Strategic development is crucial to the development of SMEs
Shunde City Network News (reporter Guan Yongliang) has no talents to build, no organization, and no development strategy. This is the "common disease" of furniture SMEs. Yesterday (June 7th), the theme forum of “Question of the Survival and Development Status of Furniture SMEs†was held at the Longjiang Domain Music Hotel. The leading consultant of the frontier home, Shu Yong, sought the “good side†with the industry insiders.
Q: 2 "symptoms"
"Instability" is the first "symptom." Shu Yong said straightforwardly that the sales manager of many small and medium-sized furniture dealers in Shunde can be described as having multiple roles. When the peak season is delivered, the customer is sent off during the off-season. After working for a period of time, when the driver’s time is better than that of the salesman There is still more time. "Where are you, do you want to go to your own company?" When Shu Yong "questioned" this question, the audience suddenly quietly and silently.
As for the second "symptom", it is "not standardized." A company that has no long-term plans and no long-term concerns will have near-worry; without a development strategy, it will not talk about sustained development and pursuit.
"Even, there are companies that do not plan or use strategy as a flexible move!" Shu Yong pointed out that Shunde's SMEs want to get rid of this situation and need to reflect on "Today's salesman can be a driver, and tomorrow's clerk can engage in personnel administration." Why does the situation like work continue to emerge?
Diagnosis: 1 "good prescription"
“Strategy means planning future value.†With years of experience, Shu Yong has developed a good prescription for Shunde furniture companies – formulating development strategies. He believes that before a company formulates a strategy, it needs to define its mission first. Moreover, how does the company face a strategy? Recognize the qualities of "self". For example, Wang Laoji and Jia Duobao's strategy formulation, the former seized the opportunity and played the "authentic tradition" brand; while the latter, under the banner of the national sales champion, established a brand image. Before Shunde, there was also a furniture seller. When the "good voice of China" was hot, the title of "China's good sofa" was hung up, and this opportunity was seized to win a certain market share.
There are often more than one strategy. When companies have several strategic plans, choices are also critical. Using SWOT's analysis method, you can identify the pros and cons of the company and seize the opportunity to eliminate the threat.
(Edit: Pillar)
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