How to improve the management level of private entrepreneurs?
[China Glass Network] When it comes to private entrepreneurs in China, most people may have some negative associations in corporate management: dictatorship, extensive management, lack of strategic vision, neglect of brands, and cronyism.
Everything stayed in the 80-90s! Today's private entrepreneurs can no longer be compared with the old self-employed and private individuals. We should look at the problem with the eyes of the times.
Most of China's private entrepreneurs have been honed in practice. Their success, the elements of opportunity, and the elements of hard work. Many times, for various reasons, we only pay attention to their opportunities, ignoring the hardships behind private entrepreneurs, and the initial exploration of private entrepreneurs also makes us often only see their negative factors.
In fact, after decades of reform and opening up, most Chinese private entrepreneurs are becoming more and more. However, most Chinese private entrepreneurs can only do "", and there is still a certain distance from "excellence." They can maintain a dull status quo, but they cannot achieve a new leap. They can successfully cross the initial stage of development, the stage of growth, and even the stage of maturity, but they are helpless in the face of refinement.
China's economic development and increased global competition have determined that Chinese private entrepreneurs must embark on the journey from excellence to excellence and fuel the Chinese economy. How can Chinese private entrepreneurs achieve this leap?
In the first place, Chinese private entrepreneurs must be a balanced leader. Management guru Mintzberg once said: Management is more of an art, based on "eyes", "vision" and "intuition", only when art, skill and science are combined. Effective management has occurred. Art encourages creativity, and ultimately produces “insight and vision†managers; skills are based on actual experience; science provides order through systematic analysis and evaluation.
The managers of Chinese private enterprises have come from many years of practice and are in an invincible position because of their insight and accurate grasp of the market, so they often have styles in art and skills. What they lack is the scientific management style.
Lack of scientific management style often leads to disordered business management. This is common in most private enterprises. Entrepreneurs always feel that there are many corporate problems, but they often have headaches and pains, and cannot solve problems fundamentally from a system perspective. The lack of scientific analysis of the system will result in a lack of knowledge management, no good planning beforehand, and no effective evaluation afterwards.
How can private entrepreneurs improve their management level and balance their management style? There are a variety of methods that need to be combined to truly improve management capabilities.
First of all, you can strengthen your own learning. At present, many private entrepreneurs are keen on MBA, EMBA, etc. This is a good phenomenon. It is also important to develop the network's planning ability.
Second, hire a professional manager. Professional managers are often well-educated in management, and their scientific analysis capabilities can greatly enhance the management status of the company. However, entrepreneurs need to be balanced, and they should not rely too much on their scientific management capabilities. Otherwise, corporate management will be rigid and obsessive.
Later, the outer brain can be utilized. The consulting firm has played a good role in this role. It is important to note that in the process of working with a consulting company, it is more about cultivating your own team and changing their philosophy, rather than getting a heavy report or plan.
Second, Chinese private entrepreneurs need to raise their brand awareness from the heart. Mr. Shi Zhenrong, a Taiwanese brand, once put forward a theory of “smile curve†to emphasize the importance of R&D and brand. Nowadays, most private companies have actions to build brands, but once the business is busy, the brand's business will be shelved.
The strong sense of urgency makes Chinese private entrepreneurs always in a state of tension. They always feel that enterprises are more important to survive. Even if enterprises develop for decades, most entrepreneurs believe that enterprises have not solved their survival problems. It seems too far.
Then, the chaotic world is gradually losing people's time and ability to identify. People are more and more convinced and rely on brands. Enterprises without brands will truly face a crisis of survival.
Branding is the embodiment of a company's balanced long-term interests and short-term interests. Excellent entrepreneurs will pay attention to the long-term development of enterprises while paying attention to the short-term interests of enterprises.
Third, Chinese private entrepreneurs need to focus on customer relationship marketing. It can be seen from the inferior advertisements of the sky that many private enterprises are more concerned with formulating marketing strategies from their own understanding and ignoring the feelings of customers. We often hear complaints like this in our contacts with many private companies' partners or customers. Some complaints can be easily resolved as long as the company changes a little. But they didn't do it. why? Because companies do not pay attention to customer relationship marketing.
Customer relationship marketing should be understood as a process in which an enterprise interacts with its customers. The core is to focus on the customer experience and establish and develop good customer relationships.
Marketing that focuses on customer relationships can drive a lot of change.
First of all, entrepreneurs need to change the service concept of employees and form a cultural atmosphere of service. This is a relatively long process.
Secondly, the organizational structure, systems, and processes of the enterprise should adopt customer orientation and focus on the customer to achieve the transformation of the organizational structure of the enterprise.
Later, collecting customer data and obtaining customer behavior is a cumbersome and lengthy process, and companies need to start from scratch.
The change of private enterprises is more dependent on the change of entrepreneurs. When entrepreneurs are focused on the study of customer behavior, employees will naturally form a customer-oriented culture.
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