2025年3月17日 星期一

賦稅之事,深感其制之奇也

 「近思賦稅之事,深感其制之奇也。吾等勞作,所得之資,旋即…倏忽…巨額之數,沒入官府之囊。名曰『稅收』,吾謂之…姑且不言也。

然有甚者,令吾難以釋懷。吾等豈非為官府所役乎?彼等取吾等所得之四成或更多!然吾等可得官府僱員之利乎?俸祿?醫保?帶薪休假?皆無也。吾等僅為工蜂,嗡嗡營生,釀蜜於巢…而蜂后取其大部。

猶如官府經營臨時工所。彼等外包吾等於諸公司,吾等行實務,而官府取其巨額佣金。唯彼等不謂之佣金,而謂之…汝所料者…稅收也。

彼等以所得之資,究竟所為何事?吾所見之坑窪,甚於吾車之齡。交通之壅塞,更不欲言。彼等曰,用於『公眾之利』。然吾近日未見其『利』也。

此於彼等,實乃美事也。彼等無需憂慮僱用、管理、或予吾等福利。吾等僅在外奔波,辛勤勞作,而彼等收取其…佣金。此足以令人疑慮,究竟何人為誰所役於此國。吾恐非吾等為己所役也。」


「復思賦稅之事,吾知,無人願思及賦稅。然實難不思,非耶?尤見薪俸未及握持,已失其多。

彼等告曰:『汝可擇業!汝可創業!』然皆歌舞昇平之詞,非耶?無論汝擇何業,官府必伸手索取。猶如曰:『可也,且以汝之小業戲耍。然記之,終日,吾等擁其大部。』四成或更多,記之!甚於吾晚餐所得之糕餅。

若官府以所得之資行善,或可忍受。然責任何在?彼等耗費巨億於…誰知所耗何事!吾見橋樑老於吾冰箱,坑窪大於吾犬,交通緩於吾哈利叔父感恩節後。彼等曰,改良基建,然改良者,似僅稅法之繁複!繁文縟節,難辨錢財所往。猶如行巨型藏珠戲,而吾等皆當信其所行皆善。吾不知汝等如何,然吾不信。

且非僅取一次。噫,彼等更狡猾!汝納所得之稅,復納以所得所購之稅!猶如同一物,徵稅兩次!銷售稅、地產稅、奢侈稅…無窮無盡!且汝歿後,或復徵汝遺產之稅!遺產稅、繼承稅…自搖籃至墳墓,皆徵稅!似彼等應足於四成之取。然不,彼等恆欲更多。令人奇之,何人尚願晨起。

彼等曰,扶持小業。然小業何以存活,若被迫獻其巨額利潤於官府?與大賈競爭已難,官府復取其利潤之巨額。彼等擠壓小業之生機,小業乃國之脊梁。吾不解。

且勿論社保。彼等允汝退休之社保。然至吾時,尚餘幾何?彼等借之,耗之於他事。猶如曰:『汝一生勤勉,納稅,吾等…且試予汝老邁之時以物。然無保證!』似極劣之交易。

故吾等實為官府之委外勞力,重金購得勞作之特權。彼等取巨額,不負實責,且或終不存於吾等。汝當疑之,何人為誰所役於此國?此問值得於書寫稅單之時深思。今,請恕吾告退,吾須平衡賬簿…或少拭淚。」

this tax business...


"You know, I've been thinking about taxes lately. And I gotta tell you, it's a strange system we've got here. We work, we earn, and then… poof… a big chunk of it disappears into the government's pocket. They call it 'taxes.' I call it… well, I'll keep that to myself.

But here's the thing that really gets me. We're basically working for the government, aren't we? I mean, they're taking 40% or more of what we make! That's a bigger cut than my agent ever took! And yet, are we getting the benefits of government employees? Pension? Healthcare? Paid time off? Nope. Nothing. We're just the worker bees, buzzing around, making honey for the hive… and the queen gets most of it.

It's like the government is running a temp agency. They outsource us to all these companies, we do the actual work, and then the government takes a hefty commission. Only, they don't call it a commission, they call it… you guessed it… taxes.

And what are they doing with all that money, anyway? I see potholes that are older than my car. And don't even get me started on the traffic! They say they're using it for 'the common good.' Well, I haven't seen much 'good' lately.

