previous week in the store office on Saturday morning. What is easy to sell? What is not easy to sell? How does the sales compare with the previous week?

Zhuge Changqing: To succeed, you need to pay more efforts than others.

The staff of the store have to go to work very early. Schlund wrote: "He held a meeting before the listing of the business card, released his comments on all employees, asked their opinions, and determined what items should be put on the shelves and put in a more prominent position."

This has multiple effects. First of all, it shows that employees are a part of the company. Walton trusts them and is willing to fight with them, which greatly improves the employees' sense of working for Walton. This is not a trivial matter. I reported on Wal-Mart in the 1980s, and I am sure that Walton and his executives have found the Holy Grail of retail industry: Satisfy employees with the minimum wage, your customers will be satisfied, and then your investors will be satisfied.

It is one thing to hold a small weekly meeting when you have only one or two stores. When you are growing and have more and more employees, the situation is completely different. But this tradition of Wal-Mart continues: Walton requires his salaried employees to attend the meeting every Saturday to share the sales performance of one week and make plans for the next week.

Saturday morning meeting is also a weekly sales class for employees. This is also the core factor of Wal-Mart's success over the years, even after the company became a chain giant with billions of dollars in operating revenue. After several years of that interview, I interviewed Sam Walton's friend and successor David Glass. He explained that the biggest achievement of Saturday morning meeting was that it became a channel to release company information to all employees. It helps employees become "shopkeepers". Glass said, "Sam shares all the information with all the employees of all the stores in all the communities. He believes that we are partners. He is absolutely right. He believes that everyone should become entrepreneurs. If you manage the toy department in a retail store in Harrison, Arkansas, you need to master all the financial information. Only in this way can you be like a toy entrepreneur in Harrison."

Zhuge Changqing: The morning meeting is really important. It can be a good opportunity to train employees.

Although it didn't look obvious at that time, the Saturday morning meeting allowed Wal-Mart to compete with Kmart, which was much stronger than it at that time. In the mid-1970s, Kmart was considered to be the leading enterprise in discount retail, and Wal-Mart was only a small part of its size. The only thing Walton can think of to compete with Kmart is speed. If the location of the battery rack in a Wal-Mart store can not bring enough sales, the battery rack in all stores will be replaced on Monday morning.

"[Saturday morning meeting] This idea is very simple," said David Glass. "Creative work will not be done in the office. People from other companies will go to regional offices - whether Sears It's the same with Kmart - but we decided to send all the people in Bentonville headquarters to the first-tier stores from Monday to Thursday and call them back on Thursday night. We have a marketing meeting on Friday morning. But on Saturday morning, we will have a sales meeting this week. Those sent to the front line bring us all information. They told us what our competitors were doing, and we also had the report from the employees in the region who had been traveling all week. "

Zhuge Changqing: The morning meeting can enable the president to quickly understand the situation of the week, understand the management, and the way of the market, and plan a strategy and win a victory thousands of miles away.

Glass said that with this information in hand, Wal-Mart can move quickly. "So, we decided to take the right action next. The district manager must call his district manager before noon on Saturday to indicate how they should act or what changes they should make. By noon on Saturday, all corrective actions were in place. Most of our competitors had to get the sales results of the previous week almost until Monday. In this way, they were 10 days late, and at this time we had finished the adjustment Yes.

Zhuge Changqing: The early meeting is the key to improve management, which makes management improve rapidly.

This is not a trivial matter. It can be said that the Saturday morning meeting not only led to the decline of Kmart and Sears in rural areas, but also ultimately in all markets.

Let's start with the supermarket. Glass will tell you that Kmart was too powerful and smart in the 1970s, and even refused to adjust its one-size-fits-all operation mode.

