Innovation is the driving force for enterprise development and the only way for enterprises to cope with crisis. Management is an eternal topic of enterprise. Constantly exploring new areas and new realms of enterprise management is the essential feature and realistic requirement of enterprise management. Driven by this financial crisis, the company has opened a new round of management innovation.
Open source throttling in cost management
In the economic downturn, the company's first reaction is to cut costs. Affected by the global economic recession and the sharp decline in consumption, most companies have adopted layoffs and salary cuts to reduce operating costs. Real estate predators Vanke Real Estate, Zhongyuan Real Estate pay cuts and layoffs; Tianzhi pride son China Eastern Airlines, China Southern Airlines pay cuts and layoffs; private enterprises star Bird, Amoi salary cuts and layoffs ... pay cuts have been affected by real estate, aviation, petrochemical, electricity, IT, securities, A series of industries such as finance and printing.
However, the traditional methods of pay cuts and layoffs to avoid risks have also been pressured by public opinion, and the way in which some companies implement open source and reduce expenditures in terms of cost reduction seems to be more popular.
According to the reporter's understanding, at present, various functional departments of Baosteel's headquarters have carried out some explorations on key management and control modes. They optimize their work functions and business processes and reduce management costs. Production units such as marketing, manufacturing, and R&D focus on improving product quality. Expanding the market and reducing costs... have achieved obvious results.
At a seminar held at the School of Economics and Management of Tsinghua University a few days ago, David, the CEO of Haug Robinson (HRG), the world's largest corporate travel services company, told reporters that reducing costs can be started from the perspective of open source and thrifty. The main job is to reduce expenses and help companies save money.†To achieve this goal, they have taken measures including assessment and adjustment of the grade, travel to change business class into economy class, video conference and conference call instead of business trip. A series of new measures.
However, he also said: "The salary reduction is not an effective method. Every employee has his own ideas and technology. My management philosophy is to pay attention to personal feelings, do not want to do it to others. Put all the advantages together. â€
Brand response in key times
Also at the meeting, Gloria, the vice chairman of P&G, said: “Doing more investment in brand awareness, so as to continuously meet the needs of consumers, can enable consumers to generate trust in the company, and this kind of trust can bring them to some The loyalty of a brand is often an important aspect of big brand companies to tide over the difficulties.
Gessler said: "Our P&G has a total of 23 brands with sales of more than $1 billion and 20 brands with sales between $500 million and $1 billion. These brands have contributed to the sales of our company. More than 85%, and the contribution of profits is more than 90%. Our responsibility is to always maintain the healthy growth of these brands to ensure that we are invincible in the competition."
Su Fangwen, director of the Haier Group Corporate Culture Center, said that when companies should respond to the financial crisis with brands, they said: "Haier is honest and does not suffer from losses." She believes: "Today, talking about integrity is particularly good, better than in previous years. There was no financial crisis in the past few years. What kind of products can be sold. Now there is a financial crisis, not consumers do not consume, It is more selective, choose the brand."
Implement an effective talent strategy
After the financial crisis, companies are exploring ways to deal with the crisis. Tsingtao Brewery chose to strengthen training and improve employee skills, thus promoting internal innovation to form a competitive edge. Jiang Hong, vice president of Tsingtao Brewery, said that “through training, employees have strong job competency, can improve equipment operation efficiency, reduce production process costs, and go all out to cope with the economic crisis. At the same time, under standardized training, we will make our raw materials and processes. The process, including our work behavior, cultural atmosphere, etc., can achieve consistency and advance the realization of the goal of 'a brewery'."
Ye Shuguang, the consulting division of Kingdee Software (China) Co., Ltd., argues that under the influence of the economic crisis, enterprises should carry out human resource management innovation, build a forward-looking human resource management platform for enterprises, and provide sufficient sustainable development for enterprises. Human resource management accumulation and talent reserve. He said: "The economic crisis is only a torrential rain in the process of enterprise development. It urges us to establish a sound enterprise management model and human resource management platform, and to consolidate the foundation of enterprise management during the economic downturn, then, after the storm, it must Can greet the beautiful rainbow earlier than others."
M&A and restructuring form a new competitive edge
Ji Xiaonan, chairman of the State Council's State-owned key large-scale enterprise supervisory committee, pointed out at the meeting: "This international financial crisis has brought about serious opportunities while also bringing adjustment opportunities. Enterprises should take the initiative to market-oriented, accelerate structural adjustment, and focus on transforming development. Ways to effectively overcome the impact of the crisis and continue to maintain rapid development."
Driven by the financial crisis, BMW and Mercedes-Benz marriage, Toyota merger GM, Changan into the Ford, SAIC's acquisition of Hyundai, Tata reorganization PSA ... the intensification of the automobile industry merger, has largely changed the global auto map. Under the interference of the crisis, the semiconductor industry began to reorganize and seek self-rescue, and some enterprises in the steel industry began to reorganize and seek a way out when steel prices fell all the way, striving to mature in the storm.
With regard to the new round of mergers and acquisitions caused by the financial crisis, the People’s Daily editorial stated that “in the case of economic difficulties, the market survival of the fittest mechanism will force industries, industries and enterprises to optimize and reorganize. We should seize the opportunity to accelerate the economy. Structural adjustment. Encourage mergers and acquisitions of enterprises, support superior enterprises to acquire backward enterprises and difficult enterprises, and implement strong alliances and integrated upstream and downstream operations."
