China's Guangdong Chaozhou people, Quanzhou people from Fujian, and Wenzhou people from Zhejiang, why are there so many businesspeople and why are they so ruthless? Ultimately, it's all about being forced into it. We share a common point: densely populated areas with limited land. Back then, when we couldn't harvest enough grain from the fields, what else could we do? We could only run outward, seeking a way out. People making a living outside, many business experiences and tricks, are gradually summarized into formulas, passed down from generation to generation. Five business formulas. Carefully ponder them, not only for commerce but also for personal conduct.\n\nFirst, from sitting merchant to walking merchant, wealth reaches the three rivers. Knowing how to account for transactions leads to prosperous business. For slightly older Wenzhou people, two keywords: one is walking through alleys repairing umbrellas, the other is trading chicken feathers for sugar. Going out, there are opportunities; staying at home, only problems. Seeing business opportunities, small trades are not considered too small; big businesses are still pursued. As long as the accounts are clear, if capital is insufficient? Everyone pitches in.\n\nSecond, smile three parts when seeing people, customers won't run away; as long as quality is good, do business until old age. Remember, some things need to be seen with the eyes, some with the heart. The smile on your face, your attitude in your heart, customers can feel it. Likewise, whether your products are good or not, customers have the final say. Reputation is what allows you to earn money for a lifetime.\n\nThird, sell the same goods in a hundred ways, sell quickly with a sweet tongue. Tighten the wine, slowly apply oil; sell melons and vegetables with a raised scale. Essentially, this sentence boils down to two points: flexibility and integrity. The essence of doing business is not the relationship between people and goods, but the relationship between people. The so-called different profits among peers, the core difference is not in management but in personal conduct. When the person is right, things won't go wrong; if the person is not capable, even good products won't make money.\n\nThird, tailor clothes by measuring the body first, and understand the market before doing business. If you don't get the information right, you'll definitely lose money. Many people make the same mistake when assessing a project: only listen to others, but don't observe others' actions. Here, I teach you two dumb but effective methods: one is to squat at the factory, the other is to squat at the store. If you say your store's business is good, I will guard at your door for a week, and you'll see clearly whether it's true. How many goods are shipped out each day, I see with my own eyes. One week isn't enough? Then guard for a month. No one's money comes from the wind. To understand the situation, the worst outcome is to do nothing; but it's better than blindly investing and losing everything.\n\nFourth, listen more to what customers say, business is right in front of your eyes. When customers praise you, it's better than advertising. Many think that being eloquent is a skill, but actually, listening is the real skill. Listen to what? Motives, demands, concerns. If you don't understand clearly, the more you talk, the more you lose. Many people have this skill, but they don't use it sincerely. Nowadays, people are not fools; if your utilitarian motives are too obvious, and your gains and losses are too strong, you'll be exposed at a glance. The best strategy in this era is to avoid strategies altogether.\n\nFifth, doing business is not a one-shot deal. It's 99 precise calculations, plus one decisive move. Whether you're a street vendor or a big boss of a listed company, those who survive are the same type of people: those who can pick up coins from the ground and also look up at the stars.\n\nMay your business be stable, your heart upright, and wealth come from all directions.