In other words, the company believes that as long as the method is easy to use in Springfield, Massachusetts, it will also be easy to use in Beaufort, South Carolina. This is a big mistake. At the same time, Wal-Mart has absorbed the best practices of Kmart and improved them, while implementing changes quickly. At that time, Wal-Mart executives quickly made more changes every week based on the information they collected at the meetings on Friday and Saturday. If many high-profit dog food products sell well, Bentonville's executives will ensure that each store will replenish more goods to ensure that they are not sold out. In short, Wal-Mart is far better than all its competitors.

Its speed and entrepreneurial ability have also brought bad luck to retailers in many small towns. Even today, many people still blame Wal-Mart for its ability to lower supplier prices. (This is another great decision of the company: it bypasses wholesalers and purchases directly from manufacturers.) But the real impact on small stores is that Wal-Mart's store managers have the ability of independent management and can purchase products that should be supplied to large cities at a moderate price.

This strategy, of course, came from the morning meeting on Saturday and was inspired by the entrepreneurial spirit aroused by the morning meeting.

What is Saturday morning meeting like? In the early stage, it was a large-scale and sharing experience long meeting: employees publicized their best idea - the famous Wal-Mart "Welcome" was the concept that a store employee came up with. Some executives will show videos of best practices and take this opportunity to reaffirm the company's rules. Don't forget that just a few years ago, the company was often besieged by trade unions and the media for its employment policy.

In the past few years, these meetings have become boring, and executives are worried that employees in the headquarters will lose focus. In order to improve the freshness, the company began to invite guest stars, such as Adam Sandler, Oprah Winfrey and Peyton Manning. I was fortunate to see Bill Clinton, then governor of Arkansas, at the meeting. [He answered questions from foreign trade policy to Arkansas Razorbacks. His speech was absolutely wonderful.]

David Glass told Fortune magazine: "Our goal is to make it interesting. Everyone wants to participate, even on Saturday morning. But we should be careful in doing so because it is more interesting than solving problems." This meeting has also become an important channel for suppliers to show off. Even Steve Jobs, the co-founder of Apple and Pixar, the animation company, appeared at the conference in 2003 wearing a baseball cap with the company's logo to promote Pixar's animated film Finding Nemo. Jobs told Fortune magazine's Schlund, "I like to attend the Saturday morning meeting, not only because it is an excellent occasion, but also because they are really smart. I have learned a lot about retail and marketing." Jack Welch, the former CEO of General Electric, and other executives are also willing to learn from Wal-Mart's operation.

Zhuge Changqing: Wal-Mart holds morning meetings every Saturday. Sometimes celebrities are invited to participate in the meeting to motivate employees. This way is very good. Employees need confidence and motivation.

Today, the Saturday morning meeting at Bentonville headquarters is different from that in the past. It can be said that the current meeting is more strategic and broader in content. The morning meeting helps the company understand the front-line situation, and perhaps more importantly, it connects the headquarters with other parts of the retail empire emotionally. At the same time, in every corner of every store, every day of the week, the morning meeting in its original form is being held, and its spirit is also being passed down: the numbers are distributed to all employees, and employees have the opportunity to show their best ideas. Some ideas are also uploaded to the weekly marketing meeting, and even to the headquarters Saturday morning meeting.

Wal-Mart Company Culture

Wal-Mart Department Store Co., Ltd. was founded on the principles advocated by Sam Walton. These principles have been reflected in the daily hard work and hospitality of colleagues, and become the unique corporate culture of Wal-Mart, making Wal-Mart more competitive. Wal-Mart Department Store is guided by the following basic beliefs:

Three basic beliefs

Respect the individual

Respect the opinions of each colleague. Managers are regarded as "public servant leaders", helping new colleagues understand and explore their potential through training, praise and constructive feedback. Use the "open" management philosophy to encourage colleagues to ask more questions and care more about the company in an open atmosphere.

Serving customers

"The customer is the boss". Wal-Mart does its best to make customers feel that shopping in Wal-Mart chain stores and Sam's Club stores is a kind and pleasant experience. "Three meters smile principle" means that colleagues should greet every customer they meet; The "guaranteed satisfaction" return policy enables customers to shop at Wal-Mart and Sam's Club with confidence.

