The author recently contacted a boss of the ZHAOMIMNG industry. The boss currently has more than 300 stores nationwide, with a total sales of about 100 million. In the face of the expected winter of the LED lighting industry in the next year, the boss is a bit unpredictable. To add insult to injury, in recent years, the so-called predators of the LED lighting industry, the annual sales scale ranging from more than one billion to several billion, have tried this new LED lighting enterprise industry, facing the giants of these industries. The competitor, the boss is even more at a loss, I do not know how to deal with it. The author tells the owner of the LED lighting company that is in a state of embarrassment. For small and medium-sized enterprises, especially small enterprises, to be bigger and stronger, the eternal competition rule is to use speed to impact the scale! .
Small business competition tool: LED lighting company, do you know?
When I was serving Haier Group, I had an unforgettable experience on the scale of speed shock. As everyone knows, when Haier was born, it was a run-down refrigerator factory, and the family was almost a poor white. At that time, foreign home appliances were already in the doldrums. Haier was born with these powerful, international-level home appliance predators. The reason why Haier can grow and develop in the cracks of strong foreign brands in just 20 years, has become a benchmark enterprise in China's home appliance industry, and the competition law of speed impact scale has contributed.
case analysis:
In an interactive training course held in 2002, faced with more than 70 middle and high-level managers, Haier CEO Zhang Ruimin raised a question that was like a brain teaser. How do you let the stones float on the water? Hollow the stone! Someone shouted, Zhang Ruimin shook his head. Put the stone on the board! Zhang Ruimin said: There is no board! Make a fake stone! Everyone laughed loudly. Zhang Ruimin said: Stone is true. At this time, a vice president of Haier Group, Deng Wu: It is speed! Zhang Ruimin said categorically: Correct! He went on to say: "The Art of War" has such a sentence: the disease of water, as for the stone, the potential. The speed can make the heavy stones float. What's more, big stones, we often see floods coming, and even a few heavy cars float on the water.
Haier’s persistence in speed has reached an unparalleled level. It is Haier’s action concept that is quickly reflected in the Haier factory and all corners of the office. In the strategic slogan of Haier over the years, no matter how it changes, there is always a speed word. Haier is the most loyal practitioner of speed and the biggest beneficiary. The subtext of speed that can make a heavy stone float is that the speed can impact the scale, and the speed can be weak and strong!
The CEO of an advertising company that served Haier was deeply touched by Haier’s speed. According to the CEO, he just got a marketing FromEMKT.com.cn program in the Haier Qingdao headquarters in the afternoon, and flew back to Beijing the next day, and was surprised to see all the POPs (active materials) of all the programs in the Beijing appliance store. ) has been completely arranged in the store. This is the silhouette of Haier speed from one side.
Large enterprises are aircraft carriers, which operate smoothly and have strong anti-risk ability. This is the advantage of large enterprises, but it is also a disadvantage of large enterprises. It is difficult for ships to turn around: slow response to the market, long decision-making process, slow decision-making, long execution cycle The execution intensity is easy to decrement layer by layer. A small business is equivalent to a small seesaw. The natural genes and advantages are flexible and the boat is small. What kind of speed should a small enterprise have to use its competitive strategy of speed and scale?
The first is the speed of response to the market. Small businesses must not be able to do frogs in warm water. They must have a wide range of tentacles to penetrate the market, go deep into the front line, and penetrate consumers. They will immediately feel the changes in the market and the kinetic energy of the wind, and can quickly respond and respond. For many small business owners, the same as Wahaha’s boss Zong Qinghou, the style of walking more than 200 days a year and more than 200 days in the terminal does not necessarily follow suit, but it is worth learning.
The second is the speed of decision-making. The advantage of a small business is that the boss is the one who has the final say, the decision-making chain is particularly small, and the decision-making time can be extremely short. Once you have identified the right direction and strategy, you should quickly organize your resources, make quick decisions, and break when you break.
The third is the speed of execution. This is what all SMEs lack, and this is where Haier is particularly well placed. Take the simplest and easiest OEC Japanese management in Haier's Chinese management. When I was at Haier's headquarters, I saw a number of companies coming to Haier to visit and study every day, but there are very few that can be done. Therefore, Haier is open to you, knowing that you have read it, and you will not learn it! Very simple, let Haier Group up and down, 50,000 employees insist on the management of Nisshin for 20 years, only Haier can do it! The unity of thoughts, the same pace, and the execution of the execution of the actions are inversely related to the expansion of the scale of the enterprise. Therefore, for small businesses, what is more worth cherishing and advocating is execution. This reminds me of the most overbearing statement about execution in the enterprise: understanding, execution; not understanding, but also execution; understanding in execution!
The fourth is the speed of correction. Small businesses are indeed good for the boat, but there is no guarantee that the direction will be correct every time you turn around. It doesn't matter, as long as you adjust in the movement, the correction in the movement will do. Of course, every time you make a mistake, you have to spend the resources of the company, and you have to have the opportunity cost. Therefore, although the small business is better to turn around, relatively speaking, it still has to be decided and then moved. The speed of the courage is not the real speed. Speed ​​is the real speed.
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