Quanzhou Brand Enterprises Strengthen Cultural Terminal Construction

August 3rd, recently, sports brand Lining Changed LOGO to try to achieve brand Remodeling. In this regard, the industry said that the development of enterprises to a certain stage, the brand has become a culture, corporate culture reflected in the terminal, is not only a slogan, but also a brand to try to bring consumers a kind of values.

"For enterprises, culture is not only" icing on the cake ", but also based on people's hearts. Culture Management will become a supplement to traditional management and bring about real economic benefits. Through the investigation of some spring enterprises, the professors from Xiamen University's management school and experts from famous domestic consulting companies put forward suggestions on how to build corporate culture.

Cultural construction should take three steps.

Moderator: through inspection, how do you view Quanzhou enterprises? enterprise For the different stages of development, how should we build a corporate culture?

Hu Ningtao: from the perspective of corporate culture construction, Quanzhou enterprises can be divided into three stages: the first stage of enterprises, the awareness of cultural construction is still relatively weak; the second stage of the enterprise, the cultural system has been built, there is a certain foundation, but there is no clear idea of cultural landing; the third stage of enterprise culture construction has been relatively mature.

Enterprises in different stages have different things to do next. The first stage enterprise should do is to build a cultural system that conforms to the development of the enterprise and at the same time meets the consensus of the majority of employees. The second stage of the enterprise culture system has been formed, it is necessary to establish a corresponding organization to promote the enterprise culture; the third stage enterprises and cultural construction are relatively mature, so we should start thinking about the problem of cultural change, how to achieve cultural management, and turn the culture into productive forces.

Zhou Bo: as a whole, there is a very wide gap between different enterprises in Quanzhou. Some enterprises in Quanzhou still have biased views on corporate culture. When talking about corporate culture, some enterprises focus on showing staff dormitories, staff canteens, and surveys of employee satisfaction. In fact, these are only part of human resources, and can not be called corporate culture. The true corporate culture should be the embodiment of business philosophy and a value concept of an enterprise.

Enterprise culture should pay attention to individuality

Moderator: each enterprise has different characteristics and different fields. Is it necessary for different enterprises to adopt different ways in cultural construction?

Zhou Bo: from the day of birth, an enterprise has its own cultural connotation. Therefore, when it comes to cultural construction, the key point for enterprises is to excavate and extract the unique and individualized corporate culture of their own businesses. Microsoft's corporate culture is very good, but for Quanzhou's shoes and clothing and other traditional manufacturing industries, if you simply imitate Microsoft's corporate culture, there will be problems.

In the survey, we can find that the concept of cultural construction is different. For example, Guo Hui shoes has put forward "a team and a dream", and the wolf wolf takes the wolf culture as a totem. The construction of corporate culture is not a slogan, not a show. It should start from the reality of the enterprise and highlight the personality of the enterprise, the personality of the industry and the regional personality. For example, the idea of "fighting for success" in Quanzhou is a regional personality. This kind of personality is more easily incorporated into corporate culture, and it is easier for employees to get a sense of identity.

Hou Zhaohui: through the design to establish a mainstream culture of enterprises, and then through a variety of ways of communication, so that employees can accept this mainstream culture. The key point of this process is that corporate culture should bring a realistic vision to employees rather than an empty slogan. For example, "home" culture is more obvious in Quanzhou enterprises. After setting up the concept of "family" as the mainstream culture of enterprises, how to embody a family member's emotional sharing in the enterprise and reflect a kind of fraternity idea is very critical. After this culture is truly fulfilled, employees and enterprises can form an interest community.

Cultural management is a trend.

Moderator: for enterprises with relatively mature corporate culture, how should they rise to the level of management?

Hu Ningtao: many private enterprises are not familiar with culture management. They think culture is culture. Management is management. This is not the case. The ultimate goal of cultural construction is still for management. When the enterprise develops to a certain stage, a great challenge is how to mobilize the enthusiasm of employees and their potential. Especially in some industries with relatively high technology content, such as electronic information, software, animation and so on.

For mental work, managers can hardly assess employees through piecework. Under such circumstances, it is a new management mode to cultivate employees' common values through cultural management, so that all employees can be integrated into the enterprise and become passive management.

Zhou Bo: to a certain extent, cultural management is managed from the bottom up with the help of "people's heart". The behavior of employees depends on the sense of identity of the enterprise culture, while general function management is realized by authority and system, and the behavior of employees is a passive behavior. In modern management, the key is to fill gaps in traditional management based on system through cultural management.