The Three Main Reason Hinders Enterprises From Forming Market Thinking Mode.

< p > a large number of studies have proved that market oriented enterprises are more innovative than other enterprises, and they can bring more new products or services to the market, and their innovation is more likely to succeed.

The core of market thinking mode is to make use of market information to make decisions that will help improve competitiveness.

The reason why some companies fail to form a market thinking mode is that they obstruct the company from understanding, understanding and utilizing market information.

< /p >

< p > 1, obstructing the company's understanding of the market factors < /p >

< p > over reliance on a department. Employees of some companies feel that market information is only something that the sales department and the marketing department should be concerned about.

However, the acquisition of information depends only on one department.

Companies should also strengthen the ability of various departments to perceive information so as to have a better understanding of the market.

< /p >

P thinks that all companies pay too much attention to their competitors. They think they know what to do, so they spend all their time discussing how to defeat their competitors instead of trying to figure out what else they don't understand.

< /p >

< p > collection but not processing of information gathering information is only the first step towards market thinking.

It is good to have a report containing market information, but if there is no explanation or action taken, it is meaningless.

< /p >

< p > two, hinder the company's understanding of the market factors < /p >

Many companies' managers and employees refuse to share the valuable information they get. Therefore, P often leads to the inflow of information. It is necessary for the company to build an inter departmental information sharing system to make extensive use of background information.

< /p >

< p > excessive concentration of power and lack of communication and interaction between departments are quite common problems.

When organization lax, ideas arise only from within departments rather than between departments, the degree of stimulating innovation will be greatly reduced.

Responsibility for interdepartmental interaction must be delegated to members of each department, and those who need interaction should be encouraged to really communicate with each other.

< /p >

If P lacks coordination, employees will not be able to make use of existing information to do something meaningful if they can not get enough cooperation when seeking information from other departments.

Although the division of work between departments is in place, the lack of coordination among departments will still be a nightmare.

< /p >

< p > short-sighted pursuit of short-term performance restricts company vision and prevents them from making bigger plans.

They are too concerned about daily matters such as production and sales, which makes them tend to react passively instead of taking the initiative and become more complacent.

< /p >

< p > three, which hinders the utilization of market information by the company < /p >

The company will gather all kinds of information in all kinds of ways, but after P is collected, the information will be idle, because no one will really consider the broad meaning of information.

One reason for this phenomenon is that employees and managers are not fully aware of the potential value of market information and their relationships, so they are not enthusiastic about evaluation information.

After walking through the scene and praising the market orientation word by mouth, they think they have done their duty.

< /p >

< p > think that others are using market information. In many organizations, employees and managers often erroneously assume that someone has made effective use of customer and market information in the process of making decisions and innovations.

However, the reality is that people do exchange new information, but these information just flashed through the minds of managers.

Or people simply use these information to make simple operational decisions, but rarely consider such information in major long-term decisions.

< /p >

< p > although the formal process can make our information sharing more streamlined, only by allowing employees and managers to understand market oriented values and principles can we bring continuous innovation to the company.

Employees are the ears and ears of organizations. They should not only encourage employees to collect as much information as possible from inside and outside the company, but also convey information to relevant departments.

To this end, both staff and managers should form a mode of thinking that welcomes and contains interdepartmental cooperation.

In order to provide a more cooperative atmosphere and more horizontal communication workplaces, the company must give up some centralized structure and overcome the innovative obstacles in attitude and structure listed above.

< /p >