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1、首席執(zhí)行官Contents名牌戰(zhàn)略階段19841991Click to add title in here Click to add title in here 1231984 年,兩個瀕臨倒閉的集體小廠合并成立了青島電冰箱總廠,由青島市家電公司副經(jīng)理張瑞敏出任廠長。當(dāng)時這家企業(yè)的情況是虧損147 萬元。以張瑞敏為首的廠指點(diǎn),分析市場情勢后發(fā)現(xiàn):雖然市場上的冰箱品牌不少,但并沒真正意義上的“名牌冰箱,名牌還幾乎是洋貨的代名詞。于是張瑞敏果斷提出:“要么不干,要干就要爭第一,創(chuàng)名牌。這樣“名牌戰(zhàn)略的競爭觀念便在海爾誕生了,從此海爾集團(tuán)走上了創(chuàng)名牌、以品牌求開展的道路。在電影中,這一階段,凌敏廠長

2、主要進(jìn)展了兩項(xiàng)任務(wù),一項(xiàng)為哪一項(xiàng)從德國引進(jìn)先進(jìn)消費(fèi)線,約請德國技術(shù)指點(diǎn),另一項(xiàng)為哪一項(xiàng)立足市場、強(qiáng)化管理、以人為本,嚴(yán)抓冰箱質(zhì)量,建立了嚴(yán)厲的質(zhì)量管理體系。追求杰出定位名牌 立足市場開展名牌 強(qiáng)化管理穩(wěn)定名牌 以人為本弘揚(yáng)名牌 定位名牌“名牌戰(zhàn)略的中心是名牌產(chǎn)品,而名牌產(chǎn)品的根底在于質(zhì)量。凌敏上任不久,經(jīng)過正確地分析科技環(huán)境,決議從德國引進(jìn)先進(jìn)的消費(fèi)線,同時學(xué)習(xí)德國的質(zhì)量管理體系。高科技是高質(zhì)量的堅(jiān)強(qiáng)后質(zhì),經(jīng)過引進(jìn)技術(shù)這一途徑,海爾不僅大大提高產(chǎn)品的質(zhì)量,而且發(fā)明出了本人的獨(dú)特優(yōu)勢,開創(chuàng)了差別化道路。在這之后,凌敏又發(fā)現(xiàn)廠里消費(fèi)的76 臺電冰箱不合格。他讓全廠職工輪番觀賞后當(dāng)眾宣布:由消費(fèi)這批

3、產(chǎn)品的直接責(zé)任人親手砸毀這些冰箱。從中,我們可以看出當(dāng)時的海爾專注于冰箱這一產(chǎn)品,采取重點(diǎn)戰(zhàn)略,嚴(yán)抓質(zhì)量管理。1定位名牌從德國引進(jìn)消費(fèi)線全場員工對于新技術(shù)的追求,德國的技術(shù)指點(diǎn)被他們打動德國的技術(shù)指點(diǎn)對海爾員工的指點(diǎn)定位名牌立足市場2為了能在市場競爭中獲得優(yōu)勢的位置,海爾集團(tuán)根據(jù)市場細(xì)分原那么,結(jié)合產(chǎn)品的特點(diǎn)和消費(fèi)者的需求,因地制宜地采取相應(yīng)的營銷組合戰(zhàn)略,提高了產(chǎn)品知名度和市場占有率。如寬電壓冰箱新種類的問世,翻開了寬廣的鄉(xiāng)村市場;集洗、脫、烘于一體的海爾“瑪格麗特三合一全自動洗衣機(jī),以其獨(dú)特的烘干功能,迎合了飽受“梅雨之苦的江南地域消費(fèi)者。 強(qiáng)化管理3海爾集團(tuán)在長期的任務(wù)實(shí)際中,發(fā)明了一套

