These eight management theories will mislead your enterprise.

I. Internet Thinking and Internet Enterprises

? Internet Thinking and Enterprise? It is not a theory in itself, but the serious misunderstanding of its concept can not be ignored.

Historically, it is often revolutionary tools that have changed the world and then changed the way of thinking, rather than the so-called thinking that has brought social changes? Except for a few inventors and philosophers.

Before the automobile appeared, the main means of transportation was carriage. Old car companies such as GM are all transformed from carriage manufacturers, and the power of cars is also marked by horsepower. The United States is called? The country on the wheel of a car? , relative to the carriage era? Car thinking? How much has changed? Including speed, safety and industrial support.

Different from the steam engine that brought mankind into the industrial age and the computer that pushed the world into the information age, many changes made by the Internet to society are intangible and unpredictable. Therefore, Internet thinking is made mysterious.

Lei Jun proposed? Seven-character formula? : focus, extreme, word of mouth, fast.

? No one has seen it, and they know it on purpose? Tong Ren Tang insists? Although the processing is complicated, you won't dare to save labor. Although it tastes expensive, you dare not reduce your material resources. Isn't it typical concentration, extreme, and word of mouth?

Perhaps the unprecedented function enhancement brought by these Internet tools, such as user experience and participation, collaborative consumption and sharing, accurate matching and positioning, is the essence of Internet thinking.

Except HP, Dell and Lenovo, everyone is just a computer user, so don't confuse it with a computer company. The so-called Internet enterprises only refer to enterprises that produce mutually beneficial network products and supporting facilities, including gateways/routers and servers. And we just use internet tools or facilities.

Labeling will not only confuse people, but also harm people, leading to shallow competition and great waste of social resources.

Ma Yun insists: We are not an Internet company, but a business transaction service enterprise, and the Internet is just a tool. In the future, if everyone thinks it is more convenient to do business on the moon, Alibaba will be a rocket. Will we become a rocket company?

Therefore, Xiaomi Company is neither an Internet enterprise nor a service platform using Internet technology (rice chat can be ignored); It is an enterprise with excellent Internet tools and advanced Internet thinking. It is just a provider of mobile phones and smart consumer goods.

Give up the basics. Master Lei? On you? New clothes? It's falling off.

Second, the business model

The so-called business model, in short, is a sustainable profit model based on meeting customer needs.

However,? Die if you don't innovate? Our business model is rapidly going to the opposite side. Related theories are increasingly complex, including six major transaction structures and business models of stakeholders. Canvas? Nine dimensions have become an all-encompassing business model.

At this time, people began to have aesthetic fatigue on the business model: Why do companies with a long history never talk about the business model? Why do Yahoo and Google rely on advertising for their free core business, but the results are quite different? Why are companies keen on business model innovation emerging one after another? Meteor?

In the world? Top 500? The number one is Wal-Mart? The trick is to make retailers unparalleled.

1987, Wal-Mart launched the world's first commercial communication satellite at a cost of $400 million by Hughes. This largest non-governmental database covers information such as supply and flow, warehouse management, customers, equipment investment, management fees, etc. In 2004, Wal-Mart took the lead in using smart tag technology (RFID) to replace the traditional bar code.

Wal-Mart knows that the essence of retail is procurement, sales and storage, supply chain, efficiency and price difference. Long before the advent of the Internet, they solved the problem of operating big data and intelligent management. Who is the core competitiveness of Wal-Mart, which never engages in marketing advertising bombing and is insulated from business model innovation?

What is the essence of business? Essence? This is the business form? Organizational forms of enterprises in industrial chain.

In the real estate industry, investors, designers, developers, builders, sales agents and property management service providers are covered in the order of the value chain. In manufacturing, business forms include processors, manufacturers and suppliers.

Third, (marketing) positioning theory.

World famous? Herbal tea war? Since the outbreak, Jiaduobao has lost Wang Laoji's trademark, advertising language and red can packaging, with a total losing streak of 2 1 field, which is really a rare sad reminder at all times and in all countries.

