Different stages of developing different cabinet industries can effectively avoid risks

The market is sluggish, and the number of companies has soared, market competition has intensified, and many companies have encountered bottlenecks in their development. Especially for small and medium-sized enterprises, because their own ability to resist risks is weak, enterprises will not be able to move forward if the market is in a state of flux.

Different strategies at different stages

We know that everything in nature experiences a growing process from small to large. The same is true for doing business, but also from the introduction period (birth), to the growth period, maturity, and then to the recession. In different stages of development, due to their own strength, market situation and "game" rules, it is necessary to formulate different development strategies, and should not be forced to make a move.

The development model adopted by those enterprises that have made a name for themselves is not necessarily applicable to enterprises that have just entered the market. Because, in different development periods, the market situation, market structure and "game" rules have undergone fundamental changes, time and nodes have been different. If the enterprise is still arbitrarily applying the methods of others, it is like thinking about the sword. The consequences can be imagined. However, it is more conducive to the development of the enterprise to selectively learn from the experience of others and use it for others. To be a business, just like raising a child, you will encounter such a trouble. However, as long as the "cause" of the enterprise is discovered in time, the "lesion" is found, and the drug is prepared, the enterprise can grow healthily.

To be a company, we must follow the rules of market development. At different stages of development, enterprises must formulate different development plans, adopt different strategies, and take advantage of the situation to effectively avoid risks.

The author believes that business enterprises must first clearly understand the development stage of the industry and enterprises, and develop an effective development strategy; timely understand relevant national policies, understand consumer demand points and market development trends, and understand the situation of competitors. Wait.

Incorporate like-minded talents

In the future, the cabinet industry will emerge: the stronger the strong, the weaker the market structure. However, in the fiercely competitive, variable cabinet industry, the strengths and weaknesses are only relative, there is no permanent strong, and there is no permanent weak. If today's strong people neglect the improvement of innovation ability and weaken their competitiveness, they will become the weak tomorrow; and today's weak people, if they can enhance their innovation ability and improve their core competitiveness, will become tomorrow's strong.

The strong strong, the perfect competition mechanism, the talent reserve, and the humanized management are important reasons. The most important reason for Coca-Cola's success is that it has a sound talent management mechanism and a stable talent team. Coca-Cola has never considered the talents of which companies to dig. In turn, it attracts many outstanding talents and forms a strong talent drive. This is an important reason for its success. No matter which industry, it is difficult for enterprises to attract talents. Some enterprises often invest heavily in “digging” talents, but in the end they cannot retain talents because they do not have perfect management mechanisms. This is especially true for SMEs.

In fact, employees and businesses are a kind of "marriage" relationship. When it comes to marriage, you have to say some marriage stories we often see. For example, if you want to maintain a marriage, you can maintain it without using much money. It is not to be tied up with ropes, but to have a common desire, a outlook on life and values. To maintain a marriage. The same is true for doing business. Enterprises should not "dig" those who do not want to "constrain" because of subjective reasons; do not try to retain the talents that have already been determined, and must not leave him. As the saying goes: Strong twisted melon is not sweet. If you barely "dig" people or keep people, they "are in the heart of Cao Ying in Han", it is difficult to do their best, it is more difficult to do the same with others, and help each other. Therefore, we should look for talented people who share the same vision, work together, common ideals and values, in order to do their best and make the best use of it. Even when the company is in trouble, it can cope with the enterprise and tide over the difficulties.

How do SMEs break through the bottleneck? The author believes that the following three points are extremely important: different stages, formulating different development strategies; absorbing like-minded talents; and implementing humanized management.

Humanized management

Sun Zibing Fa Yun, "As the soldiers are like babies, they go to the deep stream; they are like a child, so they die with them." Means: Treat the soldiers as babies. When the team encounters difficulties, they will not flee and join forces to fight the battle; treat the soldiers as sons, and when the team encounters difficulties, they will live with you.

This shows a truth, as long as they are always in the army, they will be able to advance and retreat with the team in wartime. This method is also suitable for the management of cabinet companies. China's national conditions are different from those of the West. The Chinese people are humanistic. As long as the company treats employees well, when the company encounters difficulties, they will certainly suffer from the company.

According to many job seekers, salary is one of the factors that must be considered, because there is no money to live. But they are more concerned about the happy and pleasant working environment and the embodiment of the value of life. The salary is good, if you are not happy, you will eventually choose to leave. It can be seen that humanized management is the most important factor in retaining talents and making people do their best.

Maslow said that human needs are divided into four levels: physiological needs, security needs, recognized needs and self-fulfilling needs.

The physiological need is that people must first have the right to survive. If there is no chance of survival, there is no need to talk about anything else; when they have the right to live, they have security needs and hope to live safer and more peaceful. I have worked in a place for a long time and have paid a lot, so I hope that the effort can be recognized by everyone; when the payment is approved, there is a self-fulfilling demand. In other words, if everyone does everything well, they will be rewarded. For example, job promotion, improved treatment, etc. After clarifying the needs of human nature, perhaps the managers of cabinet enterprises will bring some help in the management of enterprises.

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