Pursue excellence

The colleagues of Wal-Mart and Sam's Club share the commitment to satisfy customers. Before opening every day, colleagues will gather together and shout the slogan of Wal-Mart, check the sales situation of the previous day, and discuss the goals of the day. The "Sunset Principle" requires colleagues to have a sense of urgency and must respond to the questions raised on the same day.

Zhuge Changqing believes that there is a very creative culture in Wal-Mart culture, that is "cheering culture". This idea is very good and creative.

Source of Wal-Mart cheer: When Wal-Mart founder Sam Walton visited a tennis factory in South Korea, he found that the workers in the factory gathered together to cheer and do gymnastics every morning. He likes this practice very much and can't wait to go back and share it with his colleagues. He once said, "Because we work so hard, we all hope to have a relaxed and happy time in the process of work, so that we don't always have to look sad. This is the philosophy of" whistling at work ". We will not only have a relaxed mood, but also do our work better."

Wal-Mart Shopping Mall cheers

One W ---------------- W

A ---------------- A

One L ---------------- L

Let's twist together!

M ------------------------ M

A ------------------------ A

R ------------------------ R

T ------------------------ T

We are Wal-Mart

Everyday parity ---------------- Wal-Mart

Customer first ---------------- Wal-Mart

Wal-Mart,

Wal-Mart,

Go forward!

Sam's Club Cheers

A S -------------------- S

A -------------------- A

One M -------------------- M

A whoop -------------------- whoop

A S -------------------- S

Let's shout ---------------- Sam's Club

Who is the first -------------------- Member first

I can't hear -------------------- Member first

Sam,

Sam,

Go forward!

(Reference for this article: 1. Translator from Fortune Chinese: Gu Zheng 2. Wal-Mart website 3. Research on Zhuge Changqing's business culture)

管理之道：向沃尔玛学习如何开早会（图）

好的企业，总是持续不断的抓好管理。早会，是管理的一个重要环节。

----- 诸葛长青

   50年前，沃尔玛（Wal-Mart）不过是位于美国阿肯色州本顿维尔市的一家单体商店。

  一次，沃尔玛创始人山姆·沃尔顿（Sam Walton）做出了一个改变公司命运的决定：每周六早上召集员工在商店的办公室里开会，检查上一周的销售数字。什么东西好卖？什么东西不好卖？销售与上一周相比如何？在沃尔玛成长为世界最大零售商的过程中，周六晨会发挥了重要作用，并且至今仍然存在。

    诸葛长青：每天早上开晨会或者每周开早会非常好。

   可以总结昨日经验、优点缺点，安排部署今日工作，鼓舞员工士气，加强干部员工之间的交流。

   沃尔玛的经验非常好，如今国内外许多公司已经开始推广这一经验。诸葛长青认为，这个经验应是出自军队的每日早课制度。

    诸葛长青认为，人员集中的可以每天开早会或者每周开一次早会的方式，总结优点缺点、及时改正错误，实现决策的及时高效快捷。

   这个会议让沃尔玛领先竞争对手数日——也可以说从那以后，沃尔玛就领先了一代。它完善了快速学习和快速行动的艺术，并在这一过程中发现，你无需领先数年，只要领先几天就可以。

   本文讲的是沃尔顿如何以及为什么做出这个重大的决定。 ——V.H.

