The Complete Works of Wolf Road

Chapter 44 Enterprise Wolf Strategy (1)
The wolf knows all his own strengths and weaknesses, and even more every characteristic and habit of his prey.At different times and places, facing different opponents, wolves will adopt different strategies.

If you can see a complete hunting of wolves, you will be shocked by the "wolf array".They are in their positions, perform their duties, and use their wisdom, strength, and courage to fight against their opponents.

If an enterprise has such a "wolf array", it will be able to overcome various difficulties and obstacles and stand out from the industry.

1 Offensive strategy developed actively through competition
The ferocity of wolves can be translated into an offensive strategy for our business.It is very important to the development of our enterprise.

Offensive strategy, from the meaning of the word, has meanings such as attack, breakthrough, lead, crowding out, and exclusion.To sum up, it can be said that the behavioral characteristic of this strategy is to actively move forward through competition.This characteristic of offensive strategy can be reflected in various aspects, but basically can be divided into product offensive strategy, cost offensive strategy and market offensive strategy.

Generally speaking, the implementation of the offensive strategy requires the enterprise to have more adequate resources to support, which in turn increases the risk of the strategy implementation process.Therefore, if an enterprise wants to achieve real forward development through an offensive strategy, it should always grasp a principle, which is to focus on the key points, choose a clear strategic direction, and strive to achieve strategic breakthroughs in the shortest possible time, forming a comparative advantage. The competitive advantage of being one step ahead of competitors.

In the three years from 2000 to 2002, the speed of development has pushed Oakes Air Conditioning to a very critical point.Oakes Air Conditioning chose to attack without hesitation, and chose the Guangdong market, which is the most difficult to grasp in the Chinese air-conditioning market. Location.

In 2002, the total sales of the South China market accounted for 2056% of the total sales of the national market, and the Guangdong market is the absolute core of the South China market. In 2002, the sales weight of the Guangdong market accounted for 7365% of the South China market.Capturing the Guangdong market will enable rapid expansion in other markets in South China.

Oaks has been good at using event marketing as the main means of communication for many years, so that it can still improve brand awareness and reputation while launching price wars, so that it can easily deal with the two fronts of price wars and brand wars .

2Adopt "simplicity first" to allow enterprises to continue to grow

The most important characteristic of a good company is the ability to act in a timely and flexible manner.Many companies are large, but they are not bogged down by complexity.They never yield, nor create any permanent organization.They never indulge in long-winded official reports, nor do they set up rigid organizational structures.

They believe that people can only process a small amount of information at a time, and they are encouraged and motivated to work when they realize that they are on their own.

A common complaint within average companies is that their organizations are overly complex, yet refreshingly good companies have no such problem.

Senior leaders at Digtal, Texas Instruments, HP, 3M, IBM, Dana, McDonald's, Emerson, Bickertel, Boeing, Delta Aerospace, and others were not "overwhelmed" by a pile of corporate org charts or job descriptions ’, they were ready, they focused their fire, they aimed, they learned by trying.

In our view, the structural form of great companies has only one key quality: simplicity.As long as there is a simple form of organization, few employees can get the job done.

The fact is that most good companies have relatively few management staff, and more employees are actually solving problems on the job rather than reviewing reports in the office.

At the grassroots level, there are more actual operators and few managers.Therefore, we have roughly come to the "rule of one hundred people", that is, there is no need for the core leadership of a large company to exceed 100 people.

In Intel Corporation, which has assets of 10 billion US dollars, there is actually no fixed administrative staff, and all administrative staff assignments between departments are temporary.Sam Walton, founder of $20 billion Wal-Mart Inc., believes in the rule of an empty corporate headquarters: "The key is going into the store and listening."

The same rule applies to some small companies that are doing well.

Such as ROLM, which consists of 15 employees and manages a business worth 2 million US dollars at its headquarters.

When Charles took over the $4 million Cleveland company, he was intimidated by the number of executives.In a matter of months, he reduced the company's headquarters staff from 120 to 50.

In these examples, the sheer numbers are impressive, but how employees are divided is also very important.

First, which functions should the parent company retain?For many good companies, the answer is no.At Johnson & Johnson, 3M, Hewlett-Packard, and others, product development, although often a company-wide or group activity, is completely decentralized to individual divisions.Dana's devolution of functions such as purchasing, finance, and personnel to the factory floor has been successful.

Strategic planners are, of course, functional employees at the parent company level, but Fluor Engineering runs a $60 billion business with just three planners.And 3M, Hewlett-Packard and Johnson & Johnson have no planners at the parent company level.In fact, good companies completely decentralize every function, at least down to the divisional level.

Edward Carlson, the former chairman of United Airlines, once proposed a water leak theory.In most companies, middle management has little real role beyond a few "cleaning jobs"—like blocking some ideas from going up and some from going down.

Carlson believes that middle managers are a sponge, and if there are fewer people in the middle, hands-on management can play a better role.

Therefore, in order to make your organization more efficient and more dynamic, you must first lose weight to your organization.

In life and practice, people often fall into the trap of complexity, which hinders free thinking because of the lack of simplicity.

