Don't let the "second venture" twist the wrong spring.

Don't let the "second venture" twist the wrong spring.

It should not be an exaggeration to describe the entrepreneurial process of enterprises with the Long March. It was a nightmare experience, full of hardships and bitterness, and it was even difficult to see the clouds for a long time. But unfortunately, many enterprises have gone through the road of entrepreneurship and reached a certain height, but for various reasons, they failed to continue this glory. The instant glory and rapid decline of enterprises in China has become an endless topic.

Today, the second venture has become a new word that many enterprises often talk about. The second venture is an internal reform process for enterprises to seek further development after achieving rapid growth. Its essence is the strategic transformation when the enterprise develops to a certain stage, and it is a revolutionary change in the process of enterprise development.

Therefore, compared with the first venture, the second venture is a new long March. Although this road lacks various disadvantages such as funds, insufficient personnel and single management, enterprises need to use the means of integration to allocate existing resources and move towards a higher level. At the same time, the market environment faced by the second venture has become a completely saturated and fully competitive market, and the marketing system faced has become a chain structure. The mistakes in one link will bring incalculable losses to enterprises. Different from starting a business from scratch, survival and development are not the main purpose of the second venture, but the ultimate goal of the enterprise is to take off and become bigger and stronger. To complete this unusual new long March, enterprises need a clear mind and wise means.

Conceptually speaking, entrepreneurship refers to the establishment of a new enterprise, and make the new enterprise survive and achieve certain development at the same time; The second venture refers to the further expansion and development of enterprises on the basis of the first venture. The main content of starting a business is to fill the gap in the market and expand rapidly? The accumulation stage of quantity? The second venture focuses on the overall transformation and upgrading of the enterprise? Quality improvement stage? . The second venture is a new stage from quantitative change to qualitative change, which has many new characteristics different from the first venture. When private enterprises start their first business, most of them seize the opportunity in the shortage economy and pass? Fill in the blanks? Get bigger quickly. When starting a second venture, the relationship between market supply and demand has changed from shortage to surplus, and the market environment has changed. The internal structure, business model, management concept and development direction of enterprises should also be changed in time to adapt to the new situation. For entrepreneurs who are starting a business, standing at the crossroads of the second venture, they face more problems: which direction should the enterprise develop? Should we give up the mature family system? Do you still have to rely on established business areas? How to change the role from entrepreneur to entrepreneur?

On the way to the second venture, many enterprises suffered from poor management and decision-making. Waterloo? . In this case? It looks beautiful? The second venture has become the development of the enterprise? Bottleneck? Has become the heart of many entrepreneurs? Pain forever? .

At present, after a pioneering stage, domestic daily chemical enterprises have produced a large number of outstanding enterprises, such as Libai and Naisi in the washing industry, and their sales have exceeded10 billion. Galand, Polaiya, and Orofi in the cosmetics industry have grown rapidly with the help of joining channels.

In the past two years, these enterprises started their second venture, and we can see some problems that they need to pay attention to in their second venture.

Defining the process of industrial structure adjustment The most common choice for enterprises to start their second business is to audit the existing business units, determine the horizontal analysis of product units and open up new categories in the vertical industrial chain. For example, some enterprises have always been low-end products, and in order to further enhance the brand image, they often choose to launch some high-end products. There are also some enterprises that operate related diversified brands.

Case 1: Libai Diversified Management

20 12 is the first year of Libai's second venture. At the dealer conference at the beginning of the year, President Chen Kaixuan heroically shouted the slogan of bidding farewell to the traditional marketing campaign of Libai and winning the second battle of international modern marketing.

Li Bai also made an important appointment. She Chuhong, who has been in charge of Libai's sales power for more than ten years, was transferred from the post of general manager of the sales corporation, and Jiang Xingzhou, the former general manager of Jianlibao's national sales, took over the post. A few months later, Jiang Xingzhou left with a low profile. The sales general manager was promoted by the former Libai insider. Chen Kaixuan frankly admitted that Li Bai's entrepreneurial style is hard work. In the past, Chen Kaixuan, which paid more attention to the market than corporate culture, tried to make Libai's model more open. Obviously, with the development of enterprises and process reengineering, it has become a top priority for Libai to make some blocked management channels smoother. At this time, Chen Kaixuan spent a lot of energy to pay attention to the process and corporate culture and adjust the middle and senior managers, which shows that he realized the urgency of these problems and proved his determination and will to change. Of course, Jiang Xingzhou's departure has once again proved that Libai still needs to be willing to give up and sacrifice some things in order to make the enterprise transformation more thorough, and it will take a long time for outsiders to integrate.

