Sam Hua 华杉

Chairman of Hua & Hua Marketing Consultancy.
Famous Writer for Finance, Marketing, History and Philosophy.
华与华营销咨询有限公司董事长.
著名财经及史哲作家.

[Sam Hua 华杉 @SamHua12]

Most brands try to design something “unique.”

Hua & Hua did the opposite.

That’s why Snow King became one of the most successful brand mascots in the world.

Super Sign = Super Signal.

#MIXUE #HuaandHua #SuperSign #Branding #Marketing

[Sam Hua 华杉 @SamHua12]

Why is the MIXUE song so successful?

Because it’s a Super Sign.

Use the most efficient symbol.
Reduce communication cost.
Maximize memorability.
That’s the Hua & Hua methodology.

#MIXUE #HuaandHua #SuperSign #Branding #Marketing

[Sam Hua 华杉 @SamHua12]

The client asked Hua & Hua to improve their dish soap business.

We created an entirely new product instead:

After launch, it became Libai’s most successful new product in years.

#HuaandHua #Branding #Marketing #ProductStrategy #Libai

[Sam Hua 华杉 @SamHua12]

Hua & Hua turned a 130-year-old American folk song into one of the most viral brand jingles in the world for MIXUE 🍦
Why can everyone sing it after hearing it once?
Because Super Sign is Super Creativity.

#MIXUE #HuaandHua #SuperSign #Branding #Marketing #ChinaMarketing

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMethod
Self-Completion at Every Stage & Not Creating Trouble for Others: Self-completion at every stage means never passing defective work to the next step. In manufacturing, this is a fundamental requirement. In management, however, it is an extremely high standard. For example, if you submit a proposal to your boss and it gets sent back for revision, that means you failed to complete your stage properly. This mindset should extend to everyday life as well—not creating trouble for others. When leaving a meeting room, take your half-finished bottle of water with you and push your chair back into place so no one has to clean up after you. When staying in a hotel, there may be multiple trash bins in the room—if you make an effort to throw all your trash into just one, the cleaning staff only needs to empty a single bin.
#华与华方法
【自工序完结与不给他人添麻烦】，自工序完结，就是不把次品传递到下一工序，这在制造业车间是基本要求，在管理工作中就是超高要求了，比如你给老板递交一个方案，被打回来重做，那就是没有自工序完结。 自工序完结的意识要贯穿在平时的生活中，就是不给他人添麻烦。比如离开会议室时，把喝剩的半瓶水拿走，把座椅推回原位，就不用别人来收拾。住酒店，房间里可能有几个垃圾桶，你注意把产生的垃圾都扔进同一个桶里面，清洁���姨就只需要收拾一个桶。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMethod
Finding Lifelong Customers: Marketing ultimately comes down to two things:
Acquiring customers
Creating lifelong customers.
The latter is far more important than the former.
But how do you create lifelong customers? The first and most obvious step is customer satisfaction, aligning with our philosophy: “Please the near, and the far will come.” However, customer satisfaction alone is neither a sufficient nor a necessary condition for continued business. A satisfied customer may not always renew their contract, while a dissatisfied customer may still choose to return.
The real key lies in establishing an ideological connection between both parties. Beyond that, we must build a learning organization with a shared vision, ensuring a long-term relationship with room for imperfection, which ultimately leads to lifelong satisfaction.
In reality, we are not “creating” lifelong customers—we are “finding” them. And once we find them, we dedicate ourselves to serving them for life. This process of “finding” lifelong customers happens naturally through collaboration.

