为了实现公司的目标，我们必须要树立一整套科学合理的信念作为制定所有措施和行动的基础。实现组织目标的最重要因素就是坚定不移的坚持这些信念。为了应对世界的变化和挑战，与时俱进，我们的全体员工必须坚持公司的信念，并随时准备对公司的所有一切弊端进行改革，推动我们公司不断发展进步。

In order for the company to achieve success, we must have a sound set of beliefs on which to base all policies and actions. The most important factor in our organization’s success is faithful adherence to these beliefs. To meet the challenges of a changing world, our employees must be prepared to change everything about the organization except those beliefs as we move through corporate life.

我们是您身边的供应商。
We are the neighborhood supply house.

对于我们的客户，我们能够提供我们的最优服务和价格。我们非常重视更优质的服务，更及时，更快捷，更高效，更易购，并且更有能力提供所需的行业及产品知识。我们的员工都亲切友善，易于相处。我们应对竞争的法宝是专业的知识与优越的能力，而不仅仅是价格。

We treat our customers with the best service and pricing we can offer. Our emphasis is on the higher service we can provide in terms of timeliness, responsiveness, availability, ease of special orders, and ability to provide information. Our people are friendly and easy to work with. We compete on our knowledge and competence, and not on price.

我们是作为一个团队整体在开展工作，作为一个团队整体向共同的目标迈进。
We work as a team to accomplish common goals.

我们力争创造一个和谐合作互帮互助的工作环境工作氛围，既支持团队的努力，也支持鼓励个人的贡献。

We strive for a cooperative work environment that supports individual contribution as well as team effort.

我们集团的各个分部都遵守相同的公司规定和行为规范。
Our branches conform to uniform expectations and standards of behavior.

美国好施的客户有理由期待在他们经常光顾的任何一家美国好施店铺能够以相同的价格、相同的服务购买到相同的产品。

Hirsch customers should reasonably expect to find similar items at similar pricing and with similar service at any Hirsch store they frequent.

我们的目标是客户的忠诚度。
Our goal is customer loyalty.

我们的目标是回头客。我们的客户依赖于我们，期待以相同的价格购买他们所需要的产品。如果我们无法提供所需的产品，我们的客户期待我们付出更多的努力寻找他们所需的产品，尽量减少他们的困难。

We target repeat customers. Our customers rely on us to have the material they want when they want it at consistent pricing. If we do not have material available, our customers expect us to make extra efforts to obtain that material at the least inconvenience for them.

我们公平对待我们的客户。
We treat our customers fairly.

我们鼓励并奖励客户单一品种产品的批量采购，也鼓励并奖励客户多品种大批量采购。同时，我们的利润也会回报我们的辛勤工作，回报我们因为维持所需产品的现货库存而增加的成本，回报我们为客户提供的优质服务而付出的辛劳。

We reward customers for volume purchases on individual items and for their overall volume. At the same time, our profits compensate us for the hard work we put into keeping the right material in stock, and the excellent service we deliver to the customer.

我们认为有必要对我们公司的运营进行永不止步的改革和改进。
We accept the need for change and seek constant improvement in our operations.

我们支持所有员工个人的主动进取，并且容忍接受因为追求改革而可能承担的风险。

We support individual initiatives and risk-taking in pursuit of this improvement.

如果我们无法满足客户的期待，我们不会寻找借口，而是努力寻求下一次的解决方案。为了防止出现服务质量问题，我们建立一套作业标准，规范服务行为，并且监督执行效果。我们把服务质量问题当作一个严重的问题对待。

When we are unable to fulfill customer expectations we do not offer excuses, but pursue future solutions. To prevent service failures, we establish procedures, measure performance, and monitor results. We regard service failures as serious matters.

我们的目的很明确，就是要求我们的员工对客户提供所能够提供的最好服务。
Our people are motivated to deliver the highest service possible to the customer.

