58 innovative plans for marketing

Chapter 35 Relationship Marketing Planning (3)
This is like a series of impossible tasks: Huawei will try to reduce its own inventory, but requires suppliers to stock up; even if the product specifications change, the supplier must deliver quickly; the price will still be the same after the technical conditions change To conduct transactions... These requirements not only affect Huawei's direct suppliers, but also pass directly through the supply chain to those indirect suppliers at the end.In the eyes of these suppliers, it is worth making such a change in order to survive in Huawei's supply chain.Over the past few years, the size of these companies has expanded rapidly along with Huawei's growth.A supplier originally rented a large studio in a mid-range office building in Shenzhen, which was already full of employees in less than two years.At first, he just tried to double the office area, but recently, he simply rented an entire floor in another office building-considering Huawei's future development speed, his move is not only not crazy, but to learn Prepared for a rainy day after learning the previous lessons.

It is the underwater industrial ecosystem composed of these hundreds of Huawei suppliers that supports Huawei's global contracted sales of US$86 billion in 2005, and will continue to support the latter's annual growth target of more than 30% in the future.

Obviously, Huawei hopes that its suppliers will also pay attention to cost and R&D as it treats customers, and change their management and services according to customers' needs.Such things are indeed happening. Those suppliers who have cooperated with Huawei for many years, mixed with multiple complex emotions such as interests, fear, vigilance, respect, and imitation, seem to have become another "little Huawei": quick response, quality-oriented, Be price sensitive and keep a low profile.

As a Huawei supplier, the greatest pressure to bear comes from price.Huawei does not shy away from this, because it started out by strategically playing the price card.The most ready-made example is that when the cutting-edge French telecom operator NEUF is preparing to build a backbone optical transmission network throughout France, in order to compete with the established operator France Telecom, NEUF's actions must not only be faster but also more radical. cheaper".To this end, Huawei offered attractive terms, promising to build the initial two-city networks for NEUF at a very favorable price and be responsible for operating them for 3 months before handing them over to NEUF for evaluation.As a result, Huawei entered the top 6 suppliers of NEUF, and then firmly occupied the first position.

Huawei will spread this cost pressure on every supplier in Huawei's supply chain - from direct suppliers to the most basic raw material suppliers.Over the years, Huawei has left two impressions on its suppliers: one is the professional management of procurement; the other is timely payment, which ensures the relative stability of Huawei's supply chain. The secret of "emotional harmony" is that Huawei has followed the principle of fairness and transparency from the very beginning - minimizing the artificial role in the supply chain and preventing a certain person from having too much authority in this chain.

Huawei's procurement is carried out through bidding, and a procurement expert team is set up in the supply chain management department to be responsible for evaluating supplier qualifications and product quality.It has a lot of authority, it can not only determine the list and grade of qualified suppliers, but also determine the procurement share.The general procurement personnel are more only responsible for specific operations such as placing orders.These two departments are relatively independent, so the possibility of being "fixed" by a certain supplier is much lower.This is actually in line with the expectations of these suppliers.They can endure endless bargaining, more intense vicious competition, and Huawei's many strange demands, but they hope that everyone can compete on the same starting line, and the rules are open and transparent. In this way, at least the result will be relatively fair.

Huawei's gravitational attraction to suppliers is not only fairness, but also credit, or to put it simply, timely payment.Domestic suppliers have all experienced customers' strange internal policies - some customers even told their financial staff that if the supplier is not anxious enough to file a lawsuit, they can delay paying. "The best customers don't necessarily have to give cash, but the payment must be timely and accurate." The supplier would rather settle with a customer like Huawei with a 90-day payment period than sign a 30-day payment period with a company that has no credit payment contract.This supplier also tried to maintain supply relationships with many telecom equipment manufacturers, but in the end he was determined to cooperate with Huawei. Huawei's settlement is generally very timely and accurate."

Question: What principles does Huawei adhere to when dealing with suppliers?
2. Role simulation
If you are the purchasing manager of an appliance store, how do you deal with the relationship with suppliers?What are the consequences of increasing the entry price?
3. Thinking Enlightenment
After studying this section, please think about it: Under the current situation, what kind of relationship should be maintained among suppliers, enterprises, and distributors?

4. Practical training games
Props: some paper, some pens.

Number of participants: 6 people.

