Small and medium-sized paint companies compete for weapon: speed impact scale

The author recently contacted a boss of the building materials industry. The boss currently has more than 300 stores across the country and the total sales are about one hundred million. Facing the winter of expected building materials industry next year, the boss is a little overwhelmed, and even worse. Yes, in recent years, the so-called big crocodile of the home building materials industry has an annual sales scale ranging from a few billion to several billion. They have tested the emerging building materials industry and faced the “big tyrannical” competitors in these industries. The boss is even more helpless and does not know how to deal with it. The author tells the owner of the building materials that he is in a state of “deterrence.” For small and medium-sized enterprises, especially small ones, to be bigger and stronger, the eternal competition rule is to “scale with speed!”.

When serving the Haier Group that year, the author had an unforgettable experience of “scale of speed impact”. As we all know, when Haier was born, it was a dilapidated refrigerator factory. The family was almost completely poor. At that time, the foreign appliances had become a pack of rings. Haier was born with these powerful, international-class appliance predators. Haier has been able to develop and grow in the cracks of strong foreign brands in just 20 years, becoming a benchmarking company in the Chinese home appliance industry. The "speed impact scale" competition law has contributed.

In an interactive training course held in 2002, Haier’s chief executive, Zhang Ruimin, presented a problem that resembles a “brain turn” in the face of more than 70 mid-to-high-level managers. “You said, how can you make stones float on the water?” "Shoot the stone!" Someone shouted and Zhang Ruimin shook his head. "Put the stones on the boards!" Zhang Ruimin said: "There are no boards!" Make a fake stone! "Everyone laughed loudly. Zhang Ruimin said:" Stones are true. At this time, a vice president of the Haier Group realized: "It is speed! "Zhang Ruimin said bluntly:" Correct! "He continued:" There is a saying in "The Art of War": "The disease of stricken water is as good as the stone-drifters." Speed ​​can float heavy stones. Not to mention big rocks. We often see floods coming, and even a few heavy cars on the water.

Haier’s dedication to “speed” has reached a level of incompletion. Haier's concept of action, “Having a quick response and acting immediately”, is full of Haier's factories and offices. Haier's strategic slogan over the years, no matter how changes, always miss the "speed" word. Haier is the most faithful practitioner and greatest beneficiary of "speed". The subtext of "speed can make heavy stones float" is "speed can impact the scale", the speed can be weak and strong!

The boss of an advertising company that once served Haier was deeply impressed by Haier’s speed. According to the veteran, he had just established a Marketing From EMKT at the Haier Qingdao headquarters in the afternoon. Com. The cn program flew back to Beijing the next day and was surprised to see that all the POPs (active materials) in the Beijing home appliance store have been fully arranged in the store. This is the silhouette of Haier speed from one side.

Large companies are aircraft carriers, and they are stable in operation and strong in anti-risk ability. This is an advantage of large companies. However, this is also a disadvantage of large companies. It is the turnaround of the ship: the slow response to the market, long decision-making process, slow decision-making, long implementation cycle. It is easy to reduce the execution level by layer. A small business is equivalent to a small board, and the genes and advantages inherent in it are flexible and the ship is better. What kind of speed should small enterprises have if they want to make good use of the "speed-impact scale" competition strategy?

One is the speed of reaction to the market. Small companies must not be frogs in warm water. They must have extensive tentacles to penetrate the market, penetrate the terminal line, and penetrate into consumers. They can immediately sense the changes in the market and the signs of trouble. They can quickly respond to and respond to countermeasures. For the owner of many small businesses, the same way that Wahaha's veteran Zong Qinghou, the 300-odd-a-day and 200-day-long walk in the terminal, does not necessarily follow, but it is worth learning.

The second is the speed of decision-making. The advantage of a small business is that it is basically the boss who has the final say, the decision chain is extremely small, and the decision time can be particularly short. After identifying the correct direction and strategy, we should quickly organize resources and make decisions quickly.

The third is the speed of implementation. This is what all SMEs lack. This is where Haier has done a special job. Taking Haier’s Chinese-style management as the easiest and easiest “Ocean Clearing Management”, when the author was at Haier’s headquarters, he saw a number of companies visit Haier every day, but few really could do it. So, Haier is open to you, knowing that you have read it, and you will not learn it! It is very simple, let the Haier Group up and down, 50,000 employees have adhered to the management of the Japanese clearing day after day for 20 years, only Haier can do it! The unity of thinking, the consistent pace, and the execution of the execution of actions are inversely related to the expansion of the company's scale. Therefore, for small businesses, it is more important to cherish and advocate. This reminds me of the most overbearing sentence in the enterprise: understanding, execution, not understanding, execution; understanding in execution!

The fourth is the speed of correction. A small business is indeed a good boater, but there is no guarantee that the heading will be correct every time. It does not matter, as long as the adjustment in the movement, the amendment in motion on the line. Of course, every time you make a mistake, you must spend your company's resources and you must have an opportunity cost. Therefore, although small businesses are good at making a comeback, relatively speaking, they still have to decide how to make a move. The speed of courage is not a real speed. Speed ​​is the real speed.

Former IBM President Gerstner, who turned the tide, took IBM's cowardly behemoth back from the cliffside and made a famous book called "Who says that elephants can't dance?" 》 Frankly speaking, dancing is not an elephant's instinct and specialty. After all, dancing elephants are rare. Dancing is an instinct and a specialty that small businesses like ants should have! In short, the road to success for small businesses is tens of millions, but there is an eternal law of competition: the scale of speed and impact!