Wang Laoji, a red can with initial sales of only1-200 million yuan, quickly became a giant of domestic herbal tea, and Jiaduobao created a classic myth of marketing positioning. But this just reflects the low-level mistakes and even ignorance of its corporate strategy.

As we all know, positioning theory comes from the field of communication. At that time, Reese and trout were partners in an advertising company. To plan a good product image and occupy a unique and favorable position in consumers' minds, the best marketing positioning is to make it synonymous with a certain type of product.

In fact, the positioning theory is helpful to product focus in the early stage of enterprise development, but it can't face the expansion demand of becoming stronger and bigger. If superstitious? Dragon begets dragon, phoenix begets phoenix, and mouse son can make holes? How to upgrade and transform China enterprises that started from OEM? What about joining the ranks? Fortune 500? Forest?

There is no denying that Jiaduobao and Hongdao Group can buy out Huang Zhenlong and Hezheng even if they can't buy the brand of Wang Laoji, and there will be no protracted brand dispute.

It can be seen that due to its strong control over market channels, Jiaduobao was not defeated because of the loss of Wang Laoji's trademark. Its real crisis is that when sales exceed 20 billion, it is still a single herbal tea. After the market share exceeds 50%, can the sales volume be doubled?

In June this year, Hongdao Group took the initiative to reach a strategic cooperation intention with Beijing Control Group, involving five aspects: commercialization of sports industry, real estate and old-age health, food and beverage, mixed reform and football club. This diversified expansion obviously has a sense of despair. Recently, Jiaduobao broke negative news such as layoffs and the suspension of some lines.

What is the basis for charging sky-high consulting fees? Hold high and hit high? The marketing positioning theory, which leads to extremely high marketing expenses and channel profits and extremely fragile product cost performance, is harmful to China enterprises.

You can't just look at the product, not the industry.

Fourth, the (product) competitive strategy.

Dependence? Competitive strategy trilogy? The famous Michael? Porter, known as the leading strategist today, was awarded Harvard? University professor? .

In short, Porter's core ideas include:

(1) Strategy is a unique competitive method and a trade-off. The problem is that it is easy to give up in practice, but how can enterprises progress and expand? What are the paths and laws?

(B) strategic positioning as the core of the strategy, its essence is to choose different business activities from competitors. The question is, are there so many differences? Moreover, there is no unique competitive strategy and operation mode, which is a trade secret that is difficult to imitate between enterprises.

(3) It consists of cost leadership, differentiation and focus? Access policy? , can be used as a representative activity of strategic positioning. The question is, is the access policy independent of the size of the enterprise? Small enterprises are easy to concentrate, and large enterprises are duty-bound in taxation, employee treatment and social responsibility. Where can they gain the cost competitive advantage?

? Good air conditioning, made by Gree? As the overlord of the global air-conditioning industry, why does Gree jump out of the pattern of single product and set foot in other white goods fields such as refrigerators and household appliances? Recently, Angel, who is increasingly anxious, is playing with smart phones and investing in new energy vehicles. What is the probability of success of this diversified expansion path?

Should I admit it? Only method, no direction? Master Potter is related to endless price wars and bottomless product wars, and the consequences are as follows:

First, industrial development? Paradox? An industry (mainly manufacturing), as long as China people enter, others will leave; Soon, China people can't play anymore.

Second, the competitive strategies are similar: large and small enterprises jointly strive for external prices and internal control costs.

In fact, competition strategy is closely related to the status of the industry: small enterprises stress competition and fight for prices because they lack market influence; Large enterprises attach importance to alliance and cooperation. On the one hand, society has image requirements, on the other hand, they can win extraordinary profits by integrating industries (chains) or even colluding.

Verb (abbreviation for verb) benchmark/catch-up strategy

The essence of benchmarking management is to find and study the best practices of first-class companies in the same industry, and compare them with this enterprise as a benchmark, so as to continuously improve, enter or catch up with first-class companies and create outstanding performance.

McKinsey & Company is a typical spokesperson: take benchmarking enterprises as catch-up targets and promote best practices.

