Successful Enterprises Lie In Forging Hidden Competitiveness.

The success of successful enterprises is often not the integration and utilization of resources such as capital, technology, talent, finance and management that we see on the surface. In fact, it comes from its own core competitiveness, but the key is that it is a product of implicit, decentralized, self reinforced, organic and enterprise system integration and interaction. Opponents are basically ignored or not seen at all, even if they can not imitate or even imitate the opportunity.

Therefore, as a backward enterprise, it is often effective to imitate the leader's half way, but it can not change the fate of the backward one. The only way out is to cultivate invisible competitiveness, not steal or learn.

1, forging soft competitiveness, many domestic labor-intensive enterprises are worried about one thing, can not find suitable skilled workers, workers can not go a few days to leave, resulting in the production plan is difficult to complete, the quality of products is also declining, affecting the normal operation and development of enterprises, even to raise wages and work environment for workers, it may not be able to retain their hearts.

The excessive pursuit of low cost and low added value products brings a consequence to Wenzhou, but there is a shoe business Kangnai shoe industry never worries about. It can never find the right employees. The company, which has more than 3000 employees, has completed three meals a day in the company's canteens. It is rare that the company canteen is fond of eating pasta according to some staff members such as Anhui and other northern provinces, and regularly eats dumplings for them. It is even more rare that many women workers come from Sichuan, like spicy and spicy taste. The dining hall specially set up a window to provide authentic Sichuan cuisine for Sichuan girl, so that they can eat delicious and delicious home cooking far away from home. This is a lot of processing enterprises in the past.

This improvement on the conditions of employees' dining alone has made many Kangnai workers feel warm and belonging, and feel that working in such an enterprise is not only a continuous development space for their work, but also a feeling of home.

This is the molding and training of soft competitiveness that many enterprises have neglected. For example, a famous hosiery knitting enterprise in China, several brand spokesmen have been invited, and some senior managers have special dining rooms specially for dining, while ordinary employees do not even have a dining hall. Workers rest at noon only at a window of a small bungalow, and buy dim sum, fried cakes and soya bean milk.

In this environment, can employees be able to create benefits for enterprises with ease, efficiency and earnest?

Filling your stomach is a problem.

In fact, for many labor-intensive enterprises, it is necessary to reflect on a problem. In order to reduce costs, is it possible to forget some of the things that are at least done to improve the employment environment?

If the success of an enterprise is built on the condition of internal confusion, unstable people and overstaffing, it may be very beautiful through brand communication. Sooner or later, it will encounter big problems. Just like a few years ago, Nike's OEM enterprises, after serious damage to their employees, was exposed. Nike's reputation in Europe and the United States dropped sharply, and Reebok was caught up in the market to catch up with many market share.

Enterprises should start from the height of fostering soft competitiveness and cultivate a team of centripetal force, cohesiveness and combat effectiveness in order to remain unbeaten in the changing competition.

2, the invisible advantages start from the cross boundary, a good friend of the author, so that the person in charge of a chemical enterprise in Qingdao has no advantage. The capital, technology and market can not compare with some large state-owned chemical enterprises, but it is very moist. The annual performance has increased by more than 30%. The company has changed from several brick houses to a modern factory building with an area of 100 mu. The fundamental reason is that it has found a unique development mode.

The products they produce are mainly used to maintain the boiler and make the hard water of mineralization become soft water.

According to the traditional way of thinking, there are many competitors in the market, it is easy to reproduce the sales ceiling effect, it is difficult to be bigger and stronger.

But my friend, who is a lover of beer bottle label collection, often goes to the brewery to collect bottle labels during holidays. Later, he finds that the water in the brewery's bottle washing must also be softened. After his efforts, he sold his products to Tsingtao Brewery factory. This demonstration, almost without any effort, has occupied hundreds of breweries across the country and opened up a blue ocean market.

