Why did Lu Junqing say that happiness is a powerful competitive power? As an enterprise manager, Lu Junqing has an in-depth discussion on the happiness and happiness of employees. Lu Junqing believes that employees can only succeed if they are happy. Only happy employees are the most energetic and enthusiastic employees. The sense of competition can make people energetic and quick-thinking, and then make better performance in their work.
How do traditional enterprises improve the competitiveness of e-commerce? With the enhancement of enterprise capabilities, the profit model will be diversified, and the traditional profit model of member information will be greatly challenged. The access system of core certified members+member mobility+high credit guarantee will become the new normal.
How can enterprises improve their competitiveness efficiently, introduce a large number of talents and enhance their innovation ability? At present, the competition of enterprises mainly focuses on the competition of talents, and human resources are the most important resources for the development of enterprises. The essence of e-commerce is no longer a material in the traditional sense, but a virtual product composed of human resources, technical capital and knowledge capital. Only by introducing a large number of talents can we improve the innovation ability of enterprises and thus improve their competitiveness.
What does Lu Junqing think are the factors for enterprises to win customers? Lu Junqing thinks that the factors that enterprises win customers are: product level, service level and marketing level. These levels are subject to the level of service providers, that is, the level of employees and talents.
How can enterprises improve their competitiveness and do business with rich people?
How to maintain the long-term competitiveness of enterprises? To maintain the long-term competitiveness of enterprises, we must work hard in these four aspects. The advantage of local resources is only one aspect of enterprise development. World Fashion: As you just said, industry integration is actually an enterprise development strategy. What is Yashili's goal? Zhang Lizhen: "Pursuing sustainable development and building a century-old brand" is our strategic development goal. The development of an enterprise needs a long-term plan, which is realized by stages through five-year and ten-year planning. Yashili will comply with the implementation of the famous brand strategy, adhere to the enterprise purpose of "survival by quality and development by reputation", realize the leap from excellent to excellent, and continue to maintain the leading momentum in the domestic food industry. "Talent is our most important asset": any enterprise will inevitably encounter problems such as talent application, talent training and personnel change. Has Yashili encountered a similar situation? How to deal with it? Zhang Lizhen: It can be said that the quality of employees determines the development potential and height of the brand. I always think that "talent is our most important asset", so on the one hand, we can fully and reasonably develop human resources by selecting, treating and cultivating talents; On the other hand, we introduce incentive mechanism, performance mechanism and elimination mechanism, so that internal employees are in a dynamic competitive situation every day and managed in an orderly manner. On this basis, Yashili attaches importance to all-round training for employees, constantly instills brand strategy in employees, and makes all employees realize the role of brand in enterprise development. Today, Yashili has become a learning enterprise with continuous improvement and a "cradle" for cultivating high-quality and high-level talents. "Whole process institutionalized management" and "world tide merchants": both say that food enterprises are difficult to control. In recent years, food safety problems have appeared from time to time. How does Yashili control food production and quality? Zhang Lizhen: Output is money, quality is life, and we can't want money or life-this is a basic principle advocated by our enterprise. In the past few years, we have carried out drastic reforms in the establishment of headquarters departments, personnel management and resource integration, which has made the company transition from experience management to scientific management and gradually moved on the right track. In recent years, we have successively introduced ISO9000 international quality management system and HACCP health management system, strengthened 5S field management, and realized "whole process institutionalized management". At present, we have passed the national AAAA-level "standardized good behavior enterprise" certification. In order to control the quality, we must have advanced equipment and professionals. The Group has spared no expense in purchasing a batch of quality inspection equipment with international standards, introduced flame atomic absorption spectrophotometer, liquid chromatograph and gas chromatograph, and established Yashili Quality Monitoring Center. The central laboratory was certified by CNAL in 2005. More than 10 famous nutrition experts and dairy experts at home and abroad were hired as technical consultants to strictly control product development and quality. It is the combination of professional and advanced quality management system and "double insurance" of famous nutrition experts that makes Yashili among the "Top Ten National Food Safety Enterprises" at the 2006 National Food Safety Annual Meeting.
