When consulting and consulting the private enterprise industry, the author found that most enterprises are private enterprises, and the bosses of these private enterprises are mostly grassroots bosses who started from scratch. This is one of the most dynamic groups among business owners in China, and it is also one of the most prone to make mistakes and detours in business management. One of the reasons for making mistakes and detours is one's own limitations, such as personality, vision, vision, pattern, knowledge, origin and so on; Second, the private enterprise industry itself is a sunrise industry, and it is not mature. There are not many "takenism", and there are no mature models and templates to copy. All business owners are "crossing the river by feeling the stones", and most of them believe in the short-term pragmatic theory that "no matter whether a white cat or a black cat catches a mouse, it is a good cat". An interesting phenomenon is that in the private enterprise industry, even a peer enterprise in a sub-industry, the organizational structure, department name, functions and responsibilities of each enterprise are different, which also shows the immaturity of this industry from the side.
The biggest business death point is why corporate culture can't be left behind.
More and more bosses realize that the bigger and more developed an enterprise is, the more it needs corporate culture. Bosses also painstakingly formulated a set of corporate culture, which was hung on the wall and written in the manual. In general meetings and small meetings, employees are also trained, but all of them are "much cry and little rain", and most of them have become "oral culture", "wall culture" and "coping culture". There are many reasons why culture can't be pushed away in the enterprise and the boss has the final say. The reason for this result is that most bosses don't know that they are corporate culture, and the boss's culture is corporate culture. If the boss has no culture, it is also a kind of "no culture" corporate culture. The boss's words and deeds, especially his words and deeds, and his words and deeds to the management are the corporate culture. Just because the boss wants to promote a set of culture that he thinks is good, and he is doing another set of culture, he can't be left behind. As a result, the "two skins" of culture are separated from each other and even contradictory. The boss does not recognize and practice the corporate culture promoted to employees, especially for management and grassroots employees. In this way, boss culture and corporate culture are two parallel lines, and there will never be an intersection and it is impossible to land.
The second largest business death hole, enterprises can not do without their loved ones.
Blood-related enterprises are not necessarily bad enterprises, and many excellent foreign enterprises started from family businesses. As mentioned above, most bosses in the private enterprise industry are self-made, just starting a business and have no relatives. Who can they rely on? Who can be trusted? This is also a very realistic problem. Therefore, the vast majority of private enterprises are either husband and wife shops or relatives shops, and relatives related to the boss are more or less in the enterprise. It should be noted that there is no contradiction between foreign family businesses and modern enterprise systems without blood relationship. On the contrary, many family businesses abroad are family businesses that have established a modern enterprise system and a professional manager mechanism. But don't forget "orange in the south and orange in the north". Compared with foreign countries, it is much more difficult for our family business to evolve into modern enterprise system and professional manager mechanism. A very big reason is that foreign countries are the management logic of "law, reason and emotion", while China is just the opposite, which is the logic of "emotion, reason and law". First of all, it is not in line with human feelings, whether it is reasonable or not, and finally it is in line with the system and rules. Even if the business owner gives another bowl of water to his relatives, others always feel that the bowl is still crooked. The vast majority of employees think so: as long as there are relatives, there is no fairness! It's useless for the boss to shout loudly. This highlights the "greatness" of two brothers, Liu Yonghao and Liu Yongxing, who founded Hope Group, one of the best private enterprises in China: at the beginning of their business, they didn't want a relative. I know China's humanity too well, I admire it! But it can only be a successful case, not representative and universal. The reality is that with the development of enterprises, bosses should let their relatives gradually fade out of the enterprise. As for how to fade out, it is beyond the scope of this article.
The third biggest business death point is "soldiers rushing to the iron camp."
