CRISIS DECISION MAKING -- CONTENTS -- FOREWORD -- PREFACE -- ABSTRACT -- CRISIS AND DECISION MAKING -- DECISIONS AND DECISION MAKERS -- 1. The Decision-Maker Must Not be Task Saturated -- 2. The Decision-Maker Must Have as Much Correct Information as Possible -- 3. The Decision-Maker Must Not be Working in a 'Denied, orAsymmetrical' Zone -- THE SUIT MODEL -- TASK SATURATION -- DECISION AND PROCESS FAILURES -- DECISION-MAKERS AS KNOWLEDGEABLE AGENTS -- CONCLUSION: CRISES AND DECISION-MAKERS -- READ AND THINK 1. WHAT ARE CORPORATION BOTTLENECKS -- READ AND THINK 2. SWOT ANALYSIS APPROACH -- READ AND THINK 3. BLIND SPOT OF SWOT -- READ AND THINK 4. "CRISIS" PLUS "CRISIS" CANBE "OPPORTUNITY" -- READ AND THINK 5. CRISES THAT CAN TAKE PLACE EASILY INSMALL AND MEDIUM-SIZED ENTERPRISES -- READ AND THINK 6. HOW TO RESPOND TO THE IMPACT OFINTERNAL AND EXTERNAL COMPETITION -- READ AND THINK 7. SEARCH FOR THE KEY SUCCESS FACTORSOF AN ENTERPRISE -- REFERENCES -- FIRST STEP TO SOLVE PROBLEMS OF AN ENTERPRISE -- WHAT IS A PROBLEM? -- CLASSIFYING PROBLEMS -- 1. Truth Cannot be Seen in a State of Confusion -- 2. Frustration of Quality Management -- CASE 1: (This Enterprise Missed a Good Opportunity to Become a First-Class WorldCompany, and Since the Opportunity Still Exists We Will Not Mention its Name.) -- CASE 2: (An Example Highlighting Delivery Operation Problems.) -- INTELLECTUAL CRISIS MANAGEMENT PROCESS STEPS -- Step 1 - Identify the Problem -- Step 2 - Know the Causes -- Step 3 - Understand the Nature of Problem -- Step 4 - Evaluate and Choose Appropriate Solutions -- Step 5 - Problem Integration -- Step 6 - Formulate Strategy -- Step 7 - Evaluation and Reintegration of Strategy -- Step 8 - Determine the Solution Implementation Procedures -- Step 9 - Management during Implementation of Solution -- READ AND THINK 8. HOW TO MANAGE AN ENTERPRISE CRISIS?.

READ AND THINK 9. DO NOT LEARN USELESS "DRAGONSLAUGHTERING SKILLS" -- READ AND THINK 10. TO ESTABLISH CORE COMPETITIVENESS ISTHE MOST CRUCIAL METHOD -- READ AND THINK 11. MACDONALD'S MANAGEMENT BYWALKING AROUND -- READ AND THINK 12. IT ONLY TOOK FIVE HOURS FORMACDONALD'S TO APPOINT A NEW CEO -- READ AND THINK 13. ZENG GUO-FAN AND JACK WELCH -- READ AND THINK 14. THE PHOENIX EFFECT CANREVITALIZE BUSINESS -- REFERENCES -- WAS I WRONG? WHY COULDN'T THE PROBLEMBE SOLVED? -- ABSTRACT THINKING HABIT -- INFLEXIBLE IMPRESSION DURING CRISIS -- DEALING WITH CRISIS PERFUNCTORILY WITHOUT INTENTIONOF CHANGING -- BEING AFRAID OF FAILURE -- Step 1 - Evaluate What Purpose there is in Doing the Thing -- Step 2 - Evaluate Whether You Have the Ability to Accomplish the Action -- Step 3 - Evaluate the Positive and Negative Effects of You Action, thenDecide Whether You Should Carry it Out Immediately -- EFFECT OF ENTERPRISE STYLE AND VALUES -- 1. What is the Enterprise Style? -- STICKING TO OLD REGULATIONS AND LIMITING THOUGHT PATTERN -- FACING REALITY! -- OVER-CONFIDENT ATTITUDE -- BEING DECEIVED BY PAST SUCCESS -- WHAT DO YOU LACK? -- READ AND THINK 15. MERGER AND ACQUISITION ARE POSSIBLECRISES OF AN ENTERPRISE -- READ AND THINK 16. DOESN'T TAIWAN SALT INDUSTRYCORPORATION SELL SALT? -- READ AND THINK 17. MONKEY'S PIGNUT -- READ AND THINK 18. THE EFFECTIVE METHODS TO PREVENT ANDMANAGE A COMPANY CRISIS -- READ AND THINK 19. DEVELOPMENT OFCORPORATION COMPETITIVENESS -- READ AND THINK 20. RIGID SYSTEM CAN LEAD TOENTERPRISE CRISIS -- READ AND THINK 21. GOOD COMMUNICATION IS THE KEY STEP TOTURNING THE CORNER FOR ENTERPRISES -- REFERENCES -- IN-DEPTH UNDERSTANDING IS NECESSARY FORPROBLEM SOLVING -- EMPHASIS OF PROBLEM DETERMINATION -- 1. Specific and Particular - Maintain the Attitude of Getting to the Bottom ofa Problem.

