At present, the international market is weak, raw material prices are turbulent, labor costs are rising, energy conservation and environmental protection costs are rising, and the operating pressure of SMEs has increased sharply. For SMEs to achieve sustainable development, transformation and upgrading are imperative. Most SMEs in the Internet+ era have had a serious sense of crisis. In the face of the booming Internet economy, the already-conceived traditional industries and the prevailing view of corporate transformation and development, SMEs are once again lost! Enterprises with good returns are sorrowful. CCID believes that the biggest crisis for SMEs is not the amount of profit at the moment, but the grasp of the future direction.
It is imperative for SMEs to transform and develop the "potential"
Lei Jun, the founder of Xiaomi’s mobile phone, once said, “The station is right, the sow can fly to the skyâ€, and the wind is the “potentialâ€. SMEs are not afraid of small scales, and they are afraid of "potentials." The information economy has prospered and catalyzed new concept changes and model innovations. With the deepening of innovation and innovation, more and more complex cross-border integrations between industries in the Internet+ era have led to profound changes and even subversion of industry rules. The “potential†of the industry has changed: competition, customer groups, consumer behavior, product and service demand and many other changes are forcing companies to transform.
The "potential" is not the same, and the traditional mode falls out of favor. Regardless of the industry, the traditional business model is or will eventually lose its momentum. Many small and medium-sized enterprises still follow the traditional business model of R&D, procurement, production, sales and customer service. There is almost no new model. Ultimately, no matter how successful training and management improvement, it is difficult to achieve double performance and scale expansion. It poses a serious challenge to the maintenance of SMEs, which is also a harbinger of the traditional model. In the Internet+ era where the information economy is prosperous, the use of information technology as a means to build a business management model with rapid market response, satisfying and tapping customer needs is on the rise.
With the "potential", the transformation is worth thinking about. "Transformation" is about the company's life and death. Nokia has embraced the world's top corporate culture, management practices and patent innovations, but it is still in recession because the "potential" that has made him no longer exists. Large and medium-sized enterprises with annual sales of over 1 billion rely on traditional ideas, models, channels and teams to achieve enterprise transformation, which is often difficult and often frightened. But when the problem is concentrated and cannot be resolved and forced to adopt transformational measures, it will find that the cost is huge and the process is painful. SMEs have relatively unique flexibility. The core problems encountered in the transition are often different from those of large and medium-sized enterprises. The root causes are often concentrated on the backwardness of SMEs' ideas and the vague ideas: they are not obedient and follow the trend. The blind obedience of transformation.
SME transformation relies on Internet thinking
The "stability" of the traditional model has become history. It is a "new normal" to quickly identify and timely meet market and demand changes, and it is also the essence of the Internet's way of thinking. The Internet thinking mode is a way of thinking that is in line with the target customer base. It is a C2B model, which formulates corresponding management objectives, forms a fan group network and an interactive mechanism, thereby creating a fan economy for the company itself.
Internet marketing is not equal to online sales. Many SMEs still have the mindset of using traditional thinking to do Internet marketing. For example, in the marketing concept, the traditional marketing concept pays great attention to the slogan of the product and refines the unique sales proposition. But the contrast is that, based on the success of Xiaomi mobile phone and Apple mobile phone, can you think of the advertising language of Xiaomi mobile phone and Apple mobile phone? Internet marketing is not simply about placing advertising videos and products on the Internet, but selling them on the Internet.
Conduct management around the customer base. The core of SME transformation is the change of philosophy, and the primary task is the target customer group identification and product and service positioning. The focus of the next phase of SME management will always focus on the needs and characteristics of customers. The identification of customer characteristics and the positioning of products and services will be crucial. With the help of Internet thinking, by identifying fan customer groups and interaction mechanisms, identifying and mining customer needs and meeting needs has become the focus of building a business portfolio and developing a competitive strategy.
Transformation does not mean a complete abandonment of tradition. The transformation of SMEs is not to abandon all traditional management models, but to change management priorities. The transformation is to adapt to changes in the industry and the market faster and better, and to meet the needs of customers at all times. First of all, SMEs should not set a goal to seek "all". “Full†is to require enterprises to fully reflect internal and external constraints and their own advantages when setting targets, and to multi-dimensional and multi-level decomposition of targets; not only the target of sales, profit, and payment, but also market development. , marketing strategy and effectiveness, internal change growth, talent team building and other dimensions of the goal; not only the target is decomposed into the marketing department, but also reflects the support value of other departments to achieve the overall goal; create an enterprise-level performance management cycle around meeting customer needs The system, not the initial stage of traditional performance appraisal.
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