我们员工的一切努力，无论是与销售有关，还是与销售无关，都是为了向客户提供超出客户期待的优质服务，而不是为了他们的上级经理或上级部门。我们的员工是因为客户而力求做好工作，如果不是这样，他们就不是美国好施的员工。

All of our people’s efforts, whether sales related or non-sales related, stem from this desire to exceed customers’ expectations, not their maganer’s. Our employees want to do welll by the customer - if not, they don’t belong at Hirsch.

我们力求第一时间做好工作，做对工作，而且以后也是这样，始终如一。
We attempt to do it right the first time, and every time thereafter.

我们可以容忍出现错误，但要引以为戒，下不为例。同时，我们难以接受不必要的一错再错。

We tolerate mistakes as opportunities to learn. At the same time, we frown on mistakes that are unnecessarily repeated.

我们期待所做的每件事都要追求做到最好，追求做到极致。
Excellence is expected in everything we do.

我们认为我们的员工应该追求超越自己、实现自身价值，并以此为目标来做好所有工作。我们为我们所提供的高品质产品以及我们为客户提供的优质服务而自豪。

We believe that employees should pursue all tasks with the objective of accomplishing them in a superior way. We take pride in the quality of the products we carry and the manner in which we support our customers.

我们都是从公司内部晋升职位。只要可能，我们都从我们公司内部职级上选择管理职位人选。
We promote from within. Whenever possible, we fill managerial positions from our ranks.

为了做到这一点，我们特别小心兼顾那些由于所从事的工作不引人瞩目而容易被埋没的合格人选。我们从外面招聘员工填补工作职缺，只是因为我们无法在我们自己的员工里找到特殊岗位所需的工作能力、专业知识或专业技能相对应的人选。

In doing so, we take care to include for consideration and not overlook qualified people whose present job may make them less noticeable to other employees. We fill a vacancy from outside only when we cannot locate one of our own people who has the capacity or the professional or technical skills which may be required by a particular assignment.

我们完全信任我们的员工。
We trust our people.

我们坚信我们的员工愿意为我们的客户和我们的公司做好工作。如果我们提供正确的工作环境和工作氛围，提供职业培训，我们的员工就能够把工作做好。

Our people want to do well by the customer and the company. If we provide the right environment and training, they will succeed.

我们通过责任制来改善我们的管理措施，改进我们的工作。
We improve performance through accountability.

管理既是责任，也是荣耀。这种荣耀会因为日常的管理工作而一而再再而三的获得。

Management is both a responsibility and a privilege. This privilege has to be earned over and over.

我们以身作则。
We lead by example.

管理人员需要比他们的下级贡献更多的时间和精力。当员工因病假、休假等原因而离开岗位时，替补空缺的管理人员同样必须遵守与员工完全相同的工作规范。管理人员应该更多的为我们的员工服务，而不是相反。

Managers are expected to devote more time to their duties than their subordinates. Managers have to abide by the same standards which we set for employees in regards to providing notice of sick time, vacation leave, etc. Managers should work more for our people than our people work for our managers.

管理人员靠目标、技能、培训和反馈来实现领导管理工作。
Managers provide leadership in the form of goals, tools, training and feedback.

管理人员如同教练员，而不是军事训练军官。我们需要与我们的员工分享信息和知识。

Managers are like Coaches, not Drill Sergeants. We are expected to share information and knowledge with our employees.

我们有责任培养我们的员工，这不仅是为了我们公司的利益，也是为了社会公益。

We have a responsibility to develop our people not only for the company’s benefit, but also for the greater good of society.

对于我们的下属和同级管理人员，我们既提供正面的赞许，也提供负面的批评。
We offer both positive and negative feedback to our subordinates and peers.

我们并不担心与我们下属产生矛盾冲突，因为我们相信我们之间是以诚相待，坦率公正，因为我们相信通过矛盾冲突，我们可以获得正面的、积极的结果。我们需要控制自己的情绪，不能发怒。我们力求公平公正。我们不会在公共场合批评我们的下属。

We are not afraid to confront our subordinates and each other with honesty and candor as long as we believe a positive outcome can be achieved by confrontation. We do not lose our tempers. We strive to be firm and fair. We do not criticize our subordinates in public display.