Needless to say, the disadvantages of benchmarking are:

First, it leads to the convergence of enterprise competition.

Because enterprises are encouraged to learn from each other and imitate each other, the products, quality and services are similar, which leads to the improvement of operating efficiency and the continuous decline of profit margin.

Second, there are benchmarking traps.

Just to catch up with the advanced and continue to benchmark, it is inevitable to fall into? Backwardness, benchmarking, backwardness, benchmarking again? Trap.

In fact, benchmarking is a catching-up strategy, and having a late-comer advantage is the premise of its success.

In 2008, the American General Motors Company was hit hard by the financial crisis and gave up its 77-year global sales champion. Toyota, Japan, which is famous for lean production? Overtaking in corners? Secondly, its net loss in fiscal year was as high as $4.5 billion, which was the first loss in its 7 1 year history.

Even more amazing is that from June 2009 10 to May 2065, Toyota recalled 9 million vehicles worldwide, creating an industry miracle.

Toyota family? Rich three generations? Akio Toyoda profoundly reviewed that it was wrong to overtake GM and go all out to become the world's largest automaker.

Coincidentally. In 20 14, Volkswagen surpassed Toyota to become the new overlord of the global automobile industry. What about the following year? Fraud door? The incident broke out and the public was in danger. Industry leaders? A spell? Appear again?

Catch-up strategy, like benchmarking, will inevitably aggravate homogenization competition and overcapacity. Its guiding ideology is to confuse enterprise development goals and business indicators as strategic directions, such as? Sales exceeded10 billion yuan? 、? Is the industry in the top three? Wait a minute.

This is not only a typical confusion of goals and means, but also often drags enterprises into the track of collapse in practice.

One more question: Become? Boss? What is the strategic goal after that?

Six, amoeba model

Amoeba mode is to divide the whole enterprise into several independent accounting and management organizations, which can be infinitely divided like amoeba.

In recent years, amoeba, which is popular among enterprises in China, is almost ignored in Europe and America. Why? In fact, its premise constraints are very obvious.

(1) Besides independent accounting, Amoeba can't do without enterprise philosophy.

Is it widely practiced by Japanese companies? Lifetime employment system? Yamato's sense of shame and team spirit are rare in the world. They are very self-disciplined since childhood and can't cause trouble to others. It is their own fault to drag down the collective and lead to failure.

In the final analysis, management is the management of people, and any model must be suitable for the characteristics and cultural atmosphere of employees. The concept gene that amoeba can stand on is not only far from westerners, but also difficult for Han people to accept.

So after Amoeba arrived in China, there were many changes: the principle of spiritual encouragement degenerated into? Is performance appraisal linked to material rewards? Smart China people use deception to solve the accounting problem.

(B) constant fission will inevitably undermine the integrity of enterprises, it is difficult to conduct independent accounting.

Amoeba has three elements: first, independent accounting, second, complete business links, and third, obedience to company strategy.

Mr. kazuo inamori advocates the distribution of benefits between marketing and production system? Market reversal method? . After amoeba fission, how to cut the interests between workshop and team? Kazuo inamori advocates repeatedly agreeing on reasonable cost or price based on ideology, which is undoubtedly too difficult in practice. Obviously, after the business chain of the business entity loses its integrity, independent accounting becomes a difficult problem.

(3) must? Business department first, then amoeba?

Since the organizational transformation of American General Motors Company in the 1920s, the division system has already become a universal management mode in the world. ? World War II? After that, Panasonic took the lead in implementing the business division system in Japan and soon spread to major enterprises. Mr. kazuo inamori began to promote amoeba in 1970s and 1980s, but there are only over 300 Japanese enterprises at present. What does this mean?

Without the accounting basis of business division system, where does the interest accounting of smaller business divisions start? Without the boss's decentralization to managers, where does the independent management right of public institutions come from? How far can amoeba go without strategic management after decentralization?

Don't you see that Japanese enterprises with lost corporate strategy and weak industrial competition have nothing to do with excessive pursuit of lean production and extreme concentration?