It's a sweet deal for them, isn't it? They don't have to worry about hiring us, managing us, or giving us benefits. We're just out there, toiling away, while they collect their… commission. It's enough to make you wonder who's really working for who in this country. And I'm not so sure it's us working for ourselves."


"I’ve been thinking about taxes again. I know, I know, nobody wants to think about taxes. But it’s hard not to, isn't it? Especially when you see how much of your paycheck disappears before you even get to hold it.

They tell you, 'You have a choice! You can choose your career! You can start your own business!' But that’s all just a song and dance, isn't it? Because no matter what you choose, the government's going to be there with their hand out. It's like they’re saying, 'Sure, go ahead and play pretend with your little career. But remember, at the end of the day, we own a big chunk of it.' A 40% or more chunk, mind you! That’s bigger than the slice of cake I’m allowed to have at dinner.

And if the government was doing a good job with all that money, maybe, just maybe, you could stomach it. But where’s the accountability? They spend billions on… well, who knows what they spend it on! I see bridges that are older than my refrigerator, potholes that are bigger than my dog, and traffic that moves slower than my Uncle Harry after Thanksgiving dinner. They say they're improving the infrastructure, but the only thing improving seems to be the complexity of the tax code! There’s so much red tape and bureaucracy, it’s impossible to figure out where the money actually goes. It's like they’re running some kind of giant shell game, and we’re all supposed to just trust that they’re doing the right thing. I don't know about you, but I’m not that trusting.

And it's not like they just get you once. Oh no, they're cleverer than that! You pay taxes on your income, then you pay taxes on what you buy with that income! It's like they're taxing you twice for the same thing! Sales Tax, Property Tax, Luxury Tax... it never ends! And then, when you die, they’ll probably try to tax you again on what you leave behind! Estate tax, inheritance tax... It's taxation from cradle to grave! You'd think they'd be satisfied with their 40% cut. But no, they always want more. It's a wonder anyone even bothers to get out of bed in the morning.

They say they support small businesses. But how can small businesses survive when they’re forced to hand over such a big chunk of their profits to the government? It’s hard enough to compete with the big corporations without the government taking a massive bite out of your bottom line. They’re squeezing the life out of the small businesses, the ones that are supposed to be the backbone of this country. Makes no sense to me.

And don't even get me started on Social Security. They promise you Social Security when you retire. But how much of that will actually be left by the time I get there? They’re borrowing from it, spending it on other things. It's like they’re saying, 'Work hard your whole life, pay your taxes, and we’ll… well, we’ll try to give you something back when you're old and gray. But no guarantees!' Seems like a pretty lousy deal to me.

So, we're basically the outsourced labor of the government, paying through the nose for the privilege of working. They take a huge cut, they're not really accountable, and they might not even be there for us in the end. You gotta wonder, who's really working for who in this country? It's a question worth pondering while you're writing that check to the IRS. Now, if you'll excuse me, I have to go balance my checkbook... and probably weep a little."

Forrest Mars Sr.'s business philosophy

Direct quotes attributed to Forrest Sr., founder of Mar, Inc:

