Kunming Cigarette Factory changed from an obscure "leader", then from prosperity to decline, and then rose again, forming the "Yan Kun phenomenon". This "Yan Kun phenomenon" gives us profound enlightenment: bold innovation, catching up with foreign strong players, and giving birth to a generation of pioneers in China tobacco industry; Slow innovation, missed opportunities and mistakes in decision-making; There are also unfavorable factors such as supporting environment, which can make any thriving enterprise in trouble. Old enterprises should make full use of their own brand advantages, take new products as a breakthrough, and "awaken" the image of old famous brands through new products, so as to reshape the image of old enterprises and extend the glorious road under their feet. ...

In the history of China tobacco industry, Kunming cigarette factory is an epoch-making enterprise. In the anti-Japanese bonfire more than half a century ago, the first generation of Yankun people wrote an epic entrepreneurial history to resist foreign smoke and revitalize national industry, and once set off a "patriotic smoke" to support the anti-Japanese war in the "Anti-Japanese War Rear Area". After the founding of New China, the second generation of Yan Kun people made China famous cigarettes after catching up with foreign cigarettes such as celik. After the reform and opening up, the third generation of Yan Kun people proudly owned the title of "No.1 Tobacco Factory in China" for many years. They dare to take the lead in introducing technology, making Kunming cigarette factory known as "the first cigarette factory that dares to eat crabs". Over the years, various brands of cigarettes of Kunming Cigarette Factory have shined in China Tobacco Hall, and Kunming Cigarette Factory has won honor for China tobacco industry. 1995, Kunming Cigarette Factory produced cigarettes1230,000 cases (TEUs), with a total industrial output value of 765,438+63 million yuan and profits and taxes of 5.28 billion yuan. Ranked 46th among the top 500 industrial enterprises in China by sales. Total profits and taxes ranked among the top 500 industrial enterprises in China 1 1. Ranked 7th among the top 500 comprehensive evaluation enterprises in China, and won the title of "12 Best". Ranked 123 in the top 500 net assets ranking of "China backbone" state-owned enterprises. Since the late 1980s, the development of Yan Kun has experienced some setbacks. However, more than 6,000 people in Yan Kun have not bowed their heads in the face of difficulties, and there is no tradition of giving up when faced with difficulties. In the internal reform of "laying the foundation and building the image", they shouted the ambition of "hanging the beam and stabbing the stock, taking courage and creating brilliance together" and started their third venture. 1at the end of 996, with the listing of "three new packs of cigarettes", Yankun people ushered in the long-awaited "dawn".

The development course of Kunming cigarette factory is thought-provoking, and we might as well call its development track a phenomenon-"Yan Kun phenomenon".

In a sense, the history of Kunming cigarette factory is a struggle history to challenge foreign tobacco and revitalize the national tobacco industry. 1922, Yu Jinhou, a native of Yunnan, broke through the siege of foreign cigarettes such as Lao Dao, Sanpaotai and bandits, founded the first machine-made tobacco factory in Yunnan, Asia Tobacco Company, and launched "Jiujiu" brand cigarettes. "Asia" soon disappeared in the smoke of foreign smoke, but the national brand "wine worship" survived because it represented a national spirit. 1942, the predecessor of Kunming Cigarette Factory-"Yunnan Paper Cigarette Factory" was announced, which opened the prelude for Yan Kun people to boycott foreign cigarettes and revitalize national industries. During the Anti-Japanese War, the Double Ninth Festival was very popular as a patriotic cigarette. After the founding of New China, Yankun people once again attacked foreign cigarettes such as British "celik". In the late 1950s, Yan Kun's Grade A cigarettes swept the country, leaving a story of "one cloud, two teas and three China". In 1980s, Yankun people took aim at Marlboro, 555 and other foreign famous cigarettes and started a difficult journey of challenge. It is this national spirit that dares to challenge that has become a sense of responsibility to promote the vigorous development of Kunming tobacco industry. Yan Kunren believes that entrepreneurship begins with challenges and is based on challenges. Only by constantly aiming at internationally renowned brands will there be a steady stream of motivation to catch up with the target.