In 20 12 years, Libai's sales amounted to nearly 8 billion yuan. How to break through has become the key to Libai's development. In the South China market, the rise of Lan Ju in Zhongshan and Langqi in Guangzhou has put a lot of pressure on Libai, and the aggressive Naes has also taken away nearly 40% of the South China market. From obscurity to public criticism, it is impossible for Li Bai to return to the previous low-key time.

One of the ways to choose Libai is to be a terminal. Libai believes that at present, most daily chemical enterprises sell through terminals. China has a large rural population and little contact with big supermarkets, so it is necessary to change the terminal and explore a marketing model that conforms to the international trend. It is reported that Libai Sales Corporation has set up a direct sales department to manage domestic major international and national direct chain stores, and at the same time, with the help of local distributors, strengthen store sales. But the following problem is that the sales radius of dealers is gradually shrinking. In the face of the shrinking of exclusive distribution channels and the consequent reduction in profits, protecting the interests of exclusive distributors has become an increasingly acute problem.

Another breakthrough is to continuously expand the product line. Libai is most proud of its channels all over the country, comparing its image to a huge transportation pipeline. In this pipeline, any Libai product is not worried about sales. Yes, are you used to it? Increasing product line equals increasing sales? As far as Libai is concerned, there are no other heavyweight products on this transportation pipeline except Libai washing powder and detergent. But when the enterprise develops to a certain stage, the number is no longer the only standard to measure the enterprise, and the details become the element to reposition the enterprise. Scale and quantity are the two major indicators that Libai used to pursue, and now the status of the brand will be more important. In the new historical stage, new products are not only endowed with the function of playing the market, but also help Libai to enhance its brand image.

The third breakthrough is capital operation. ? As long as there are brands suitable for our product line and in line with our development strategy in the market, it is not excluded to continue to adopt this method for mergers and acquisitions. ? A Libai spokesman said Libai plans to list in China.

Case 2: Olofi established an image.

In 20 12, Orofi company launched six series of creams again, and imported the spring of youth skin care series, EMBRUM men's perfume and VOLUPTE women's perfume also entered the market with high profile.

In Olofi's view, high-end products are high-tech products, representing excellent quality. Consumers' pursuit of high-end products proves that consumers' tastes and needs are improving step by step. As we all know, the higher the product is sold, the higher the profit of the product. Therefore, in the increasingly fierce market competition, many enterprises aim at high-end products, but it is not easy to establish high-end brands. First of all, enterprises should pay attention to consumers' demand for products and have good brand strategy planning. Consumers who can consume high-end products pay attention to the quality of life, product health and safety, personalized packaging, high efficiency and environmental protection. It can even be said that when they buy cosmetics, they pay more attention to the quality of products, are very sensitive to the value of products, and are relatively slow to the price.

On the premise of grasping this trend, Olofi believes that there is a broad market demand for high-quality and low-priced products, and high-income people who are busy in cities and have high requirements for quality of life will become the first choice for this product. As early as a few years ago, Olofi began to reasonably guide China consumers, keep pace with the times, innovate brands, and realize the harmonious growth of brands and consumers. Olofi put forward the concept of going upstream in China market. When preparing for international first-and second-tier brands such as Olay and L 'Oreal, we adopted a preconceived strategy, and adopted a strategy of saving the tiger from the wolves for some local third-and fourth-tier brands.

Transform channels, so that channel adjustment can promote enterprise growth.

In the process of starting a business, the enterprise has established good cooperative relations with a group of dealers. It can be said that enterprises and distributors grow together in the cold. However, when the enterprise develops to a certain stage, the problem of dealers appears. For example, enterprises need to control some special channels and eliminate some dealers who can't make progress. If some dealers have work without plans, plans without tasks, tasks without execution, inspections without results, and results without rewards and punishments.