    有时，一个好的决策会最终会演变成一个伟大的决策，只是当时你可能不知道。

    沃尔玛在公司总部本顿维尔市进行的传奇周六晨会就是这种情况。

  它既是誓师动员会，也是销售研讨会，还是全体员工都参加的论坛。

   诸葛长青：沃尔玛的经验太好了，把早会看做是誓师动员会、销售研讨会、员工论坛会。使员工队伍都得到提升，使得问题迅速得到解决。

   多年来，周六晨会一直是推动沃尔玛增长的引擎，帮助它成长为世界最大的公司（在有些年份不是），拥有10,000家以上的店面[含山姆会员商店（Sam's Club）]，每年创造出大约4,470亿美元的销售收入。周六晨会在沃尔玛还是一家小型低价连锁店时就发挥了魔力，在公司成为世界最大、最具主导性的零售商时同样发挥了作用。可以说，它是历史上最著名的管理层会议。

    一切开始于1952年。沃尔玛的创始人是山姆·沃尔顿，当时还没有24-7（每天24小时，每周七天，用来指长时间工作不知道疲倦的员工——译注）这个说法，但沃尔顿就是一位24-7高管。他认为，店员在周六要工作，而公司的高管却在看孩子们的小联盟比赛或是打高尔夫球，这很不公平。《财富》杂志的布伦特·施伦德（Brent Schlender）在其2005年对周六晨会的一篇报道中说，沃尔顿的妻子海伦（Helen）不这么想。她认为公司经理工作够辛苦了，对他们来说，花时间与家人相处很重要。

    不管怎样。沃尔顿相信，不在周末上班，就别想着在零售行业干了。周末占到零售业务的一大块，所以沃尔顿会在周六的早上在商店的办公室检查上一周的数字。什么东西好卖？什么东西不好卖？销售与上一周相比如何？

    诸葛长青：要成功，就要付出比别人更多的努力。

    商店的员工很早就要上班。施伦德写道：“他在营业牌挂出之前开会，发布他对全体员工的评价，询问他们的意见，确定什么物品上架销售，什么物品要摆在更显眼的位置。”

    这么做带来了多重效果。首先，它表明员工是公司的一部分，沃尔顿信任他们，愿意与他们并肩作战，大大改善了员工为沃尔顿工作的感觉。这可不是件小事。我在20世纪80年代报道过沃尔玛，确信沃尔顿和他的高管已经发现了零售业的圣杯（Holy Grail，指所有人共同追求的目标——译注）：让拿最低工资的员工满意，你的顾客就会满意，然后你的投资者也会满意。

    当你只有一两家店时召开小型周会是一回事，当你在不断成长，员工越来越多，情况就完全是另外一个样子了。但是沃尔玛的这一传统得以延续：沃尔顿要求他的受薪员工每周六必须出席会议，分享一周的销售业绩，并制定下一周的计划。

    周六晨会还是员工每周一次的销售课。这又是沃尔玛多年来成功的核心因素，即便公司成为营业收入数十亿美元的连锁巨头后也是如此。那次采访过了数年后，我又采访了山姆·沃尔顿的朋友和继任者大卫·格拉斯（David Glass）。他解释说，周六晨会最大的一个成果就是它成为了一个向全体员工发布公司信息的渠道。它帮助员工成为“店主”。格拉斯说：“山姆与所有社区的所有商店的所有员工分享所有信息。他认为我们是合作伙伴。他绝对是正确的。他相信每个人都应该成为企业家。如果你在阿肯色州哈里森市的一家零售店里管理玩具部门，你就要掌握全部财务信息。只有这样，你才能像一位哈里森市的玩具企业家。”

   诸葛长青：开早会真的很重要，早会可以成为培训员工的良好机会。

    尽管当时看起来并不显眼，但周六晨会让沃尔玛得以和在那个年代比它强大的多的凯马特（Kmart）竞争。在20世纪70年代中期，凯马特被认为是执折扣零售业之牛耳的企业，沃尔玛的规模只有它的一小部分。沃尔顿想到的能与凯马特竞争的地方是速度。如果某处沃尔玛店的电池货架所在的位置不能带来足够的销售额，那么所有店的电池货架到了周一早上都会换地方。