  • Regarding his sons' ability to manage Mars, Inc., he said, "They think they can't run it into the ground, but they can."
  • Reflecting on his early experiences in England, Forrest Sr. stated, "Nothing worthwhile ever comes easy."
  • Summarising his primary motivation in business, he declared, "I'm not a candy maker. I'm empire-minded."
  • About the importance of a good product and profit, he believed that "if you make a really good product that people want and are willing to pay for, money will come." He added, "And it is best not to think about how much money you will make."
  • In his only interview, given in 1966, discussing the possibility of Mars, Inc. becoming a public company, he said, "Who can tell? There is no need for it today."
  • In the same interview, regarding supporting managers, he stated, "We give them every opportunity to make it. Give them all the help they need. And, of course, full authority and responsibility. No one wants to see anyone fail. One of the greatest satisfactions is to see a person succeed—to accomplish what he sets out to do."
  • Explaining his management philosophy, Forrest Sr.'s "leitmotif" was "Profit is our single objective."
  • When ordering his son John to pray during a meeting, he said, "We should be thankful to God that we have all these people thinking about our business." He then instructed, "John, get down on your knees and pray."
  • Discussing his preference for simple businesses for global expansion, he said, "The only big business has got to be an international business. Mars is going to be in Russia some day. We’ll be in China. You need simple businesses if you wish to go for the world . . . candy bars are probably the easiest way to start."
  • Reflecting on giving the company to his children, he reportedly said he would "never do it again. Not turn it over to his kids, anyway".
  • In a videotape for the family archives, Forrest Sr. said he gave his father the idea for the Milky Way, stating, "'I had empire in my mind,' Forrest declares in the only recorded account of the Mars company’s beginnings. 'Simple businesses, that’s what you need, if you wish to go for the world.'"
  • Regarding Frank Mars's Minneapolis success with butter creams, Forrest Sr. is quoted as referring to his father as "that miserable failure".
  • Explaining his desire to pursue mining, Forrest Sr. said, "I figured I’d mix some elements together and make some new metal or something. It didn’t look too hard."
  • Describing his reason for pursuing business, Forrest Sr. mused, "Why do I want to go on? I want to go on because I gamble. . . . The word challenge isn’t too good a word for it. I think it’s better to say the truth: I like the tension." He further elaborated with a fishing analogy: "It’s like telling you I like to fish because I like that tug. It isn’t how big the fish is that matters, it’s that tug before you get it up. That’s the most exciting time."
  • Explaining his focus beyond just candy making, Forrest Sr. stated, "'I’m not a candy maker. I’m empire-minded.' And it is in the factory in Slough that he began to prove it."
  • Reflecting on the importance of being first in the market, Forrest Sr. told his accountant David Brown, "You gotta get in on the ground level. If you ain’t first, why bother."
  • During a tour, a plant manager recalled Forrest Sr. saying about the quality of the chocolate bar, "My son is gonna rip this open and put it in his mouth so fast he won’t even see the end. But that doesn’t matter. It’s my job to make sure that if he does look, all he sees is smooth chocolate."
  • Regarding his approach to resource allocation, Charles Kaufman recalled Forrest Sr. saying, "If you earned more than he wanted—or less than he wanted—then you weren’t using his assets effectively, and he would have you canned."
  • Describing the Mars brothers' work ethic, Forrest Jr. quoted his father's sentiment: "They think they can't run it into the ground, but they can."
  • Describing his father Frank Mars's initial candy-making efforts, Forrest Sr. recounted, "My father was making butter creams in Minneapolis and bankrupting himself." He further elaborated, "He was a miserable failure until he was thirty-five years old."
  • On the topic of advertising and its importance, Forrest Sr. stated, "Advertising builds friendly relations with the consumer."
  • Recalling a piece of advice he gave to his father about the location of their candy business, Forrest Sr. claimed, "I told my dad, 'The freight rate in Chicago is half that of Minneapolis . . . with this rate, we can really make some money.'"
  • When discussing his desire to keep the company focused, especially early on, Forrest Sr. said he told his father, who wanted to broaden the product line, "but I told him to keep it simple."
  • Reflecting on his motivation for business ventures, Forrest Sr. explained, "Why do I want to go on? I want to go on because I gamble. . . . The word challenge isn’t too good a word for it. I think it’s better to say the truth: I like the tension." He further elaborated with an analogy, "It’s like telling you I like to fish because I like that tug. It isn’t how big the fish is that matters, it’s that tug before you get it up. That’s the most exciting time."
  • During his time in England, when facing potential tax issues, Forrest Sr. is quoted as saying, "They wanted to shut me down. And the war gave them the perfect opportunity."
  • When meeting William Murrie to propose a partnership for M&M's, Forrest Sr. dismissively commented on Bruce Murrie's potential Wall Street connections, saying, "That’s a waste. He won’t learn a thing from those Wall Street types. They’re nothing but flash."
  • Continuing this line of thought with Murrie, Forrest Sr. asserted his belief in the importance of product knowledge, quoting his father: "As my dad always said, you ain’t worth nothing unless you understand product. Those Wall Street boys, they don’t know a thing about product. They’re playing a numbers game, and hell, anybody who can add and subtract can do that."
  • Explaining the concept of adding value to existing products, Forrest Sr. would lecture his associates, "There’s nothing new in a Milky Way. Before Mars came along, there was caramel, there was nougat and there was chocolate. So why does a Milky Way sell? Added value. You take what’s out there and use it in a new way. You add value to existing products, and you make a profit."
  • Emphasising the need for speed in getting products to market, Forrest Sr. would exclaim, referring to his candies, "Get ’em out there, they ain’t worth a dime sittin’ in my factory."
  • Regarding the importance of even seemingly insignificant details in product quality, a plant manager recalled Forrest Sr. saying about a Mars bar, "My son is gonna rip this open and put it in his mouth so fast he won’t even see the end. But that doesn’t matter. It’s my job to make sure that if he does look, all he sees is smooth chocolate."
  • When addressing a group of factory workers in the Netherlands about hygiene, Forrest Sr. reportedly berated them, "You filthy Dutchmen! You must all take a shower."
  • Reflecting on the potential future of Mars, Inc., and drawing a comparison with another major company, Forrest Sr. noted, "Look how Hershey has changed over the years since becoming a public company. If Mr. Hershey were alive today he would be amazed at what is taking place. His company is public, it has grown considerably, it is moving in different directions, and more and more it is being managed by professional managers. If there is a need for it, we might do it."
  • On the topic of retirement, Forrest Sr. declared, "Retirement is the beginning of death."



