Informatization is one of the important reasons for Wal-Mart's success.
1. Supply chain information system:
Wal-Mart has achieved global unified procurement through the supply chain information system, and suppliers independently manage the goods on the shelves, which reduces the product purchase price by as much as 10% compared with competitors.
2. Satellite monitoring:
Wal-Mart also monitors the sales network all over the country through satellite, and carries out timely procurement management and inventory distribution of goods. When Kmart realized the importance of informatization and began to follow the former example, Wal-Mart had already equipped 4,000 retail stores around the world with various technical means including satellite monitoring system, customer information management system, distribution center management system, financial management system and personnel management system. Analysts pointed out that the informatization level of the strongest chain retail enterprises at that time had lagged behind Wal-Mart for at least five years, and it was the five-year gap that made their pace slower and slower, and they were finally left behind by Wal-Mart.
Haier's Information Management Strategy
Global resources are rapidly gathered in this information process, and products that meet users' needs are quickly delivered to users, providing users with first-class value, achieving excellent operation, gaining great energy for enterprises and rapidly promoting Haier's globalization strategy.
Information revolution: production management assembly line
The goal of the organization is to enable ordinary people to do extraordinary work. In the final analysis, organizations are made up of people, and organizations are created and designed by people; People do things through organization, and organization shapes people's character, so it is a key link for people's re-creation. The purpose of organizational reengineering is to liberate productive forces and maximize people's work efficiency. The innovative tool of Haier's information revolution for human reengineering is "1+ 1+N".
"1+ 1+N" talents
"Combine the advanced ideas of external experts with the fighting spirit of internal Haier people, and finally bring out a competitive workforce."
Hu Yong: In the use of talents, Haier now has a model of "1+ 1+N". How did you come up with this idea? What is its goal?
Zhang Ruimin: Actually, from a big perspective, this is an open perspective. In the past, our culture rejected airborne troops and trained entirely on our own. This culture played a positive role in the development of entrepreneurship, when the enterprise was small. But at the present level, this culture is problematic.
"external 1" is an external expert, "internal 1" is the original internal cadre, "n" is the staff team, and "1+ 1+N" is not only looking for "airborne soldiers", but also abandoning insiders and using only internal talents behind closed doors. It is to integrate the advanced ideas of external experts with the fighting spirit of internal Haier people, and finally bring out a competitive workforce.
For example, cadres who have done a good job internally should also hire an "external 1". Why? Even if you are the best, you won't be the best in the world. If the person invited in is similar to you, but his ideas are different from yours, it will lead to brainstorming, not to mention the gap between us in some majors. Many of the invited "foreign 1" are people with big international companies or global working backgrounds, and they will bring many new ideas.
It can be said that "Wai 1" is a teacher who can bring us a global vision and exquisite global quality on the stage of globalization. But from a philosophical point of view, in the process of things development, external factors play a role through internal factors. Similarly, "external 1" can only work through "internal 1".