Among the "four business philosophies" proposed by Shaanxi Coal Group, the concept of "spending money" with a "money-making" mindset is particularly important in the current social and economic development context. This year is the final year of the "14th Five-Year Plan" and the year of planning and deployment for the "15th Five-Year Plan," the "synergy and efficiency enhancement year" for Shaanxi Coal Group, and also the company's "year of quality and efficiency improvement." Facing industry downturn and market difficulties, learning to apply the philosophy of "spending money" with a "money-making" mindset in business decision-making and quality/efficiency improvement will help accomplish all annual task targets.

I. Core Concept of "Spending Money" with a "Money-Making" Mindset

Treat expenditures as "investments," with Return on Investment (ROI) as the core orientation. Every expense must satisfy the following principles: First, the necessity of the expenditure—whether it can directly or indirectly create value, such as revenue growth, cost reduction, efficiency improvement, etc.; Second, the rationality of the expenditure—whether scientific analysis, such as cost-benefit analysis and life-cycle cost assessment, has verified that the benefits exceed the costs; Third, whether the expenditure, measured from a long-term perspective, continuously promotes the enterprise's competitiveness, technological upgrading, or achievement of strategic goals.

II. Optimization Strategies Focusing on Key Enterprise Areas Under the "Spending Money" with a "Money-Making" Mindset

In equipment procurement, there is a habit of using traditional thinking to focus on procurement costs and expenditures of workshops or departments, with refined cost control. To consider equipment procurement under the "spending money" with a "money-making" mindset, it is necessary to evaluate the full life-cycle cost of equipment, including purchase cost, maintenance cost, energy consumption, and residual value, and prioritize the option with the lowest cost per unit of production capacity. In product optimization, enterprises should eliminate inefficient and high-consumption equipment, procure automated equipment, reduce labor costs by 30%, and increase production capacity by 50%. For the management of daily consumables per unit, it is necessary to track the amount of consumables per unit product through data, set quota standards, require overspending departments to explain necessity, and install intelligent monitoring systems to reduce water and electricity consumption by 15%. In project construction, use the "Business Model Canvas" to analyze investment priorities, and answer in advance whether project initiation matches the enterprise's core strategy, including market expansion and breakthroughs in technological barriers, and whether the project payback period is shorter than the industry average. Whether the project's Net Present Value (NPV) is positive; abandon expansion of traditional production lines and instead invest in flexible manufacturing systems, increasing order response speed by 60% and customer retention rate by 20%. In business expansion, use "leverage thinking" to amplify capital efficiency, adopt asset-light project construction models, and use cooperation, outsourcing, or resource sharing, such as shared warehouses and joint R&D, to reduce fixed asset investment. In marketing expenses, allocate dynamically according to ROI and prioritize high-conversion channels. For example, an e-commerce enterprise optimized advertising placement through testing and reduced costs by 25%. In supply chain optimization, the company transforms from a "cost center" to a "profit center," signs tiered discount agreements with suppliers, and reduces costs through large-scale procurement. In addition, through inventory turnover analysis, reduce funds tied up in slow-moving goods and release cash flow, etc.

III. Applying Decision-Making Tools of the Money-Making Mindset Under the "Spending Money" with a "Money-Making" Mindset

First, make good use of the ROI dynamic tracking table to manage projects throughout the process, update input and benefit data quarterly, and eliminate inefficient projects. Second, prepare a comparison model for alternative plans; for example, when procuring equipment, compare the long-term costs and benefits of leasing, outsourcing, and purchasing, and select the best option. Third, through risk-return matrix analysis, prioritize support for "high-return, medium/low-risk" projects and support mature technology upgrading projects.

IV. Successful Case Sharing

Case One:An auto parts enterprise faced a decision-making issue regarding equipment upgrading. The existing problems were high maintenance costs for old equipment and insufficient production capacity. Using the "spending money" with a "money-making" mindset for decision-making, the enterprise compared purchasing new equipment—high initial investment but low maintenance costs—with refurbishing old equipment—low initial investment but high maintenance costs. It calculated that the new equipment would save 20% in full life-cycle costs and bring the advantage of a shorter order delivery cycle, with an investment payback period of 2.5 years and an 8% increase in market share.

Case Two:A fast-moving consumer goods enterprise adopted a marketing expense optimization strategy because traditional advertising had declining effectiveness. Using the "spending money" with a "money-making" mindset for decision-making, it shifted 50% of the budget to livestream e-commerce and private-domain traffic operations, adjusted placement based on real-time ROI, reduced or stopped inefficient channels such as outdoor advertising, and shifted to a user referral incentive program. The latter decision structure increased sales by 35% and reduced customer acquisition cost by 40%.

V. Guarantee Measures for Implementation and Execution

Establish a linkage mechanism between finance and business, requiring business departments to submit estimated ROI values for expenditure projects, with the finance department reviewing and continuously tracking them. Make the "spending money" with a "money-making" mindset an important part of corporate culture and instill it in the organization and employees, and incorporate "investment return awareness" into organizational and employee assessments, such as cost-saving rewards and innovation revenue sharing. The "spending money" with a "money-making" mindset allows fault tolerance and iteration, permitting a certain proportion of "trial-and-error investment," such as new technology pilots and R&D, but a stop-loss line must be set.

In summary, the core of the "spending money" with a "money-making" mindset is "begin with the end in mind" and "live within one's means," making every expenditure become "fuel" for enterprise value growth rather than mere consumption. Through quantitative analysis, dynamic optimization, and resource focus, transform cost centers into profit-driving engines and ultimately maximize capital efficiency.