#华与华方法
【寻找终身顾客】
营销两件事：1、获客，2、创造终身顾客。后者比前者重要得多！
但是，如何创造终身顾客？首先当然是通过让顾客满意，也就是悦近来远。
但是，顾客满意并不是他会继续购买的充分条件，甚至也不是必要条件。满意的顾客不一定续约，不满意他却可能愿意继续再来。所以，��键在于双方本来就有一种观念的连接，然后又一起建立共同愿景的学习型组织，最终实现有适度容错空间的终身满意。
所以，事实上我们是“寻找”终身顾客，然后为他们奉献终身。而“寻找”的过程，就在合作过程之中。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaTheRightWay
True vs. False Mission, Vision, and Values: Every company talks about mission, vision, and values, but in most cases, they are false. Entrepreneurs may sincerely believe in them, but their actions reveal the truth. They themselves may not realize it, lost in self-congratulatory sentiment. How do you determine if a mission is real? It’s simple: If business operations serve the mission, it is a true mission. If the mission serves business operations, it is a false mission. This is why I often say: Hua & Hua serves the Hua & Hua Method; the Hua & Hua Method does not serve Hua & Hua. Another way to tell is by observing whether the company consistently engages in long-term activities that require investment without immediate returns, purely to serve its mission. Those who do are the ones with the strongest sense of mission. As for vision, most companies’ visions are simply to become the industry leader. This has nothing to do with mission and is often just the boss’s personal vision. Meanwhile, employees’ vision is much simpler: to have the highest salaries in the industry. So when it comes to corporate visions, most of them are vague and meaningless. Distinguishing between true and false values is also straightforward: If values are used by the boss to demand things from employees, they are false values. If employees can use the values to hold the boss accountable, then they are true values. I’ve seen some bosses lead their teams in studying Wang Yangming’s philosophy on conscience and moral integrity, and I can immediately see through them. They want employees to be morally devoted to them, but they themselves have no intention of reciprocating that integrity. That’s why, 500 years ago, Wang Yangming warned his disciples: “Do not take notes in class and pass them on to future generations—because once they are passed down, they will become poison.”

#华与华正道
【真假使命愿景价值观】每家企业都讲使命愿景价值观，但大多数都是假的。企业家的内心都很真诚，自己也是相信的，但一看他行动就知道是假的，只是他自己不知道，还在自我感动中。 如何判断使命真假呢？很简单！经营为使命服务，就是真使命；使命为经营服务，就是假使命。我常说华与华为华与华方法服务，不是华与华方法为华与华服务，就是这个意思。 还有一个观察视角，看他是否在长期坚持做一些只有投入，没有收入的，服务于使命的事情。这是使命感最强的人。 愿景呢？大多数企业的愿景，都是成为行业第一，这个，就跟使命没关系，而且也只是老板的愿景，员工的愿景是成为行业工资水平第一。所以，愿景这事儿，基本是糊里糊涂的。 价值观真假也容易甄别，如果是老板用来要求员工的，就是假价值观；如果是员工可以用来要求老板的，才是真价值观。我看一些老板带着员工学习阳明心学致良知，一眼就看穿，他是想要员工对他致良知，他自己可没准备对谁致良知。所以王阳明五百年前就对弟子们说：你们不要做课堂笔记传之后世，传下去都是毒药。

[Sam Hua 华杉 @SamHua12]

#SamHuaReadingJournal
Elon Musk by Walter Isaacson: Musk introduced a manufacturing cost metric called the “Idiot Index”, which is calculated by dividing the cost of manufacturing a part by the cost of its raw materials. If a part has a high Idiot Index—for example, if it costs $1,000 to manufacture but only $100 in material costs—it means the design is too complex and manufacturing efficiency is too low. Why? Because you’re an idiot. This index applies to any industry. In food service, for instance, the Idiot Index would be the cost of producing a dish divided by the cost of its ingredients and seasonings. There are two main ways to improve this: 1.Modify the product design. 2.Optimize the production process. Of course, there is also a third option: Eliminate the part entirely and find an alternative solution. And sometimes, there’s even a fourth possibility: This thing was unnecessary to begin with—the rocket can still launch without it.

