Footwear Enterprises Survive In Strategic Dilemma

Here in the world Clothing shoes and hats What the editor of www.net.com introduced to you is that survival through difficulties, and enterprise strategy determines the future.

After years of development, private enterprises in southern Fujian have accumulated certain resources such as technology, funds and teams, and achieved good market results. However, competition is becoming increasingly fierce, and all industries are facing the challenge of transformation. Zhejiang, Jiangsu and Guangdong merchants are also active on the stage of private economy, forming a certain scale of assets, competing with Fujian enterprises on the same platform. It is reported that in the 2014 list of China's top 500 enterprises, Fujian Province has only 8 finalists, which is "insufficient" compared with other production areas. Under the general background of the overall economic environment depression, how can Quanzhou private enterprises do a good job of reform from within and prepare for transformation?

Zhan Weifeng, the author of "Ten Billions and One Hundred Years of Minnan Private Enterprises" and the general manager of Quanzhou Times Guanghua Management Consulting Co., Ltd., Huang Qingfa, the deputy general manager of Quanzhou Tianyu Chemical Fiber Weaving Industry Co., Ltd., Tang Qixiang, the manager of Renjian Group's human resources center, and Shi Liling, the regional HR and administrative director of Nanyi Real Estate in Fujian, were invited to this elite meeting, Wang Fang, the general manager of the Human Administration Center of the New Fujian Airlines (Group) Shipping Company, Wei Peifen, the head of Shanyouhui, and other industry elites discussed how private enterprises in southern Fujian can break through difficulties under the current economic environment.

　 Viewpoint 1: Recreate enterprise strategy with data comparison

"Since 2008, the footwear and clothing industry in Quanzhou has ushered in a peak period of development, but it began to decline around 2012. Especially in the past two years, with the economic situation declining, all industries have reached the node of transformation. I think that to break through at this time, we need to consider the strategy." As an industry veteran who has in-depth studied the economic development of Fujian and Zhejiang businessmen, Zhan Weifeng believes that, There are a large number of private enterprises in China. In the process of enterprise operation, it is extremely important for the operators to have forward-looking vision

Zhan Weifeng believes that there is a problem of survival and development for the bosses of enterprises in southern Fujian at present. "Trying to be fast but neglecting the quality of development leads to the problem of using development to cover up survival. For example, financing expansion to cover up the lack of capital strength of enterprises is a problem that has erupted in the industry of Quanzhou recently." He said that in the current economic situation, business operators should actually settle down and seriously consider the core needs of enterprises, Systematically and normatively sorting out the problems faced by enterprises can make correct strategic positioning and strategies.

Shi Liling also believes that under the special economic situation at this stage, the strategy originally set by the enterprise may not conform to the current development. She said that the most important thing for enterprises now is to find the "most suitable" position, rather than the "first" position. "To formulate a new strategy, where the information comes from, professional managers need to do the execution of these details." She believes that professional managers should have the integrity of professional managers, and to a certain extent, they should be the right assistant of the boss. First, they should help the boss to do the basic work well, and then they should put forward some suggestions on decision-making, "For example, the boss has a tight schedule, and he cannot accurately analyze many aspects of the data. At this time, professional managers need to play a role."

Huang Qingfa collected some data to illustrate the current predicament of Quanzhou enterprises. "In 2009, in comparison with the highest value of enterprise revenue in Guangdong, Zhejiang and Jiangsu provinces, Guangdong ranked first with 149 billion yuan, Zhejiang ranked first with 1.4 billion yuan, Jiangsu ranked first with about 140 billion yuan, while Fujian ranked first with 12 billion yuan, equivalent to 10% of Guangdong, 19.6% of Zhejiang and 9.1% of Jiangsu. In 2014, Guangdong ranked first with 239 billion yuan and Zhejiang ranked first with 9.1% of Jiangsu The first enterprise in Jiangsu was 158.4 billion yuan, the first in Jiangsu was 279.8 billion yuan, and the first in Fujian was 20.5 billion yuan. " He believes that many enterprises in other provinces have reached the scale of 100 billion yuan in terms of operating revenue, while Fujian's even "leading" enterprises have only reached the level of 10 billion yuan, and in terms of growth rate, Fujian's enterprises are far behind the other three provinces.

"These data all mean that the gap between our enterprises and others is not just a little bit." Huang Qingfa said that only by comparing the data can we know the gap, otherwise the enterprises will just sit on the sidelines and watch the sky. Through the comparison of objective data, it is necessary to change the strategic vision of enterprises and go out to learn from others. "Entrepreneurs should put down the dregs of the enterprise, go out, learn how other enterprises in the same industry do Benchmark How is it set up? Understand the current economic environment and follow the trend. The strategy is not created out of nothing. It is only necessary to reach a high level to master it. " He said.

Wang Fang believes that private enterprises currently face three problems: the first is the shortage of funds, the second is the decline of orders, and the third is the increase of operating costs. "In the current severe economic situation, the business management model of enterprises should be appropriately changed," she said.