2. Six elements: Person, Event, Time, Place, Cause and Method -- 3. "Quantification" of the Problem is a Very Important Step -- 4. Be Clear About Where the Problem is? -- FACING THE PERCEPTION GAP -- 1. Seek Differences in Common Points and Seek Common Pointsin Differences -- 2. Standpoint and Value Judgment -- 3. Do Not Judge Information Hastily -- DO YOU REALLY KNOW THEM? -- 1. Are You Familiar with the Current Situation? -- 2. To Grasp the Earliest Information -- 3. Do Not Rush to Make a Conclusion -- REVIEWING THE MANAGEMENT STYLE AGAIN -- AN INVARIABLE AND VARIABLE EXECUTION MANAGEMENT SPACE -- 1. Management Needs Flexible Space -- 2. What is Flexible Space? -- 3. Let Review the Observations to this Situation First -- 4. Do Not Infer Backward -- READ AND THINK 22. MANAGE ENTERPRISES IN ACCORDANCE WITHTHEIR CHARACTERISTICS -- READ AND THINK 23. DELPHI METHOD AND BRAIN STORMING -- READ AND THINK 24. EIGHT THOUGHTS OF ENTERPRISEFUNCTION EVALUATION -- READ AND THINK 25. THE FIRST PREMONITORY OF BUSINESSFAILURE: BUSINESS INCOME DECREASES OR STAGNATES -- READ AND THINK 26. THE SECOND PREMONITORY OF BUSINESSFAILURE: TO BE INVOLVED IN A SEVERE PRICE WAR -- READ AND THINK 27. THE THIRD PREMONITORY OF BUSINESSFAILURE: BEGINNING TO REDUCE COST AFTER SENSING CRISIS -- READ AND THINK 28. THE FOURTH PREMONITORY OF BUSINESSFAILURE: DEBT RATIO BECOMES WORSE AND WORSE -- REFERENCES -- PARTICULAR METHODS TO DISCOVER PROBLEMS -- WHAT YOU SEE MAY NOT BE THE TRUTH -- 1. List of the Problem -- 2. Logic Thinking of Tree and Fish -- ANALYSIS IS THE KEY PRECONDITION OF PROBLEM SOLVING -- 1. Problem Deployment -- 2. First, Learn How to Conduct Analysis -- 3. To See From the Heart is Better than Seeing with Your Eyes -- THE PROBLEM YOU DISCOVER MAY NOT BE A PROBLEM -- 1. The Data is Wrong or Incomplete -- 2. Balance of Instinct and Reality.