In the next 1980 years from 10, Beatrice Foods grew at an unprecedented rate. It bought other companies one by one, and finally grew into a conglomerate with annual sales of tens of billions of dollars. Big business.The Biatrice Company has quite a lot of products, ranging from orange juice to leather bags. Although the number of companies included in the conglomerate is less than a hundred, it is probably close to the limit of its operation.

But soon, when high interest rates and a recession ensued, Biatris, like other conglomerates, was forced to divest many of its companies to weather the storm.

When Welch became the president of General Electric Company, the product line was long and chaotic, and many products were loss-making. After careful consideration and analysis, Welch put forward the principle of "either one or two": this product must be made It is one of the best products in the cost industry, otherwise it will be sold.After years of development, General Electric has become one of the most competitive comprehensive companies in the world.

After careful inspection and analysis, almost all the most powerful companies in the world today follow the principle of "simplicity first".For example, Microsoft has been making Windows series of office software for many years, Intel is serious about making chips, Dell is doing its own direct sales of computers, and American Cable TV is committed to the production and release of rolling news.

Therefore, the principle of simplicity is the most basic and effective principle for the development and growth of an enterprise.

However, many companies have not comprehended this "basic principle". They blindly pursue diversification, blindly seek perfection, develop real estate for a while, and make mobile phones for a while. In the end, they can't do anything big, and they will never do big.

The principle of simplicity is the most basic principle of enterprise development, and it is also the most powerful and effective principle. "Simplicity is a kind of beauty", "simplicity first" is the magic weapon for the continuous growth of the enterprise, and they should always run through the business activities of the enterprise.

3 "To dance with wolves, you must first be a wolf"

"Dances with wolves must be for wolves first", this is Haier's motto in developing the market.

The spirit of the wild wolf is the spirit of the winner.And the wolf's ultimate philosophy of life - strict discipline, unity, stern attitude, perseverance, never compromise, strategy first, seeking common ground while reserving differences, life and death, communication, continuous learning, is even more popular in the company management circle.

Therefore, in the world where the fittest survive, it is very necessary to educate the employees of the company on the philosophy of the wolf.Of course, when educating wolves, we should pay attention to some characteristics of wolves. Our learning is purposeful.Wolves can survive through the selection of history, and can be retained by nature. There is a reason for wolves here.Can we learn something from wolves as many companies have relentlessly disappeared in the marketplace?

The company is the collective name of a team, can every employee be as organized as a wolf?Can every manager be as resilient as a wolf?A company with "wolf nature" will surely remain invincible in the fierce market competition.Wolves can not only save the hearts of employees, but also the spirit of the company.

In fact, every employee in the company is like a wolf in nature. If you try to rely on your own strength without the help of others, it will be difficult for you to succeed, especially in a competitive environment.When every employee truly has "wolf nature", then the company must be invincible like a pack of destructive wolves.

The wolf's smile is actually the smile of the strong. Nature always uses its own laws to let the most vigorous species win.

If a company possesses "wolf nature", it will surely survive in commercial competition. This is a great law of nature and a realistic economic principle.

After China's accession to the WTO, some people compared foreign companies to wolves, saying "the wolf is coming", and compared domestic companies to sheep.This is putting yourself in the position of the weak. This is a mentality issue, not a strength issue.Why do you say this way?Because even a wolf entering a place is unfamiliar and requires cooperation.Don't think of yourself as a sheep, but as a "wolf" who is not strong, so there will be cooperation between wolves and wolves. The basis of cooperation is the vast market in China, which is actually dancing with wolves.

If you position yourself as a sheep, then you will definitely be eaten by wolves.If you position yourself as a wolf, the wolf will see you as a wolf, at least at first it will not eat you right away.

Not only must you position yourself as a wolf, but also open the door to lure wolves in. Only by dancing with wolves can you truly master the skills of wolves.

4 Use change to control change, continuous moves
Why do companies keep changing?Because "market competition" in the modern sense is no longer a static competition model.Competition is dynamic, because your opponents are changing, so your competitive advantage is also changing because of market changes.

The only constant thing in the world is change.There is only one way to deal with change: change with change.

As modern competition increasingly presents high-intensity, high-speed dynamics, strategic management textbooks in the United States have also begun to doubt whether the concept of "strategic planning" has any value in recent years.The concept advocated by modern strategic management is: there is no fixed competitive strategy, and competitive advantages and first-mover advantages are temporary; your advantages and disadvantages may change at any time due to changes in your opponents, and strategic interaction with your opponents must be accelerated, and competitive interaction becomes a formulating strategy. Determinants of competitive strategy.An important requirement for the CEO of an enterprise is to have the ability to predict the reaction of competitors and update competition rules or strategies in a timely manner.

The competitive strategy of an enterprise must focus on "effectiveness" instead of busy establishing a vision without foundation. "Effectiveness" requires enterprises to cultivate a change ability to adapt to changes when formulating strategies.This ability is reflected in two aspects: one is to seize the commanding heights of strategy implementation with speed, and win the opponent in time; the other is that enterprises must cultivate their own forecasting and judgment, and must be ahead of others, and must not be eager for swords.

(End of this chapter)