Direct quotes attributed to Forrest Jr. and John Mars:

Forrest Jr.:

  • Reflecting on his and his brother's belief in their role relative to their employees, Forrest Jr. stated in a public speech, "My brother and I believe we work for our associates, and not the other way around".
  • He further elaborated on the concept of responsibility within the company, "We are responsible to our associates, for without them there would be no Mars. In fact, my brother and I believe we work for our associates, and not the other way around".
  • Describing his father's demanding nature and how he made his children aware if he disliked their work, "If he didn’t like their work, he made sure they knew it". While this is a description of Forrest Sr.'s actions, it reflects the environment Forrest Jr. operated in.
  • When an associate dared to take a phone call while Forrest Jr. wanted his attention, Forrest Jr. reportedly shouted, "When the boss speaks to you, you drop the phone".
  • Forrest Jr., along with John, patterned their own behaviour on their father's. This included instances of embarrassing and countermanding professional managers, mirroring how Forrest Sr. had treated them.
  • When Forrest Jr. heard a complaint about body odour among the local workers at his post in the Netherlands, he had all hands summoned to the cafeteria and berated them. While the exact words aren't provided, this action demonstrates his direct and potentially harsh management style.
  • Forrest Jr. and John dreaded the prospect of Mars becoming a public company, fearing they would become accountable to outside shareholders. This highlights their desire to maintain the private and closely controlled nature of the business.
  • It is stated that Forrest Jr. and John wanted the same authority their father had: the last word on any decision. This underscores their commitment to centralised control within the company.
  • Regarding the peanut butter M&M's, marketing executives reported that the brothers continued to be hyper-critical of its performance, even ten years after its launch. This indicates their high standards and continued scrutiny of even established products.

John Mars:

  • Expressing his and his brother's philosophy regarding new product development, John pointed out that most new products fail, and given that, "his strategy was not to develop any new products!".
  • When discussing Mars's corporate culture, John stated, "Obviously, our corporate culture is not for everyone. But it’s what keeps us alive".
  • Trying to explain his lifelong dedication to the family business, John asked rhetorically, "I had to do something, didn’t I? I mean, in my day, if you wanted to earn a living, you had to get a job. There was no discussion—none of this 'I’m going to live off my parents' that kids have nowadays. You’d be locked out of the house if that’s the way you wanted it." He concluded, "This job was as good as any, I suppose," his tone described as matter-of-fact.
  • When questioned about making a living without working, John remarked sharply, "If you've figured out a way to make a living without working. I'd certainly like to know". This statement highlights their perceived work ethic despite their wealth.
  • Similar to his brother, John Mars also dreaded the prospect of Mars becoming a public company, indicating a shared value in maintaining the company's private status and their personal authority.
  • How both John and Forrest Jr. are distant to others in the [confectionery] industry, preferring to focus on their own business rather than participating in outside industry events. This suggests a level of insularity and a primary focus on internal Mars operations.
  • Neither John Mars nor Forrest Jr. shared the point of view of some industry figures who saw value in supporting the confectionery industry and networking. This further emphasises their detached stance from the broader industry.
  • The responsibility of inheriting their father's company was "thrust upon them by birth, and it haunts them to this day". While not a direct quote, this reported sentiment reveals a potentially burdensome aspect of their roles.
  • The fact that John Mars had never even read Roald Dahl's Charlie and the Chocolate Factory suggests a perhaps surprisingly pragmatic or detached view of the candy industry, despite being at the helm of one of its largest companies.



