——The value of self-assessment of business performance for half a year
The stage of competition in lighting and lighting enterprises has reached a new era of competition in detail, planned competition, and overall competitiveness of enterprises. At the beginning of the year, at the swearing-in meeting of individual manufacturers, the table was determined, shouting slogans, setting goals, full of passion... In a blink of an eye, the half-year journey of the business road has passed, and many business owners have forgotten the important part of the strategic phase work— - Self-assessment and timely adjustment of the company's half-year goals.
1 Goal decision as
Why are most lighting companies unable to do a semi-annual business review and summary on time? There are three reasons: First, the impact of inertial thinking: Many people think that the first half of the lighting market is the off-season market, a Spring Festival, a "May 1", the consumption is weak, of course, so the slow progress of the performance should be normal. The second is the idea of ​​breathing: the company came from the competition in the second half of last year and wanted to catch a breath, thinking that it can be like a farmer, taking a break during the slack season. Third, the regular summary habits have not been formed: after the target is set at the beginning of the year, various resource allocations (materials, talents, new market strategies, new product designs, brand communication and other links) are not complete and not matched, resulting in everyone running. Unhappy industry practices and habitual practices.
Some companies have gone through the half-year target evaluation, shouting at the big targets at most, scaring the competitors, and then they are still me, it is difficult to have the following...
The competition in the modern market is more than the speed of the enterprise and the differentiated products of the enterprise (the father of marketing, Kotler). Without a market, there is no factory. If you can't do a good job, you can't keep the city, especially small and medium-sized lighting companies. With limited resources, limited capabilities, and limited opportunities, companies must concentrate on clear goals. A smart company knows that things that don't have goals don't work, things that don't have plans don't do things, things that don't have results don't.
The lighting industry has passed the period of heroes in the chaos. The current lighting industry is an era of meager profit competition in various ways and in subdivided cities. Zhou Zhou has plans, monthly inspections, half-year summary, and adjustments at any time. This is an effective working method of this era. Professional bosses don't know the changes in the corporate environment, and it is difficult to adapt to the ever-changing competition without exploring the vast differences in business operations.
2 good opportunities are temporary good planning is long-term
Shopping malls are like a world of war, some people are looking for money, and there are people looking for money. The market vacancy era that needs more than demand has become a wonderful story that is difficult to reproduce, and can only be recalled. The characteristics of good opportunities are: daring, courage, profiteering, plunder, speed. This kind of opportunity gave the boss the first bucket of gold, creating a group of companies that dare to dare to do. If such enterprises continue to operate extensively and do not build follow-up competitiveness, it is difficult to go far without perfect planning. Without clear and feasible planning, it is almost the glass of many Chinese private enterprises.
Why do many companies have great expectations at the beginning of the year and double their business targets (market sales) to the end of the year? Because there is a key strategy link that has been neglected and gone through the process – self-assessment of the semi-annual business objectives. No assessment is laissez-faire, and failure to honor is a fool.
Why pay attention to the semi-annual target assessment? First of all, to test where I went in the target process? What did I do right and wrong in the target process? How to fill the gap and how to make use of it? What is the boost and thrust of my target trip for the second half of the year? What are the needs and the factors that can be quickly added? How is the company's accountability system accepted and evaluated in the semi-annual period compared to the target authorization at the beginning of the year? How will the work plan and target strategy in the second half of the year echo with the first half of the year? What is the biggest difference and breakthrough in the first half of this year compared with the past five first half? What is the difference between my half-year target operation and major competitors? What aspects of the operating characteristics and actions of competitors in the past six months are worth learning and learning from? Starting from July, where are the business objectives and the next nautical miles? How to speed up and win in the second half?
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