3. Same Facts Will Have Different Results Under Different Environments -- 4. List the Problems. -- READ AND THINK 29. THE FIRST MEASURE TO DEAL WITH THEPOOR SELLING CRISIS OF A CORPORATION -- READ AND THINK 30. THE SECOND MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION -- READ AND THINK 31. THE THIRD MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION -- READ AND THINK 32. THE FOURTH MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION -- READ AND THINK 33. THE FIFTH MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION -- READ AND THINK 34. 5S TO DEAL WITH CRISIS OF AN ENTERPRISE -- READ AND THINK 35. ONLY THE PARANOID HAVECRISIS AWARENESS -- REFERENCES -- OBSERVATION APPROACH BEYOND TIME AND SPACE -- TO SEE THE FUTURE -- DESCRIBE THE DREAMS OF FUTURE - FUTURE IS THE REALITY THATCAN BE IMAGED -- ANTICIPATING FUTURE TRENDS THROUGHENVIRONMENTAL ANALYSIS -- 1. Discover the Future by Looking to the Past -- 2. Assigning Probabilities to an Event Occurring Will Help Success -- LOGICAL THINKING OF THEORIES & PRINCIPLES -- 1. It is not Hard to Succeed -- 2. Discover KFS - The Shortcut to Success -- Step 1 - Identify the Important Elements of the Business Process -- Step 2 - Think in Terms of Product Life Cycle -- Step 3 - Analyze the Ompact of Cost on the Business -- Step 4 - Identify Factors Influencing Customer Purchases -- Step 5 - Analyze Market Characteristics to Identify the Reasons for Purchase -- 3. A Successful Case Relating To KFS -- HAVE YOU GIVEN HIM WHAT HE WANTS? -- DO MORE THINKING OF WHAT THE MOST EFFICIENT METHOD IS -- 1. Verifying the "Standards" -- READ AND THINK 36. ONLY IDIOT WON'T USE THE GOOD IDEAOF COMPETITORS -- READ AND THINK 37. "MAKING BIG THINGS SMALL" WHENFACING CRISIS -- READ AND THINK 38. THE FIRST METHOD TO PREVENT AFINANCIAL CRISIS -- READ AND THINK 39. THE SECOND METHOD TO PREVENTFINANCIAL CRISIS.

Current Ratio -- Quick Ratio -- Assets to Liabilities Ratio -- Equity Ratio -- READ AND THINK 40. THE THIRD METHOD TO PREVENTFINANCIAL CRISIS -- READ AND THINK 41. THE FOURTH METHOD TO PREVENTFINANCIAL CRISIS FOR AN ENTERPRISE -- READ AND THINK 42. THE FIFTH METHOD TO PREVENTFINANCIAL CRISIS -- REFERENCES -- MODERN CREDIT HOUR FOR MODERNCORPORATIONS TO LEARN -- (1) ABC Analysis (Column and Row Analysis) -- ABC Curve Drawing Method -- (2) Correlation Analysis -- (3) Variance Analysis -- (4) Cost and Price Analysis -- (5) Brain Storming -- A. Never Make a Subjective Judgment -- B. Encourage Free Thinking -- C. Ideas: the More, the Better -- D. Integrality: One Plus One is Bigger than Two -- MANAGEMENT BRAIN STORMING -- 1) Writes your Ideas Down -- 2) Revealing the Ideas on Paper in Turn -- 3) Asking the Speaker to Describe the Idea -- 4) All Participants Should Discuss How to Realize the Ideas -- READ AND THINK 43. THE SIXTH METHOD TO PREVENTFINANCIAL CRISIS -- READ AND THINK 44. CREATIVE SENSOR CO. LTD. REJUVENATEDFROM ADVERSITY -- READ AND THINK 45. THE MOST DELICIOUS FRESH MILKIN TAIWAN -- READ AND THINK 46. THE SEVENTH METHOD TO PREVENTFINANCIAL CRISIS -- READ AND THINK 47. THE EIGHTH METHOD TO PREVENTFINANCIAL CRISIS FOR AN ENTERPRISE -- READ AND THINK 48. THE NINTH METHOD TO PREVENT FINANCIALCRISIS FOR AN ENTERPRISE -- SURGERY EQUIPMENT FOR AN OPERATION -- DIFFERENT SYMPTOMS NEED DIFFERENT TREATMENTS -- 1. Difference between People and Science -- 2. Don't Have an Operation if Medicine is Available -- EVERY EXPERIMENTAL STEP IS INDISPENSABLE -- CRITERION FOR PROBLEM-SOLVING -- 1. Strategic Criterion -- 1.1. To Obtain Success by Cost Advantage or Differentiation -- 1.2. Dispersed Target or Concentrated Target -- 1.3. To Adopt Strategy of the Strong or that of the Weak -- 2. Strategy of the Strong -- 2.1. Expanding Total Demand Strategy.

a. Expanding Current Market Strategy.