Why Should People Stay In Business To Paint Big Cakes?

As the saying goes, "big businesses have good welfare, small businesses paint big cakes". In business management, it is a vivid illustration of the general situation when it comes to the system of employing and retaining people. However, contrary to this statement, local service companies are generally not good at "welfare retention", not only in the development of local service enterprises, but also in some large scale enterprises.

Why is local service company so good at "painting big cakes"? There are two reasons for this.

First of all, from the perspective of market resources, the local sales enterprises will not be saturated with the existing numbers in the face of the vast consumer market in the mainland. Therefore, the "big pie" always has a direction. Even if a men's casual brand, such as a total of over 3000 shops in Southern Fujian, has a large number of county-level cities and prefecture level cities, the market has not been expanded, and there is still room for development.

Secondly, even if such a brand described above, it is necessary to save money in the aspect of employing. Therefore, it is a risky behavior to analyze the welfare from the employer at the very beginning, so it seems that there is nothing wrong with the "big cake" method.

Business owners often give themselves a thousand reasons for "painting big cakes": because the market structure is changeable, it is hard to say what the future market will be like, giving managers high welfare is a hidden danger that can not be kept for themselves, and the "big cake" painted "always" is ahead of the "Radish", so, encourage the team to always strive forward. It is not known whether talents can produce much efficiency in enterprises, so "painting big cakes" can help people find shortcuts in unknown progress. Again, whether we can realize the appearance of "big cake" depends on the efforts of the whole team. Therefore, if the "big cake" produced by "painting" can not be fulfilled, it is also the fault and regret of the whole team.

The short-sighted practices of these entrepreneurs have made some "high welfare" employees look like a big head, leaving a few high welfare enterprises in the industry as an alternative. But how much benefits can "painting big cake" bring to the industry? This is a matter of long deliberation.

In my view, today's "painting big cake" initiatives are no longer the usual practice of local clothing companies. In the past 35 years, many brands that rely on this measure to promote the short-term development of enterprises have to face embarrassment in the face of "cash pie" after 35 years.

Because "painting big cake" people are used to low cost personnel, and even for many years to win the unprecedented grand occasion of "iron barracks", they are stubborn, but "ten years' brand relies on internal strength, and a hundred years' brand relies on genes". And what kind of "internal strength" and genes can be left behind? 35 years later, even if you fail to honor the "big cake" you once painted, the salary requirement of the new person is also high. However, new talent can not form an effective and rapid development of talent echelons, which will destroy the talent ecology of brand management.

Moreover, in today's era of intensified competition, brand development and growth is no longer the era of "ten gambling and nine wins". "Big cake" is not necessarily a success, but also a misunderstanding.

What I want to question is whether those employers who still rely on "big pie" scale brand businesses are really confident that they will double the number of brand stores in the next 5 years. If the number of brand stores is doubled, can you ensure that profits remain? If profits do not fall, how can we ensure pure interest rates for the rising cost of raw materials? In short, even if you don't have the bottom of these questions, you can't stall the sales director or district manager by "painting big cakes".

The innovation of the future brand profit mode is the test of the success or failure of the local garment enterprises. That is to say, it is not simply that we can decide to compete well than hard work. A business owner is smart enough to "paint big cakes" and may win some time. Without the wisdom of controlling the whole situation, only the "big cake" will be lost in the new competition.

A marketing director told the author: when a business owner hired him, he said that he would open 1000 stores in the country in 2010, and give him a Cayenne as long as the goal was reached. As a matter of fact, these 1000 stores need to invest in ten Cayenne cars. Business owners may not know the details, nor do they have the confidence to win. So left to the sales director such suspense.

What is more interesting is that just another product director level person also understands this brand enterprise owner, she tells the author: actually this brand has 400 shops, with the limited supplier resources now, the opening of more than 1000 shops is inevitable.

What the business owner is really facing is how to invest steadily in many aspects, such as channel development, product development, expansion of production scale, management upgrading and so on.

The business owner told the author in a conversation: "now everyone is facing new competitive situation. As an entrepreneur, it is a difficult thing to grasp the future profit rate."

It seems that the age of innovation that tests the wisdom of entrepreneurs is coming. And dared not to retain talents in a more civilized way, only to blindly "paint big cakes" can only expose that the enterprise lacks ideas and lacks internal strength.