UK Companies that Succeeded Companies that Failed


UK Companies that Succeeded:

  • Hanover Insurance (circa late 1980s) - Achieved an "extraordinary comeback from near-bankruptcy twenty years earlier" by implementing a company philosophy of integrity which "literally 'integrated' a large number of conflicting values". They trained their adjusters for "fast, fair, and friendly" service, constantly seeking to reconcile spurious claims with good service. By 1988, their profits stood at over $100 million, and their stock value had multiplied fourteen times.
  • Hotpoint (various periods of success, notably mid-1980s onwards) - Had been "extraordinarily successful". They demonstrated a remarkable consistency in their ability to resolve dilemmas better than Creda or Thorn. Their better resolution of dilemmas correlated with better financial performance in 1987, showing a 12.5% return on sales and 34.7% return on capital employed. Their success under Chaim Schreiber involved a "partnership philosophy" with profit sharing, retirement benefits, and a focus on group performance and quality. They were also noted for their ability to combine scale and flexibility.
  • Creda (moderately successful, notably mid-1980s) - Was "moderately so" successful compared to Hotpoint and Thorn. They attributed much of their success to their decision to improve functional coordination. In 1987, they showed a 9.1% return on sales and 23.1% return on capital employed. They aimed for better integration of differentiated subsystems as a strategic goal.
  • Cook (early 1980s to early 1990s) - Moved from being barely profitable with a 2 percent market share to a highly profitable business with over a 30 percent share by delivering high-quality service to its customers.
  • Richardson Sheffield (late 1980s to early 1990s) - Rose from being an almost bankrupt U.K. knife producer to becoming a world leader in profits and market share by its novel approach to customers, building customer value in stages.
  • Weir pumps (early 1990s) - Renewed and achieved industry leadership.
  • Edwards High Vacuum (early 1990s) - Renewed and achieved industry leadership by challenging its industry's values with durable pumps delivered quickly.
  • British Airways, Wal-Mart, Japanese automobile producers, and Banc One (throughout the period discussed in "Rejuvenating the Mature Business") - These were cited as examples that rejuvenators followed, implying their success through dynamic strategies and challenging industry norms. Banc One, for instance, emphasised operational efficiency and technology, focusing on different business practices than leaders. Japanese automobile producers' success was founded on quality and productivity.
  • Toyota (1980s onwards) - Achieved significantly lower defect rates and costs compared to U.S. firms like GM due to high standards of quality and efficient production. They also successfully bridged market segments with products like Lexus.
  • Nintendo (early 1990s) - Generated exceptional added value for its partners with high sales and profits per employee.
  • Benetton (early 1990s) - Was highly successful with creative management of its value chain, using retailers and suppliers for ideas and market trend testing.
  • Lucas (period not explicitly stated but discussed in the context of rejuvenation) - Achieved successful rejuvenation in its brake factories through selling ideas, training, cell production, fewer supervisory levels, quality targets, and improved labour relations.
  • British Steel (period not explicitly stated but discussed in the context of transformation) - Turned losses into profits by eliminating inefficient work practices and increasing productivity after a change in management perception.
  • GEC (under Arnold Weinstock, mid-1960s onwards) - While the long-term strategic direction was later questioned, Weinstock's initial focus on cash and financial controls led to significant increases in productivity and profitability in the short to medium term. He transformed GEC by treating it as a series of autonomous operating companies focused on financial performance.

