Analysis of the six hidden dangers in the development of China's flooring industry

In recent years, it has been a golden period for the rapid development of China's flooring industry. During this period of time, many flooring companies have developed very rapidly. However, with the changes in the economic environment, the market places higher demands on the flooring industry. Flooring companies also To the stage where you need to work hard. However, the rapid development of previous years has brought great success to many floor companies and also left a lot of management hidden dangers. The following six major hidden dangers greatly restrict the sustainable development of the flooring companies.

Non-standard arbitrariness of management systems Many floor companies do not have a sound management system, nor do they have a standardized system of management. Most enterprises are passively reactive. With the emergence of new problems, new measures are formulated by operators. No in-depth study has been conducted, or with the adoption of other companies' new management systems, little regard has been given to the logical relationship between the new system and the original system and whether the new system is suitable for the actual situation of the company. The result is that the systems between the management systems are not strong enough, or because they are in the north, they are only effective. This point was exposed when many flooring companies implemented the IS0900O standard.

Lack of long-term goals for enterprise development Many floor companies have neglected the ultimate goal of sustainable entrepreneurship, blindly pursuing short-term benefits or merely maximizing profits and increasing scale; while some enterprises have set strategic goals, they are unrealistic because of their strategic goals. Fortunately, it is easy to become a dead letter or cause companies to fall into the diversification of business management to achieve this strategic goal. Already, some floor company operators have begun to reflect on the company’s strategic goals and strive to overcome the problem of short-sightedness or short-sightedness, and gradually increase the average life cycle of Chinese companies. Instead of simply pursuing scale, they have shaped the image of the strong in market competition. It is not just big, but strong; we need long-term development, not short-term benefits.

Customer-oriented or business-oriented Some floor companies have begun to use the market changes, customer needs as a compass for business strategy, but most companies are still in line with their own ideas for the development of new products and market development. The direct result of this kind of business orientation is the one based on me, and this way of thinking does not necessarily guarantee that the products produced meet the needs of customers, and products that cannot meet the needs of customers cannot be converted into values ​​created by the company. Follow Master Peter? Dulac's view of the existence of the company is to create customers. Companies that constantly track changes in customer demand have already tasted the sweetness of market competition. Best-selling products not only create value directly for the company, they also establish brand loyalty for the most valuable customers.

The construction of decision-making mechanism is stagnant Many floor companies have a common characteristic. The leadership authority of the operator himself has a great influence. In some enterprises, even to the extent of undoubtedly its decision-making, this can be powerful in the early stage of enterprise development. To promote enterprise development, but to some extent, this also increases the risk of business operations, because no one can always be correct. Although under the current environmental conditions, such centralization and corruption are effective in many cases, it will be difficult to guarantee the smooth development of enterprises and the victory in competition in the face of the ever-changing and complex environment. The strong color of people is an important reason for the unsound management system of Chinese enterprises. Therefore, establishing a scientific decision-making mechanism and implementing the rule of law in the corporate management system will be an important challenge for Chinese companies.

Human resource problems Many flooring companies feel that it is more and more difficult to retain people. Perhaps some people will classify them as being too low in corporate wages, but fundamentally there is no incentive mechanism within the enterprise, except for material incentives. One of the most important reasons for the lack of attractiveness of existing resource constraints is that most companies only use people instead of training people. Many employees in the floor companies seem to have emerged or passively trained. It seems that business operators do not view training as an investment, but they do not have to cultivate or establish an ownership relationship between employees and enterprises, not to mention corporate cohesion or learning. The formation of the organization.

The lack of corporate culture Many outstanding flooring companies are very concerned about the construction of corporate culture, but also invested considerable human, material and financial resources to plan corporate culture. However, there are some misunderstandings in the process of corporate culture construction, such as the emphasis on the construction of the material layer of corporate culture, while ignoring the role of corporate core values; emphasis on the creativity of planners, ignoring the actual situation of the enterprise, resulting in corporate culture is only vase, can not be obtained The recognition of employees; corporate culture is uniform, lack of personality, attention to the neatness of the text, ignoring the expression of corporate characteristics and so on. Of course, there are still quite a number of companies that still have not carried out corporate culture construction and have no corporate core values, which all play a detrimental role for companies in responding to the future environment and the potential of employees.