Enterprise management is an eternal topic for enterprises. Even in the "gentle breeze and drizzle" market competition, enterprise management is the most important magic weapon for enterprises to win. Toyota Motor Corporation of Japan can rise, develop and grow in the world automobile manufacturing power, largely thanks to Toyota's production mode. The core of this scientific lean production model is to constantly improve management, constantly tap management potential, and demand efficiency and competitiveness from management.

For example, the Asian financial crisis that broke out in 1997 dealt a great blow to South Korea's Samsung Group. The company's debt is as high as17 billion dollars, and the layoffs reach 30%, which is almost on the verge of bankruptcy. In this do or die, Samsung Group has decisively adjusted its development strategy, from large-scale OEM manufacturing business to electronics, finance and service industry as its core business in time, and its core business has turned to its own brand-global brand network-and digital technology. Eventually, it was reborn and grew into a "digital enterprise" that guided the information age.

The economic crisis will also provide a good opportunity for those well-managed and powerful enterprises to expand their leading position. In the financial crisis, many poorly managed enterprises will be on the verge of bankruptcy. At this time, powerful enterprises can carry out mergers and acquisitions at relatively low prices to increase market share and expand competitive advantage.

2. Change the price strategy

During the economic crisis, consumers are relatively more sensitive to price and pay more attention to the cost performance of products, so enterprises must make consumers feel that their products have the highest cost performance.

(1) Flexibly respond to changes in the price structure.

Under the financial crisis, rising enterprise costs and falling consumer demand may cause drastic changes in prices. If enterprises do not pay close attention to pricing policies and respond to the market quickly, they may suddenly enter a dangerous situation.

(2) Improve the cost performance of products.

Multifunctional products will sell better than single-function products, or provide better products at the same price, such as improving durability and adding some functions that customers need. Therefore, enterprises have retained customers with high loyalty and purchasing power and maintained market share.

(3) Adjust the profit model

Enterprises can analyze their profitability and service costs through market research and in-depth research, and reduce customer service costs by reducing delivery frequency, reducing sales support services or obtaining orders through other channels. In the case of service cost compression, re-adjust their own prices and profit expectations to protect market share and customer satisfaction.

(4) change the pricing thinking

Replace "price first" with "service first". For example, since the implementation of the "Golden Week" system in China, many tourist attractions have become accustomed to making profits by raising ticket prices. As a result, the high ticket prices have stopped many consumers, resulting in a decrease in the income of scenic spots. Market rules show that "excellent service and low price" is the right way to stimulate consumption. Winning the hearts of consumers by increasing products and services is a new thinking of pricing.

3, adjust the promotion strategy Consumers are changing, and the marketing strategy of enterprises will also change. Enterprises must customize reasonable marketing strategies to reflect the current environment and not ignore long-term stability.

According to a business survey in the United States, those enterprises that did not reduce their advertising budgets during the crisis doubled their average sales and increased their profits by 75% after the economic recovery. In contrast, those enterprises that reduce the advertising budget have less growth in sales and profits of 30% ~ 44%.

Promotion activities may be a routine work for the marketing department, but it is not so easy to do a good job in the financial crisis. During the economic crisis, consumers are more concerned about whether promotional activities can bring them economic benefits. Therefore, enterprises should selectively carry out some promotional activities, such as giving coupons, cash rewards or price discounts, so that consumers can feel the benefits and stimulate their desire to buy. Japanese chain retailers Ito2Yokado and Daiei once conducted a promotional activity to offer customers a 5% price discount, which is exactly the tax that customers need to pay. This promotion was a great success.

For example, Tianjin Department Store stepped up its promotion efforts, and changed "full 180 minus 138" to "full 80 minus 55" during holidays, striving to achieve the lowest price of the same kind of goods and vigorously promoting sales. Although the profit rate has decreased, the total profit has not decreased because of the expansion of sales.

Enterprises should not only actively provide economic incentives to customers, but also increase incentives to dealers, such as providing them with more cash returns to keep them active in difficult times.

In a word, enterprises should adjust some other promotion strategies according to their own conditions, try their best to avoid disadvantages and reduce the impact of the economic crisis on enterprises.

4. Enhance innovation ability

Consumers are often conquered by the statement of technical, functional and emotional benefits of products, which can provide a good opportunity for enterprises to make money. In a recession, simply offering discounts is not enough to attract consumers' attention. However, innovation is the most powerful lever to protect the profit rate.

Innovation ability has become the main factor that determines the sustainable competitiveness of enterprises. Only by combining resource advantage, labor cost advantage and innovation ability can enterprises truly form a sustainable competitive advantage.

In this financial crisis, some labor-intensive export enterprises and traditional science and technology enterprises in China have been hit hard, while some enterprises with independent innovation ability and high-tech enterprises have shown strong anti-risk ability and market competitiveness.

In the 1970s, Japanese automobile companies seized the urgent demand for small energy-saving cars due to the oil crisis, quickly organized and developed new models that could save 25% ~ 30% fuel, successfully occupied the global market, and ushered in a golden period of rapid development. Nowadays, the phenomenon of energy crisis is becoming more and more prominent. If enterprises develop new energy products that are convenient and economical through technological innovation, they can also lead the way in the financial crisis market.