#华杉读书笔记
《马斯克传》，马斯克提出一个制造成本的【笨蛋指数】，就是零件成本除以材料成本，如果一个零件的笨蛋指数很高，比如制造成本1000美元，而材料成本只有100美元，那就说明设计太复杂，制造效率太低，为什么呢？因为你是个笨蛋。 这个指数适用于任何领域，比如餐饮业的笨蛋指数，就是菜品的生产成本除以食材和调料成本。 改进的路径同样也是两个：一是修改产品设计，二是改进生产流程。当然还有第三个方案：能不能不要这个零件，换一种别的方式。甚至有第四种情况：这玩意儿本来就多余，没有它火箭也能上天。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMethod
Eliminating the Seven Wastes in Creative Production. Toyota identified seven types of waste:
1. Overproduction waste,
2. Waiting time waste,
3. Transportation waste,
4. Inventory waste,
5. Process waste,
6. Motion waste,
7. Product defect waste.
These seven types of waste exist in the consulting and creative industries at a scale thousands of times greater than in the automotive industry.
Regarding overproduction waste, Hua & Hua first tackles this by enforcing a strict “No Tendering. No Pitching.” policy, eliminating all front-end inefficiencies and reducing costs by 60%. However, within the creative process itself, production waste remains astonishing—every proposal that is produced and then rejected represents overproduction waste.
Regarding waiting time waste, the primary responsibility for this waste lies with clients, followed by company leadership. When a proposal is submitted but remains without feedback, without decision, and without execution, it leads to waiting time waste. At Hua & Hua, we address this through the Monday Zhisheng Meeting, where all creative production from the previous week is reviewed and given immediate feedback, significantly reducing waiting waste. However, there is still vast room for improvement.
Regarding process waste, motion waste, and product defect waste, Hua & Hua eliminates brainstorming sessions in favor of a multi-skilled workforce, U-shaped production lines, total offense and defense, and the 3 GEN Principles. By planning before action and implementing just-in-time production, a significant amount of waste is removed, though there is still enormous potential for further improvement.
In conclusion, by continuing to eliminate waste, increasing per capita performance from 2.5 million to 3.5 million should be considered a very low target.

#华与华方法 排除创意生产的七大浪费。丰田汽车总结了七大浪费：
1、过量生产的浪费，
2、等待时间的浪费，
3、运输的浪费，
4、库存的浪费，
5、工序的浪费，
6、动作的浪费，
7、产品缺陷的浪费。
这七大浪费，在咨询创意产业，大概是汽车行业的一万倍。
关于过量生产的浪费，华与华首先用“不投标、不比稿”砍掉前端全部浪费，降低成本60%。但是，在创作过程中，生产浪费还是惊人的，每一个做��来又被否决的方案，都是过量生产的浪费。
关于等待时间的浪费，客户责任最大，其次是老板。提交了方案，迟迟不反馈，不决策，不执行，都是等待时间的浪费。在华与华，以每周一知胜大会集中反馈上周生产的创意，大幅减少了等待浪费，但是提升空间还非常大。
关于工序的浪费、动作的浪费、产品缺陷的浪费，不做头脑风暴，而是多技能工人、U形生产线、全攻全守、三现主义，谋定而后动，准时化生产，排除了大量浪费，但同样有巨量提升空间。
总之，通过继续排除浪费，将人均绩效从250万提升到350万，应该说是非常低的目标。

[Sam Hua 华杉 @SamHua12]

#SamHuaReadingJournal
Don’t Mistake Wishful Thinking for Strategy. In Competitive Advantage, Michael Porter states: “A common approach in strategic planning is to describe competitive position in terms of market share and set a goal to become the industry leader. This approach is highly misleading and dangerous. Industry leadership is not the cause of competitive advantage but the result. Market share itself has no competitive significance—competitive advantage is the key. The strategic mission of a business unit is to achieve competitive advantage. If a company pursues leadership for its own sake, it will never gain a competitive advantage. Even if it has one, it will eventually lose it.”
Porter’s words are spot on. This is also one of the most common problems we encounter in our consulting work at Hua & Hua—over 90% of entrepreneurs aspire to be industry leaders. If their company’s revenue is currently 1 billion, they claim their “strategy” is to reach 10 billion; if they are at 5 billion, they start planning for 100 billion.
Some consulting firms even tell them they are being too conservative, inflating their “strategic goals” by threefold—not to help them succeed, but simply to triple their willingness to pay consulting fees. These entrepreneurs will pay any amount, bet on any marketing investment, and adopt even the most foolish plans—because it aligns with their wishful thinking. This is what Francis Bacon described as “a common defect of human cognition.”
Why is this mindset harmful?
Because when strategy starts with a revenue target of 10 billion or 100 billion, the focus shifts to ‘How do we reach 100 billion?’—and this is the beginning of a strategic disaster.
I always tell them upfront: At best, this is a vision. In reality, it’s not even a vision—it’s just wishful thinking. It is NOT strategy!
Not only is it not strategy, but it is harmful to strategy. It increases risk appetite, lowers decision-making intelligence, and provides no real benefit.
Sometimes, when a CEO gets frustrated, they push back: “Forget your objections! I’ve already decided—I’m going to be the industry leader! I’m going to reach 100 billion!” (In fact, one CEO once told me they were going to hit 1 trillion.)
At that moment, I have a standard response: “Why not set your strategic goal as becoming the richest person in the world and command me to execute that instead? Wouldn’t that be even better? Wanting to be just an industry leader—now that’s small thinking!”

