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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(gè)瀕臨倒閉的集體小廠(chǎng)合并成立了青島電冰箱總廠(chǎng),由青島市家電公司副經(jīng)理張瑞敏出任廠(chǎng)長(zhǎng)。當(dāng)時(shí)這家企業(yè)的情況是虧損147 萬(wàn)元。以張瑞敏為首的廠(chǎng)指點(diǎn),分析市場(chǎng)情勢(shì)后發(fā)現(xiàn):雖然市場(chǎng)上的冰箱品牌不少,但并沒(méi)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(zhēng)第一,創(chuàng)名牌。這樣“名牌戰(zhàn)略的競(jìng)爭(zhēng)觀(guān)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(kāi)展的道路。在電影中,這一階段,凌敏廠(chǎng)長(zhǎng)

2、主要進(jìn)展了兩項(xiàng)任務(wù),一項(xiàng)為哪一項(xiàng)從德國(guó)引進(jìn)先進(jìn)消費(fèi)線(xiàn),約請(qǐng)德國(guó)技術(shù)指點(diǎn),另一項(xiàng)為哪一項(xiàng)立足市場(chǎng)、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(chǎng)開(kāi)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(guò)正確地分析科技環(huán)境,決議從德國(guó)引進(jìn)先進(jìn)的消費(fèi)線(xiàn),同時(shí)學(xué)習(xí)德國(guó)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(guò)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(shì),開(kāi)創(chuàng)了差別化道路。在這之后,凌敏又發(fā)現(xiàn)廠(chǎng)里消費(fèi)的76 臺(tái)電冰箱不合格。他讓全廠(chǎng)職工輪番觀(guān)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(shí)的海爾專(zhuān)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(guó)引進(jìn)消費(fèi)線(xiàn)全場(chǎng)員工對(duì)于新技術(shù)的追求,德國(guó)的技術(shù)指點(diǎn)被他們打動(dòng)德國(guó)的技術(shù)指點(diǎn)對(duì)海爾員工的指點(diǎn)定位名牌立足市場(chǎng)2為了能在市場(chǎng)競(jìng)爭(zhēng)中獲得優(yōu)勢(shì)的位置,海爾集團(tuán)根據(jù)市場(chǎng)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(yíng)銷(xiāo)組合戰(zhàn)略,提高了產(chǎn)品知名度和市場(chǎng)占有率。如寬電壓冰箱新種類(lèi)的問(wèn)世,翻開(kāi)了寬廣的鄉(xiāng)村市場(chǎng);集洗、脫、烘于一體的海爾“瑪格麗特三合一全自動(dòng)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(zhǎng)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(duì)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(gè)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(guò)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(xiě),收入以這張卡為根據(jù)。全新的觀(guān)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(wú)形資產(chǎn),從而為企業(yè)帶來(lái)了無(wú)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(duì)于普通員工的監(jiān)視,由于海爾資金的缺乏,所以消費(fèi)線(xiàn)有些自動(dòng)化的部分由員工來(lái)做,總工程師對(duì)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(gè)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(gè)出現(xiàn)錯(cuò)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(guān)念。一切的員工都是可培育的人才,應(yīng)該設(shè)法把每一個(gè)人的潛能都發(fā)揚(yáng)出來(lái),使之對(duì)企業(yè)到達(dá)“投入地愛(ài)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(guò)實(shí)行公開(kāi)招聘上崗制度,發(fā)現(xiàn)人才和促進(jìn)了人才流動(dòng),使許多年輕有為的員工走上了指點(diǎn)崗

6、位。對(duì)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(shí)和進(jìn)取精神,促使寬廣干部重新振作起來(lái)。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(kāi)展中負(fù)有80 %的責(zé)任。海爾集團(tuán)經(jīng)過(guò)強(qiáng)化管理,充分調(diào)動(dòng)了寬廣員工的積極性。以人為本總工程師何董事長(zhǎng)與員工親切交談董事長(zhǎng)對(duì)員工這樣說(shuō):我是從工人、班組長(zhǎng)、車(chē)間主任一步一步走過(guò)來(lái)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(gè)賽馬的機(jī)制,給他們提供一個(gè)公平競(jìng)爭(zhēng)的平臺(tái)。以人為本員工培訓(xùn)大會(huì)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(kāi)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(duì)于新技術(shù)的追求,對(duì)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(chǎng)長(zhǎng)在對(duì)于經(jīng)濟(jì)環(huán)境、技術(shù)環(huán)境、目的市場(chǎng)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(yíng)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(lái)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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