"Power Pack"

Over the past two years, many consumer company are pressing ahead. channel Adjustment -- consciously tighten up the franchise system and intensify the construction of the terminal. Just for the men's clothing industry, for example, the seven wolves added 51 new outlets in the first half of this year, and channel integration continued to transform from wholesale to retail; while the sales revenue of nine Mu Wang accounted for 40% of the total sales revenue; YOUNGOR also began to shrink the number of franchise terminals from last year, while the direct store accounted for 78% of its sales channels. In the special theme, the "strong power" has also refined the original investment department into sales center, retail operation center and channel center, making the management of Direct stores and franchisees more efficient.

Consumer brands want to directly control the terminal, and undoubtedly want to get it faster. market Information speeds up the decision-making process, but it often requires organizational structure to further carve and remodel, and the strategic blueprint can be turned into executive power.

A month ago, more than 3000 dealers gathered in Xiamen to take part in the new product conference of 2012. During the period, some new distributors came to know that the garment company, which has been in Jinjiang for 31 years, has already moved its headquarters to Shanghai.

The relocation of the headquarters is due to the deep sense of crisis of the family business. If it is extensive growth, then the organizational structure and talent reserve can adapt to the continuous expansion of the company. As a result, a new change came soon after a firm foothold in Shanghai.

Ren Guoqiang and his team took part in the restructuring of the company. project 。 The executive director of the Roland Begg management consulting firm gave the men's clothing business a diagnosis. Therefore, since last year, the company has divided the original scattered and extensive departments into more than ten centers, such as brand centers, production centers, sales centers, etc., and several sub divisions have been set up in each center. On the basis of the new framework, the power regulator has adjusted the authorization system and workflow of the organization, hoping to transform from the extensive management mode to an efficient and meticulous operation system.

However, the process of reconstruction is easy and difficult. It involves not only the balance between family control and systematic operation, but also the question of how "paratroopers" and "elders" coexist in the company. After all, the transition and reshaping of managerial power is full of "pain". How to smoothly realize the difficulty of power transfer without hindering the growth of the company is still in the process of exploration.

Central responsibility system

Before restructuring, the company's internal organizational structure was divided into "supply chain, marketing chain, brand chain" and so on. The relevant departments were assigned to a chain, each chain was equipped with a general manager. However, the establishment of the position is not reasonable for Ren Guoqiang.

"In the past, for example, there was a general manager on every chain for historical reasons, but this is not appropriate," said Ren Guoqiang. "A general manager must be able to plan and manage income and expenditure. It is necessary to break away from the concept of implementing a certain function and not being called a general manager." Therefore, after the consulting company combed, the powerful fighter tried to divide the departments on the chain into more than ten "centers".

For example, the original brand chain is divided into brand centers. Sale Center, retail operation center, channel center and so on. Correspondingly, on the top of a dozen or so centers, the company has set up several vice presidents in charge of different businesses. Their responsibilities are connecting the preceding and the following, and assisting the president in related fields.

In the new restructuring, the sales center is responsible for managing the distributors and franchisees throughout the country, the standardization of the terminals of the retail operations center, the support for the stores, and the channel center concentrates on the expansion of the new stores. But before that, there was only one traditional investment department in the company.

With the establishment of these functional centers, the strong fighter tried to change the original extensive management style. In the words of Yang Ping, the director of the brand center, it is not very clear that the store is not clear before the "power monopoly". "Even the number of shops in the past, the general situation of each store is vague." but after the establishment of the channel center, the company has a clearer provision for the location, size and image layout of the business district, and the instructions for the relevant personnel are clearer. "If the standards of the franchisees are in line with the requirements of the power monopoly, we will give them great support, but if your store is too small and the location is not good, then we will not have support policies or even oppose it." He said, "this kind of strict detail management has not been achieved in the past."

Another example is that the restructuring department and the media department do not have the overall awareness of the brand. "The work of these two departments is relatively simple, mainly the purchase of media and implementation. Under such a framework, few people think about the future planning, goals and overall design of the brand, "Yang Ping said. Now, these two departments have been assigned to the brand center, and the Department has increased to 5, namely, brand planning department, market research department, public relations department, advertising department and customer relationship management department.

Further, the concept of "center" is aggregated some smaller departments with similar work. On this basis, a director is set up, "he is going to carry out some inter departmental coordination and co-ordination". It is understood that on this basis, the various centres inside A more divided two level department is set up.