Seven. Grouping/control

? Group control? This hot topic is difficult to make a clear breakthrough in theory, and it is also very helpful in practice. In fact, it is a completely false proposition. Who has seen relevant works in Europe and America? This is really incredible in the field of business administration with a large number of people.

In fact, there are two paths for enterprise development: one is to keep opening branches, no matter how large the scale is, it will always be a single enterprise in essence; The second is to establish joint ventures with other investors. Marriage and reproduction? When a subsidiary or grandson company appears, it becomes a group company.

The two models often overlap in practice, and specific enterprises only have their own emphasis. Therefore, the essence of group control is large-scale management, no matter whether the subordinate enterprises are local or foreign, whether they are wholly-owned or joint ventures, holding shares or participating in property rights.

Secondly, the operation of the board of directors in the parent-subsidiary system is very important. Most modern enterprises start with joint-stock joint ventures and partnerships. At least after reaching a certain scale, we should either give managers equity incentives or introduce strategic investors to seek listing, so corporate governance has become a common topic.

Management itself is interlinked, and the scale boundaries of large and small enterprises are not clear. Even if the proposition of group management is established, it should be at least divided into five modules: strategy, organization, process, salary and culture. Scientific research is inseparable from constant differentiation.

In addition, industry leaders need to seek strategic alliances to consolidate their vested interests, and multinational companies should hold high the banner of social responsibility in order to integrate and utilize international resources.

In other words, it is not that the topic of group control is meaningless, but that the large-scale operation of enterprises has its own logic. If you don't go down step by step, why give up everything?

Controlled by the group? China fever? There are two major inducements: one is the impulse of scale supremacy and group expansion, and the other is the misunderstanding and misleading of the concept of Japanese enterprise groups.

This is an enterprise group system that was forced to swallow the bitter fruit after the Japanese defeat, but it still lingers in today's China. The root cause may be: avoiding property rights reform? Minefield? In line with the planned economy? Get married? To meet people's needs? Great Leap Forward? Mentality.

Enterprise management is an eternal topic, especially after scale.

Eight. vision and mission

We know that the mission explains the purpose and reason of an organization or individual's existence, or the value of its existence; Shared vision refers to the ideal picture that an organization or individual hopes to achieve or create by putting its mission into practice.

But in practice, people's perception of vision often leads to subjective inversion errors. It should be noted that the main body to achieve the so-called ideal state is not the organization/individual itself, but the customer you serve or the society you contribute! In other words, the ideal vision is to share with customers or society, which is obtained or enjoyed by the latter, and is by no means for entrepreneurs or enterprises to have fun by themselves.

For example,? Saving lives? It is a doctor's mission, and its vision is by no means. Respected? 、? Bigger and stronger? , but in? Everyone is equal before illness? , manufacturing? Make everyone sick? .

It is caused by the common misunderstanding of vision refinement in enterprise practice. Tall? Our vision is difficult to communicate with strategic management, which is not enough to motivate employees to work together, let alone attract consumers or social support.

At first, the car was just a luxury. Old Ford made up his mind to produce a car for the public, so that people can take their families and roam freely in the land given by God.

Therefore, Ford invented and vigorously promoted the assembly line, shortening the cycle time of bicycle production from 12 hours in 1908 to 93 minutes in1965,438+03 and 15 seconds in 1925. At the same time, Ford reduced the price of Model T from $900 in 1909 to $440 in19/4 and $290 in 1924. At that time, the average daily wage of unskilled workers in the United States was 1 USD, that of skilled workers was $2.50, and that of Ford paid workers was $5.

Old Ford didn't shout? Revitalize the national automobile industry? , and did not work hard on business model innovation and marketing planning revolution. The company's automobile sales increased rapidly from 65,438+58,000 in 0909 to 730,000 in 19 16. 1926 before the production of model t stopped, Ford's annual output had reached 2 million, and within 20 years, model T * * had been produced150,000.

Only a simple vision can land and be great.

The fundamental reasons for the obvious limitations of the above eight management theories are: paying attention to product competition while ignoring industrial development, paying attention to competition methods without strategic direction, and paying attention to enterprise competition while ignoring alliance cooperation.