Viewpoint 2 gives employees confidence to move forward together

The above comparative data triggered the participants' thinking: Why are the enterprises in South Fujian "not growing up"? At the current juncture of innovation and transformation, how can enterprises catch up? Huang Qingfa believes that, on the surface, it can be attributed to three reasons: first, the management level of enterprises in southern Fujian is poor, which is inferior to private enterprises in other provinces; Second, the enterprises in southern Fujian are basically traditional industries, which are not large enough to restrict the development space; Third, the level of capital operation is too poor to make good use of Fujian's platform advantages. However, after further consideration, it will be found that other provinces can become bigger and stronger in the same industry, so the industry in which the enterprise is located is not too big a problem.

Huang Qingfa believes that enterprises should "grow up" and bosses should be good at learning. Many enterprises stagnate and cannot overcome difficulties when encountering development bottlenecks. In the final analysis, the boss of the enterprise is not good at learning, does not step out of his own industry to see the macroeconomic situation, and cannot grasp the development trend of the entire industry. "What really affects the development of enterprises is actually the management's grasp of the development trend of the entire industry, which is the most critical."

Shi Liling believes that private enterprises are "not long enough", largely because they cannot jump out of the strange circle of traditional family business management mode. "Most bosses in Quanzhou are passionate and loyal, and they are reluctant to give up their comrades in arms who start their own businesses and fight with them. It is difficult to introduce some professional talents with advanced modern and international management concepts and stick to the original management model. Bosses are not broad-minded enough, and there are very few enterprises that can let professional managers hold shares and participate in management, and there are many foreign enterprise funds now While looking for suitable sunrise industries for financing, on the one hand, the channels for private enterprises in Quanzhou to obtain such information are relatively narrow, and on the other hand, the boss dare not easily try foreign capital financing for fear of being held. " She believes that the boss's mind to some extent determines how far and how fast an enterprise can go, because the boss of private enterprises in Quanzhou is not open enough, which restricts the development of enterprises.

Tang Qixiang believed that compared with state-owned enterprises, private enterprises actually have their own advantages. "For example, the decision-making speed is fast, and there is not too much examination and approval of a matter from proposal to decision; for example, without the burden of state-owned enterprises, it is easier for private enterprises to enter the battle lightly." He said that in fact, to develop private enterprises in Quanzhou, they should make full use of the advantages of private enterprises, "Bosses should have such awareness and mind, dare to make decisions and do things, and clearly state the enterprise's strategy to employees, so that employees have confidence to follow the enterprise."

Viewpoint 3 Fully authorize managers at all levels

Shi Liling believes that the development of private enterprises, in addition to the factors of the overall economic environment, is more important within the enterprise. It is necessary to clarify the core competitiveness of enterprises, including capital operation ability, the number of core talents and the strategic ability of entrepreneurs. If entrepreneurs cannot reach a high level, it is difficult to strategize in the fierce industry competition. "Some excellent enterprises, such as Huawei and Vanke, have already entered a realm of 'no self'. Founders and major shareholders all distribute their company shares to employees, tie them together with employees, make good use of excellent talents, and strengthen their core talent competitiveness." She believes that if enterprises are not good at employing people, the boss does not fully authorize them, No matter how excellent a professional manager is, it is difficult to play a role.

The participants said that there has always been a family management system, and some enterprises have also set up incentive mechanisms such as equity for company executives or core talents, but the standards they set are too high, too strict for employees to reach, so the incentive mechanism will lose its effect. "The so-called incentive should be that employees can reach it with a jump. If they can't reach it with any effort, it will be like a pie in the air." The participants believed that the key to this phenomenon is the lack of mind of the enterprise boss.

Huang Qingfa believes that many private enterprise bosses have fallen into a misunderstanding. They believe that enterprises have money, and they can do things as long as they pay professional managers. There is no sense of a career platform. Just paying is not enough. It is also necessary to give power, position, and the trinity of money, power, and position, so that they can have the same responsibility, power, and interest. "Some bosses have a strong possessive desire. They think that this enterprise was founded by him, so he has the most say and can do what he wants. There is also a mentality that employees are paid to work, and they will do what they want to do." He said that when the enterprise develops to a certain stage, it is not just about how to "use people", It is the problem of "operators". "Bosses should have a sense of talent management. How to make good use of talent, help talent development, and better match the talent's ability with the development of the enterprise need to be considered comprehensively."

Tang Qixiang said that in the past two years, many enterprises have experienced the problem of talent gap. "The talent from the air is not acclimatized, but the talent from the internal promotion seems to be not high, so the boss is very confused." He believed that the more such a situation occurs in an enterprise, the more the boss should know where his enterprise "is going". "Only when the boss knows where the enterprise is going, can he know how to equip talents to achieve this strategy," he said.

　　 Viewpoint 4 Professional managers should also change their ideas

Wang Fang believes that the professional managers of some enterprises have not reached the decision-making level of the enterprise, can not create a good atmosphere for the enterprise, can not keep up with the pace of boss learning, and can not keep up with the changes of the times. "There are two reasons for this situation: one is that the environment and market required by professional managers are not enough, and the other is that enterprises are not attractive to outstanding talents." She believes that every enterprise will face the problem of talent introduction, but professional managers also need to think about how to improve their learning ability, narrow the distance with their boss, and achieve common growth with their boss.

Wei Peifen believes that many people advocate enterprise Bosses should be good at learning in the operation process of private enterprises, but as professional managers, they also need to look for problems from their own, consider problems from the perspective of the boss, think about what they can do for the enterprise, and how much value they can create for the enterprise, instead of complaining blindly. "It is particularly important for professional managers to change their ideas," she said.