1988, Zong set up a nutrient solution filling factory with 200,000 yuan to produce its own products. At that time, there were already 38 kinds of nutrient solutions in China market, each dominating the other, with fierce competition and many sales wars, which made the latecomers daunting. The analysis report of market researchers is also disappointing: "There are 38 kinds of nutrient solutions in China market, and the market supply and demand are almost saturated. It is recommended to withdraw from the competition. " Zong seems to have just taken a step when he was cornered. Where is the entrance to the market?
1988 10, Zong saw a news published in Hangbao: "At a current seminar, the president of China Student Nutrition Promotion Association and a famous nutritionist revealed that13 of the 3.8 billion children and pupils in China were malnourished, and only 47 of the children aged 8 to 12 in Zhejiang Province.
Zong's eyes lit up: more than half of the children need supplementary nutrition. Although there are 38 kinds of nutrient solutions in China, they are all for adults. Instead of producing the 39th adult nutrient solution, it is better to occupy the children's market segment and produce a child nutrient solution. Zong Houqing firmly believes that there are 300 million consumers in China, and110 is 30 million; If you can have a sip of water in this market segment, it will be a great success.
The market is discovered, but how to solve the product problem? Zong has never studied nutrition or made nutrient solution. What shall we do? Zong's idea of prospering the factory through talents. He went to the Nutrition Department of Zhejiang Medical University to consult experts, and then went to Hu Qingyutang, a century-old shop, to invite pharmaceutical technicians and senior development engineers. Under the careful cultivation of Zong, Wahaha products were finally mass-produced.
Afterwards, some people commented that Zong's research and development of Wahaha children's nutrient solution was alarmist. But this is inseparable from his careful analysis of market science. At that time, China was in the early stage of implementing the family planning policy, and all the only children became "little emperors". The doting of parents and elders makes children picky eaters, thus causing widespread malnutrition. Wahaha children's nutrient solution takes traditional natural foods as raw materials, enhances children's appetite by regulating human body functions, and allows children to absorb various nutrients from rich foods, without any hormones and side effects. Such products, combined with unique marketing and sales strategies, have a high probability of success after being put on the market.
Zong used the market segmentation to find business opportunities and jumped up. Another beneficiary of the market segment is Coca-Cola Company.
For many years, Coca-Cola Company has occupied the top spot in the world soft drink market. Besides the unique formula of Coca-Cola products, the good marketing strategy of Coca-Cola Company also plays a vital role.
As early as the early 1970s, Coca-Cola Company began to try to set up a machine sales system in the office, but because the system occupied a lot of space and Dachuan needed a huge carbon dioxide container to produce carbonic acid, it ended in failure. Other companies' attempts to enter the office market have also been frustrated because they need employees to mix syrup and water themselves. Faced with the urgent form of shrinking market share, Coca-Cola Company has accelerated the pace of development and developed a new product-"rest companion". The principle of "rest companion" should be a machine-sold injection system device which is convenient to use, occupies little space and can be placed anywhere. In order to complete this plan, Coca-Cola invited Bosch-Siemens of Germany to join in the manufacture of this machine-sold jet system device, and applied for the patent of "rest companion". The developed "rest companion" is similar in size to a microwave oven and weighs 78 pounds when full. Customers can connect the self-cooling "rest partner" to the water source or water storage tank. The machine is equipped with three syrup tanks to match the "rest partner" and 250 drinks. Water flows into the mixing tube from the cooling zone, and carbon dioxide is injected to form carbonated drinks. Because the amount of syrup selected by each button needs to match the right amount of soda water, Siemens installed an indicator light on the machine to show when the carbon dioxide bottle is empty. This machine is also equipped with a coin-operated device. When buying coke, you can put in five cents, ten cents or twenty-five cents. Since the output of the machine is only 32 degrees Fahrenheit, there is no need to add ice.
1In July, 1992, Coca-Cola Company announced that it had installed 35,000 "rest companions" in small offices all over the country. The installation of this "rest companion" indicates that the Coca-Cola Company has realized its dream for many years: office workers can enjoy Coca-Cola drinks without leaving home. The realization of the dream is attributed to the successful development of this new type of coke water dispenser by Coca-Cola Company. The research and development of this machine has experienced more than 20 years of development, and it has been promoted and tried in more than 30 countries. It costs a lot and is called an unprecedented development in the history of soft drinks by industry observers.