4、卓有效果的管理方式OEC,即日清日高管理系統(tǒng)。全方面地對每人、每天、每事進(jìn)展清理、控制,其主要內(nèi)涵,就是貫穿在企業(yè)各項(xiàng)任務(wù)中的“日事日畢、日清日高。按照這一管理方式上,上至總裁,下至普通員工,哪怕是一個修剪花草的花匠,都非常清楚本人應(yīng)該干什么,干多少,按什么規(guī)范干,到達(dá)什么結(jié)果。在執(zhí)行的過程中,要求今天的任務(wù)必需今天完成,今天完成的事情必需比昨天有質(zhì)的提高,明天的目的必需比今天更高一點(diǎn)。員工每人都有一張“三E卡,每天按要求填寫,收入以這張卡為根據(jù)。全新的觀念,嚴(yán)厲的管理,使海爾人遭到劇烈震撼,并由此構(gòu)成了獨(dú)特的企業(yè)管理文化,構(gòu)成了企業(yè)豐富的無形資產(chǎn),從而為企業(yè)帶來了無窮的效益。強(qiáng)化管理在這幅圖

5、中,表達(dá)的是總工程師對于普通員工的監(jiān)視,由于海爾資金的缺乏,所以消費(fèi)線有些自動化的部分由員工來做,總工程師對于他們的要求是和機(jī)器做的一樣好。強(qiáng)化管理在海爾,有一個員工爛熟于心的原那么,叫做“日事日畢,日清日高,意在追求每天的任務(wù)量都要在當(dāng)天完成,一天要比一天做的好這是海爾的自檢站,每一個出現(xiàn)錯誤的員工都要站在上面自省。以人為本4在企業(yè)管理中,海爾強(qiáng)調(diào)“人人是人才的觀念。一切的員工都是可培育的人才,應(yīng)該設(shè)法把每一個人的潛能都發(fā)揚(yáng)出來,使之對企業(yè)到達(dá)“投入地愛一次,忘了本人的境地。為此,海爾制定了許多有關(guān)的制度,如經(jīng)過實(shí)行公開招聘上崗制度,發(fā)現(xiàn)人才和促進(jìn)了人才流動,使許多年輕有為的員工走上了指點(diǎn)崗

6、位。對待被兼并的企業(yè),海爾集團(tuán)不斷地強(qiáng)化指點(diǎn)干部的責(zé)任認(rèn)識和進(jìn)取精神,促使寬廣干部重新振作起來。企業(yè)里最活潑的要素是人,而在人的要素中,中層以上管理干部雖是少數(shù),卻在企業(yè)的開展中負(fù)有80 %的責(zé)任。海爾集團(tuán)經(jīng)過強(qiáng)化管理,充分調(diào)動了寬廣員工的積極性。以人為本總工程師何董事長與員工親切交談董事長對員工這樣說:我是從工人、班組長、車間主任一步一步走過來的,所以我特別能了解被管理者的心境。他們要什么?公平,我的成果他不要抹殺,我的才干他要成認(rèn),于是,我們建立一個賽馬的機(jī)制,給他們提供一個公平競爭的平臺。以人為本員工培訓(xùn)大會啟示從1984到1991年,海爾處于名牌戰(zhàn)略階段,雖然這只是海爾開展的一小部分,

7、但是我們可以看到,海爾的勝利絕非偶爾,海爾的勝利后面蘊(yùn)含著對于新技術(shù)的追求,對于質(zhì)量的高規(guī)范要求,上升到管理學(xué)的層次上,海爾的勝利很大一部分源于正確的戰(zhàn)略選擇。電影中的凌敏廠長在對于經(jīng)濟(jì)環(huán)境、技術(shù)環(huán)境、目的市場進(jìn)展了正確的分析后,選擇了差別化戰(zhàn)略和集中戰(zhàn)略,將運(yùn)營目的集中于冰箱產(chǎn)品上,靠消費(fèi)出性能、質(zhì)量上優(yōu)于現(xiàn)有規(guī)范產(chǎn)品、具有差別的產(chǎn)品來確立企業(yè)的名牌,提高品牌的知名度。Click to edit title styleText in hereText in here Contents ContentsThemeGallery is a Design Digital Content & Con

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