UK Companies that Failed or Faced Major Difficulties:

  • Thorn (1980s) - "Fared disastrously, losing £10 million in 1987" and was sold off to Electrolux. They were consistently ranked last in resolving dilemmas compared to Hotpoint and Creda. Their distance to the ideal dilemma resolution position was the largest, correlating with poor financial results. Poor labour relations also hindered rationalisation.
  • AEG, Hoover, Bauknecht (by the mid-1980s) - These European appliance firms experienced a decline in profitability, with AEG and Bauknecht going from profits to losses, and Hoover's profitability significantly decreasing. This suggests a failure to adapt to competitive pressures.
  • Rolls-Royce Motors (early 1990s) - Was "lulled into complacency by strongly rising sales and profits during the 1980s and did not see the shifts that led to large losses in the early 1990s". They had not paid sufficient attention to internal indicators like rising costs and external factors like relative quality and customer satisfaction.
  • Caterpillar (late 1980s/early 1990s) - Weak signals of an impending crisis were "drowned out by the false signals of a booming market and high profits." When the market downturn came, "Caterpillar's profits collapsed and its competitor Komatsu moved ahead". This indicates a failure to heed weak signals and adapt proactively.
  • U.S. automobile manufacturers (late 1970s/1980s) - Showed early signs of "lost competitiveness" with Japanese firms gaining market share and being rated higher in efficiency and reliability. The U.S. companies' response was delayed until falling share significantly impacted profits.
  • Textile companies of Lowell, Massachusetts (by 1920) - Despite rising sales until 1920, their market share had been declining since 1870 as the southern industry grew more efficient. When the market stopped growing in 1920, the manufacturers "suddenly collapsed" due to their earlier failure to adapt.
  • Plessey (period leading up to GEC takeover) - Had a "fearsome reputation as a hire-and-fire company" with "random sackings" and subjective management appointments that were often disastrous. This likely contributed to instability and hindered consistent performance.
  • Ferranti (late 1980s/early 1990s) - Suffered a "£215 million fraud" in its American subsidiary, which "so weakened the company" that it jeopardised a major contract. This demonstrates how external shocks and internal vulnerabilities can lead to significant business difficulties.

英倫新悟:非茶之秘 (茶亦有功)

 

英倫新悟:非茶之秘 (茶亦有功)

英倫數載困頓,工廠濃煙蔽日,怨聲載道。管事者責工會,工會責管事者,經濟唯嘆,盼眾人和睦。然忽有奇事。英倫商賈,幸甚,忽有所悟。原造物者,亦人也!奇哉。

此非僅改食堂之粗食為鬆餅(雖此乃佳舉)。乃更深遠,更革新:待工者如人,有思有感,若予機會,亦欲盡力。

觀霍特波因特,蔡姆·施賴伯之遠見,非僅予微薄聖誕獎金,乃分十分之一利潤!猶如威利·旺卡經營洗衣機工廠。且工者自決病假之給!此乃賦權!無有打卡,無有管事者之專用車位。乃一大歡樂之分紅之家,專注於造世上最佳洗衣機。果不其然,事竟成!

又觀英國鋼鐵,初為厄運之兆,責人而不責己。然新團隊至,見工者之潛力,遂除低效之弊。生產力驟增!猶如眾人忽覺己乃鋼鐵超人,待機而發。

盧卡斯亦然,臨強敵,止怒而始言!訓工者,予其言權,改善關係。猶如將緊張家宴轉為熱烈頭腦風暴。果不其然,剎車工廠產剎車如潮。

然非人皆悟。如通用電氣,專注於削減成本,榨取利潤。忘卻石不能榨血,怨工不能得善意。待工者如棄子,豈能激發忠誠與創新?誰曾料想?

故事之訓:非關表格或高深管理理論。乃在於識工者非機器之齒輪。乃企業之心魂。善待之,與之共事,或有驚喜。

故,讚英倫商賈終悟,少許仁慈,少許信任,少許分紅,可致遠。或此乃建光明、高效未來之秘訣。若此不值得舉杯品茗,則無事可為矣。

Britain Discovers Secret Ingredient: It's Not Tea (Though That Helps, Too)

Britain Discovers Secret Ingredient: It's Not Tea (Though That Helps, Too)

For years, Britain struggled. Factories belched smoke and frustration. Managers blamed unions, unions blamed managers, and the economy just sighed and wished everyone would play nice. But then, something magical happened. Some British businesses, bless their cotton socks, had a revelation. They discovered that the people making the products were actually... people! Go figure.