#华杉读书笔记
【别把许愿当战略】
《竞争优势》，迈克尔波特说：
“战略规划的常见做法是使用市场份额来描述竞争地位，设定要称为行业第一。这种战略方法有很大欺骗性，也很危险。行业领导地位肯定不是竞争优势的原因，而是结果。市场份额本身不具有竞争意义，竞争优势才是关键。业务单元的战略使命是实现竞争优势，如果只为自己争取领导地位，企业将永远无法赢得竞争优势；即使已经有了竞争优势，最终也会失去。”
波特的话很准确，这也是华与华在咨询工作中最常遇到的问题，90%以上的企业家都立志成为行业第一，如果他现在规模是10亿，他就说他的“战略”是100亿，如果他现在的规模是50亿，他就要制定“千亿战略”。而有的咨询公司会说他太保守了，把他的“战略目标”再放大三倍，目的不过是把他的咨询费支付意愿放大三倍，多少钱他都愿意付，多大营销投入他都敢赌，多么愚蠢的方案他都敢采纳——因为符合他的一厢情愿。这就是培根所说“人类认知力的共性缺陷”。
为什么说这种思维有害呢？因为当他要制定百亿战略、千亿战略，课题出发点就变成了如何做到100亿，1000亿，这就是战略灾难的开始。
我总是当面给他们指出，这最多是愿景，其实愿景都不是，只是许愿，不是战略！不仅不是战略，而且对战略有害，除了加大风险偏好，降低决策智商之外，没有任何好处。
有时候被老板逼急了，他说你不要管！我已经决定了！就是要成为行业第一！做到一千亿（其实还曾经有一个老板跟我说过要做到一万亿的）！你就帮我执行这个战略定位！
这时候，我就有一个标准回答：
您干嘛不把战略定位为成为世界首富，然后命令我帮你执行？那不更香吗？只想成为行业第一，您这是井底之蛙呀！

[Sam Hua 华杉 @SamHua12]

#SamHuaReadingJournal
Michael Porter’s Competitive Strategy: I believe that Michael Porter’s corporate strategy theory is not outdated—in fact, it is undervalued.
Porter defines an industry as “a group of companies producing mutually substitutable products.” This means that the idea of “product homogenization” is a false proposition. Competing products are not necessarily identical—or even the same type of product at all. They are simply substitutable—just as Sichuan hot pot and Shandong cuisine can substitute for each other, or electric vehicles and gasoline cars can be alternatives.
Moreover, the Five Forces Model redefines what constitutes a “competitor.” A business has five types of competitors:
1. Industry peers
2. Customers
3. Suppliers
4. Potential new entrants
5. Substitutes
If you see only your peers as competitors, you are merely fighting for customers. But if you compete against all five forces, you are competing for profits.
What we want is money, not just customers.