    “[周六晨会]这个创意非常简单。”大卫·格拉斯说。“创造性的工作不会在办公室里完成。其他公司的人都往地区的办事处走——无论是西尔斯（Sears）还是凯马特，都是这样——但我们决定，从周一到周四，把本顿维尔总部的所有人都派到一线商店去，到了周四的晚上再把他们叫回来。我们周五上午开营销会议。但到了周六早上，我们要开这一周的销售会议。那些被派到一线的人带给我们一切信息。他们告诉我们，竞争对手在做什么，我们还有整个星期都在四处奔波的地区员工给我们的报告。”

    诸葛长青：开早会，可以使总裁迅速了解一周情况、了解管理、市场之道，运筹帷幄之中、决胜千里之外。

    格拉斯说，手中有了这些信息，沃尔玛就能快速行动。“所以，我们接下来决定想要采取的正确行动。地区经理必须在周六中午之前给他的分区经理打电话，指示他们该如何行动或是做出哪些变化。到了周六中午，一切纠偏行动到位。而我们的大多数竞争对手差不多要到周一才拿到上一周的销售业绩。如此一来，他们就晚了10天，而此时我们已经做完调整了。

    诸葛长青：早会是提升管理之道的关键，使得管理迅速提升。

    这不是一件小事。可以说，周六晨会不仅导致了凯马特和西尔斯在农村地区的衰落并最终在所有市场败退。

    先说大型超市。格拉斯会对你说，凯马特在20世纪70年代太强大、也太过精明，甚至拒绝调整它一刀切的运营方式。

    换句话说，该公司以为，只要在马萨诸塞州斯普林菲尔德市很好用的方法，在南卡罗来纳州的博弗特市（Beaufort）也会很好用。这是一个大错。与此同时，沃尔玛吸取了凯马特的最佳实践并加以改善，同时快速地实施变革。当时，沃尔玛的高管每周根据他们在周五和周六会议上收集的信息迅速做出更多的改变。如果很多高利润的狗粮产品卖得很好，本顿维尔的高管就确保各家商店补进更多的货，确保不售罄。简言之，沃尔玛远比所有对手做的好。

    它的速度和创业能力也让很多小城镇的零售商遭受厄运。即使在今天，很多人还在责怪沃尔玛压低供应商价格的能力。（这是公司的又一个伟大决策：它绕过批发商，直接从制造商那里进货。）但真正冲击小商店的，是沃尔玛的商店经理拥有自主管理能力，能够以适中的价格采购本该供应大城市的产品。

    这项战略当然出自周六晨会，是由晨会激起的企业精神催生的。

    周六晨会和什么相像？在早期，它是一个规模极大的、分享心得的长会：员工宣传他们的最佳点子——著名的沃尔玛“欢迎人”就是一位商店员工想出来的概念。一些高管会展示最佳实践的录像，还借此机会重申公司的规矩。可别忘了，就在几年前，公司还经常因其雇佣政策受到工会和媒体的围攻。

    在不少年份里，这些会议变得乏味，高管们担心总部的员工会失去重点。为了提高新鲜感，公司开始邀请客座明星，比如亚当·桑德勒（Adam Sandler，美国喜剧演员——译注）、奥普拉·温弗瑞（Oprah Winfrey，美国著名主持人——译注）、佩顿·曼宁（Peyton Manning，美国橄榄球明星——译注）。我有幸见到时任阿肯色州州长的比尔·克林顿到会。[他回答了从对外贸易政策到阿肯色州野猪橄榄球队（Arkansas Razorbacks）等有关的问题。他的演讲绝对精彩。]