The sales volume of the old products has been increased by dozens of times. When it is busy, it will take more than 2 months to get the order, and vigorously open up overseas markets, and become a hidden champion in the industry.

While many other companies are struggling, when competitors spend huge sums of money on importing foreign advanced equipment, rivals will want to spend money on some regional markets.

The enterprise has continuously jumped from one industry to another industry, from one country to another country, and has laid a strong competitive edge for itself through continuous cross-border marketing.

I can't keep my opponent behind, but I don't know how to do it.

Therefore, for many enterprises that encounter bottlenecks in development, it is necessary to clarify a problem. Generally, only a reasonable answer can be reached for solving problems, but it is not effective, efficient and subversive.

As Einstein said, "the problems you know are as high as you need to solve the problems."

We can enlarge our thinking background, jump out of the region, jump out of the industry, jump out of the industry, and see if the products of our enterprises are taking root in the other world, and bear fruit. My friend discovered a gold market because of collecting beer bottle labels. Though there is a chance, but one thing to say, opportunities always favor prepared enterprises or individuals, lack of detailed observation and insight, and rely on the old vision to discover new markets.

You can see that competition has entered a high degree of intense competition. However, the previously unknown small enterprises suddenly became a new star and became a star enterprise. The reason for that is that before they went to the Jinyi night walk, they changed the way of winning the edge in the past and built up the competitiveness that their rivals could hardly surpass in the short term, especially in the technology oriented enterprises. 3.

For example, MINDRAY, a leading company in the field of domestic medical devices, saw that in the 1992, when many medical agents immersed themselves in the continuous sales of "eight nation allied forces" medical devices, MINDRAY operators could abandon the business of sitting in a few dollars, and resolutely make profits from all proactive agents in the research and development of new products. This strategic choice is the key to MINDRAY's success today.

This seems to tell us the fact that when you really realize the need for change, you may find that it is out of date to do things according to the marketing theory in books.

MINDRAY's success is that he has seen the market change trend after 10 years, and has really surpassed those colleagues who only complacent for a famous foreign brand.

At that time, as MINDRAY's "head" Xuhang firmly believed that: enterprise independent brand research and development is the only choice.

MINDRAY must not just be satisfied with making money as a "foreign agent". We must unswervingly follow the path of self development.

In, MINDRAY took out all the savings it had obtained from the agency, and applied 1 million yuan technology "three funds" from the city to invest in the development of its own brand products.

Soon after that, independent research and development made breakthroughs in that year: in 1992, MINDRAY successfully launched its first "simple product" - blood oxygen saturation monitor, which is also China's first blood oxygen saturation monitor with completely independent intellectual property rights.

They have successfully passed the initial risk of innovation strategy, but in 1996 and 1997, the new product development of the company did not get much improvement. On the contrary, because of the huge investment in the fund, R & D became difficult.

The founder of some companies chose to leave MINDRAY for another development.

In the face of the enormous pressure of "separation", Xu hang did not shrink back. They insisted on the idea of independent innovation in R & D to the end.

As a result, they become the last laugh: MINDRAY's independent research and development, once started, is as powerful as a winding machine. It can be said that a road goes to the black. In a short span of 10 years, MINDRAY has developed its own intellectual property rights products, such as the full digital portable ultrasonic diagnostic system, BS 300 automatic biochemical analyzer, pcranial Doppler cerebral blood flow diagnostic device, not only has created nearly 20 "China's first", but also has good market reactions.

Relying on this spirit of persisting in running a mile, MINDRAY has become an opponent who can compete with world-class enterprises such as SIEMENS, GE, Toshiba and so on.

This shows that innovation does not only mean a risk, but also means sticking to risk. Otherwise, it may be climbing up the hill and ending it up. For an enterprise, it may not only lose the cost of capital and personnel, but also make the enterprise lose faith and direction.

In general, the hidden competitiveness includes many aspects. Enterprises will shape themselves in combination with their position and development direction, and they will be able to stand out and gain leaps and bounds.