Dealer Transformation Should Avoid "Pseudo Corporatization".

A dealer is a dealer in ceramic industry in Jiangsu province. He complained, "I feel good about my employees, but why employees say I am not trustworthy. According to the author's understanding, in fact, his company's treatment for employees is not low, and it is more humane for employees. The problem is in the company, he manages the business, the wife manages the Finance (the note, the wife has not learned the financial management). The company does not have a long time to start a business. It is a pioneering and developmental thinking. Because the company is not complete, the wife becomes the leader of the family. Therefore, he promised some of the staff's affairs, often to his wife would be stuck, even if the manager in accordance with the provisions of the system, perform the procedure reimbursement, also want to accommodate his wife's time, we must drag on for a long time and the left chop right cut can be reimbursed, resulting in the staff reimbursement request grandpa to tell the milk, general up and down complain, so that employees do not believe in his commitment.

B distributor is a distributor of sanitary ware and tile products agent in Hubei for nearly ten years. He talked to me on the phone and stressed that he was too tired. The company seemed to have no responsibility, including management. In fact, the problem lies in himself. He has always thought that management has been done well and business has naturally gone up. Therefore, he almost manages everything in his staff. In his own words, he can't get a grain of sand in his eyes. For example, if an employee is lazy, he will go up and say something.

Although there are only two cases, all of them reflect the problems arising from the implementation of corporatization. Many dealers can do well in the start-up period when the company is small, but once the company is on the scale, it will be somewhat inadequate. To sum up, it is actually a question of "pseudo corporatization", that is, although a company has been established and a system has been established, management and management are not like the operation of corporatization.

Two

The author thinks that "pseudo corporatization" presents four characteristics in the dealer enterprise.

First, the shell is corporatization and the nucleus is the husband and wife shop. Although the company has established a large number of businesses, the number of employees has increased from nearly a dozen to nearly 100, and some even reached 200 employees. But the management concept and management level remain at the level of husband and wife stores. In the company, the husband grabs the business, the wife manages the finance. Managers have responsibilities and no power, staff leapfrog reporting, hierarchical management stay in verbal, work does not flow, management has no supervision and assessment. The company's business is good, everyone is amicable, there is no responsibility in the work, and at the same time, they complain about the first level. Finally, the employees of the company are not aggressive, have no sense of responsibility, and have no sense of belonging.

Two is decision-making, dealers personally cling to the board, subjective and arbitrary, rather than procedural, scientific decision-making. Because the operation of the company is not thorough, the dealer's boss decides not to talk about the procedure, and the big and small matters are counted by himself. Many hasty decisions, because there is no brainstorming (including two couples without discussion), leads to the fact that husband and wife do not follow the management's face and heart disharmony frequently, which makes employees feel at a loss. At the same time, because employees do not understand the decisions made by the boss, they act immediately (for fear of poor executive execution), resulting in frequent ineffective execution and incompletion of work, resulting in deviation, and the whole company's performance is poor and management costs are artificially increased.

Three is the management, the company's long management, blood relationship management and oral management is very common, lack of basic management, process management, hierarchical management, performance management. Because the boss (boss) is not very strong in modern management and management, he likes to do everything in his own hands. He often inserts a stick into the end, instead of following the three principles of responsibility, power and profit. The goal is to reach people, responsibility to people, and results to people. By using hierarchical, streamlined and performance-based management, employees are not responsible and have no sense of achievement. Managers should work as peace makers. No job is taught, no standard requirements, no supervision in the process. Finally, there is a problem in the work, the employee shuffle away from each other, no one takes responsibility. 　

The four is to employ people on the basis of cronyism instead of making the best use of talents. It can be said that one obstacle to the implementation of corporatization of many dealers is the improper use of human resources. In the early days of business, joining relatives and friends did speed up the original accumulation of dealers, because this form of organization is efficient and easy to manage. To the stage of corporatization, this mode is largely counterproductive. Because of the complexity of family, the system construction is lagging behind and lack of standardized management. Of course, there are dealers who have hired professional managers to help manage the company. However, because managers are not worried about it, they are afraid that managers will not be able to "hide their evil intentions" for fear that they will take away business and customers in the future.

Three

As a result of "pseudo corporatization", dealers have made many detours in the process of becoming bigger and stronger, and have paid a lot of tuition fees. As for the root cause of the consequences of "pseudo corporatization", I think the main reason is that the dealers do not keep pace with the times. The management mode of the distributors in the growing period is not compatible with the development stage of the growth period of the enterprises.

Generally speaking, dealers have to go through these stages: entrepreneurship, growth, maturity, recession and re start. The entrepreneurial period usually exists in the form of husband and wife store (or family). With the increasing scale of enterprises, enterprises are entering the growing period, and the management of enterprises is becoming more and more difficult. At this time, corporatization management is needed. At present, many dealers are transformed from husband and wife shops to companies, but we find that their management methods and methods are not keeping pace with the times, but still remain in the husband and wife store (family management) mode. This has led to dislocation in development. This dislocation can be seen through the comparison between the dealer's role and the entrepreneur's role.