Some experts also believe that refined management is precise, accurate, meticulous and strict; Some experts believe that refined management is a technical method used by managers to adjust products, services and operation processes, with specialization as the premise, systematization as the guarantee, data as the standard and informationization as the means; Some experts believe that refined management is an idea and a culture; Some experts believe that refined management is to implement management responsibilities and make management responsibilities specific and clear, which requires every manager to be in place and perform his duties; Some experts believe that refined management is a kind of management concept and technology. Through systematization and refinement of rules, all units of organizational management can operate accurately, efficiently, cooperatively and continuously by means of programming, standardization and data.
All the above experts' definitions or descriptions of the results, methods, characteristics, ideas and technologies of refined management have touched on some essence of refined management from a certain level, but they have neglected one thing, that is, all people who want to know about refined management are eager to know, that is, "What does refined management have to do with me, how did I achieve it, and who am I?" Therefore, the author dares to give a definition of refined management here: refined management is the process of continuous optimization of management from the current status quo to a more precise, refined, coordinated and competitive direction. It must make full use of modern management science and advanced technology to realize the continuous improvement of management level in the continuous evaluation and balance of benefit and efficiency.
It can be seen that refined management varies from enterprise to enterprise and from enterprise development stage to enterprise, but the most basic idea of pursuing digitalization, refinement, refinement and synergy is the same.
Ways and methods to promote the refined management of retail industry
Judging from the author's previous definition of refinement, refinement management is a management upgrading process from the current status quo to more accurate, more refined, more coordinated and more competitive continuous optimization. It must make full use of modern management science and advanced technology to realize the continuous improvement of management level in the continuous evaluation and balance of benefit and efficiency.
It is not difficult for us to understand that refinement is a process, and it is a continuous and long process to promote management optimization. So how to grasp the rhythm in this process, just like running a marathon, how to allocate your physical fitness scientifically and reasonably? Obviously, it is better to adopt the process control mode of "step by step, accumulate a lot of money and make little progress" than "passionate, anticlimactic"; In the process of promoting refined management, advanced management and technology must be used, and while applying modern management science and advanced technology, there are also choices of innovation, digestion and inheritance. The best choice should be inheritance and innovation, step by step. At the same time, when promoting refined management, we should balance the relationship between departments and between input and output. This aspect should be balanced and harmonious, and it is best to grow together.
1, step by step, build up your hair.
The optimization of management is actually a very hard work. If the optimization of management is compared to injection and taking medicine and fitness, injection and taking medicine can quickly cure our diseases, but at best, it only restores our bodies to normal state. Injection and taking medicine can't improve our physique. To improve our physical fitness, we must rely on maintenance and fitness, that is, on diet, daily life, exercise and fitness, and this conditioning process will be accompanied by life. So I think the promotion of refined management, that is, the optimization of management, should be a long-term process, more like fitness, and the best state of fitness should be gradual.
I often see that when some enterprises promote a new technology and new management method, they often do not carefully consider what the current foundation of the enterprise is and how far the current state is from the target state, but rush in with wishful thinking. At first, they were passionate and enthusiastic, but it didn't take long to find that things were far from being as simple as imagined, and there were still so many trivial things to do to achieve the expected results. The solution of these trivial matters is not immediate, but requires a lot of time and energy. At the thought of this, the original urgent desire for quick success and instant benefit suddenly disappeared, and the work enthusiasm was like a deflated ball, and the work enthusiasm quickly dropped from 8 degrees to 8 degrees.
The most fundamental reason for this phenomenon is that the optimization of management is not a gradual and persistent mentality, but is expected to be achieved overnight like taking an injection and taking medicine. As we all know, injections and drugs can solve the problem that the body changes from dysfunctional state to normal state, but they can't solve the problem that the body health changes from basically normal state to good state and then to excellent state. Good and excellent are related to the vitality and anti-stress level of the body. Only strong vitality and high anti-stress level can represent a person's health.
The same is true for an enterprise. If an enterprise's management is chaotic, processes are not implemented, and key links are not implemented in place, at this time, just like taking an injection to take medicine, clarifying responsibilities and sorting out processes, the enterprise may be able to return to normal. However, after the normalization, it does not mean that the enterprise has strong combat capability. Perhaps as the boss of a business circle, it was very moist, and suddenly a big competitor came, and its weakness was revealed at once.
