Text | Jiangcheng lei less
Edit | Small balls
None of them are ironclad, and everyone's abilities and energy are limited;
"Do not believe in the limit, dry dry", can be used in the research and development and polishing of product strength, but used in the compression and simplification of staffing, sometimes not necessarily appropriate.
"Isn't the main theme of various industries in the past two years a serious 'inner volume'?
Many companies and enterprises are often overstaffed, and the things that one person can do are equipped with several people at the same time, and the result is mutual internal friction and internal volume..."
"The actual situation here is that there is a serious shortage of manpower, and some key positions have to be done by several people in one person!
For example, those who are connected with the media mouth are basically gao teachers at present. ”
Frankly speaking, if it were not for the several large and small leading cadres of dongfeng fengshen marketing line, after in-depth exchanges in person, the author's inherent cognition of many state-owned enterprise brand manufacturers, including Fengshen, would still stay in the inherent impression of "bloated institutional personnel".
If nothing else, state-owned enterprises, business interests are important, but many times we must focus on social responsibility, including solving the problem of real "just need" such as a large number of social jobs.
Therefore, many departments and posts, knowing what one person can do, are organizationally equipped with several people, and the staffing greatly exceeds the reasonable level of "commercialization".
State-owned enterprises, especially large state-owned enterprises, are suitable for "pension" theory, which has long been deeply rooted in the hearts of the people.
Although the topic of state-owned enterprise reform and mixed reform of state-owned enterprises has been very hot in recent years, many state-owned enterprises have carried out organizational structure reforms to a greater or lesser extent, strong or weak, hoping to "streamline the organization, slim down and strengthen the body, reduce costs and increase efficiency", and then enhance the comprehensive competitiveness of the market.
When the reform of state-owned enterprises is carried out, it will still be vigorously promoted at present and for a long time to come, which is naturally beyond doubt;
But if you tell me that the staffing and personnel structure in a state-owned enterprise has been reduced to a lower level than many of its counterparts in private enterprises, "it is hard to believe that I will be killed"!
However, Cheng Jinwen, deputy general manager of the marketing and customer relations department of Dongfeng Passenger Vehicle Company, told the author with a sincere and firm attitude:
"I don't believe you have the opportunity to go to the company and work with us for a few days, you will understand."
Zhu Yanfeng, chairman of Dongfeng Company, congratulated fengshen marketing soldiers
Cheng Jinwen said bluntly that the fengshen brand's return to the scale of 120,000 vehicles last year gave all the staff great confidence, and this year's "sprint of 200,000 vehicles" will be achieved if there is no accident.
"In today's Dongfeng Passenger Car Company, our work rhythm is basically 896 state."
What is 896?
A little tougher than the 996! To put it simply, every morning at about 8 o'clock to start work, at eight or nine o'clock in the evening to leave work, Saturday is basically a state of no rest to continue to work.
Admittedly, this is still a certain gap with what some industries such as the Internet say about the 711, 007 work system and the murder index, but in the automotive industry, especially in the traditional large state-owned car companies, it is really quite "brutal".
Back then, when I worked in such a traditional state-owned car company factory, the working state was definitely not as "desperate" as it is today.
No way, the market competition is extremely fierce and cruel, and the time is not waiting.
As we all know, roughly from about 2018, China's auto market ended nearly three decades of surge, the overall growth rate slowed down sharply, not to mention, many times even facing the downward pressure of "negative growth".
The environment has taken a sharp turn for the worse, and the tide of industrial change with electrification and intelligence as the core has rolled over and surged again, and many traditional car companies, including Fengshen, are generally facing great pressure of life and death.
Such as Zotye, Lifan, Bisu, Phantom Speed, Siwei and other four-five-six-line brands, long dead and crippled...
As a passenger car brand under the central enterprise Dongfeng, how should the wind god, who has gone through 13 years and has been ups and downs, live by itself?
Give up it can't, after all, it is a state-owned enterprise, if you hang up, it is not only a problem that you can't hang on to your face, "bigger and stronger, value-added and value-preserving state-owned enterprises" is a macro expectation, and no one can bear the responsibility of "devaluation and loss of state-owned assets"!
Moreover, at the most tragic time, the annual sales of the Wind God also had a look of sixty or seventy thousand units, far from self-abandonment. Therefore, the road in front of the Wind God Man was one, and he went out to fight desperately.
Ding Shaobin, general manager and party secretary of Dongfeng Passenger Vehicle Company
In order to empower the transformation and breakthrough of Fengshen as much as possible, Dongfeng Company not only appointed Yang Qing, the general manager of the group, to personally manage it, but also transferred Ding Shaobin + Li Jinnan from the commercial vehicle sector and the R&D department to form a new leadership team.
It is intended to emancipate the mind to the greatest extent and open up the hands and feet to √
Practice has proved that with the help of Ding Shaobin's overall planning and Li Jinnan's new marketing style, through the joint efforts of all Fengshen people, fengshen brand finally won the first battle in 2022, overcoming multiple difficulties such as "lack of core" and successfully playing a relatively beautiful turnaround battle.
According to Cheng Jinwen, in 2022, Fengshen will launch an impact on the annual sales of 200,000 vehicles, of which about 50,000 units will be borne by the public market such as E70, and the remaining 150,000 will be borne by the Yixuan family, the AX family, and the new medium-sized SUV that will be launched this year - Haoji.
"With the foundation of last year's successful experience, this year's target of 200,000 vehicles is more confident, especially Haoji's new fist product, which will bring considerable surprises to the outside world!" Cheng Jinwen said.
Haoji ice and snow test official spy photo
It is reported that Haoji positioning is higher than the AX7 series, and will focus on "hybrid", and the sales expectation of Fengshen is to make a "blockbuster" with a monthly sales of 6,000 units. The new car is expected to be available in the second quarter.
Le Tease Observation:
Needless to say, although Fengshen's results last year were relatively good, and the scale of production and sales returned to more than 100,000 units, at present and in the next period, Dongfeng Passenger Car Company will still be in a state of overall "loss".
This is not a problem with the Wind God family.
In fact, most of the lower-volume second- and third-tier independent brands (especially the independent sectors attached to large state-owned car group) are facing practical problems such as "breakeven".
Taking the money earned by the joint venture plate to "subsidize" the independent plate has become an important weight for these state-owned enterprises' independent brands to survive against the trend.
Since Dongfeng Passenger Vehicle Company as a whole is still in a state of "loss", the parent company and the group level naturally hope that it can continue to "open source and reduce expenditure" and "reduce costs and increase efficiency".
Ding Shaobin, who has always been known for "cost control" in the Dongfeng system, was dispatched to the autonomous passenger car sector to help Fengshen, which is probably also considered in this regard.
The question is, where is the boundary point between "cost control" and "cost reduction and efficiency increase"? How to control this "degree" is a great test of the operational wisdom of Ding Shaobin and all the leadership.
Otherwise, as reflected at the beginning, the situation that "many departments and mouthline personnel are seriously insufficient" seems to streamline the staffing and reduce costs and expenses...
In the short term, the pressure is on those who are fully loaded, or even overloaded; in the long run, it is neither sustainable nor conducive to the healthy and stable development of the company.
No one is ironclad, and everyone's ability and energy are ultimately limited.
Whether it is front-line employees or leadership officers, everyone generally has a family and children, working hard and living happily, the two complement each other and must ensure a good balance!