1965, Comrade Deng Xiaoping, then General Secretary of the Central Committee, inspected Kunming Cigarette Factory. He told the leaders of Kunming cigarette factory that the development of "Yunyan" depends on technical transformation and mechanization. People in Yan Kun remember Comrade Xiaoping's entrustment. 1973, the people of Yan Kun made an epoch-making decision. They imported a set of MK8D cigarette maker from British Moleyns Company at a price of1840,000 yuan, which is not only Yunnan Province, but also the first cigarette manufacturing enterprise in China to introduce foreign advanced equipment. Yankun people are called "people who dare to eat crabs" by the tobacco industry. The significance of this move has already exceeded the introduction of the equipment itself. The first is a breakthrough in concept. In that era when slogans such as "I would rather have the grass of socialism than the seedlings of capitalism" and "I am against worshipping foreign things and obsessing foreign things" are flying all over the sky, it is undoubtedly a great political risk to introduce foreign equipment. The innovation of ideas is often more meaningful than the innovation activity itself. Secondly, it marks the beginning of the modernization of China tobacco industry. The introduction of Kunming Tobacco Factory technology has made the level of cigarette machinery in China step by step across the historical gap of half a century, and also ended the history that Yunnan Province, the "tobacco kingdom" in China, could not produce filter-tip cigarettes. Third, it has accumulated valuable experience for other domestic enterprises to introduce technology and equipment on a larger scale and at a higher level in the future. In this sense, the introduction of Yan Kun's equipment is of epoch-making pioneering significance. Kunming Cigarette Factory has established its position in the domestic tobacco industry by virtue of its "first-Mover advantage" of "daring to eat crabs". The rise of Yan Kun has greatly changed the "soaring" industry pattern. Since then, Yan Kun has introduced all kinds of advanced equipment from Britain, Germany, Italy and other countries, thus entering the ranks of world-class tobacco enterprises. Yan Kun's behavior of "being the first in the world" tells people that only by daring to challenge the unknown can they enjoy the "first-Mover advantage". Of course, only by constantly innovating and putting the original "first-Mover advantage" into further innovation activities can enterprises maintain their advantages in the competition for a long time.

According to the above cases, please answer the following questions: 1. How do you understand "Yan Kun phenomenon"? 2. On the Enlightenment of "Yan Kun Phenomenon"?

Reference answer: 1. The basic points to understand the "Yan Kun phenomenon" are as follows: (1) The experience of Yan Kun factory rising as the "first tobacco factory" in China is typical. (2) After the mid-1980s, the development speed of Kunming Tobacco Factory slowed down, and finally in the late 1980s, it gave up the title of "China No.1 Cigarette Factory" which had been stable for many years. After 1994, Kunming Tobacco Factory experienced a painful trough, with a backlog of products, damaged brand image and a sharp drop in prices. People exclaimed, "What happened to Big Brother in the tobacco industry? (3) 1996 is a historic turning point in Yan Kun. During most of this year, Yankun people experienced painful changes, and finally got rid of the predicament at the end of the year, regained their spirits and won the first battle in the "strategic counterattack".

2. The enlightenment of "Yan Kun Phenomenon" is as follows: (1) An all-round dynamic introduction. (2) Changing "blood transfusion" into "hematopoiesis" through "cultivating technological transformation". (3) Take the road of "developing tobacco through science and technology" and pay attention to technology development.

16. How does Daxin Company find the key minority?

Daxin company is a company that produces auto parts, with more than 1000 employees. Two years ago, because agricultural machinery market was booming, the company got out of a more difficult situation and made great progress. For a time, orders followed, and I was very busy. At present, the market tends to ease, the company actively seeks the market, adapts to the diversification of the market with product diversification, builds the brand with quality and excellent service, and has achieved certain results. At the same time, the company has also made great efforts to strengthen internal management, especially cost management. In the past two years, the situation was good and the market was booming, which covered up the problems of internal management system, especially cost management. Now we must seriously consider these problems.

General Manager Wang of the company saw from the relevant information that compared with several enterprises in the same industry, Daxin Company has high inventory and high consumption, and the proportion of inventory consumption in the company's output value has been slowly rising in recent years. General manager Wang called a meeting of several responsible persons in the supply department to inquire about the situation, ask them to analyze the problems and give solutions.