What does Lu Junqing think is the significance of the existence of enterprises? I looked it up online. Regarding this issue, Lu Junqing believes that enterprises exist to satisfy the happiness of employees (including bosses) and society. Subjectively, it is to satisfy the happiness of employees, and objectively, it is to create happiness for society. This is called "self-interest and altruism".
How to deal with five competitive forces in enterprises
Strategies against five kinds of competitiveness
Porter believes that there are three successful strategic ideas in the struggle against five competitive forces, namely: 1, total cost leading strategy; 2. Differentiation strategy; 3. Specialization strategy. Porter believes that the goal of these strategic types is to make the operation of enterprises in an advantage in industry competition: in some industries, this means that enterprises can get higher returns; In other industries, the success of a strategy may only be a necessary condition for enterprises to obtain certain absolute benefits. Sometimes enterprises may pursue more than one basic goal, but Porter thinks this is unlikely to happen. Because the successful implementation of any strategy usually requires all-out efforts and organizational arrangements to support this strategy. If an enterprise has more than one basic goal, these resources will be dispersed.
1, total cost leading strategy
Cost leadership requires resolutely establishing efficient production facilities, making every effort to reduce costs on the basis of experience, grasping the control of costs and management expenses, and minimizing the costs of research and development, service, promotion and advertising. In order to achieve these goals, we should attach great importance to cost in management. Although quality and service can not be ignored, the whole strategy is to make the cost lower than the competitors. The company's low cost means that when other companies have lost profits in the competition, this company can still make profits.
Winning a favorable position at the lowest total cost usually requires a higher relative market share or other advantages, such as a good connection with raw material supply. It may also be required that the product design should be convenient for manufacturing and production, easy to maintain a wide range of related product lines to share fixed costs, and serve all major customer groups in order to establish a batch.
The leading position of total cost is very attractive. Once the company wins this position, the higher marginal profit can be reinvested in new equipment and modern facilities to maintain the leading position in cost, and this reinvestment is often a prerequisite for maintaining a low cost state.
2. Differentiation strategy
The differentiation strategy is to differentiate the products or services provided by the company and establish something unique in the whole industry. There are many ways to realize the differentiation strategy: designing famous brand image, technical uniqueness, efficiency characteristics, customer service, commercial network and other uniqueness. Ideally, the company has its differentiated characteristics in several aspects. For example, crawler tractor company is not only famous for its commercial network and excellent spare parts supply service, but also enjoys a high reputation for its high-quality and durable product quality.
If the differentiation strategy is successfully implemented, it will become an active strategy for an industry to win high-level income, because it has established a defensive position to deal with five competitive forces, although its defensive form is different from cost leadership. Porter believes that the implementation of differentiation strategy sometimes conflicts with the activities of striving for greater market share. The implementation of differentiation strategy often requires enterprises to be psychologically prepared for the exclusiveness of this strategy. This strategy cannot be balanced with the growing market share. The activity of establishing company differentiation strategy is always accompanied by high cost. Sometimes, even if customers in the whole industry know the unique advantages of the company, not all customers will be willing or able to pay the high price required by the company.
3. Specialization strategy
Specialization strategy is to focus on a special customer base, a subdivided product line or a regional market. Just like differentiation strategy, specialization strategy can take many forms. Although both low-cost strategy and differentiation strategy are aimed at achieving their own goals in the whole industry, the whole specialization strategy is centered on serving a special goal well, and every functional policy it formulates and implements should take this central idea into account. The premise of this strategy is that the specialization of the company's business can serve a narrower strategic target with higher efficiency and better effect, thus surpassing competitors competing in a wider range. Porter believes that the result of this is that the company has achieved differentiation by meeting the needs of special objects, or achieved low cost in serving this object, or both. Such a company can make its profit potential exceed the general level of the industry. These advantages protect the company from the threat of various competitive forces.
But specialization strategy often means limiting the overall market share that can be obtained. Specialization strategy inevitably includes the relationship between profit rate and sales volume at the expense of each other.
Porter analyzed the implementation requirements of three general strategies in detail and listed them one by one.