The appearance of Coca-Cola's "rest partner" marks the new trend of market segmentation and the beginning of a large-scale competition for the uncultivated office market. Due to the decrease of coffee consumption and people's growing love for carbonated soft drinks, the office market is becoming more and more important for beverage companies. As an industry analyst said, "Small trademarks are part of the reason for the decline of soft drinks. The main distribution channels are saturated, and it takes a lot of money to increase sales by a few percentage points, and the venue will be a huge undeveloped market for coke sales. "
This new type of "rest companion" will obviously bring some changes to the whole industry in addition to the potential impact on Coca-Cola's 8 billion sales. 1986, the annual consumption of soft drinks per citizen is about 45 gallons, which exceeds their drinking water. However, in the past 10 years, the main soft drink market has hardly developed further, and new substitute products have developed rapidly, and the market is full of new trademarks and trademark series. Because the price of soft drinks is not an integer, retailers often use other goods on the shelves instead of change for various reasons. As a result, soft drink manufacturers find that the market share of their main products is shrinking day by day, while their sales costs are rising sharply.
Coca-Cola Company continues to develop the "rest partner" market segment. Companies usually deliver syrup and carbon dioxide cylinders to customers through UPS (United Postal Service). However, the company still hopes to develop a distribution system that can directly contact customers. The bottle delivery service in Europe provides services for "rest companions". However, many bottle couriers in the United States failed to meet the requirements of the company. Therefore, coffee dealers, bottled water companies and some small independent bottle delivery organizations provided initial services.
These service companies in the United States first buy machines from Coca-Cola Company and install them in customers' workplaces, and then replenish syrup cans in a way similar to coffee and vending machines. Dealers can choose machines with prices ranging from 800 to 1000 USD. Coca-Cola Company promoted "rest partner" to coffee dealers, enabling them to provide "a complete refreshing system" all day, while the sales of soft drinks also made up for the decrease in coffee sales.
The three-year market experiment of "Rest Partner" has enabled Coca-Cola Company to accumulate a lot of experience in distribution channel design and market segmentation. During the trial marketing, Coca-Cola Company constantly improved its segmentation strategy to find the final target market of "rest partners". A preliminary survey shows that putting "rest partners" in office space with 20 or more people can make considerable profits, so the company hopes to take office space with 20~45 people as the target market. But this means that Coca-Cola will lose 6.5438+0 million offices with less than 20 people, which is obviously unreasonable. Through further investigation and analysis, Coca-Cola Company found that the number of small offices is increasing greatly, and proved that for those offices with frequent staff turnover, "rest companions" only need five people to make a profit. In addition, distributors can also install machines in large offices so that employees can get Coca-Cola drinks at any time.
In the battle for office market segment, Coca-Cola is 0/8 months ahead of its old rival Pepsi-Cola/KLOC. In order to maintain this advantage, it must act quickly and occupy this millions of target markets. Coca-Cola Company even dreams that when it wins in the office market, it will open up another front-let "rest partners" enter thousands of households.
It can be seen that there are often opportunities for development in market segments, and every leader should attach great importance to them.
37% is also detailed, and the defeat is also detailed.
How does Zhang Ruimin manage complex group personnel? Haier group has formed three levels in the whole organizational network: the headquarters of the group is the decision-making center, the business department is the profit center, and the factory is the cost center, each performing its duties. Zhang Ruimin only manages the heads of several business divisions and never oversteps the responsibilities of specific businesses. Zhang Ruimin said that he was just looking for ideas and talking about ideas.
However, letting subordinates do specific things does not mean that the top leaders let go of management and only think about strategy, decision-making, planning and creativity every day. Business leaders must have sufficient management knowledge and make appropriate arrangements for management. He doesn't have to do everything himself, but he must ensure that all the affairs of the enterprise are taken care of and managed in an orderly and effective manner.
When implementing the management mode, Zhang Ruimin paid great attention to the degree of control. If you work harder, less, earlier and later, the effect will be different. For example, have a year-end summary meeting. There will be a meeting this afternoon, and a year-end bonus will be given to everyone at noon. Send it two days earlier or two days later. At noon, when everyone was in high spirits, he listened to everything the factory said. However, if the factory pays two weeks in advance or two weeks later, the summary will definitely have no effect. Even with such a trivial matter, you have a lot of knowledge in operating it. In addition, their bonuses are paid according to the average salary in the first half of the year, which is related to the monthly workload of employees and requires employees to work hard at all times. Other factories are different. Everyone gives an average prize, and everyone gets 500 yuan. Those who do well will suffer.