我们力求体谅和理解我们的下属。
We strive to be considerate and understanding of our people.

在监督检查下属时，我们试求采用引导的方式，而不是驱使、要求，也不是命令。如果这种态度方法普遍采用，将有助于我们每个员工的协同合作，工作就会更有效率，工作成果就会更优异。

In supervision, we try to lead, not drive; request, not command. We believe that when this attitude prevails it helps us gain the cooperation of everyone to work more efficiently and attain higher standards in everything we do.

公司的目标高于个人的目标。
We set accomplishing company objectives above our personal objectives.

作为管理人员，第一要务就是公司的利益最大化。我们不能利用公司的资源去获取个人的利益。我们不能没有全局观念，只求提高一个部门的利益，而损害另一个部门的利益。在作出任何决定前，都要考虑是否能实现公司整体利益的最大化，一旦公司确定并公布某项决策，任何管理人员都必须搁置自己的不同意见，服从并执行。

Our top priority as managers is what is best for the company, first. We do not use the company’s resources to achieve personal agendas. We do not attempt to improve one division’s results if it will have a greater negative impact on another division. Decisions are made only after considering what is best for the company, and managers must place their personal disagreements aside once a decision has been reached.

我们乐于在美国好施工作。
We have fun at Hirsch.

美国好施文化是建立在更好地工作绩效和更愉快的工作环境上。工作绩效和团队精神同等重要。我们相信快乐工作有助于提高工作效率，有助于提高员工工作专注度，有助于提高客户的满意度。

Hirsch’s culture is based on high performance and high enjoyment. Performance and team morale are equally important. We believe fun at work increases productivity, employee engagement, and customer satisfaction.

我们坚持把我们的员工作为一个整体看待。
We insist upon integrity in our people.

对于我们的员工、客户和厂商，我们都以诚相待，我们也期待他们对我们以诚相待。我们相信每个员工都有责任把每项工作做好做对。

We present our company honestly to employees, customers and vendors and in turn expect them to be honest with us. We believe in every employee’s personal responsibility for doing the right thing.

我们尊重我们公司内每位员工的个人价值。
We respect the worth of each person in our organization.

我们坚决支持我们的员工实现他们个人的目标，同时为美国好施集团作出贡献。我们认为管理人员和同事应该尊重公司内每位员工的权利和尊严。我们鼓励个人进步、发展和成长。

We strive to support our people in achieving their personal objectives in line with their contribution at Hirsch Pipe. We believe that managers and co-workers should respect the rights and dignity of each person in the organization. We encourage individual growth.

我们致力于与我们的客户、我们的员工和我们的厂商建立维持长期合作关系，任何一方都能够从这种长期合作中获得共赢。我们追求长远的利益。
We invest in long-term relationships with our customers, employees and vendors where all parties feel they mutually gain. We have a long-term perspective.

只要我们的员工对公司以诚相待，我们愿意信任、支持他们，为他们承担风险。

We take risks, trust and support individuals based on this loyalty.

我们尊重理解多样化的不同意见。
We value diversity and differences of opinion.

我们认识到这些多样化的不同意见有助于增强我们的公司效能。我们致力于创造一个公司氛围，在这个氛围内，我们互相学习互相宽容我们的员工多样化的背景文化，我们力求尽量减少和化解因为不同文化而产生的意见冲突和紧张对立。

We recognize that these elements make organizations stronger. We seek to create an atmosphere where we learn from and tolerate the diverse cultural backgrounds of our people. We strive to minimize and resolve tensions, which result from divergent opinions.

我们会实实在在地分享美国好施集团的成果。
We all share the tangible rewards of Hirsch’s success.

我们力求为我们的员工提供高于行业平均水平的工资待遇。我们会以我们公司的利润分享资助计划、慷慨的红利和奖励激励提供给我们的员工实实在在的收益。

We seek to compensate our people at levels above industry averages. We offer individual and team based incentives as well as generous benefits and a company sponsored profit sharing plan.