In recent years, the domestic electrical industry has undergone subversive changes. First, Qisheng was acquired by Schneider Australia. Then, the representative of the national electrician brand, TCL International Electric, was acquired by Legrand. Since 2006, the long-awaited Lang The electrician began to erupt, and the invisible champion of the key switch also surfaced... "M&A", "internationalization" and "blue ocean" clearly became the key words of the electrician industry in 2006. However, not all electrician companies are able to smoothly enter the "blue ocean", and the internationalization of national brands is not a smooth road. In recent years, we have been in contact with several high-level electrician brands, and everyone is looking for ways to break through the bottleneck of 50 million. Four characteristics of the company A is a representative example. The company has a factory area of ​​about 2,000 square meters and employs more than 300 people, including 10 sales teams. The company was founded 8 years ago and the CEO has repeatedly felt that he is at 50 million. It has been back and forth for 3 years. According to the CEO of Company A, what tricks have been used in these three years, that is, there is no big breakthrough, and the enterprises that started later than themselves have surpassed their own scale. In fact, in China, there are no fewer than 20 electrician companies like Company A. In the face of the 50 million troubles of the electrical companies, we summarized the following characteristics: 1, the brand is positioned in the low-end; 2, 3 to 10 years of operating history; 3, annual sales of 50 million yuan Left and right 徘徊; 4, have their own small-scale sales team. The three major sticks in the communication and on-the-spot investigation with the management of Company A, we found that the key reason why Company A can't exceed 50 million. Combined with the situation of other similar enterprises, we found the three major sticks of such enterprises: ◠Management mode The bottleneck of many electrical companies due to the low threshold of the industry, when real estate development entered the fast lane a few years ago, with a few guns, a few people completed the accumulation of original capital in a short time, such as in the Wenzhou electrician industry: " I have not heard of anyone who has lost money." In the rapid expansion of the enterprise, the high development speed masks the management efficiency problem in the development process of the enterprise. Some early high-efficiency management methods and habits have precipitated with the development of the enterprise. When the threshold is 50 million. These management methods have not been applied to enterprises, and even seriously affect the efficiency of enterprises. From the characteristics of the electrical industry, after entering the stage of 50 million, enterprises must introduce scientific management awareness. From the simple invoicing, we must establish a preliminary normative system, establish a preliminary standardized management system internally, and solve the basic materials, work and expense management in enterprise management with a scientific and perfect system, thus establishing a basically stable "Backyard", get rid of some problems brought about by the rule of the people should not happen, contain the energy of the enterprise (the business energy here refers mainly to the boss's energy). There was once a company that issued labor insurance products and the boss always went into battle. The business situation of this company is naturally foreseeable. People's energy is limited, especially the CEO of the company, it is easy to lose sight of it. The current management technology used to be considered as a magic weapon for its success should be considered for replacement. However, although the reform of the model has laid a long-term development platform for enterprises, this process is painful. It is very difficult to change the habits of bosses and employees and even dealers. Just as people who are used to vests are suddenly required to wear suits and bare feet. Suddenly, the reason for wearing leather shoes is the same. In the short term, they will certainly have resistance, distortion and opposition to the new changes. Moreover, in the process, it seems that there is no immediate benefit. The CEOs of many companies often unconsciously return their companies to their original state after a period of time. The CEO of Company A has had several repeated experiences. As if the change was introduced, the company would be full of smog and complaints, and it would be calm and calm. There are also corporate CEOs who use the manager's card to promote change, but there are many failures, because in essence, the CEO of the company is avoiding the problem of change. All in all, the transformation of the management model of electrician enterprises at this stage is in the hands of the CEOs of the enterprise, that is, the fate is in their own hands. ◠Limitations of brand development In the 1990s, the electrical industry was basically in the stage of product quality competition. Many companies can make big money by producing products. The combination of marketing 4P is basically a rough initial stage. At this stage. The companies that have grown up have not experienced systematic changes, and it is inevitable to encounter a bottleneck of 50 million. The specific constraints are the low level of R&D and design of products, the slow construction of marketing channels, and the extensive management of marketing teams. The biggest obstacle is the aging of marketing channels, and the special management of family friends is the most deadly. The author once witnessed the process of a market that was operated by the CEO of the “King of the Royal Family†from the peak to the decline. Because it takes a lot of courage and determination to solve these disputes. Therefore, in this environment, the CEOs of some enterprises feel that they are hard to return, and they are allowed to develop naturally. Enterprises are also gradually losing market share because they cannot adapt to changes in the market, or they are not holding back. In this case, the CEOs of some companies began to try to find new ways to launch a new brand strategy. However, in the absence of major changes in the management body, only a new cycle has begun. ◠The lack of talents in the enterprise The electrician enterprise that was laid down by several people with several guns in the past is now a family member who has contributed a lot to the development of the company, such as Xiaozizi and Xiaozizi. Chinese people are talking about feelings. Naturally, after they are rich, they can't give them the right to release wine. The family members are mostly in important positions in the enterprise. This is also the commonality of family management in Chinese private enterprises. We also advocate that the sages do not avoid relatives, but the family members are talented and can not get along with the foreign talents. Because from the perspective of foreign talents, family members always have a special hat on their heads, and naturally inevitably increase their weight in the process of participating in decision-making. Therefore, the foreign talents in this atmosphere naturally feel that they are always careful, such as walking on thin ice, which will inevitably affect the democratic atmosphere of enterprise management, and ultimately cause good talents to stay (in general, the higher the degree of professionalism can not adapt). Such enterprises cannot attract or retain talents. Of course, enterprises must fall into the vicious circle of inbreeding-family. Foreign talents can't break through this ice, which has led many private enterprises to find good talents in recent years, and professional managers can't find a suitable development space and complain about each other. In fact, the initiative to solve these problems lies in the CEO of the company. Because the foreign talents are relatively weak, only the CEOs of the enterprises are keenly aware of the urgency of the reform, and can create a good platform for the highly professional talents. History tells us that most top-down reforms can be successful, and bottom-up reforms mostly end in failure, such as Germany’s iron and blood prime minister Bismarck, Japan’s Meiji Restoration, China’s Wang Anshi, and Hundred Days. History is like this, and so is the company. The breakthrough of the 50 million dilemma of the electrician brand lies in whether the boss of the enterprise can rely on external forces to take advantage of the strong push to take advantage of the trend. (Chen Wenwen) ________________________________________ This information comes from: China Lighting Trade Network
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