This wasn't just about replacing the gruel in the canteen with crumpets (although, let's be honest, that's a good start). This was about something deeper, something revolutionary: treating workers like, well, human beings with thoughts, feelings, and a genuine desire to do a good job if given the chance.

Take Hotpoint, for instance. Under the visionary Chaim Schreiber, they didn't just hand out measly Christmas bonuses. They gave away 10 percent of the profits! It's like Willy Wonka running a washing machine factory. And get this: the workers themselves decided who got sick pay! Talk about empowerment! No more clocking in, no more fancy parking spaces for the bosses. Just one big, happy, profit-sharing family focused on making the best washing machines the world had ever seen. And guess what? It worked!

Then you had British Steel, initially a story of doom and gloom, blaming everyone but themselves. But a new team came in, saw the potential in their workers, and suddenly, those inefficient practices were gone. Productivity soared! It was like everyone had suddenly discovered they were actually superheroes of steel, just waiting for a chance to shine.

Even Lucas, facing stiff competition, decided to stop shouting and start… talking! They trained their workers, gave them more say, and improved relations. It was like turning a tense family dinner into a lively, productive brainstorming session. And, surprise, surprise, the brake factories started pumping out brakes like nobody's business.

Now, not everyone got the memo. Some companies, like GEC, focused solely on cutting costs and squeezing profits. They forgot that you can't wring blood from a stone, or goodwill from a disgruntled workforce. It turns out, treating your employees like disposable widgets doesn't exactly inspire loyalty or innovation. Who knew?

The moral of the story? It's not about spreadsheets or fancy management theories. It's about recognizing that your workers aren't just cogs in a machine. They're the heart and soul of your business. Treat them fairly, involve them in the process, and you might just be surprised at what they can accomplish.

So, here's to British businesses who finally realized that a little kindness, a little trust, and a little profit-sharing can go a long way. Maybe, just maybe, it's the secret ingredient to building a brighter, more productive future for everyone. And if that's not worth raising a cup of tea to, I don't know what is.

慷慨之樂,近乎傾囊

 

慷慨之樂,近乎傾囊 

蓋有吉達拉Will Guidara者,其人未嘗見預算而不能以雅致破之者也,著書曰《非凡待客之道Unreasonable Hospitality》,凡營小販,乃至巨賈,皆宜讀之。

吉達拉深信,使人愉悅,實乃商道之善。此猶如陽光育花,惟施於待客之道耳。

或曰:「此言似過於溫情。」吾曰:「然也!」世人久溺於「協同」與「優化」之術,奉之若金犢。吉達拉敢言,秘訣或在於「多施以情」。

其所學,源於其父弗蘭克,及丹尼·梅耶,此二人於餐飲界,其名號之尊,猶如聖人點水成佳釀。其要訣在於「誠意」!必以真心待之。非僅置薄荷於枕上而已。須化身為枕。(此乃比喻,切勿真身為枕,恐惹官司。)

吉達拉述十一麥迪遜公園之密語,如「運動員之待客之道」及「化身天鵝」。此非新語,乃幼學之所當教。使孩童皆為天鵝,而非醜小鴨之世也。

其言「仁慈之假設」,即以善意度人。此若予人以信任,今世尤需此道。

其甚至倡導至為激進之舉:善待員工。非僅以牙科保險(雖亦善),乃在於傾聽其言,予其領導之機,使其光芒四射。此何等奇思妙想!蓋樂於工作之員工,方能使顧客歡愉。

書中例證繁多,小舉動、大舉動、意外之驚喜。其旨乃在於創造「傳奇」,即顧客口耳相傳之故事,使之成為餐廳之佳話。

雖《非凡待客之道》似僅論餐飲,吉達拉力證其理可通用於萬事。蓋終究,吾輩皆欲使他人之日稍增光彩乎?吾輩皆欲以己之方式,稍作「非凡」之舉乎?

故,宜讀此書,習其道。然後,行於世,傾囊相贈。非真傾囊,乃多施以仁慈,多予以關注,多付以真心。或有意外之喜。且當今世道,仁慈之稀,甚於白得錢財。