Under the global epidemic crisis, if companies want to survive this crisis, they must first have higher efficiency and lower cost capabilities. It is necessary to return to the source, not affected by the market, and continue to grow. This article comes from the WeChat public account:Spring Warm Flowers (ID: CCH_chunnuanhuakai) author: Chen Chunhua, head Figure from: vision China
First, there are three common phenomena in business
When we are doing business, these three common phenomena make us easy to make mistakes.
Phenomenon 1: Deviate from the main business line and ignore customers
The first phenomenon is that it is easy to ignore customers in business. At the beginning, enterprise managers still care more about customers, and all thinking may come from customers, but after a smooth development to a certain stage, managers begin to shift their focus to themselves, focusing on their products and internal management. The market to determine the operation of the enterprise slowly deviates from the customer, even within the company, it seems to have nothing to do with the customer.
Phenomenon 2: The higher the position, the higher the decision-making power and the further away from the customer
The second phenomenon is that people with higher positions and people with higher decision-making power are farther away from customers. This is where I am more worried. When a company reaches a certain scale or industry status, it will be very far away from the customer; when a manager reaches a certain position, the higher the decision-making power, the farther away from the customer. In many cases, the biggest challenge we face is not that the market does not work, or that there is no opportunity. I think the big reason is that the decision-makers are too far from the market to be sensitive to changes in the market and changes in customer demand.
Phenomenon 3: Care about scale and profitability, and leave customers
The third phenomenon, managers are more concerned about the scale and profitability of the company, especially when capital is introduced, you will be more concerned about scale, profitability and growth, causing the focus of thinking to leave the customer.
However, we must know very clearly that the belief of the operator is: truly strive to create customer value. The fundamental reason for the enterprise being eliminated is that it has left the customer, that is, the customer has eliminated you.
Second, the three core issues that drive the survival of enterprises
The crisis brought about by the epidemic is a huge test for every enterprise, but in any case, it is a basic requirement for each enterprise to survive and continue to develop. The test standard is very simple-how to answer the following three core key questions:
First, whether to grow with customers
This epidemic made people suddenly feel that online is a must, so some companies get new opportunities, some companies respond passively, and some companies are completely eliminated. But the fact is, businesses that have the opportunity to understand that customers are onlineChanges, so keep up with the changes; those companies that have been eliminated have not kept up with the pace of customer growth and changes. The epidemic situation is just to advance this change. For example, I used to refuse to do video and video, but today I have to accept it, because today’s customers are more willing to watch videos and listen to sounds. If I don’t record videos, customers will eliminate me , No matter how good my content is.
Second, whether to promote industry progress
Many emerging Internet companies like to use a term called subversion, but companies that are truly sustainable will choose to promote industry progress and innovate new values with the industry. Enterprises that promote the progress of the industry can keep up with the changes of customers together with the industry. Therefore, when managers with a strong sense of operation always hold customers and the industry in their hearts, they will choose to promote the progress of the industry and thus promote the development of the enterprise . The epidemic has brought about changes in many industries, some of which are even essential changes, so it is especially necessary for enterprise managers to understand and make corresponding changes.
Third, whether to grow together with employees
The growth of employees determines the level of the company’s true ability. Enterprises with a continuously growing workforce always have very good development capabilities. However, what we need to know is whether the employee’s growth ability depends on the employee’s learning ability, and whether he is willing to accept all changes and adjustments of the company.
If you find that anyone is transferred, he will communicate with you that it is unfair to him or that he is unwilling to adjust. This may be that the employee’s growth is not enough. If when the employee is adjusted, he is happy to accept that this is a new learning opportunity, a new challenge, and even an opportunity for growth, then I will think that the strength of the employee’s growth is enough.
Three, return to the source, growth is not affected by the environment
The epidemic crisis brought huge changes to the external environment, which directly affected the growth of the enterprise. However, we still see companies that have achieved growth and still know that there are companies that do well in every industry. If we calm down and analyze it carefully, we can actually understand that these companies that maintain growth can answer the above three key questions well.
In my continuous research in the past, some company leaders told me that they have been serving customers well for 20 years. I asked him two questions: First, what is the proportion of new customers or new value development? Second, what is the proportion of young customers? When he cannot answer these two points, the sustainability of the company will be in question.
So, Be sure to discuss with the team. Do we grow with customers? Do we have young customers and new customers? If you have no continuous new customer development, or new value development, no young customers or new customers, this question will not be answered.
The second question is, do employees have the ability to adjust to changes? This sentence means, first, is your employee a learning employee? In the process of serving beauty, there is one thing I think it does very differently. Since 1998, the United States has been studying on Sunday. No one thinks this is not normal behavior, because everyone feels that if he hasn’t heard the class and didn’t study, he should be eliminated. I give this example to tell you, how does an employee view his growth during his growth? The first is to look at the learning ability of employees. Are employees willing to learn or unwilling to learn? Second, are employees willing to accept all changes and adjustments in the company?
I also often discuss industry growth and development with companies. I will ask two questions. First, are companies willing to coexist with industry partners? Second, what is the value of enterprise contribution to industrial development? In this epidemic, companies such as Alibaba, Tencent, Huawei and Ctrip have issued policies and resources to help ecological partners, and open platforms and services. It is precisely because they have done so that they have gained new room for development in this epidemic crisis.
In summary, in the post-epidemic era, whether a company can continue to develop depends on three things: being with customers, promoting industry progress, and growing with employees.
I am sometimes worried that everyone is covered by something, such as the impact and changes brought about by the epidemic. The goal we want to achieve is very simple. Take away these external phenomena and return to the most original thing. That is, there is only one basic condition for business: to maintain growth without interference from the market.If we can do this, we can find our own way of development in the post-epidemic era. (End of this article)
This article comes from the WeChat public account:Spring Warm Flowers (ID: CCH_chunnuanhuakai) , author: Chen Chunhua