Method: 6 people were divided into two groups, 3 people in each group.Set up a specific scenario, and the two groups write a plan for establishing a relationship with a supplier for a specified company.

Rules: Time is 60 minutes.In the specified time, which group's plan is perfect and feasible, which group will win.

Purpose: Through the game, let the participants experience the relationship with the supplier.

5. Improve plan
Reference answer

1. Scenario case: pay attention to cost and R&D, and change its management and service according to the needs of customers.

2. Role simulation: The answer is omitted.

3. Thinking enlightenment and answer ideas: In the cooperation with suppliers and distributors, through information and technology sharing, etc., the cost of the entire value chain can be reduced, the overall profit can be increased, and a "win-win" can be achieved, in order to defeat common competitors.The marketing strategy for the supplier market is to seek the resources necessary for the production process such as raw materials, semi-finished products, labor, technology and information, and to achieve a reasonable allocation of resources; the marketing strategy for the dealer market is to rationally allocate resources and Obtain the support of market technical facilities.Under the condition of global economic integration, more and more enterprises are trying to change the economic points in the value chain in order to grow stronger.While strengthening the investment and cooperation of various functional departments within the enterprise organization, fully tapping the production capacity within the enterprise organization, and seeking to maximize profits, they also attach great importance to the good collaboration of the entire value transfer system of production, supply, and sales to jointly create more value. More value, the pursuit of the "group win" result of the entire value transfer system, and fully tap the huge productivity hidden among enterprise organizations to improve the competitiveness of the overall value transfer system.In the past, companies regarded their suppliers and distributors as the main targets of cost rises, and in a sense, regarded them as enemies.Now, however, they realize that in addition to their own value chain, enterprises also need to seek competitive advantages through the value chain of suppliers, distributors and final customers. They regard suppliers and distributors as partners rather than competitors, and work more closely with them. Collaboration brings many benefits.

Classic look back
20世纪70年代到90年代，日本汽车大举打入美国市场，势如破竹。1978~1982年，福特汽车销量每年下降47%。1980年出现了34年来第一次亏损，这也是当年美国企业史上最大的亏损。

From 1980 to 1982, the three-year total loss amounted to 33 billion US dollars.At the same time, the labor union is also a major problem facing Ford. More than ten years ago, the union workers held a strike, which completely paralyzed the production at that time.Faced with these two major pressures, Ford has reversed the situation within 5 years.The reason is that since 1982, Ford has laid off a large number of employees in the management, and has made breakthrough reforms in several aspects such as production, engineering, equipment and product design, that is, to strengthen internal cooperation and sense of devotion.

In view of the fact that Ford employees have always been in a state of confrontation with the management and have no trust in the management, the management of the company has made efforts to unite the labor union as the main goal. Made Ford a big turnaround.

At present, Ford has formed an "employee participation plan" within the company.Employees' sense of commitment and cooperation has been continuously improved. Ford now reduces the production cost of a car by US$195, which greatly shortens the gap with Japan. All these changes lie in the company's ability to communicate with each other; The previous hostile attitude has been changed.The leaders care about the employees, which also triggers the employees' "kindness" to the enterprise, so as to work hard to promote the development of the enterprise.

It is not difficult to see from the case: Henry Ford II attached great importance to the improvement of the relationship between the enterprise and its internal employees.

Skillful touch
Employee relationship refers to the personnel relationship formed in the internal management process of the enterprise.Its specific objects include all staff, workers and management cadres.From the perspective of internal relationship, employees are the object of the enterprise, and from the perspective of external relationship, they become the main body. This is the public with the closest relationship with the main body.They are the living cells on which the enterprise depends, the producer of the enterprise's products, the bearer of the service, and the representative of the enterprise's image to the outside world. They are most closely related to the interests and goals of the enterprise. All the principles, policies, plans, Measures must first obtain their understanding and support, and put them into practice.The staff's technical level, innovative spirit, professional ethics, mental outlook, service attitude, etc. directly affect the public's overall impression and evaluation of the company.Therefore, any enterprise must first deal with its own internal employee relations. Only when the internal and external relations of the enterprise are harmonious and coordinated, and all employees unite and work together, can they successfully "seek external development" and achieve resource utilization through the cooperation of employees. Maximize value during conversion.

thinking innovation
(End of this chapter)