厄文.布兰金
内布拉斯加家具卖场
要点：厄文.布兰金是内布拉斯加家具卖场创办人鲁思.布兰金的孙子，该公司是北美最大的家具零售商。内布拉斯加家具卖场从1983年厄文.布兰金接任执行长以来，销售量成长了4倍，达到每年3.65亿美元。公司市值也从1983年的6800万美元，成长至2001年的8.2亿美元，年成长率是17.2%。
厄文.布兰金的经营原则：
“主动了解员工，并且为员工创造发展机会。”
一、把员工当成自己的家人
在家族企业里，老板叫得出每位员工的名字。经营企业就要把公司当作是自己的家族企业，主动了解员工，并且为员工创造机会，帮助每位员工发展自己的职涯。
二、勤于看管成本
尽量避免成本爆增的状况，将来才不会因为成本问题面临困难的决策。企业主宁可小心谨慎地善用资源，这样才能在未来保有最大的应变能力。
三、努力了解顾客、满足顾客
想要妥善服务顾客是要下很多苦功的，但是如果希望业绩能够成长，这是一定要做好的事情。花时间与顾客对谈，确实了解顾客的需求，然后想出有创意的、创新的方法，开发出确实符合顾客需求的产品或服务。
四、了解自己的核心事业，并且坚守本业
坚持只经营自己能力所及的事业。努力了解本业，还要认清自己对哪些领域其实了解有限。不要因为陷入与本业关系不大的事业，导致自己失掉营运重心。
五、避免负债，尽可能付现
这样，在景气不佳的时候（景气不佳在所难免），你才有余力满足顾客的需求，不必苦于应付银行。
“我会确实评量顾客对我们的满意程度，因为只要我们能做到这一点，顾客就会变成常客，也会产生其他美好的结果，例如利润。”
------厄文.布兰金
Irvin Blumkin
Nebraska Furniture Market
Main Idea: Irvin Blumkin is the 48-year old grandson of Rose Blumkin, the founder of Nebraska Furniture Market, the largest-volume furniture retailer in North American. Since taking over as CEO in 1983, Nebraska Furniture Market has increased its sales four times to $365 million per year and the market value of the business from $68 million in 1983 to $820 million today --- a 17.2 percent annual rate of growth.
Irvin Blumkin's key business principles:
***View your staff as if they were family
run your business as if it were a family business where you know everyone by name. Be interested in your people, and in creating opportunities for them to get ahead in their individual careers.
***Monitor your costs assiduously
Try to avoid cost blowouts so you won't need to make tough decisions further down the track. Instead, be prudent and conservative in how your resources are used. That way, you retain the maximum amount of flexibillity in the future.
***Work hard at understanding and satisfying customers
Serving the customer well takes lots of hard work, but it's essential if you aspire to grow the business. Spend time taking with customers so you find out precisely what they need---and then come up with creative and innovative ways to deliver just what they need.
***Know your core business---and stick to it
Stay within your area of competence. strive not only to know your business but also to realize what you don't know much about. Don't lose your focus by drifting off into areas of only marginal relevance.
***Avoid debt. Wherever possible, pay cash
That way, when the hard times hit (as they much from time to time), you'll still be able to do things that are important to the customer rather than things that are important to the banks.
" I really measure how well we satisfy the customers, because if we do that, they will keep coming back and making all the other good things like profit happen."
---Irvin Blumkin
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