Minister Li of the supply department feels a lot of pressure. Minister Li used to be in charge of a small state-owned enterprise, with poor benefits and numerous problems, which were difficult to solve. At that time, the party secretary who was in charge with Minister Li was an old comrade. Minister Li feels that the cooperation with China cannot be said to be successful, but the overall feeling is not bad. He has many ideas to deal with problems, strong coordination ability and many troubles, and he also supports Minister Li's work. He remembered that one of Liu Shuji's slogans was "Seize the key minority". These days, the inventory problem often reminds him of Liu Shuji's mantra. At the same time, he still remembers that he learned a classified management method in the enterprise management training organized by the Economic and Trade Commission a few years ago. At that time, he seemed to have feelings, but he didn't think it over carefully and didn't apply it to dealing with practical problems, so he gradually forgot it. He reconsidered the problem, found the ABC classification he had learned before, checked the family background with several backbone members of the Ministry, and re-examined the relevant rules and regulations. Judging from the "family background", there is some confusion. The main reason is that in recent years, we have been busy with development and neglected management. The rules and regulations have been "alive" but hung on the wall, with a lot of dust, generalized content and poor implementation.

According to ABC classification, they clear the warehouse first and queue up according to the value of raw materials and parts. When pricing goods, the problem doesn't seem complicated, but after several meetings, there is no conclusion. There are two schemes that concentrate everyone's opinions: one is based on weight, because the original price reflects the past, and it is not suitable to strengthen management according to the original price, but it should be said that it is more reasonable to calculate according to the current price or replacement price; Another valuation method advocates referring to the replacement price and calculating the "price" according to the importance of goods in production. Of course, this "price" is a virtual measure of relative "price" or importance. The advantages of this method are obvious. Classified management should differentiate the importance of goods, but at the same time, the disadvantages are very obvious, and it is too difficult to measure the "importance". Some people have suggested how to consider these two schemes comprehensively. It is good to be comprehensive, but it is quite difficult to be comprehensive, no less than the measure of importance.

After investigation and analysis, the supply department obtained specific data. Firstly, ABC was classified according to the relatively easy and basically reasonable replacement price method, and some corresponding adjustments were made in the rules and regulations. The situation has improved. Two months later, the results showed that the inventory decreased by 5% and the loss decreased by 1%, but people felt that there was still potential to be tapped. Where is the potential?

Discussion topic: 1. Is there a difference between Minister Li and "grasping the key minority"? Where is it mainly reflected?

2. When 2.ABC is classified, how many pricing methods are there in the case of * * * *? What are the advantages and disadvantages of these pricing methods? What do you think is the appropriate valuation? Use your company or an example you are familiar with to explain.

3. After the case is over, there is still potential to be tapped. What do you think are the main search directions of potential?

4. Based on your company or your familiar background, investigate the data and make ABC classification.

5. What is the relationship between 5.ABC classification and Lorenz curve?

Requirements: 1. Deepen data investigation, data grouping and understanding of Lorenz curve, and deepen ABC analysis.

2. Combined with the unit or familiar background, discuss the whole process of ABC analysis, including four links, key points and management requirements.

Case analysis report

1. Minister Li and both put forward the policy of "grasping the key minority", but they are different. Liu Shuji has rich management experience, and the mantra he often uses is actually a summary of his experience in dealing with situations that often appear in management practice. Because the original method of managing objects is usually to manage all objects by dealing with the vast majority or the most frequent situations. At first glance, this method seems to have solved most problems and should be effective. But with the passage of time, the influence of the "key minority" gradually emerged. Although it may not account for the main part of the management object in quantity, it has a great impact on the overall value. In the long-term management practice, Liu Shuji realized that it is effective to deal with a few management objects that have a significant impact on the overall situation, not just a large number. Under the example of management style, after systematic management training, Minister Li has a deeper understanding of this management style in combination with existing management practice. Liu Shuji's method is still at the qualitative level, and he has a descriptive understanding of the main contradictions. However, due to the lack of quantitative analysis and specific classification methods, he often relies on experience and subjective estimation when dealing with specific problems, which is very rough. From the experience gained from practice, Minister Li also learned the scientific and systematic management methods, and learned how to make further quantitative analysis of specific problems, so as to make the problems clearer, handle them more efficiently and easily, and clearly define the benefits of input and output.

