In life, people will encounter some activities that need to be dressed up and attended, such as weddings, dinners, etc. We can call this situation "special"; in contrast, the small shops that people usually go in and out and the simple meals they eat at home are "regular". Some Chinese envy rich people and regard being able to enter and exit high-end restaurants, enjoy the delicacies and taste delicious wine and food as their life goals. In fact, it is healthier to eat commonplace food.
There are similar situations in the workplace. The banquets when customers visit are "special". The canteen and work meals they eat every day are "regular" and cannot be confused. If you drink big wine every day and eat delicacies every meal, you may get all kinds of physical problems.
Some corporate executives often travel between banquets and banquets every day because they have to entertain customers and partners. They rarely go home for dinner, and slowly regard "speciality" as "regularity". When doing corporate strategic planning , it is easy to confuse "special" with "constant", which ultimately leads to business risks of the company.
For example, from 2012 to 2021, the highest sales of excavators in the Chinese market were more than 290,000 units in 2020, but in 2015, it was only nearly 60,000 units, with an average sales of about 160,000 units in 10 years. What sales should companies use as the benchmark to plan their marketing activities in 2022?
The rapidly growing market has made many entrepreneurs feel excited, regarding "special" as "normal", and using high points as the benchmark to make marketing plans for 2022. So, this year I heard many people shouting "The market is too bad". When the market begins to return to normal and sales return to the average market sales in the past 10 years, many companies can't survive. Why? From the perspective of probability theory, the average is the norm. Those who call for market poor are all planning to make "special" as "regular".
The way to deal with "special" lies in "constant" and be prepared for "special" when it is safe. For example, cash reserves, absorption rate, customer loyalty, model innovation and service transformation, etc. When the sales of the whole machine decline, it is actually too late to pay attention to the aftermarket.
If an enterprise allocates sales resources for the market of 300,000 excavators, it will inevitably complain when the market drops to 150,000 units. is not that the market has changed, but that their preparations have been done too poorly. The return of the market is a high probability event. Even in the world's largest construction machinery market, it is difficult to survive. Who should you complain about? The same is true for the accessories plan. Should enterprises plan inventory based on the highest, average or lowest value of historical demand as the base? Planning with the highest value can ensure the inventory rate, but may cause dullness risk; planning with the lowest value can improve the turnover rate of , but there are often out of stock; planning with the average value is more reasonable, and it can balance the inventory turnover rate of and the stock rate of accessories, because this is the "normal" state, and the highest and lowest values of demand are just "special".
Management Master Peter Drucker said: "Strategies are not about studying what we do in the future, but about studying what we do today to have a future." In the "normal" state, you must consider how to deal with the "special" state, otherwise you will be caught off guard. When the market is good, you call for free service, hoping to sell more, and only when the market is saturated, the aftermarket is developed is raised, and the service is free. Have you ever thought about how to develop the aftermarket?
Strategy is not how to deal with it when encountering a "special" state, but how to prepare in a "normal" state so that you can survive in a "special" state! In this regard, many Chinese companies lack crisis awareness and strategic thinking, like to make short-term plans, and do not pay attention to long-term plans.
truly understands the difference between "special" and "constant", which will give rise to the soil for a century-old store. The crisis we are facing today is precisely the result of confusing "special" and "constant".
This article is reproduced from Jack's afternoon tea, homework Ye Jingsheng