Do not break, do not stand, do not stand and do not break? The breakthrough point is to establish a real strategic positioning.

After years of theoretical research and practical exploration, the author put forward a groundbreaking definition of strategic positioning for the first time: strategic positioning is the development direction of enterprises, which is manifested in a certain expansion path choice; By analyzing the internal and external competitive environment of enterprises, it determines the industrial boundary, business form and competitive position of enterprises, and lays the necessary foundation for strategic management.

The following is the strategic positioning? Trilogy?

First, industrial boundaries and dynamic expansion.

Industrial boundary refers to the width of industrial scope covered by products/services provided by enterprises, or the span of industrial chain links.

Generally speaking, there are three main points in establishing industrial boundaries:

First, the understanding of the industry cannot proceed from the professional or technical characteristics of the enterprise itself, but must stand from the perspective of the customers it serves.

Second, the whole industrial chain is rarely regarded as a whole, and the confirmation and control of key links in the industrial chain is a magic weapon for success.

Third, industrial boundaries are dynamic. Enterprises in the initial stage and growth stage must be highly focused. After becoming the first camp in the industry, they must pay attention to opening and integrating the industrial chain, broadening the industrial boundary or starting industrial upgrading in time.

Because of its superiority, Southwest Airlines has become a classic case of strategic research.

Starting from marketing and product positioning, Southwest Airlines caters to customers' demand of being price-sensitive and not deliberately pursuing enjoyment, and adopts a single mode to provide point-to-point direct flight service.

Further research: Why can Southwest Airlines and only Southwest Airlines achieve the above model? Explaining low price with low cost is actually a circular argument. Southwest Airlines, which has a well-known service quality and safety record, has maintained an amazing profitability for a long time. Is there such a fight? Price war? Really?

Keller, the founder of the company, has a thought-provoking saying: We no longer compete with airlines, but our new rival is road traffic, and we want to move the passenger flow on the expressway to the sky.

In other words, Southwest Airlines has a different understanding and definition of its own industry: air transport is just a popular passenger service industry.

1946, Shoichiro Honda began to produce primary mechanical bicycles, and the first motorcycle was developed the following year. 1959, he resisted the pressure of Japan's Ministry of International Trade and Industry and resolutely entered the automobile manufacturing industry.

In 2006, Honda Aircraft Manufacturing Company, which has been preparing for many years, was formally established. The experimental mass-produced No.4 aircraft successfully made its first flight in May 20 12, and the first aircraft was officially delivered to customers at the end of 20 15.

In addition, as early as 2000, Honda launched the world's first two-legged robot.

In this way, Honda's industrial boundary, from the manufacture of motor vehicles (motorcycles/cars), has been continuously extended and upgraded to? Personal transportation system solution? .

Second, business forms and transformation and upgrading.

Business form refers to the organizational types of enterprises in related industries and their existing forms in the industrial chain. What is the so-called retail field? Format? , referring to different forms such as department stores, supermarkets and specialty stores; Their organizational models are different, but there is no substantial difference between the products and services they finally provide.

It should be pointed out that business forms and business models are fundamentally different. The latter refers to the profit model of enterprises on the basis of maximizing the interests of customers. The correlation between the two is that business form determines business model, and business model reacts on business form.

No matter what kind of industry or a specific link of an industry, there are generally many business forms. In the real estate industry, there are developers, investors, designers, contractors (construction), decorators, (sales) agents, property management companies and other business forms.

For manufacturing, business forms include the following three categories.

(1) processor

Without independent marketing system and independent product brand, we can only produce finished products for brand enterprises, or semi-finished products and spare parts for middlemen, and become others' processing workshops.

(2) Manufacturer

Also known as manufacturers, on the one hand, they produce finished products and sell them themselves (direct sales or distribution), on the other hand, they only sell their own products, which is called self-production and self-marketing. They have an independent marketing system and brand building, but they rely on their own production capacity. Heavy assets? Risk.

(3) suppliers

Enterprises provide products and services to a large extent through subcontracting and outsourcing. In industries with considerable technology added value, enterprises can provide customers with system solutions.

