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> Shantou University Business School Economic
Forum |
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| Topic: |
On Corporate Strategy |
| Date: |
17 May 2001 |
| Mr. Li Ka-shing shares his valuable experience
in a Q&A session with over 100 faculty and students at Shantou University.
The session was also broadcast live via the campus-wide Intranet.
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| Q: |
When a business implements a strategic shift,
many adjustments must be made within the organization. Which adjustments
do you feel are the most important? |
| A: |
In my personal experience, the first and most important
step is to determine the right direction, but before you can do that
you need to grasp the most updated and accurate information.
You need to pay attention to the company's cash flow. Many profitable
companies run into problems when they lose their cash flow.
Staff moral is also a very important element. In a commercial society,
people remain an organization's most prized asset.
You must know and understand your business like the back of your hand.
Otherwise your company could be here today, gone tomorrow. |
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| Q: |
What should a business do to meet the new challenges
presented by the age of information technology? |
| A: |
Information technology can help you run your business
more efficiently, saving you time and money. So the greatest challenge
in the IT age is to find different ways to increase productivity. |
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| Q: |
Do you consider your firms to be competitive? |
| A: |
I would say that 99% of our businesses are competitive.
In days bygone, communications was less advanced, and human interaction
was more restricted. But today, people all over the world can get
on the Internet and compare prices instantly. If you are not competitive,
you will be eliminated. To raise you competitiveness, you must first
establish a firm foundation. An organization is like a mechanical
watch, if one of the gears break down, the watch stops ticking.
We have businesses that are doing very well, and businesses that could
be further improved. We remain competitive by continuously building
on our strengths and improving our weaknesses. That's the way we operate.
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