2. There are two valuation methods. One is valuation based on replacement price, which is more reasonable at current price or replacement price; Another valuation method advocates referring to the replacement price and calculating the "price" according to the importance of goods in production. Of course, this "price" is a virtual measure of relative "price" or importance. The advantage of this method is to implement different management according to the importance of items, but the disadvantage is that the "importance" is too difficult to measure. Some people have suggested how to consider these two schemes comprehensively. It is good to be comprehensive, but it is quite difficult to be comprehensive, no less than the measure of importance. We believe that it is very important to combine the advantages of the two pricing methods and introduce the importance pricing method appropriately, that is, to classify some parts according to their importance, such as high, large, fine and rare equipment. Therefore, ABC classification should be considered comprehensively with other classification management methods, and should not be limited to a single management method.

3. The main direction should be to implement classified management, manage Class A well, create conditions for computer management, and improve the efficiency and effectiveness of management. In addition, it is necessary to provide in-depth analysis of Class A data according to management principles, and pay attention to timely processing and reflecting its dynamic changes.

4. Valuable 9.3, 1.02, 6. 1, 8.0, 7.8, 9.8, 8.9, 1.02, 9.5, 9.3, 9.3, 8.7, 7.4, 9.6,

Annual classification interval

frequency

cumulative percentage

Frequency%

Cumulative percentage%

Below 70 thousand

1

1

6.25

6.25

Seventy or eighty thousand

2

three

12.5

18.75

80,000 to 90,000

three

six

18.75

37.5

90,000 ~ 65438+ 10,000

eight

14

50

87.5

More than 65438+ million

2

16

12.5

100

∑

16

ABC classification has the same principle as Lorenz curve when drawing curves, and Lorenz curve drawing principle is the basis and application of ABC classification.

Enterprise Management Case Analysis and Solutions (1)

1. Antong Company's investment decision

Antong Company is a special machinery manufacturing company. The company has 10 professional factories, which are distributed in 10 provinces and cities across the country, with assets of 2 billion and 80,000 employees, including 200 employees from the headquarters. More than 60% of the technical managers in this department are basically specialized in special machinery. Products produced by affiliated enterprises of the company are purchased by relevant government departments and supplied to the national market.

Since the reform and opening up, the production and operation of Antong Company has shown a good situation. In the general downturn of machinery industry, Antong Company still insists that all factories have relatively saturated products. However, after entering the 1990s, the domestic market began to show a trend of oversupply. The person in charge of relevant government departments has revealed that normal production and operation can still be maintained without buying Antong's products for three years. Faced with this new situation, leaders of Antong Company held two consecutive meetings to analyze the situation and study countermeasures.

The first meeting was devoted to analyzing the situation. General manager Liu presided over the meeting. He said that if Antong Company wants to maintain a good development trend and obtain stable benefits, it must first analyze and recognize the situation before it can adapt to the situation. Our products are saturated in the domestic market. Without the intervention of government departments and centralized procurement, our production capacity will be reduced by 30% or even more at once. We should have a clear understanding of this. Deputy general manager Li, who is in charge of the operation, said that since the reform and opening up, the profit rate of the whole company has reached about 8%, which is higher than the average level of the national machinery industry. But now the products are single, and there is a trend of oversupply. It is difficult to maintain this level of development in the future. At present, the company's headquarters and factories are abundant in funds and personnel, and new choices should be made. Deputy General Manager Zhao, who is in charge of technical work, said that the products of the head office and factories, especially some products, can basically meet the current demand of the domestic market by introducing foreign advanced technology in recent years. The professional and technical strength of the head office and the factory is very strong. If we don't continue to develop new products, it will be difficult for the industry to develop greatly by relying solely on existing old products, and professionals will also be lost. Other vice presidents also analyzed the situation faced by Antong Company from their own perspectives, and everyone felt that the meeting was timely and necessary.