Porter believes that every company must be clear about these three strategies, because companies hovering between them are in an extremely bad strategic position. Such companies lack market share and capital investment, thus weakening the capital of "playing low-priced cards". The necessary condition for the differentiation of the whole industry is to give up efforts on low cost. However, if the specialization strategy is adopted to establish differentiation or low-cost advantages in a more limited scope, the same problem will occur. The companies that wander among them are almost doomed to low profits, so they must make fundamental strategic decisions and move closer to the three general strategies. Once the company is in a wandering state, it often takes time and continuous efforts to get rid of this unpleasant state; However, after adopting three strategies one after another, Porter thinks that this is doomed to fail because the conditions they require are inconsistent.
Porter's competitive strategy research has created a new field of enterprise management strategy and made important contributions to the development of global enterprises and the progress of management theory research.
Competitive strategy is to create an irreplaceable position for others.
Both enterprises and countries want to maintain unbeaten competitiveness. What is competitiveness? The book Competitive Strategy, published by Porter 1980, has been paid double attention by American business administration and practice circles, and Luoyang paper has been expensive for some time. Porter's competitive strategy theory is complicated at first glance, but in fact the context is very clear. His theory mainly revolves around three main points: five forces analysis, enterprise value chain and diamond system.
Five forces analysis
In the book "Competitive Strategy" written by Porter, he put forward the famous five-force analysis framework. In his view, there are five factors that affect the competitive situation of the industry, namely, the threat of new entrants, the bargaining power of buyers (customers), the threat of substitutes (or services), the bargaining power of suppliers and the confrontational situation of existing competitors. Through the analysis of these five aspects, we can measure the competitive intensity and profit potential of this industry.
In traditional industrial economics, economists have deeply discussed the influence of market structure on the behavior and performance of manufacturers, and "monopoly position can bring excess profits" has become a well-known basic theorem.
From this perspective, Porter believes that the basic principle of enterprise competition is to find ways to maintain its monopoly position. Based on this, he logically developed three general strategies: low-cost strategy, specialization strategy and differentiation strategy.
Although the theory put forward by Porter is not the first, his advantage lies in his ability to integrate the theory of industrial economy and enterprise management and develop a set of simple and practical practices in combination with practice, so he is favored by the practice circle of enterprise management.
Enterprise value chain
"Enterprise value chain" is also a well-known concept in the field of enterprise management. This concept comes from the book Competitive Advantage published by Porter 1985. In the "competitive strategy", the main topic is industry, and "competitive advantage" locks enterprises. He believes that the products or services provided by enterprises to customers are actually created through a series of activities. Every activity may contribute to the difference of the final product and enhance the value.
The value chain of an enterprise will be connected with the value chains of suppliers, channels and customers at the same time, forming an industrial value chain. Any enterprise can take the value chain as an analytical framework, think about how to find strategies to reduce costs or create differences in each enterprise's value activities, and further analyze the relationships among suppliers, manufacturers and customers to find possible development opportunities.
Diamond system
In addition to industry and enterprise strategy, Porter also extended his theory to international competition. He mentioned that "in international competition, enterprises can extend their activities to several different locations, and through global network coordination, activities in different locations will have potential competitive advantages", such as chocolate in Switzerland, robots in Japan and efficient cars in West Germany. 1990, Porter published a book "National Competitive Advantage" focusing on geographical location. In addition, Porter applies the concept of enterprise competitive advantage to the national level in this book to explore how a country can establish its own competitive advantage.
Aiming at this theme, Porter put forward the analytical framework of "diamond system" (also known as diamond theory). He believes that the speed that may strengthen domestic enterprises to create domestic competitive advantages includes:
1. "Factors of production" refers to the ability of a country to turn basic conditions such as natural resources, education and infrastructure into special advantages. Now all countries have perfect transportation systems and telecommunication networks, and also have the best manpower. Therefore, the basic factors of production can no longer maintain the competitive advantage forever, but establish special advantages, such as high professional skills and applied technology. Like the Netherlands, there is a flower industry not because it is located in the tropics, but because there are highly specialized research institutions in flower cultivation, packaging and transportation.