    大卫·格拉斯对《财富》杂志说：“我们的目的是让它变得有趣，每个人都想参加，即使是在周六的早上。但这么做要小心，因为它比解决问题更有趣。” 这个会议也成为供货商们自我炫耀的一个重要渠道。就连苹果（Apple）和动画公司皮克斯（Pixar）的联合创始人史蒂夫·乔布斯（Steve Jobs）也在2003年戴着印有本公司标志的棒球帽现身会场，宣传皮克斯的动画片《海底总动员》（Finding Nemo）。乔布斯对《财富》杂志的施伦德说：“我喜欢参加周六晨会，不仅因为这是一个极好的场合，也因为他们确实很聪明，我学到了很多与零售和营销有关的东西。”通用电气公司（General Electric）前首席执行官杰克·韦尔奇（Jack Welch）等其他高管也愿意从沃尔玛的经营之道汲取营养。

    诸葛长青：沃尔玛每周六开早会，有时候请名人明星参加，是为了激励员工，这种方式，非常好。员工需要信心、需要激励。

    今天，本顿维尔总部的周六晨会与往日有所不同。可以说，现在的会议更具战略性，内容更加宽泛。  晨会有助于让公司了解一线情况，也许更重要的是，它让总部与这家零售帝国的其他地方在感情上联系在一起。与此同时，在每家商店的每个角落，在一周的每一天，都在进行着最初形式的晨会，它的精神也被原样传承下来：数字被分发给全体员工，员工有机会展现他们的最佳创意，部分创意还被上传给每周一次的营销会议，甚至会传给总部的周六晨会。

   沃尔玛公司文化

　　沃尔玛百货有限公司是在山姆·沃尔顿所倡导的原则上建立起来的。这些原则已体现在同事每天的辛勤工作及待客服务中, 成为沃尔玛独特的企业文化, 使沃尔玛更具竞争力。沃尔玛百货有限公司是由以下的基本信仰所指导:

三项基本信仰

尊重个人

　　尊重每位同事提出的意见。 经理们被看作“公仆领导”, 通过培训、表扬及建设性的反馈意见帮助新的同事认识、发掘自己的潜能。 使用“开放式”的管理哲学在开放的气氛中鼓励同事多提问题、多关心公司。

服务顾客

　　“顾客就是老板”。沃尔玛公司尽其所能使顾客感到在沃尔玛连锁店和山姆会员商店购物是一种亲切、愉快的经历。 “三米微笑原则”是指同事要问候所见到的每一位顾客；“保证满意”的退换政策使顾客能在沃尔玛连锁店和山姆会员商店放心购物。

追求卓越

　　沃尔玛连锁店和山姆会员商店的同事共同分享使顾客满意的承诺。在每天营业前, 同事会聚集在一起高呼沃尔玛口号, 查看前一天的销售情况, 讨论当天的目标。“日落原则”要求同事有一种急切意识, 对当天提出的问题必须在当天予以答复。

  诸葛长青认为，沃尔玛文化中有一个文化很有创意，那就是“欢呼文化”。这个创意非常好，很有创意。

　　沃尔玛欢呼的来源：沃尔玛创始人山姆沃尔顿在参观韩国的一家网球工厂时，发现工厂里的工人每天早上聚集在一起欢呼和做体操。他很喜欢这种做法并且急不可待地回去与同事分享。他曾经说过，“因为我们工作如此辛苦，我们在工作过程中，都希望有轻松愉快的时候，使我们不用总是愁眉苦脸。这是“工作中吹口哨”的哲学，我们不仅仅会拥有轻松的心情，而且会因此将工作做得更好。”

沃尔玛购物广场欢呼

来一个W ------------------ W
来一个A ------------------ A
来一个L ------------------ L

我们一起扭一扭！

M ------------------------ M
A ------------------------ A
R ------------------------ R
T ------------------------ T

我们就是 ----------------- 沃尔玛
天天平价 ----------------- 沃尔玛
顾客第一 ----------------- 沃尔玛

沃尔玛,
沃尔玛,
向前进!

 （本文资料参考：1、自财富中文网译者：古正2、沃尔玛网站3、诸葛长青商业文化研究）

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

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往期精选文章

点击文章标题查看

1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向