The second meeting was still presided over by General Manager Liu. He said that our last meeting comprehensively analyzed the situation, which made us all more sober-minded and more consistent in understanding. This is why the head office must study its own development strategy to adapt to the new situation. Vice President Li, who is in charge of operation, said that we should make full use of surplus personnel and surplus funds, find another way and develop diversified operations. Dare to enter products outside the machinery industry. Isn't the country advocating the development of the tertiary industry now? We should make use of the preferential policies of the state, carry out diversified operations and achieve better economic benefits. Zhao Zong, who is in charge of technology, said that although Antong's products have been upgraded by introducing foreign advanced technology, there is still a considerable gap compared with the international advanced level. Now we should make full use of technical strength and capital, further introduce technology, develop new products, make some reserves for the domestic market to meet the needs of the future market, and at the same time try our best to sell our products to the international market. Other bosses also agree that Antong Company must develop and cannot stand still. Everyone thinks that Antong Company is a highly specialized enterprise. Although the main products are in the trend of oversupply, there is still a relatively stable market now, especially in the future. This main business must not be relaxed, but it is impossible to get rich by this main business alone. We should constantly explore new business areas and carry out diversified operations. Based on this understanding, Antong Company put forward a new business strategy to adapt to the market: "One industry is the mainstay, diversified business, based on this industry, facing the whole country and the world".

The two meetings unified their thinking and put forward new business strategies. All departments at the headquarters take active actions to study the future development direction and goals. At this time, Antong Company heard two news: First, a hotel in Shandong Province is under construction and will be shut down due to insufficient funds. The hotel is located in the city center with an investment of 654.38 million yuan. It is predicted that the annual profit rate can reach more than 25%, and the investment can be fully recovered in four years. This is a project with less investment and quick results. Second, there is a coal mine with an annual output of 400,000 tons in Liaoning Province, which is raising funds and seeking partners. The mine promises a return on investment of at least 20%. At present, the supply of coal is in short supply, and the market prospect is considerable.

After hearing these two news, the head office sent two teams to Shandong Province and Liaoning Province to understand the situation. A few days later, the two teams returned to the headquarters to confirm that the two pieces of information were true and reliable, the operators were all state-owned units, and the investment prospects were good. They also wrote a request report on investing 500,000 yuan in Shandong Province to build a hotel and Liaoning Province to build a coal mine respectively. The report for instructions was quickly approved and the funds were quickly drawn. Due to the injection of this fund, hotels in Shandong Province were successfully built and opened in the second year. After the opening of the hotel, the relevant leaders of Antong Company passed by on a business trip and visited the hotel. It seems that this hotel is well run and modern. By the end of the third year, it was reported that hotels in Shandong Province had a loss of 654.38+10,000 yuan and coal mines in Liaoning Province had a loss of 50,000 yuan, and there was no profit to be divided. In the fourth year, the same thing happened. Hotels and coal mines are small losses, and there is no profit to be divided. Antong company is very embarrassed about this and can't think of an effective strategy at once.

1. Is Antong's investment decision correct? If there is a problem, what is the main problem?

2. What countermeasures should Antong Company take for hotels and coal mines?

Reference answer: According to SWOT analysis, Antong Company has good internal resource conditions and obvious advantages (people, money and materials), but its products are single, and its supply exceeds demand, which is threatened by the external environment. Therefore, the idea of opening up new markets and implementing diversified management is correct, but the argument of investing in coal mines and restaurants is not sufficient. Coupled with the large industry span, Antong's business in this area does not have certain advantages. Lack of necessary monitoring and guidance after production led to poor management and losses. Countermeasures (1) Re-demonstrate the two projects and follow up the decision to decide whether to accept or reject them. If there are opportunities for further development, we should strengthen monitoring and management and strive to turn losses into profits as soon as possible. (2) Take advantage of the enterprise's resources and manpower, introduce new technologies to develop new products, and explore international and domestic markets.