Many enterprises have not handled the channel adjustment well, resulting in the loss of channels and the decline in sales. To effectively implement the channel strategy, it is necessary for enterprises to have one? Invincible? Our elite team includes a strong business and training elite team, which can sink into every detail of the market, including excellent agents and their excellent teams, and even high-quality retail outlets. Only through a series of comprehensive work and meticulous services from top to bottom, can we ensure the efficiency of the team, push the policy to the terminal, provide counseling for outlets and directly provide services to consumers, can we really give full play to the maximum effectiveness of various brand management strategies.

Case 3: The United States and the Soviet Union go hand in hand.

From 20 12, Samui will implement a new channel strategy, and it will take one to two years to divide the professional line and the daily chemical line into two channels. With the development of the brand, the business model of taking care of both the daily chemical line and the beauty salon line is gradually becoming a burden for the development of Samui. In the past two years, the reputation of beauty salons has been severely tested, the variety and quantity of products have dropped sharply, and the overall market share of beauty salons has shown a slow growth trend. Therefore, how to organically combine the beauty salon line and the daily chemical line to form complementary resources and finally serve consumers well is the key. Therefore, this year, Galand Group decided to actively develop the channels of daily chemical products outside the beauty salon, and started the development plan of shopping mall counters from the second half of 20 12. In order to ensure the healthy and benign promotion of the brand strategy of the United States and the Soviet Union, the company clearly stated that the implementation of this channel strategy must be based on the pursuit of network quality and control of blind expansion. At the same time, the Group will effectively integrate Samui brand daily chemical and offline channel agents of beauty salons, and use its own training advantages in the transformation of daily chemical channels to help the original offline channel agents of beauty salons successfully transform.

Third, establish a scientific concept of talent development.

When the enterprise develops to a certain stage, the veteran entrepreneurs often become obstacles to the enterprise's take-off. In particular, the disadvantages of family businesses in this respect are more obvious. Once the core personnel leave, enterprises often suffer heavy losses. According to the modern view of human resources, the investment in human resources is not a cost, but an investment, and this investment is productive and can continuously generate more returns. Many well-known foreign enterprises have been very successful in this respect. Senior leaders of enterprises should never think that personnel management is a matter of spending money instead of making money, and it should be reduced as much as possible. Some daily chemical companies will recruit a large number of salespeople in the talent market every peak season, and once they are in the off-season, they will lay off a large number of salespeople. It is absolutely impossible to focus only on short-term return on investment, without formal training for personnel and without establishing long-term return on investment for talents.

The vitality of an organization comes from the inner enthusiasm of employees. How far an enterprise can develop depends on the mental outlook of employees. Therefore, judging the current situation of an enterprise depends on its working environment, its high-rise buildings and its office space, and the key depends on its staff composition: the concept of employees, the ability structure of employees and the thinking of employees determine how far the enterprise can go.

The vitality of an organization comes from the enthusiasm of employees, and the realization of organizational goals depends on the exertion of group enthusiasm. Where does the enthusiasm of employees come from? In fact, everyone is willing to contribute their wisdom and strength in an organization because the organization can achieve the personal goals of employees to a certain extent, that is, the enthusiasm of employees depends on the degree of realization of personal goals.

A well-known cosmetics company is one of the few enterprises that adopt internal promotion system. Records show that in the past 50 years, all the positions above the director of a well-known cosmetics company have been promoted internally. A well-known cosmetics company attaches great importance to the development and training of employees after they join the company. Through formal training and one-on-one guidance from line managers at work, employees of a well-known cosmetics company can grow rapidly. It is not difficult to train a talent, but a well-known cosmetics company cannot train hundreds of thousands of talents in 50 years without scientific and quantitative management methods.

abstract

In fact, from the above cases, we can see that many daily chemical enterprises put forward the slogan of starting a second business, but the specific performance is only some superficial measures. For the second venture, the most important thing is that you need to make the right decision. There should be a scientific evaluation of the next step of the enterprise.

Many of our enterprises often ignore this point and fail to realize that decision-making and management are the key to the second venture. In the above cases, some enterprises have made decisions, but the management is not in place in the implementation process, making the decision only a decision. In fact, the decision determines the direction of the enterprise. The second venture of the above-mentioned enterprises only stays at the basic level of enterprise transformation and does not involve the core of the enterprise. In a sense, this second venture is not pure.

Only by solving the decision-making and management, and then innovating, is the core of the real second venture.

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