Improving the combat capability of enterprises, that is, improving the competitiveness of enterprises, is a long-term process and a process of continuous optimization and improvement. For example, when retail enterprises promote refinement, they need to advance item by item from the sequence of category management, goods management and customer management, and each stage should be solidly promoted, so that the subsequent promotion will see tangible results. For example, the core goal of category management is actually to help enterprises sort out the key points and gravity centers in commodity management. Compared with the previous beard and eyebrows, through the promotion of category management, the resource allocation of enterprises is more reasonable, and the 28 th principle is the core of category management. Therefore, although category management includes category positioning, commodity procurement, order management, commodity promotion, shelf display and other parts, the most valuable part is category positioning. That is, category analysis, the difficulty is shelf display and adjustment. If category analysis can run through the links of commodity procurement, order processing and promotion effect monitoring, category management can better get rid of the control of big suppliers like some multinational companies, and also play a better role in actual management and promotion. 2. Inheritance and innovation, step by step to mention innovation, many people shine at the moment, and when it comes to inheritance, many people have no interest and think it is a conservative performance. In fact, this is a big misunderstanding. If we carefully observe rock climbing or difficult mountain climbing, we will find that athletes always stick to 3/4, stretch out 1/4 to explore, and then gradually climb to the top. This fixed 3/4 is equivalent to inheritance, and that extended 1/4 is equivalent to innovation. Some people may ask, our enterprise does not spend all its resources on innovation, and less than 5% of its resources are invested in innovation. Then why do people still think that we have more innovations and less inheritance? In fact, the amount of innovation is not only the proportion of investment in innovative resources, such as China's R&D investment. D) The proportion of GDP is less than 2%, and that of developed countries is only 5% at most. This part of resources will never be high. Even for an innovative enterprise like Huawei, the proportion of R&D funds in sales revenue is only about 10%. It can be seen that it is not enough to judge the weight of inheritance and innovation only from the proportion of investment. The key depends on how much energy and cost the enterprise has spent to digest after realizing these innovations. In some enterprises, the ratio of innovation investment to subsequent digestion and absorption is 7:3 or even 8:2, or even higher, that is, when a new technology, new software and new equipment are adopted, the leaders no longer ask what effect it has used, what places restrict its effect, what small improvements can play a greater role, and what are the incompatibility and inadaptability of the existing process after the introduction of new technology and new software. These inherited tasks are often trivial, without any bright spots, and it is difficult to arouse the interest of senior leaders in work reports, but the input-output ratio is the highest and the effect is the best. For example, after the introduction of category management, many enterprises still follow the old process when introducing new products, never asking whether this new product is an important category or a target category, whether this category needs to introduce new products, whether the introduced products can improve the commodity structure of existing subcategories, whether the products with expanded categories are introduced in time, whether category analysis has been carried out before introducing products, and if so, what is the analysis result? These new processes, which should have been improved with the introduction of category management, have not been absorbed and passed down, and still operate according to the old processes: what is the price given by suppliers, how much channel fees are willing to pay, and so on. And the essence of category management has been forgotten. In fact, such innovation is of little value, and the effectiveness of introducing category management into enterprises like this will be greatly reduced. There is also the same reason that many of our software systems have little effect after introduction. After a set of software is sold, developers no longer consider the use effect of this software. At most, they will do some passive normal maintenance work, and their main energy will be focused on the promotion of the next enterprise or the next set of software. The retail enterprise itself is just like success, except complaining that the software is not easy to use. I seldom think about how to make some small improvements to make the software better, what factors restrict the software to play its role, how to make the software play a greater role and so on. These are not considered by these retail enterprises, which is the typical feature of not handling the relationship between innovation and inheritance well. China Mobile has done an excellent job in dealing with the relationship between inheritance and innovation. Although China Mobile upgrades its business analysis system every 1 year, they have spared no effort in the application and promotion of the system. Through the daily improvement of the system, three-dimensional training, the exchange of application cases, the integration of vendor resources and the training of business analysts, the application level of the subsystem has been rapidly improved. It is precisely because of these in-depth and meticulous inheritance, digestion and absorption work after subsystem innovation that China Mobile's business analysis system has played a very important supporting role in market competition. 3. Balance, harmony and growth * * * Enterprises need to consider how to balance the benefits of input and output, how to do things quickly, and the coordination between different departments if they want to continuously and smoothly promote refined management. This is a very critical link. Fine management is also a systematic management, which requires overall cooperation to achieve good results. Its short-board effect is obvious, that is, the effect of refined management is not determined by the high-precision degree of an advanced department, but often by the backward departments and links with the worst degree of refinement in the enterprise. If we experience it carefully, it should not be difficult to come to this conclusion. For example, if the commodity management department of an enterprise has been very refined and quantified, and the internal operation flow of the commodity department has been formulated in a scientific and standardized manner, it is indeed in a standardized operation. However, if the operation department is still in a relatively extensive management state, then the display and sales power of the goods will be greatly reduced, and some design arrangements painstakingly managed by the commodity department will be few or ineffective. At this time, the overall performance of commodity management is naturally determined by this relatively backward operation department. Therefore, it is very important to continue to promote refined management, do a good job of coordination and balance between departments, and basically keep the pace of coordination and balance between departments. Just like a person walking, he must walk with two legs together to go far. Otherwise, if one foot goes straight ahead, the other foot does not move or the steps are much smaller, the person will not go far. In addition, it is necessary to weigh the benefits of enterprise input and output, how to quickly balance efficiency and so on. Only by achieving balance and harmony can we continuously and efficiently promote the refined management of enterprises.