It is understood that the topic of this consultation is "building a high-performance marketing and sales organization system". Shida has always attached great importance to three things: first, technology, that is, forming its own core technology on end products; Second, in the sales strategy, pay attention to sales and face the market; Third, people-oriented and attach importance to human resource management. Shida believes that these three aspects are exactly the three things that IT enterprises must complete under the knowledge economy.
For two and a half years from 1996, Shida has been exploring the way out of its own sales system. Shida has been considering establishing a marketing center since its establishment, and even put up the brand of marketing center in 1996 and 1997, but it was not done according to the market concept at that time. Because from its establishment to 1998 for a long time, Shida's concept is market space, and it is more realistic to do sales. Therefore, although the marketing center was established, it was just talk, no practice and no action. The marketing center is just an empty shelf.
At the end of 1997, due to the discovery in actual operation, as long as one product is produced, there will be one more company. Shida Group established a sub-branch platform, integrating administrative resources, management resources and financial resources of sub-branches for all products. However, this platform is still not directly involved in the operation, and the products are still made by branches. 1June, 1998, Shida put forward the operation plan of regional subsidiaries, trying to mobilize personnel through regional assessment, so that they can integrate all products from the economic point of view and sell them together. Therefore, it can be said that Shida has been exploring its own sales system for more than two years from 1996 to 1998, but it has never come out.
By 1998, with the smooth implementation of industrial restructuring, Shida has industrial clusters from mainstream to non-mainstream and from hardware to software. However, the increasing product categories require higher and higher management, and the defects of the original management methods are becoming more and more obvious. For example, the resources of enterprises, especially market resources, cannot be enjoyed. The product-centered management system directly affects the penetration of Shida products into customers and ignores marketing. In order to truly become the mainstream supplier of information industry, Shida must break through the "bottleneck" of management.
It is in this context that Shida hired McKinsey, an internationally renowned management consulting company, to "diagnose" it and design its management system. According to Ye Long, president of Shida at that time, the reason why we chose to introduce "outside brain" McKinsey was because Shida believed that the management experience of China enterprises in the past 20 years and the management exploration of Shida in the past 10 years were not enough to design the organizational structure and operation process that could adapt to the future development of Shida. The gap between Shida and foreign advanced management systems is not one year or two. Therefore, it is an inevitable choice to absorb and learn from the international advanced management system and form a competitive advantage through the leadership of the management system.