Open source throttling in cost management
In the economic downturn, the company's first reaction is to cut costs. Affected by the global economic recession and the sharp decline in consumption, most companies have adopted layoffs and salary cuts to reduce operating costs. Real estate predators Vanke Real Estate, Zhongyuan Real Estate pay cuts and layoffs; Tianzhi pride son China Eastern Airlines, China Southern Airlines pay cuts and layoffs; private enterprises star Bird, Amoi salary cuts and layoffs ... pay cuts have been affected by real estate, aviation, petrochemical, electricity, IT, securities, A series of industries such as finance and printing.
However, the traditional methods of pay cuts and layoffs to avoid risks have also been pressured by public opinion, and the way in which some companies implement open source and reduce expenditures in terms of cost reduction seems to be more popular.
According to the reporter's understanding, at present, various functional departments of Baosteel's headquarters have carried out some explorations on key management and control modes. They optimize their work functions and business processes and reduce management costs. Production units such as marketing, manufacturing, and R&D focus on improving product quality. Expanding the market and reducing costs... have achieved obvious results.
At a seminar held at the School of Economics and Management of Tsinghua University a few days ago, David, the CEO of Haug Robinson (HRG), the world's largest corporate travel services company, told reporters that reducing costs can be started from the perspective of open source and thrifty. The main job is to reduce expenses and help companies save money.†To achieve this goal, they have taken measures including assessment and adjustment of the grade, travel to change business class into economy class, video conference and conference call instead of business trip. A series of new measures.
However, he also said: "The salary reduction is not an effective method. Every employee has his own ideas and technology. My management philosophy is to pay attention to personal feelings, do not want to do it to others. Put all the advantages together. â€
Brand response in key times
Also at the meeting, Gloria, the vice chairman of P&G, said: “Doing more investment in brand awareness, so as to continuously meet the needs of consumers, can enable consumers to generate trust in the company, and this kind of trust can bring them to some The loyalty of a brand is often an important aspect of big brand companies to tide over the difficulties.
Gessler said: "Our P&G has a total of 23 brands with sales of more than $1 billion and 20 brands with sales between $500 million and $1 billion. These brands have contributed to the sales of our company. More than 85%, and the contribution of profits is more than 90%. Our responsibility is to always maintain the healthy growth of these brands to ensure that we are invincible in the competition."
Su Fangwen, director of the Haier Group Corporate Culture Center, said that when companies should respond to the financial crisis with brands, they said: "Haier is honest and does not suffer from losses." She believes: "Today, talking about integrity is particularly good, better than in previous years. There was no financial crisis in the past few years. What kind of products can be sold. Now there is a financial crisis, not consumers do not consume, It is more selective, choose the brand."
Implement an effective talent strategy
After the financial crisis, companies are exploring ways to deal with the crisis. Tsingtao Brewery chose to strengthen training and improve employee skills, thus promoting internal innovation to form a competitive edge. Jiang Hong, vice president of Tsingtao Brewery, said that “through training, employees have strong job competency, can improve equipment operation efficiency, reduce production process costs, and go all out to cope with the economic crisis. At the same time, under standardized training, we will make our raw materials and processes. The process, including our work behavior, cultural atmosphere, etc., can achieve consistency and advance the realization of the goal of 'a brewery'."
Ye Shuguang, the consulting division of Kingdee Software (China) Co., Ltd., argues that under the influence of the economic crisis, enterprises should carry out human resource management innovation, build a forward-looking human resource management platform for enterprises, and provide sufficient sustainable development for enterprises. Human resource management accumulation and talent reserve. He said: "The economic crisis is only a torrential rain in the process of enterprise development. It urges us to establish a sound enterprise management model and human resource management platform, and to consolidate the foundation of enterprise management during the economic downturn, then, after the storm, it must Can greet the beautiful rainbow earlier than others."
M&A and restructuring form a new competitive edge
Ji Xiaonan, chairman of the State Council's State-owned key large-scale enterprise supervisory committee, pointed out at the meeting: "This international financial crisis has brought about serious opportunities while also bringing adjustment opportunities. Enterprises should take the initiative to market-oriented, accelerate structural adjustment, and focus on transforming development. Ways to effectively overcome the impact of the crisis and continue to maintain rapid development."
Driven by the financial crisis, BMW and Mercedes-Benz marriage, Toyota merger GM, Changan into the Ford, SAIC's acquisition of Hyundai, Tata reorganization PSA ... the intensification of the automobile industry merger, has largely changed the global auto map. Under the interference of the crisis, the semiconductor industry began to reorganize and seek self-rescue, and some enterprises in the steel industry began to reorganize and seek a way out when steel prices fell all the way, striving to mature in the storm.
With regard to the new round of mergers and acquisitions caused by the financial crisis, the People’s Daily editorial stated that “in the case of economic difficulties, the market survival of the fittest mechanism will force industries, industries and enterprises to optimize and reorganize. We should seize the opportunity to accelerate the economy. Structural adjustment. Encourage mergers and acquisitions of enterprises, support superior enterprises to acquire backward enterprises and difficult enterprises, and implement strong alliances and integrated upstream and downstream operations."
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