During this period, the epidemic knocked down many companies, including Christine, who was in decline, and there were repeated news on the Internet that she was about to close its doors, and employees were said to be waiting for severance pay.
There are also good people who have pulled out the entrepreneurial process of Christine's original founder, Luo Tian'an, and the various plots that eventually came out of Christine's tragic exit.
In fact, similar dog blood dramas have been staged in various small and medium-sized enterprises.
Sigh!
This is a good era, but also a bad era, but also an era of high-frequency magic.
From the description of Christine's entire growth cycle, a portrayal of the "era" can be glimpsed.
It can be said that successful companies have different artifacts, while failed companies have similar misfortunes. Although the reasons for its decay are caused by multiple factors, there are three main reasons:
First, it has committed the disease of large enterprises and lost its keen perception of the first-line market. Just like people, growing to a certain stage will also produce fatigue of the body, which will breed self-arrogance and corruption, so that the enterprise will gradually lose the vitality of struggle. Like a boiled frog, it is still beautiful from a distance, but employees are no longer willing to leave their comfort zone.
Second, the palace fight drama, love and kill each other. There is no doubt that Christine did not escape the curse of the invasion of capital forces in her growth. The table caused by the conflict of interests is still a game of competition under deep water, and the negative energy generated by mutual pinching constantly drags the pace of the enterprise forward.
After a round of internal and external ravages, Christine eventually became a plaything of capital, and the boss Luo Tian'an was also ruthlessly crushed out. As a result, Christine eventually lost her true gene and completely broke the original intention of "the user as God".
Third, the brand positioning is wrong, one step wrong, step wrong. No matter how many marketing tools there are, the nature of business does not change. Moreover, from the category to the quality, and then to the brand, it needs the kung fu of water milling, the strong support of the product, and the persistence of courage and ingenuity.
Once the self-disordered position, it is easy to faint frequently, accumulating to a certain critical point, resulting in the brand's "human design" collapsing instantly.
In fact, Christine from the initial high-end, and finally reduced to "street goods", and the later brand has no clear positioning, has a great relationship.
It's not that the consumer abandons it, it's that he digs his own pit and buries himself!
In addition, as consumers' cognition of the brand becomes more rational and the recognition is accurate, although Christine has played a lot of tricks on the path of marketing, she tries to rely on money alone to pile up consumer loyalty to the brand, which can only be self-destructive.
It can only be said that Christine's decline and decline, similar plots continue to be staged in different enterprises, different time periods, and different dimensions.
I saw him rise to a tall building, I saw him feast on guests, and I saw him collapse.
Whether it is a company in the baking industry or the entire FMCG retail industry, what experience should be learned from Christine's case really needs to be carefully considered.
A few personal understandings.
First, the sense of crisis, whether it is really hammered in everyone's heart
With the iteration of the Internet at 10 times the speed, or even 100 times the speed, and the continuous refresh of black technology, the UVCA era has come to the fore. Perhaps, for a growing enterprise, once the annual sales exceed 100 million, the company exceeds 500 people, it is easy to create an illusion of self-paralysis.
There is no doubt that the enterprise has reached a certain scale, whether from the precipitation of the brand or the degree of recognition of customers, there is proud capital.
As far as the baking industry is concerned, it goes without saying that a number of brands such as 85 degreeS C, red sports cars, 7 skills and so on continue to compete and lead, as well as those cross-border capital predators who are eyeing the domestic market. At the same time, the dimensionality reduction strategy of many first-tier brands has successively grabbed the beach in third- and fourth-tier cities, and the competition is extremely fierce (exponential).
What enterprises need to think about is: how long will it take for this market pressure to pass on to your company, how long it will take to react to the market, and how long it will stimulate effective measures to respond to it, and whether it is still accustomed to the original thinking and practices....
All of this should stem from the depth of the perception of the market's crisis awareness, and Christine's response to this has always been relatively wooden.
Without a sense of crisis, there is a lack of early warning; without early warning, it is easy to be passive, and passive will be beaten.
Only by living in danger can we know the danger, and only when we know the difficulty can we solve the problem.
Of course, this pressure should not be simply understood as the pressure on employees for enterprises, but the vagaries of the market are quickly transmitted.
The question is: Is every employee within the company clearly aware of this crisis on the same channel and reacts with agility?
Second, changes in the external environment require a strong organizational platform to support
From christine's decay, we also find the lack of strength of her organization to the front-end blessing. A large part of the reason is the chaos of its internal organization and the lack of regenerative power, resulting in insufficient front-end staying power.
This motivation comes from both the self-driving mechanism within the organization and a good business model. Can't be like Christine, the beginning looks beautiful, in fact, there are big bugs, and did not make up in time, resulting in larger and larger holes.
In this regard, many enterprises are in the front, middle and back office, emphasizing the middle office, and trying to solve the problem of rapid organizational response.
In fact, it is to build an ecological organization to achieve the effect of providing ammunition empowerment for the front end. The front desk is small and sophisticated, like the special forces of the United States, ready to retreat at any time, flexible and mobile.
The background is more to establish a big data platform, through big data to open up the front, middle and back end, the purpose is to make the fastest response to customer requirements, to provide support (empower individuals).
The middle office can be understood to be the core of an ecological organization, similar to the Shenzhen and Shanghai exchanges, where everything is traded. Money comes in and out of there, and people are distributed there.
And that backend, like its post-transaction data system, although it can't all be presented to the user, but it is everywhere (networked).
As the saying goes, everything is used by me, and it is not unique to me, and gradually realize the decentralization, establishment of a platform, resource sharing of efficient organizational systems and platforms.
Is it worth thinking deeply and trying in combination with the company's own situation and following this path?
Third, with the virtual project system, promote the forward movement of the backbone
No matter what approach we adopt, there is a purpose that remains the same, that is, everything we should focus on gaining the trust of users, and continue to generate user purchase (or traffic) behavior, from low frequency to high frequency, from high frequency to fission.
This requires that all resources, in the form of one project after another, focus on the "service" for the target customer, and constantly move this rhythm forward, forward, forward, so that "people who can hear the cannon fire call the cannon fire".
Everything, with the customer as the center to build the organization or project, the power, resource allocation or back-end service support, etc., constantly from the upper level of the function, through the user-oriented process, down to the dispersion, to the front line of individual or group units.
Enhance the vitality of the monomer cells in the organization, and then stimulate the ability of the entire organization to respond quickly to the market, and through some series of tools such as group system, small and micro owners, internal customization, equity incentives, business partners, etc., they are used according to needs at different stages of development, thereby activating individuals and activating the internal organization of the enterprise.
Shifting from the perspective of control to "inspiring" with careers, platforms and interest bundles, employees have changed from using more whips behind their backs to self-driven employees to empower individuals and the organization as a whole.
This is like: Xiaomi has established a partnership relationship with nearly 100 of them, and constantly opened up the upstream and downstream chains to form a benign ecological system; Vanke's project system allows managers and enterprises to bundle the interests of the enterprise, and finally form a synergy; Haier's single remuneration is integrated, opening up the self-driven optimization cycle of employee value and user value, with the continuous creation of value for users, individual value-added, and organizational value-added.
Of course, this depends on the boss having a big enough mind and pattern, but also needs to have a strong team to do support, and have the courage to win-win results in order to resonate with the same frequency and continue to win the trust (order) of users, so as to lead the enterprise from the red sea to the blue ocean, from success to excellence, from excellence to greatness.
Sincerely wish your business will be better tomorrow!
Original: Han Sanjin
Edit: The Gate of the Lamp
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