Managing this kind of thing is always wonderful and boring. Therefore, if leaders want to manage enterprises well, they must be down-to-earth, work hard and persevere. As I said before, enterprises should reject legends because they are not acting. Enterprises should not neglect management, let alone ask for trouble and stir up trouble to turn the tide again. Because the enterprise is very fragile, it has fallen several times in a row, and I am afraid it will never get up again. The once glorious flying dragon, injured again and again, is no longer a landscape. President Jiang Wei's pursuit of "poetry" is very tragic.
When answering the secret of Haier's success, Zhang Ruimin said: "The questions raised by many visitors to Haier are too far away from the most basic things of enterprise management. I always feel that a good enterprise must have some panacea in management, as long as it takes the medicine according to the prescription, it can take off immediately. Good thinking is definitely very important. The rice should be eaten bit by bit, and the basic management should be grasped step by step. "
Lao Tzu has long said: "Nothing is difficult in the world, but it is impossible for a willing mind;" Great things in the world must be done in the details. "In Haier, the importance of details is simply the key factor in the minds of leaders. It can be said that" success also has details, and failure also has details ". "
During the rapid development of Haier 1996, Zhang Ruimin repeatedly stressed: "At present, some of our middle-level cadres have great goals, but their work is not meticulous. They just appeal on the surface, grandiose and so-so. When they fail, they don't know where they are wrong. When they succeed, they don't know where they win, but haste makes waste. " His action style is that anyone who wants to achieve a great event must make painstaking and meticulous planning in advance and closely monitor the process.
Haier demands to control every moment of production and operation. In Haier, from top to bottom, from production to management and service, although the control methods of each link are different, they all reveal meticulous rigor, and truly achieve interlocking, sparse and not leaking. For example, the key process of Haier production line 10 has a quality console, and each quality control point has a quality tracking sheet. Detailed files of products have been established from the first working procedure to the factory. When the product arrives at the user's home, if something goes wrong, even the door seal, you can find the responsible person and the reason by the "factory record".
Haier's refined management is in line with international standards, and the production and operation process of international famous brand products requires that every process link and even every station can be controlled. Toyota is like this, paying great attention to details.
Toyota believes that 85% of workers in many manufacturing plants may not be working at any time-5% of them can't see themselves working; 25% people are waiting for something; 30% people may work to increase inventory, and Toyota does not regard this kind of work as a job because it has not made a direct contribution to the company; 25% people are working according to inefficient standards or methods.
Some people may disagree with this statement. However, it is important to see that Toyota attaches great importance to details, and seeks to greatly improve efficiency by redesigning the details of tasks during implementation.
But many domestic enterprises often form a huge input and output gap. Only input and output have ideal planning, but there is no solid means to implement it. On the surface, the leaders of some enterprises have great momentum and dare to make decisions. In fact, they lack careful consideration and underestimate the difficulty of implementing the strategy. These enterprises all implement "approximate level" management, and its low level is one of the fundamental reasons that affect the efficiency of enterprises at present.
Or take the dragonfly as an example. Jiang Wei, president of Longfei Group, is one of the most influential figures in China's reform. 1990 When the company was established in June, the registered capital was only 750,000 yuan, and the profit for the following year was 4 million yuan, 1992, 1994.
This private enterprise, which started with "Yan Fei slimming tea" and made its fortune with "feast baby liquid", has a capital accumulation speed no less than Haier's, and its "carpet" advertising bombing has a brand effect no less than Haier's for a time. But why did 1995 close down as soon as the health care product market declined? The reasons are very complicated, and Jiang Wei himself has a profound reflection on this. In "20 Mistakes of the President", Jiang Wei analyzed the reasons for the downfall of Longfei from the aspects of decision-making, management, market and talents. 1 1 The biggest mistake is:
"Management regulations are not true and detailed. In six years' development, Longfei Group has formulated many rules and regulations, which are relatively complete. However, most of these regulations do not have strict specific rules, and they have not been implemented to specific responsible persons, resulting in a situation in which there are rules to follow. To correct this mistake, we must start now. After the various departments of the headquarters and the market companies have re-improved the existing regulations, they should add two aspects, namely, the Detailed Rules for the Implementation of the Regulations and the Detailed Rules for the Implementation Inspection. "
In fact, the rules and regulations of companies such as Longfei Company can't be said to be non-existent, nor can they be said to be lax, untrue and not detailed. However, these rules and regulations are often spoken, written on paper and fixed on the wall, but not put into action.
The key to "great things in the world must be done in detail" lies in the word "detail"