Panasonic believes that the first ideal of management should be to contribute to society. Taking the public as the premise of enterprise development is the most basic management secret. Enterprises, like religion, are the cause of eliminating poverty and making people rich. Kōnosuke Matsushita once bluntly said: "Making money is the mission of enterprises, and the purpose of businessmen is to make profits". But at the same time, he declared that "the responsibility of contributing to society is the primary requirement of running a business", and he even regarded running a business as a religious cause. This seemingly contradictory business ideal is highly unified in Panasonic's life and business practice. "If we make a simple explanation, it is: it is precisely because we have incorporated our own enterprises and undertakings into the development of the whole society that we should fully emphasize making money and making profits. Only in this way can we make contributions to society; On the other hand, if you don't make money or lose money, society will also "lose money". On the other hand, if the groups and individuals that make up the society lose money, how can the society "make a profit"? How does society develop? The contradiction between making money and contributing to society is not difficult to solve. The difficult thing is to establish the belief of serving and contributing to society and put it into action.

Based on what understanding, Panasonic has established the corporate creed of contributing to society? He is based on his understanding of people and life. Kōnosuke Matsushita's success lies not only in his being a good moneymaker and an excellent entrepreneur, but also in his being a truly great man. Many of his business ideas are essentially based on his understanding of people and life. Matsushita believes that people need the support of their parents and the cultivation of society when they are young, so they should be rewarded; So should enterprises. This is the simplest logic of Panasonic's business ideal. Running a business and running a life are essentially the same. Panasonic believes that "a small company, although its existence can't benefit the society, at least it can't harm the society. This is the most basic reason to allow it to exist. If a company grows up and has hundreds or thousands of employees, it is not enough to exist only because it does not harm society. Not only can it not harm society, but it should also be loved and welcomed by society in some way. This is the basic management policy. There are tens of thousands of employees in the company, and every gesture may have a great impact on society. Accordingly, it should make great contributions to the country and society, and its management policy should certainly be adapted to this. Panasonic also pointed out that contributing to society should not only be the ideal of management, but also the ideal management method and the management method with soul. There is a simple reason. The existence and development of enterprises depend on society. How can a company exist and develop in society just for selfish reasons without making any return? We have learned that Matsushita linked religious undertakings with enterprise management, which was his association on his way back after visiting the headquarters of a religious group. He believes that the purpose of religion is to guide people to get rid of spiritual troubles and enjoy the happiness of life, which is spiritual; The purpose of enterprise management is to make something out of nothing, eliminate poverty and create wealth, pointing to material things. Enterprise management can help human society to become rich and prosperous, and it is also a sacred cause like religion. Panasonic believes that making products as rich and cheap as tap water should be the goal pursued by every operator and the obligation and mission of the operator. The mission of industrialists is to overcome poverty, benefit the society and build a happy paradise for the people.

The relationship between Panasonic and the company's trade unions has always been relatively harmonious. However, an article published in the newspaper of the trade union organ once made Panasonic very angry. The reason is that an article published in the newspaper mocked Panasonic's business philosophy of making quality and cheap products to serve the society and denied the company's business purpose. Despite such criticism, Panasonic still does not change its original intention. "Water management philosophy" is the most basic management philosophy of Matsushita Electric Company, which is equivalent to the general program in the Constitution. This is based on Panasonic's own life experience and tap water. His business belief lies in this: "If everything is like tap water, you can take it at will, then the social situation will be completely changed. My task is to make as many electrical appliances as tap water, which is my production task. Although it is not easy to do in practice, I will try my best to reduce the price of goods to the cheapest level. 1932 On May 5th, the anniversary of the establishment of Matsushita Electric Appliance Company, Matsushita expressed this belief to all employees, and determined it as the company's business philosophy, requiring all employees to follow it. Panasonic said in his speech: "Generally speaking, the purpose of production is nothing more than enriching the necessities of people's daily life to enrich the content of life. This is also my greatest wish in my life. "Panasonic to achieve these missions as the goal, to go all out in the future, by going up one flight of stairs, looking forward to an early completion of the mission. I sincerely hope that you can deeply understand this goal and mission and make joint efforts to realize it. Panasonic realized that letting cadres and employees understand the enterprise's goals and status quo in a transparent and open way and establish mutual understanding and trust can enhance their sense of responsibility, improve their work enthusiasm and achieve the established goals.

Among Panasonic's management secrets, there are three most prominent ones, namely, tap water management concept, dam management method and glass management method.