The reason why the soldiers with running water are replaced by soldiers with "flushing" is that the use of "flushing" can better reflect the rapid flow of people, just like pressing the latest toilet button, as fast as lightning. Every year, the human resources department is busy recruiting people. The old crop is gone, and the new crop can't be picked. It is a pain that many private enterprise bosses can't erase. Most private enterprises rely on people, not on systems and systems to survive and develop. The departure of people, especially old employees, takes away a large number of technical backbones, and the technology and methods of enterprises are also lost, and many good things and methods are also lost, which becomes a means for employees to strive for high salaries themselves, while enterprises draw water with a sieve. Retaining people, especially talents, is something that every boss must seriously consider and deal with. The salary level of employees, the competitiveness of salary in the same industry, the career development space and development channels of employees, and the means and methods of retaining people should all be compulsory courses for bosses.
The fourth business death point, if employees don't pay, I won't go up and respond passively.
The boss cares about costs, especially labor costs, and doesn't want to go up every year. However, employees think differently. As long as the salary has not increased for two years, most employees begin to have ideas. Waiting for employees to ask for a raise is equivalent to letting employees find a good home before negotiating with their bosses. This is mostly the case. When the boss is "cornered", the employees are generally "lions open their mouths", which makes the bosses in a dilemma and very passive. Instead, take the initiative to deal with it. It may be a practical solution to clarify the annual assessment method for employees, improve the promotion mechanism and set wages for employees' length of service every year.
The fifth biggest business death point is "we don't need airborne troops to die, we use airborne troops to die".
The most successful professional managers in China, whether Kai-fu Lee or Tang Jun, have exciting salaries, but it is not their intention to constantly change jobs. The bitterness behind the scenery is only clear to them. At present, it is rarely estimated that business owners in China can grow old together with professional managers. First, China's current society is impetuous. Most bosses are eager for quick success in the short term, have no long-term strategic planning, and have limited patience with professional managers who can't make achievements and sales in the short term; Second, China's own professional managers are not mature enough, and they are mixed, and they are also despised and criticized by bosses; Third, bosses and professional managers often need a long running-in process because of the huge contrast in origin, vision, orientation, personality and thinking mode, but the market waits for no one, and it is possible to break up before the running-in is completed. What the boss needs to know is the classic "barrel theory": he invited a "long board" (professional manager) back, and the other boards in his barrel were still "short boards". If they are not as long as longboards, or if they don't develop in the direction of longboards, they can't have more water (good performance and good sales). This kind of "longboard" is likely to become the goal of the short-board people "a good tree in the forest will be destroyed by the wind", and most of the "longboard" (professional managers) have been despondently unlucky.
The sixth biggest business death hole "is not the life of big enterprises, but the disease of big enterprises".
What is the disease of big enterprises? Most people are overstaffed, overstaffed and inefficient. This is not a question of whether big enterprises want this disease, but whether it can be cured. This is an inevitable disease of large enterprises with the expansion of institutions, personnel and processes. Only the severity of the disease, there is no problem of getting sick. This is why the book Dancing with Elephants written by Guo Shina, the former CEO of IBM, became a best-seller in management. Elephant (large enterprise) has the advantages of long process, slow decision-making, slow speed and insensitive response, but it also has the advantages of less decision-making mistakes, stable system and strong anti-risk ability. Private enterprise owners are mostly sparrows (small and medium-sized enterprises). They should have made quick decisions, responded sensitively to the market, changed quickly and worked efficiently, thus giving play to their comparative advantages. However, many bosses of private enterprises have got a saying that "the sparrow is small and complete". There are many institutions, departments, management levels, bloated personnel and low efficiency, which makes them suffer from the undeserved disease of being rich in big enterprises. Enterprises in private enterprises mainly keep in mind that streamlining institutions, refining personnel, reducing levels, being responsive, making decisions quickly and efficiently, and implementing them in place are magic weapons for the survival and development of small and medium-sized enterprises, which need to be adhered to and pursued for a long time in the stage of development and growth.
The seventh biggest business death point is "small feet wear big shoes".