5. Organizational structure adjustment of American banking enterprises

Since the early 1980s, the operating environment of American banking enterprises has changed greatly due to the deregulation of banking products and regions by the federal government. The increasingly fierce competition between banks and financial services and the rapid development of technological progress have forced banks to change their business strategies in order to achieve the dual goals of profit and growth. Due to fierce competition, the value difference between deposits and loans has narrowed, and banks can no longer simply increase their profits by adding a deposit or loan. Perhaps issuing more new loans is just to keep the balance in loan-to-deposit ratio, because low-quality loans are turning into non-performing loans, which makes loan losses soar. Some banks didn't realize in time that in order to compete profitably and avoid bankruptcy, they must find a place in the business field of financial services. They must pay attention to the total profit, not simply the increase in loan amount. These changes have forced many banks to draw a conclusion from the perspective of business strategy: organizations need to become less centralized, pay more attention to customer needs and keep closer contact with the market; It is necessary to determine the profitable product market area and organize a special team within the enterprise to provide marketing services to those customers who can bring high profits. Therefore, since the 1980s, many commercial banks have begun to restructure, from functional structure to business division system organized according to customer types and needs. A large part of these banks are led by general managers (that is, "general managers" corresponding to functional managers), who are sales and business personnel who directly provide services to specific customer groups. These managers are now responsible for the department's profits and return on assets, which will also be reflected in their personal income. After determining the goal of changing to a business-oriented and customer-driven structure, bank leaders began to consider how to change the organizational structure, so as to minimize possible confusion and get strong support from employees from all groups. Because the proposed organizational change plan is making most employees in the enterprise feel some mental maladjustment and interest damage, successful organizational change must consider taking some countermeasures and methods to overcome resistance, so that employees in the enterprise can understand what they should do for the change and stay in the ranks of this change to promote the smooth implementation of the change. Many leaders in the banking industry believe that they need to devote as much time as possible to the organizational changes they are involved in. This problem is so important that the leaders of the banking industry must adopt an educational strategy to make senior managers and ordinary employees fully realize the seriousness and urgency of the problem that interferes with the operation of enterprises. Only in this way can organizational change succeed. This kind of education and understanding will naturally lead enterprises to adopt participatory reform strategies. Some banks also employ external consultants as their change agents. When these consultants carefully examine the change plan, they often ask top managers some questions that are rarely considered at ordinary times. The "outsider" status of consultants enables them to get rid of the daily chores that seem very important for the sustainable operation of enterprises and see clearly the essence of the problems faced by enterprises. In addition, consultants can gain some authority from the legal power of senior leaders and their own expert power in this field to promote the process of change. In many banking enterprises, senior managers usually spend two years discussing with consultants and internal committees, such as where banks should operate, how to set up organizational structure according to this requirement, and how to promote the required organizational changes as soon as possible and as effectively as possible. Two years later, managers at all levels of organizations have a more comprehensive understanding of the newly determined business policies, business areas, key factors for business success and future action plans. In this way, everyone is ready for change and encouraged to make necessary changes in organizational structure, management system and management style. Bank leaders who adopt the strategy of education and encouraging participation find that these ways of initiating changes are not only conducive to making better decisions, but also conducive to the smooth implementation of these decisions. Because the people involved have a better understanding of competitors, market customers, the bank's own culture and operational capabilities. Once the enterprise has made a change decision, the managers and even ordinary employees who are actually responsible for implementing the change decision are already members of the change team and are encouraged to do what needs to be done. Nevertheless, when middle and senior managers began to put the changes they had achieved into practice, many of them found that it was not easy for conservative managers and ordinary employees to change their attitudes and behaviors. In order to understand, trust and implement the expected changes, it is becoming more and more important to communicate closely, carefully adjust the operation process and establish an effective incentive mechanism. Culture is the biggest obstacle to the reform of many banks. The employees of these banks are used to thinking that the purpose of their work is to make a better life, and their working hours can only be strictly from 9 am to 5 pm. Dismissal is a new and unpopular thing for them.

Reference answer: The success of organizational change depends not only on choosing the correct organizational design scheme, but also on their effective management and leadership ability in the process of organizational change. Organizational change is extremely important and necessary, but it is definitely not an easy thing.