2 "demand situation", that is, the demand quantity and maturity of the services provided by the industry in the domestic market. For example, Japanese families are developing to small and portable televisions, stereos and videos because of their small space and dense population. It is precisely because there are a group of the most critical consumers in the domestic market that Japan has the most exquisite and valuable home appliance industry in the world.
3. "Performance of related industries and supporting industries". If an industry wants to reach its peak, it must have world-class suppliers and benefit from the competition in related industries. These manufacturers and suppliers form an industrial "cluster" that can promote innovation. For example, Italy leads the world's gold, silver and jewelry industry because the Italian machinery industry has created 60% of the global jewelry production machinery market, and Italy's machinery for recycling precious metals is also a world leader.
4. "Enterprise's strategy, structure and competitors". This is the last factor that affects the competitive advantage. The organization mode, management mode and competition mode of an enterprise all depend on the local environment and history. If an enterprise's hometown encourages innovation, has policies and rules, invests in training technology, enhances its ability and has fixed assets, it will naturally be competitive. In addition, if there are strong local competitors, enterprises will continue to upgrade and improve.
The impact of these four factors on each industry is different and should be evaluated separately. More importantly, the diamond system is a dynamic system, in which various factors will push each other and influence the performance of other factors.
How to cultivate children's lasting competitiveness and help them win the future 1. Vocabulary about "competition"
Struggle, struggle, struggle, war, reputation, power, competition, argument, competition, argument, argument. ...
The teacher asked everyone if they felt relaxed and happy when they heard these words. Still nervous and depressed? Everyone unanimously chose the latter.
Second, why do you want to fight?
Because of limited resources: two children have to fight for maternal love, and there is only one monitor in the class, so they have to fight! There is only one manager in the department, so you must fight! People in China often say, "Fight to the death". It seems that if I want to live, you must die. If I want to live well, I have to compete with others.
Third, look what we have won.
A lot, wealth, status, power, reputation, good house, good car ... but if I win wealth, will I be happy?
Will you be happy to win this man?
Do you gain wisdom by getting a diploma?
When you get a position, do you get authority?
Fourth, what is the performance of children's uncompetitiveness?
Everyone said many things, such as: no sense of competition, strong dependence, no enterprise, fear of hands and feet, timidity, inferiority, indifference to the success or failure of competition and so on.
5. What kind of children are strong?
There are many answers: self-confidence, courage, optimism, uniqueness, strength, fear of failure, goals, curiosity, happiness, communication skills, and spiritual strength. Teacher Peng Yu agrees with these summaries, but he throws a powerful rhetorical question: "I also agree that such a child is competitive, but you see, do you allow him to become such a person?" Does society allow him to be such a person? "
I also think that a unique person is competitive, but it is unique that your child doesn't go to school when other children are at school. Do you allow it?
I also think confident people are competitive, but confident people often have their own opinions. He confidently and firmly disagrees with many points of view of you or your teacher. Do you allow it?
I also think a brave man is competitive, but he wants to jump bravely from a place where you feel unsafe. Do you allow him?
I also think a curious person is competitive, but he is curious to remove all the electrical appliances at home. Do you allow him?
Many children are Edison, but you are not Edison's mother!
Every child is not afraid of failure, but his parents are afraid of failure! Some parents said that I personally hope that he is unique, confident and brave, but I am afraid that he will not adapt to society in the future and that society will not accept such people. Teacher Peng Yu's classic interpretation of this is: What is society? Where is the society? Family is society! You are children of the whole society! You accepted him! Society accepted him! If you don't accept him, society won't accept him! A family is harmonious, and society is beautiful for children! If a family has no love, it is the evil of the whole society for children!
Many people like to discuss: How much influence does family, school and society have on children? Teacher Peng Yu said: If you think that the influence of family on children accounts for 60%, it means that you are absent 40% of the time in the process of children's growth, because you think that is the responsibility of the school or society. The influence of family on children cannot be overstated! People's competitiveness is different, not because they are in different schools, but because they come from different families!