#华杉读书笔记
《竞争战略》我认为，迈克尔波特的企业战略理论不仅没有过时，而且还被低估了。
波特讲行业定义为“由生产彼此可替代的产品的企业组成的集合”。所以，所谓“产品同质化”是一个伪命题，竞争者的产品之间不仅没有同质化，甚至可能根本就不是同样的产品，他们只是相互可替代，就像四川火锅和鲁菜可以相互替换，电动车和油车可以相互替换。
另外，五力模型的提出，也重新定义了“竞争对手”，企业有五个竞争对手：
1、同行
2、顾客
3、供应商
4、潜在新进入者
5、替代者
当你只把同行当竞争对手，你是他们争夺顾客；当你和五个竞争对手博弈，你和他们争夺利润。
我们要的是钱，不是客户。

[Sam Hua 华杉 @SamHua12]

#SamHuaReadingJournal
Michael Porter’s Competitive Strategy: Based on Porter’s Five Forces Model, Hua & Hua has always regarded key employees as the company’s greatest “threat,” placing them in the category of “potential new entrants.”
From this perspective, we have formulated a targeted competitive strategy: Adopting a “barrier-to-entry pricing” strategy—our consulting fees are set far below what our industry position would typically command. Maximizing employee compensation, raising it to the highest level in the industry to increase their switching costs, ensuring that our high-value employees remain with us.
This strategy has generated a range of benefits:
1. Expansion in scale and increased profitability.
2. Accumulation of corporate experience and knowledge.
3. A continuously emerging talent pipeline.
4. A workplace where everyone is happy.

#华杉读书笔记
《竞争战略》，基于迈克尔波特五力模型，华与华一直将骨干员工视为公司经营最大的“威胁”，也就是放在“潜在的新进入者”的位置。由此制定的针对性竞争战略，首先是在咨询费定价上选择“制止进入价格”，我们的定价远低于我们的行业地位。其次，提高员工收入，提到行业最高，以增加他们的“转换成本”，由此确保我们的高价值员工不会流失。
这一战略带来一系列的效益：
1、在规模上得以扩大并获得更多利润。
2、企业经验曲线和知识库得以积累。
3、形成持续涌现的人才梯队。
4、所有��都很幸福。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMethod
Customer Acquisition Thinking Is a Basic-Level Marketing Mindset: Focusing solely on customer acquisition, constantly calculating acquisition costs, and using acquisition volume and cost as the basis for marketing investment decisions will inevitably lead to rising acquisition costs and a narrowing path forward. Marketing should focus on three key priorities—and customer acquisition is the least important:
1. Acquiring customers.
2. Creating lifelong customers.
3. Continuously reducing customer acquisition costs.
Peter Drucker said: “Good marketing makes selling unnecessary.” This means that by focusing on the second and third priorities, the first becomes irrelevant.

#华与华方法
【获客思维是一种比��初级的营销思维。】成天盯着获客，步步计算获客成本，并以获客数量和成本作为营销投资决策依据，会必然导致获客成本越来越高，路越走越窄。营销主要考虑三件事，获客是最不重要的一件：
1、获客，
2、创造终身顾客，
3、持续降低获客成本。
德鲁克说，好的营销让销售变得不重要，就是通过后两条，让第一条变得不重要。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMotivationalQuotes When you face doubts or a public uproar, resist the urge to respond. By staying silent, you give others the opportunity to step in, defend you, and speak on your behalf. Why? Because for them, it’s a chance to gain attention. Their responses will often be more comprehensive and sharp than anything you could say yourself. Once they take over the narrative, the issue no longer directly ties back to you.

#华与华土鸡汤 当你被人质疑，舆论上掀起轩然大波，你千万不要回应。这样，很多人会抢着替你回应，为你说话。因为对于他们来说，这是一个【流量机会】，他们的回应，会比你更全面，更刁钻。他们接盘，这事儿就跟你没什么关系了。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMotivationalQuotes
“Maximizing Profit is a Dead End”
Hua & Hua’s enterprise strategy moral model has three levels:
1. Business Ethics: Deciding what’s right, as per principles like Kazuo Inamori’s “what is just” or Wang Yangming’s pursuit of conscience.
2. Corporate Policy: Setting boundaries on actions, regardless of potential profit.
3. Business Strategy: Determining what to do and how to do it.
Inspired by Jomini’s hierarchy in The Art of War, the model emphasizes strategic morality, embodying traditional wisdom: “Preserve righteousness, eliminate selfish desires.”