1988, South Korea's Samsung started? Second venture? , announced that it would no longer contract for Sanyo in Japan, thus becoming the world's largest supplier of consumer electronics.

Ironically, in the late 1990s, Sanyo began to give up its own brand and turn to other big companies for OEM. At that time, Japan's economy was in recession, and Sanyo made a profit with the OEM strategy. Invented by Japanese industry? 3S？ The word refers to Sanyo, Sharp and Sony, which stand out from the crowd and have annual profits of more than 50 billion yen.

So-called? This time is different? OEM strategy will inevitably ignore brand building and technological innovation. Although Sanyo's R&D expenditure is increasing every year, it is actually only used for production line improvement. In the first half of 2005, Sanyo's net loss was as high as $6543.8+300 million.

In March, 2006, the Jingzhi family was forced to transfer the controlling stake of Sanyo, and withdrew from this enterprise which had spent more than half a century. Sanyo, which followed, repeatedly interpreted the tragedy of disintegration, sale and reorganization. 20 12, once ranked? Fortune 500? Sanyo, ranked 277th, disappeared completely.

? Make someone else's wedding dress? Not sad at all. What's really sad is willingness? Others make wedding clothes? .

Third, competitive position and alliance cooperation.

Competitive position refers to the relative position or position of an enterprise in its (competitive) industry.

As we know, the industry is generally composed of enterprises with different competitive positions; Generally speaking, it can be divided into six categories: control (making rules), leading (determining prices), leading (leading trends), advantages (left and right patterns), maintenance (affecting competition intensity) and struggle (forming industrial ecology).

Small enterprises talk about competition because they lack the weight of cooperation with others, in order to get a share in the industrial chain, fight for prices and services. Low cost and concentration are almost necessary competitive strategies; Large enterprises attach importance to alliances because it is inevitable that their comprehensive operating costs will be high, and it will be better to fight price wars. Price drop? . As we all know, the profit of oligopoly is much higher than that of competition. The advantage is to integrate industry resources, control key links in the industrial chain and seek strategic alliances. Of course, leaders can't take the initiative to make mistakes and leave opportunities for pursuers.

In recent years, Gree is finally no longer satisfied with being the boss of the global air-conditioning industry. Dong Mingzhu, which has always been strong, entered the smart phone with great fanfare. Of course, Gree mobile phones may be aimed at the layout of smart home appliances and homes, but it is not only mobile phones that act as intelligent control terminals. More importantly, Gree is bent on making smart home appliances and has never had a good resource accumulation and partners.

At the end of 20 14, Midea signed a strategic cooperation agreement with JD.COM to introduce Xiaomi Technology as a strategic investor at a cost of 126 billion yuan. At the beginning of this year, Midea released the M-Smart Smart Eco-plan, which aims to provide a total solution for smart life. It is estimated that by 20 17, the smart life service will be fully put into operation.

At present, Midea's smart life operation service platform has achieved the following results: First, it has reached the first strategic cooperation with SAIC-GM-OnStar in smart home and car networking applications in China; The second is to complete the open connection with Huawei, Tencent, Xiaomi, TCL, LeTV, OnStar and Iflytek; Third, with IBM, Alibaba Cloud, Amazon, etc? Brother company? * * * With the realization of after-sales service, intelligent system operation of single equipment and cross-category equipment, and scene linkage, it includes intelligent application of various scenes such as home security, power supply and lighting.

The basic feature of market economy is competition, but its premise is social division of labor and cooperation. Undoubtedly, enterprises with market (core) competitiveness are excellent enterprises. In the tide of globalization, informationization and networking, it is the characteristic of excellent enterprises to know how to integrate resources and lead the development of the industry through division of labor and cooperation, which greatly reduces the social and economic surplus. From competition to cooperation, from Excellence to Excellence.

The so-called ecological circle, its connotation is interdependence, win-win cooperation, and sharing the economy is inseparable from cooperation and trust.

Of course, for ordinary SMEs, survival is the most important thing.