Lining: Why Didn'T The Change Happen?

brand

The slogan "let change happen" reveals a great anxiety.

Although many changes have taken place in the company in the past 20 years, a change of "substantive leap" has not occurred.

Lining, now the "Prince of gymnastics" with two temples, appears to symbolize the status of the company. It is still "Prince" in the market, not called "King", and is a slightly aging prince, which makes people wonder if it has a day to become king.

From its founding to 2001, the Lining brand has soared to fame and become a famous brand.

The immaturity of consumers and the incompetence of market competition have given the brand a great deal.

However, the problem can not disappear because of the delay, and it will only aggravate by procrastination.

The vague connotation of the brand is not only a problem for consumers, but also for the management team of an enterprise, and even a bigger problem.

A strong brand is supported by Inner Brand.

The so-called "internal brand" is a strong and broad consensus of the company's mission and positioning for its products.

Without such a consensus, a brand can only be a business of brand consultants and advertising companies.

Drucker said there is always a huge risk behind the enormous commercial success.

If a growth enterprise does not experience the "decisive leap" that makes business leaders feel fear, it is impossible to achieve the great pformation of "sparrows becoming Phoenix".

The founders did not abandon the courage and boldness of "the burden of inheritance", and senior executives' short-term concerns and the scruples and obsession of the mainstream customers of the company were the invisible rope of binding substantive changes.

The failure rate of corporate pformation is very high. On the one hand, external resistance and internal inertia are enormous. On the other hand, it is because of the weakness of leaders' human nature that people often have real sense of crisis only when the crisis is really coming, and have the courage to change the status quo regardless of all costs.

So, how does a leader find "True North"? The compass doesn't tell you which direction to go. Its function is to remind you not to change your direction randomly, and tell you not to choose the way that is easier to go but deviate from your established direction even when it comes to huge obstacles.

Otherwise, you will probably find yourself walking around for a long time.

Market positioning and business models are attracting more and more attention, and there is great potential for alternative strategies.

But the real leader is obviously not a business model and market positioning expert, but a strategist.

Strategists are the first to have strategic courage, courage and determination, followed by a person who knows where to go.

The path of management has never been clear in advance. In the era of uncertainty, the path can only be carried out and presented gradually.

This not only means the end of strategy, but also means that strategy is more important. It can only avoid the strategic courage, courage and determination of the leader in avoiding the opportunism and opportunism of the enterprise.

Jim Collins called the leader with the temperament of a strategist "Visionary".

His characteristic is not to see clearly the way of the future, but to maintain a vision (Vision) in all kinds of temptations and threats, a kind of unswervingly belief and courage.

Without such an "invariable thing" as the cornerstone, any random change can be plunged into the "Doom Loop" of change. The worse it changes, the worse it will change.

The little tricks of "try it out" emerge in an endless stream, but the change across the chasm and decisive leap never happens.

We look forward to the Li Ning Co going out of the shadow of "everything possible" and realizing "let change happen".