#华与华土鸡汤
【利益最大化是死路一条】华与华有一个企业战略道德模型，最高一层是【经营伦理】，相当于稻盛和夫讲的“何为正确”，或者王阳明的致良知。什么事该干？什么事不该干？什么钱该挣，什么钱不该挣？
第二层是【企业政策】，什么事可以做，什么事多大利益都不做。这是政策决定的。
第三层才是【企业战略】，做什么，怎么做。
提出这个模型，我也是多年前受若米尼的启发，在《战争艺术概论》一书中，他说“我可能是第一个把战争政策置于��略之上的人”。
企业要有【战略道德】，用老祖宗的话来说，就是【存天理，灭人欲】。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMethod
There are two aspects in marketing:
1. Customer acquisition.
2. Creating Lifelong Customers.
The second aspect is fundamental. Most companies focus on the first one and overlook the second. The former is quicker and easier, while the latter is slower and more difficult. However, without the latter, the former is just a dead end road of involution competition. With the latter, the former becomes unnecessary, leading to a situation where "please the near and the far one comes", not me seeking customers, but customers seeking me.
To create lifelong customers, "Integrity. Sincerity. Competence." are required. This is the corporate spirit of Hua & Hua.
Please the near and the far one comes, winning the absolute trust of customers and creating lifelong customers are the business concepts of Hua & Hua.
For a consulting firm, lifelong customers are the result of the subscription based consulting service model pioneered by Hua & Hua. From pricing to service models, everything is designed around "lifelong subscription". Read Hua & Hua User Manual to learn how to create lifelong customers.

#华与华方法 【创造终身顾客】
营销两件事：
1、获得顾客，
2、创造终身顾客。
第二条才是根本。大多数企业都聚焦第一条，忽视第二条。因为前者快，后者慢；前者容易，后者难。但是，没有后者，前者就是卷路一条，卷死为止。有了后者，就根本不需要前者，走向“近悦远来”，【不是我获客，是客获我。】
创造终身顾客，需要“真人真心真本事”，这就是华与华的企业精神。
近悦远来，赢得顾客绝对信任，创造终身顾客。是华与华的经营理念。
咨询公司的终身顾客，是华与华开创的【订阅制咨询服务模式】，从定价到服务模型，都围绕“终身订阅”规划。阅读《华与华使用说明书》，学习创造终身顾客之道。

[Sam Hua 华杉 @SamHua12]

#HuaandHuaLibrary
#ElonMusk by Walter Isaacson: Musk insists on integrating design, engineering, and manufacturing into a single team, reflecting the Hua & Hua Method: “Everything is one thing, and everyone works on everything together.” Traditional departmental divisions create barriers and inefficiencies, like “blind men feeling an elephant”, leading to fragmented understanding and reduced efficiency.
The book states: “If you view the plan negatively and deem it impossible, you won’t be invited to the next meeting.” This echoes Napoleon’s belief that no matter what battle plan the commander proposed, generals would always object. But as long as the commander persisted, the plan would ultimately succeed.

#华与华书房
《马斯克传》，马斯克一定要设计、工程和制造三个分工在一个团队里共同工作，这就是#华与华方法 【所有的事都是一件事，所有人一起做所有事】，部门分工是一些组织形态，但是分工造成部门墙和盲人摸象，给对工作的认识和效率都造成不可逆的巨大伤害。
另外，书中提到：“只要你对计划持消极看法，认为不可能做到，下次会议就不会邀请你参加了。”同样的观点，拿破仑说过，不管主帅提出什么战斗计划，将军总会说这不行那不行，但是只要主帅坚持，最后他们都行！

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMotivationalQuotes
My key approach to business: I don’t focus on potential customers. I prioritize those who have paid me and those who once did.
Potential customers: I don’t dwell on them. If they pay, great. If not, I move on.
Current customers: I constantly think about how to create more value for them.
Past customers: They are benefactors. I feel deep gratitude and reflect on how I could have served them better.
The essence of marketing is not customer acquisition but customer retention. Every business has had many customers, but without retention, you’re stuck chasing new ones.
The goal is to create lifelong customers rather than constantly chase new ones. This is achieved through Hua & Hua’s skills:
1. Hard Work
2. Big Investment

