A person is more persuasive in his or his own familiar surroundings than in other people's or unfamiliar surroundings. For this reason, he can use his "home advantage" in his spare time or speak in a natural state of mind which is unguarded by others. Even a mere word can yield unexpected gains.

Do not use easy to understand words, obsolete words or professional vocabulary.

These words do not make a good impression on others, but only annoy others.

Don't do anything annoying.

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If you do not look at each other's eyes while you are talking, there are more important and more worthwhile characters behind you or around you.

Or staring at others.

Speak carelessly.

Don't use slang that is much younger than you. Don't mix it up.

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Don't talk too long about a topic. It's like a room. It needs frequent ventilation.

Don't sneer at someone before you laugh at him. "I bet you forget my name."

You should also be good at perceiving in conversation. If the other person is anxious and anxious, maybe something else is going on, just out of politeness without interrupting you, you should stop immediately.

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Like a highly coordinated athlete, multiple muscle groups combine instantaneous and even light speed to make joint force, and operate in the same direction, vectorization and guidance, so that explosive power can reach the height that human beings can not reach.

It is not like the lack of exercise and the inconsistency of sports orientation between muscles, resulting in the dispersion of internal friction and sports power.

The high degree of coordination generated by static strategies in the west is in fact the essence of western strategy. Under such a closed environment, resources are rapidly mobilized, integrated and exerted, and the huge resource catching effect, opportunity magnifying ability, opportunity industrialization and even industrial belt generated by unimpeded, no rejection and integration capabilities are neglected in the past.

Therefore, whether GE or IBM, there are rules behind the success of these companies. They are all professionally specialized. Once the western enterprises have formed this capability, they will earn professional profits, and it will be easier to dig deep pockets. WAL-MART is a vivid example (see "WAL-MART's seven tier advantage").

Everyone will say that the company will have that idea when they reach that point. In fact, the strategy of WAL-MART is Sam.

Mr. Walton made it before he died, but his professional manager made it more and more sophisticated.

It can be seen that in addition to the Western adoption of the analytical strategy and the difference in the Eastern construction strategy, the most essential feature of western strategy is the formation of strategic orientation capability or strategic coordination capability through the large closed cycle, and the ability of strategic focus and strategic resource matching and matching. It is these strategic capabilities that have contributed to the profit source of Western specialization.