Frankly speaking, most bosses of private enterprises in China have strong learning ability. Willing to try and adopt new ideas and practices is a double-edged sword. Whether it is theory, system, mode or mechanism, there is no difference between advanced and backward for enterprises, only suitable and unsuitable. I admire the spirit of many bosses who dare to treat their enterprises as "experiments". Regardless of the development stage of their own enterprises and the present situation of enterprise resources, they blindly introduce and promote the so-called advanced theories, systems, models and methods that they think or are sold to them by others, and only put on a pair of unsuitable big shoes for their little feet. Definitely not suitable. When employees can't understand, can't carry out, complain and give up halfway, bosses will give up and dislike. What private entrepreneurs need to keep in mind is that what is suitable is the best, and don't let your head become someone else's racecourse!
The eighth biggest business death point is suffering from "brand hyperactivity disorder".
Now is an era of information explosion. Bosses should remember that a strange enterprise, a strange brand, has a high cost and a large investment, which takes a lot of money and time. Moreover, the corporate brands of private enterprises are mostly unknown industry brands, and there are very few popular brands that can be called by the public. There is still a long way to go for the brand building of private enterprises. The bosses of many private enterprises, whose brand positioning, brand slogan and brand image are constantly changing, change once a year or two, which is a typical "chop and change". Look at Heng Yuanxiang's "Sheep, Sheep and Sheep" and Brain Platinum's "No Gifts for this Festival". Even though they are called "brain-dead advertisements" by so-called experts and consumers, they still insist. They won the essence of brand building in China, and let consumers remember that this is the first. Consumers scold melatonin for going to the supermarket and giving people something as a gift. May think of melatonin. Owners of private enterprises need to keep in mind that the accumulation of brand equity lies in perseverance, otherwise brand equity will be out of the question, and they will get "brand hyperactivity disorder" and may also get negative equity. The glistening silver is really wasted. It hurts. Why do bosses always suffer from "brand hyperactivity disorder"? Because important brand positioning, brand slogan and brand image determination all require profound market judgment and consumer insight. Most bosses clap their heads and make decisions, without confidence and persistence. Going with the flow, the brand naturally becomes a doll that can be changed.
The ninth business death point is "fast is slow, and slow is fast".
Many bosses of private enterprises, especially those of national brands, can't wait to complete the layout of national networks and channels as soon as possible. It's a great sense of accomplishment to see small red flags everywhere on the national map. This has led to the blind rashness of many business owners. It is relatively easy to become the "dark horse" of network expansion speed, but it is by no means a day's work to become the "white horse" of network quality. The cost of acquiring a new customer is four times that of acquiring an old customer; The investment of rebuilding a rotten market is more than four times that of reopening a new market, and the hidden cost may be much greater. If you can't do it well, you would rather not do it; It is often a wise choice for the boss not to do it because he is not fully prepared. Fast without quality is slow, and slow with quality assurance is fast. This is the management dialectics that all bosses should know.
The tenth biggest business death point is "the boss who can't be a man."
Should the boss know how to do things, or be a man, or be a man even if he knows how to do things? There is no standard answer to this question. But the author's consulting experience summarizes that small bosses should be able to do things; The boss can do things and be a man 2. The big boss must be able to be a man. Doing things depends on IQ, and being a man depends on EQ. The bigger the boss, the higher the EQ should be. The main task is to be a man. Some bosses often misunderstand that they regard themselves as "pioneers in doing things", but employees stand by and comment. Big brothers, please ask yourself, if you still need to do things by yourself, why invite so many people? Thinking deeply about human nature, practicing human feelings, and condensing people's hearts to death may be more important and critical for a private enterprise boss who wants to be big, and can determine the development of the enterprise, even life and death!
The dead hole is not terrible, but there is no way to get through. The top ten "dead holes" of private enterprise bosses summarized above may be generalized and taken out of context. As long as the bosses of private enterprises combine their own actual conditions and prescribe the right medicine, they will certainly be able to get through their own appointment and supervision, solve the dead hole, keep fit and make great progress in martial arts.