Oral: Chen Chencun (Chairman of Zhongshan Dafeng Lighting) finishing: Sun Peng
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There are dangers and opportunities in the core crisis. How to turn crisis into opportunity? I think we should start from building confidence, adjusting structure, laying out the country, and planning for the future.
Today, the crisis has not only affected businesses, but also affected the industry and affected the entire national economy. Crisis, how do companies respond? All walks of life have their own "winter". Faced with the fact that orders are reduced and performance is declining, companies are comforting themselves with the premise of “great environmentâ€, or actively responding to them. Taking the future development of enterprises as a consideration, using existing resources to make enterprises survive the winter and warm the winter. This is a dilemma.
Since the crisis cannot be changed, what can we change? In the face of the temporary survival of enterprises, how to get rid of? In the big test of this crisis, how can we turn the crisis into opportunity, get out of the predicament, and even phoenix nirvana, rebirth, and renewed a new strong vitality. Here, I borrow some of the personal views of the "Golden Teahouse".
A. Turning the crisis into opportunity requires confidence. Confidence is not only more valuable than gold, but also the nuclear power that companies face in the face of crisis. The foundation of confidence is based on the confidence in the strength of the company. After years or even decades of development, excellent companies have the ability to withstand risks. In the face of crises, whether they adopt conservative or positive policies, they should have strong confidence. This force will form a good working atmosphere within the company, which will make people feel calm and put all their energy into the work.
B. Turn the crisis into a machine to adjust the structure. The very obvious feature of this crisis is that the price of the product is declining. This has a huge positive impact on the company. It can be used to adjust the product structure and product mix, and launch more competitive products. A category with market prospects to seek new profit growth points.
Internally, adjust the organizational structure to achieve the best management results with a flatter architecture. At the same time, the flow of talents in the crisis is also more frequent, and it is possible to take the opportunity to recruit outstanding talents to join and form a more combative team to enhance the soft power of the company.
C. Turning the crisis into a machine should be laid out nationwide. At the same time of internal adjustment, we must pay more attention to the development and management of the market. Some enterprises have reduced their staff and downgraded their work, and shifted the focus of the market to maintenance. Some enterprises have done the opposite. They have recruited talents with rich experience through the crisis, vigorously exploited the market, laid out the whole country, and paved the network with the township. level. Whether it is active maintenance or active development, as long as it can persist in not abandoning or giving up, after the crisis, enterprises will be able to get a good market back.
D. Turning the crisis into opportunity to plan for the future. Operating a business has never been a matter of one person. Not only is it responsible for the company's current responsibility, it is responsible to the employees, but also responsible for the future of the company and responsible for the employee's ownership. If every company shoulders responsibility and is tested in this crisis, it is not only a business blessing, but also a fortunate industry, the country is fortunate.
There are dangers and opportunities in the core crisis. How to turn crisis into opportunity? I think we should start from building confidence, adjusting structure, laying out the country, and planning for the future.
Today, the crisis has not only affected businesses, but also affected the industry and affected the entire national economy. Crisis, how do companies respond? All walks of life have their own "winter". Faced with the fact that orders are reduced and performance is declining, companies are comforting themselves with the premise of “great environmentâ€, or actively responding to them. Taking the future development of enterprises as a consideration, using existing resources to make enterprises survive the winter and warm the winter. This is a dilemma.
Since the crisis cannot be changed, what can we change? In the face of the temporary survival of enterprises, how to get rid of? In the big test of this crisis, how can we turn the crisis into opportunity, get out of the predicament, and even phoenix nirvana, rebirth, and renewed a new strong vitality. Here, I borrow some of the personal views of the "Golden Teahouse".
A. Turning the crisis into opportunity requires confidence. Confidence is not only more valuable than gold, but also the nuclear power that companies face in the face of crisis. The foundation of confidence is based on the confidence in the strength of the company. After years or even decades of development, excellent companies have the ability to withstand risks. In the face of crises, whether they adopt conservative or positive policies, they should have strong confidence. This force will form a good working atmosphere within the company, which will make people feel calm and put all their energy into the work.
B. Turn the crisis into a machine to adjust the structure. The very obvious feature of this crisis is that the price of the product is declining. This has a huge positive impact on the company. It can be used to adjust the product structure and product mix, and launch more competitive products. A category with market prospects to seek new profit growth points.
Internally, adjust the organizational structure to achieve the best management results with a flatter architecture. At the same time, the flow of talents in the crisis is also more frequent, and it is possible to take the opportunity to recruit outstanding talents to join and form a more combative team to enhance the soft power of the company.
C. Turning the crisis into a machine should be laid out nationwide. At the same time of internal adjustment, we must pay more attention to the development and management of the market. Some enterprises have reduced their staff and downgraded their work, and shifted the focus of the market to maintenance. Some enterprises have done the opposite. They have recruited talents with rich experience through the crisis, vigorously exploited the market, laid out the whole country, and paved the network with the township. level. Whether it is active maintenance or active development, as long as it can persist in not abandoning or giving up, after the crisis, enterprises will be able to get a good market back.
D. Turning the crisis into opportunity to plan for the future. Operating a business has never been a matter of one person. Not only is it responsible for the company's current responsibility, it is responsible to the employees, but also responsible for the future of the company and responsible for the employee's ownership. If every company shoulders responsibility and is tested in this crisis, it is not only a business blessing, but also a fortunate industry, the country is fortunate.
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