Talk More About Management And Management, Seize Customers' Pain Points And Create Customers.

　　 Companies should talk more. Management Less about management? 

Huang runs a local catering company, which is located in the provincial capital city. After several years of development, Huang has owned more than ten direct chain stores with sales revenue of nearly one hundred million yuan. He talked about how the consulting firm had not done enough to realize his intention to control the group. He repeatedly consulted the structure and system of the group concerned. I asked him how many people he had in the company. He said he was less than 300. I asked him how many people in the group headquarters there were more than 50 people. Is the headquarter manager still feeling inadequate? He answered yes. Is the store now reporting to the headquarters operation department even changing a light bulb, and the headquarter is still busy. It has not been changed in the past week, and the customer is always complaining. He said, "you are right." I said, "since the problem is so serious, why didn't you realize it as a boss?"

This is the most expensive tuition fee for many small and medium-sized enterprises on the road of growth. After experiencing the initial struggles and small scale, learning everywhere and knowing the term "management", they plunged into the research and construction of management, and forgot the original intention and fundamental operation of the enterprise. Today, for growing SMEs, I want to shout: talk more about management, and talk less about management.

What is the most effective way for SMEs to grow up in the face of entanglement between management and management? Let me talk about my understanding for readers and entrepreneurs.

One day, one place, one grayscale.

Enterprises should always take customer demand as the guide, constantly modify their business positioning, and form the implementation of the various business functions of the strategy and performance standards, in order to drag the company's business and operation.

Under the pull of strategy and performance, in order to ensure that companies do not go against business ethics and professional ethics in pursuit of performance, they can standardize their behavior and promote their peers through unified core values.

This pushes and pushes a business day by day. Between heaven and earth, as long as it is conducive to "customer oriented", "fully motivate employees' subjective initiative" and "build the core competence of enterprises", all three things can be simplified, they can be empowered, and they can be blurred and compromised. This is the gray management theory advocated by HUAWEI.

What is the "heaven" of business operation?

Bubbling with excitement Internet thinking Its essence is still the user's thinking, "users get the world". Drucker has said that "the sole purpose of an enterprise is to create customers". In today's increasingly competitive market environment, small and medium-sized enterprises want to win customers only by constantly subdividing the market, finding the market that can deeply understand the users' pain points, and providing the products and services that are screaming to the customers so that we can have competitive advantages. This is the business strategic positioning and planning of the enterprises.

Therefore, enterprises returning to business must focus their attention here. For example, a child's home enterprise, when subdividing 3-6 year old children's bedroom home buyers, perceives that the essence of this consumer group's purchase behavior is the issue of children's distribution with their parents, which is the key growing stage of the 3 year old child's formation of independent personality. So he positioned his brand as "children's housing expert", which has the characteristics of screaming products such as animation home and formaldehyde emissions.

Strategy is done, so we must spanform strategy into a functional strategy if we want it to be effectively achieved. Only strategies can be accurately understood and implemented by various business departments. For example, a company that locates "let customers eat wild seafood every day" to make the strategy fall to the ground, has formulated the following functional strategies: procurement must be converted to offshore sourcing and global sourcing. R & D must quickly determine the cooking methods and recipes according to the purchase varieties, and the sales and marketing must be able to quickly adjust the menu and active sales. The operation of such a company can make our strategy effective and powerful.

The implementation of strategy must be constantly considered, assessed and amended. Therefore, spanforming strategic goals into performance and giving everyone a clear direction and evaluation criteria is another weight for the entry into force of the strategy. No wonder IBM has always been excellent. The PBC performance commitment, which covers about 400000 people around the world, is to give each employee clear performance goals and use them as criteria to evaluate, assess and motivate employees.

What is the "land" of business management?

Performance oriented management is faced with the risk of being forgotten and violated by morality. The most effective measures are "value orientation, corporate culture drive". Establish a unified core values and spanform values into cultural competency models and behavioral characteristics. Based on this, it is a simplified and effective method to evaluate the employee's value and measure whether the achievement is in line with the company's cultural standards. Lenovo's "red line" management, Alibaba's value assessment, and HUAWEI's self criticism are the "bottom line" thinking.

How to "grayscale"?

After 60 and 70, it is the main body of employment. Enterprise thinking All of us think about how to manage and manage people's behavior. But in the age of 80 and 90's who show individuality and advocate freedom, we should choose to conform to them and build appropriate grayscale in enterprises, so that "new new human" will not only work effectively but also enjoy work. {page_break}

In the appropriate gray scale, we only need to abide by:

1. always focus on customers.

Xiaomi dares to cancel the KPI at the grassroots level. It is not that there is no assessment. It only gives the right of assessment to the customers, and the customers will evaluate you and decide your earnings and future in the enterprise. The so-called "let us hear the sound of guns to make decisions", is to tell us: all organizations and processes should be carried out around the customer, do not focus our attention on the pursuit of the so-called internal extreme, otherwise, even if we build a pile of processes, set up an optimized organization, set a perfect system, but it can not be improved, we will be farther and farther away from customers. I have a suggestion with an equipment manufacturing company: since every order is personalized, all the orders like this are operated by the traditional functional chain, causing most of the orders to be tardiness at the end, rather than turning into a flat project operation mode, giving each customer an account manager and internal team, shortening the links with customers, and responding to customers will become more timely and accurate.

2. fully motivate employees' subjective initiative.

People who have experienced sea fishing services will be curious why their employees are invested like chicken blood. People who know HUAWEI also feel that they have paid no less than anyone's efforts. There is only one truth: a customer oriented and business oriented company will tell employees what to do and how to motivate employees to do well. Hundreds of people, thousands of people, tens of thousands of people were aroused, that is infinite strength. Therefore, we should do something more: establish a mechanism to stimulate employees' subjective initiative. The core values and the performance mechanism of the "hands changing fate" of HUAWEI are the driving force for their continuous growth.

3., we should continuously strengthen the building of core competencies.

In today's increasingly homogeneous competition, only those who are important to customers and we can do well can be called core competencies. The user participation of millet, the extreme half day service of Jingdong, the Apple's love, and the abnormal service of the sea bottom all focus on the pain of customers and strengthen the core competitiveness of their respective brands. Once this ability is formed, the threshold of competition will be improved and the advantages of management will be enlarged.

When Huang was aware of his business problems, he worked with Administration The way of thinking is also clear. He cut off many business management settings at headquarters, and put more business autonomy into stores. He adjusted headquarters adjustment as a new function of strategic expansion, mechanism innovation and support services. In this way, the vitality of his business has been fully released.