#华与华土鸡汤
我做生意有一个最重要的特色，就是从不关心将要给我钱的人，只关心已经给我钱的人，和曾经给过我的钱的人。
将要给我钱的人，完全不放在心上，说过就忘，给了钱再说。
已经给我钱的人，每天从早到晚脑子里一���遍一个个过，如何创造更大价值。
曾经给过我钱的人，都是恩人，感激装在心里，检讨为什么没有给人家帮上忙。
理解我这些话，知行合一，才能真正理解营销的关键不在获得顾客，而在于创造终身顾客。每个企业都曾经有过很多顾客，但是你没留住，就不断需要获得新客。
那么，如何留住顾客，创造终身顾客呢？就靠【华与华两下子】：
1、下苦功，
2、下血本。

[Sam Hua 华杉 @SamHua12]

#HuaShanBookNotes Harvard Business School’s “Judgment in Managerial Decision Making” — “The Bounded Awareness of Groups” Human rationality is bounded — we have bounded rationality. Similarly, human consciousness is also bounded, or in other words, we possess bounded awareness. When our focus shifts from the role of bounded awareness in individual decision-making to its influence on group decision-making, one crucial fact emerges: Information discussed by the group has a decisive impact on any final decision, whereas information that individual members think of but do not voice has a negligible effect on the group’s decision. Thus, while an individual’s awareness is constrained by the information they think of, a group’s awareness is limited to the information that is actively discussed. (This is often seen in meetings: no matter how irrelevant a point is, once it’s mentioned, it will be discussed and may influence or disrupt the final conclusion. On the other hand, some people remain silent during the meeting but share valuable thoughts with you afterward, prompting the frustration, “Why didn’t you say that during the meeting?” As a result, meeting conclusions are dictated by those who speak up. Without strong leadership, discussions become a chaotic mess of voices until exhaustion or a time limit forces the group to hastily accept a conclusion and adjourn.)

#华杉读书笔记 《哈佛商学院判断与决策心理学课》，【群体的有限意识】 人的理性是有限的，有限理性；人的意识也是有限的，或者说具有有限意识。当我们的关注点从有限意识在个体决策中的作用，转移到它对群体决策的影响时，要考虑到这样一个事实： 被群体所讨论的信息对任何最终的决策有着关键的影响。相反，成员个人想到但没有说出来的信息对群体的最终决策的影响微乎其微。 因此，个体的意识受他们想到的信息的限制，而【群体的意识则受到被讨论的信息的限制】。 （在我们的会议中常有这样的情况，无论多么八竿子打不着的观点，只要有人说出来，就会得到讨论，并且能影响或干扰会议结论。相反，有的同志害羞，会上他不说，会下跟你嘀咕，你会着急：“你会上怎么不说啊！”所以，会议结论是由发言决定的。如果没有一个强有力的权威，就是七嘴八舌，到大家都疲惫了，或时间点到了，群体就胡乱接受一个结论，散会。）

[Sam Hua 华杉 @SamHua12]

#HuaandHuaMotivationalQuotes “Siblings grow up in vastly different family environments, not the same one.” For example, my family environment includes my parents and Nan Hua, while Nan Hua’s family environment includes my parents and me. A third of the environment is completely different because brothers are in a competitive relationship, vying for parental approval and love, and the other person becomes the primary conflict target. Friendship is not innate but learned. Only by realizing this can we build a healthy brotherly relationship. In The Hua & Hua Method, Xiao Zheng wrote a preface titled “Brothers Should Be Like Hua & Hua.” Building a brotherly relationship also follows the #HuaandHuaMethod.

#华与华土鸡汤 【兄弟姐妹成长于截然不同的家庭环境，而不是同一个。】比如，我的家庭环境是父母和华楠，华楠的家庭环境是父母和我。构成环境的三分之一是完全相反的，因为兄弟是竞争关系，争夺父母的认可和爱，而对方是主要冲突对象，友爱并不是天性，而是后天习得。只有认识到这一点，才能建设兄弟关系。 在《华与华方法》一书中，肖征写了一篇序言：《兄弟当如华与华》，建设兄弟关系，也有#华与华方法