How To Make The Market Chain Innovation For Home Brand?

Speaking in a popular way, the boss of a business is willing to pay wages to employees in the work of the enterprise. The boss gives orders to get employees' work results, instead of obtaining labor results from the market through buying and selling, because the cost of organizing workers to the enterprise is lower than the cost of buying in the market.

According to the above statement, enterprises exist because internal organization costs are low, enterprises are more efficient and output is bigger.

In fact, with the development and growth of enterprises, this is not the case.

The bigger the company is, the more people there are, the easier it is for bureaucracy, departmentalism, mutual exclusion, wrangling and overstaffing "big business disease".

The phenomenon of employees' mixing up, degradation of capability and non customer centered phenomenon will naturally become worse if there is no countermeasures.

That's why Haier, the most famous company in China, has to implement SBU.

The purpose of Haier's SBU management is to overcome the big business illness and introduce the external market mechanism to the enterprise.

Let Haier, the 100 billion scale enterprise "elephant", be able to dance to the same vitality as small businesses.

SBU is the abbreviation of English STRATIGIC BUSINESS UNIT, which means the unit of strategic cause.

That is to say, simulating the market paction principle within the enterprise, every process, every process and every person in the enterprise is a market relationship. The next process and the next process are the "customer" and "market", the upstream process and the procedure of the upstream process and procedure, and the revenue gained through serving their customers and the market.

The service is effective, and can be paid according to the contract to its own service object; the service is invalid or the effect is not good, the service object can claim.

The market relationship between every process, every process and each person is interlocked through the mechanism of "SST", that is, S or S, and if there is no gate, there will be no T.

Haier requires not only every business department and everyone is SBU, everyone is "little Haier", Haier fifty thousand employees are fifty thousand SBU, that is, fifty thousand bosses, everyone is an operator, everyone is the main body of innovation.

In this way, the strategy of Haier group will be implemented to every employee, and every employee's strategic innovation will ensure the realization of group strategy.

Haier's SBU is a very ideal management revolution, and it has not been successful yet. Even professor Marshall of the world's top business school, Walton business school, said that if Haier can achieve full SBU, Haier will be unique in the world.

Haier's SBU management revolution may not succeed, but the core concept of Haier SBU is to establish market trading principles in internal simulation, and to create a market chain mechanism within the enterprise can be learned and learned by many enterprises.

At present, some of the leading enterprises in the home building materials industry have recognized the necessity and urgency of building the market chain inside the enterprise, and have begun to pilot the market in some posts and functions.

In the home building materials industry, shop floor designers and shop floor trainers are common in the home furnishing industry. They can pilot the way of dealers (external customers) to improve the store design and terminal training level.

For example, to the terminal trainer, we can let the trainer go to the terminal, and develop the training courseware of the terminal practical and actual combat to the dealer.

These trainers and their excellent courseware will be clearly priced and recommended to dealers, so that dealers will "pay attention" and dealers will pay for trainers from enterprises.

In this way, a healthy competition and PK mechanism can be generated between trainers. The trainers who are helpful to the terminal training will surely be more and more welcomed by dealers. The number of trainers will be more and more, and the personal income of trainers will be higher and higher. This will also encourage trainers to constantly improve their training level, and develop more training courseware which is welcomed by the terminals. This will enable the trainers, enterprises and distributors to win the "three win" situation.

The trainers who are not welcome by dealers will be phased out by the market (dealers), and they will naturally achieve the situation of trainers' survival of the fittest, rather than the training directors inside the enterprises to decide the training and retention of trainers.

If the enterprises in home building materials industry should introduce the innovation of the market chain mechanism and ensure the success of the operation of the mechanism, the author thinks that the following aspects should be done:

First, we must do a good job in the ideological work of the staff market chain mechanism.

Before the introduction of such a market chain mechanism, employees are to some extent eating "big pot", their income and promotions are decided by the direct supervisor in the enterprise, not by the market.

Employees must have difficulties and resists emotions and attitudes towards this new mechanism.

First of all, we need to make clear to employees that this mechanism is open, fair and fair, and that it is a win-win relationship between employees and enterprises. Secondly, it is necessary to make an internal competition for employees' fear. PK, we need to point out that "competitive chess players", internal competition PK, survival of the fittest, help everyone to enhance their professional skills and be more competitive in the market, which is beneficial to the long-term development of every employee.

Two, the market chain mechanism should match the assessment and supervision mechanism.

This global brand network market chain mechanism is not a matter of choosing the right to sell to the distributor.

Dealers also have great limitations because of their differences in region, experience, ability and quality.

Not all distributors' opinions and choices are correct.

Moreover, sometimes there is a fundamental conflict between the interests of enterprises and distributors, such as dealers concerned about short-term interests, long-term interests can be ignored, and manufacturers must pay attention to long-term interests.

Therefore, the evaluation and assessment of employees who introduce the market chain mechanism can make up a large proportion of the opinions of distributors, but not all of them.

The enterprise itself must have regular assessment and assessment of employees' regular (such as quarterly or annual) to correct the possible problems and errors of dealers, and publish the information of evaluation and examination regularly to distributors.

The implementation of such a mechanism also requires a corresponding monitoring mechanism to prevent employees from complicity with dealers in order to curry favor with distributors and disregard company standards and requirements.

Three, we should do well in personnel echelon preparation and training.

The introduction and creation of this market chain mechanism requires enterprises to make adequate preparations for the cultivation and cultivation of talents.

To avoid the emergence of a passive situation where the competition and PK, the survival of the fittest will break down, the dealers will not be "able to be", so that the market chain mechanism will not operate smoothly or be terminated.

Four, the market chain mechanism should be flexibly dealt with according to the actual development stage of enterprises.

The introduction of the market chain mechanism is applicable to the development of enterprises to a certain stage. The channel network is relatively sound, the dealer's overall level is relatively mature, and the home building materials enterprises with relatively sufficient talent reserves are relatively mature.

For example, in the early stage of development, when the network is not perfect, dealers are immature and talents are scarce, it is highly unlikely that the market chain mechanism will be adopted too soon.

The market chain mechanism of distributors will be a good mechanism that can be adopted for most of the developing brand of home building materials.

But when to adopt, we must act according to circumstances, never "wear big shoes with small feet".