"Power pack"

As for the changes in the operation process of the Department reorganization, Ren Guoqiang pointed out that most domestic clothing enterprises used wholesale mode based on distribution in the past. After ordering, the sale of goods became dealers and retailers.

But nowadays, the entire clothing industry is experiencing branding, and the image and popularity of the brand are becoming more and more important.

Under such circumstances, the malpractice of wholesale mode is gradually emerging: because the control ability of the brand terminal to the terminal is too weak, "the location, display and customer service process of the store are not clear", which leads to the fact that the actual store management is not in place at the same time.

After realizing this situation, he tried to set up a channel center and a retail management center to control and improve the retail capacity of the terminal.

Process and authorization

Even though the management of Jin Ba has been meticulous, the company has not lost the shadow of family businesses for a long time. Most of the time, the boss is used to being supportive, and most of the employees only assume the role of an executive.

Obviously, this hands-on thinking is not sustainable in the expansion of the company. From this point of view, the reorganization of the authorization system and the reengineering of the process are the next step after reorganizing the structure, and also the booster of the new start line. In the eyes of Ren Guoqiang, in terms of authorization, the strong fighter needs to solve the two dimensions of horizontal and vertical problems. The so-called vertical refers to the authority between the upper and lower levels, "the problem is reflected in the lack of authorization or excessive authorization."

It is not difficult to understand that the over authorized enterprises will be in danger of losing control of management, and the lack of authorization will return to the bottleneck of family businesses. How to find the balance between them is indeed an art. "For example, a company needs to consider that when a person's time is limited, then what kind of management scope is suitable for him? In addition, the company also needs to find some successful enterprises at home and abroad to carry out benchmarking, and carry out systematic thinking with different indicators, which cases represent excessive delegation of authority, and which situations do not express enough authorization and how to correct them."

From a horizontal perspective, authorization involves interdepartmental communication and communication. Take the big commodities planning process as an example, the product planning of RBA has been isolated and fragmented, and product development and brand marketing are not interfering with each other, but at the moment, this process needs to connect all departments. "The brand department needs to tell the product department how to develop and design to cater for the consumers, and the sales department will require the product department to have a very strong seasonal function of the clothing," Yang Ping pointed out. These problems are uneven. If they are not handled well, it is likely that they will evolve into a state of "one thing, one discussion", or "some people are rushing to do something and no one is willing to do anything".

In the face of these possible contradictions, managers need to think about which authority should be awarded to them. Or, which department should have the help and support of other departments for a certain decision? In Ren Guoqiang's eyes, it involves three considerations: first, information, that is, what kind of state is the information flow between departments reasonable? What information should each department provide separately? Second is the decision-making method, that is, no matter which department to make specific decisions, and how to make the final decision with what decision method? Third is the main body of decision-making. Only when these three aspects are clearer, can lateral communication and communication become smooth and the issue of authorization can be fundamentally solved.

Although such a change plan looks "very beautiful", the practice of many companies has proved that there are more or less problems in the process of organization structure matching with enterprise strategy, such as high restructuring costs, unexpected new problems, fatigued employees and a large number of missing tacit knowledge. To some extent, the cost of creating value through restructuring is high and the challenge is not small.

Ren Guoqiang did not shy away from the "side effects" brought about by this change. After all, the essence of organizational adjustment is the mobilization and redistribution of resources within enterprises. "Conflicts of interests and conflicts of personnel positions are unavoidable, which may lead us to worry about their jobs and rights for a period of time, but worry about their jobs and rights," he said. At this point, managers have to ask themselves whether this adjustment is compatible with the company's strategy. Is the new structure compatible with the general capabilities of staff? If so, enterprises must step by step to enhance staff awareness and promote change.

On this basis, change does not require a single step. In constant running-in In the meantime, the strong fighter also tried some transitional schemes. For example, taking into account the limitations of departmental interests and personnel, some of the new centres that exist in the blueprint are not immediately established, but have developed corresponding assumptions and timetable for promotion. Once the time is ripe, the new center will be established.

In Yang Ping's eyes, as long as the responsibilities and working processes of each center are clear, the design of the new structure will not be ambiguous. "But obviously, the process of overcoming the future can not be smooth sailing". "In fact, as long as we gain something in the development of professionalism, our values will eventually become the same, so as to achieve the new vision after the reorganization."