What is refined management? How to refine management

refined management is "five refinements and four refinements" (i.e. essence, fine products, proficiency and precision, as well as subdividing objects, functions and posts, each specific work, each implementation link of the management system, etc.). "Refinement" can be understood as better, better and better, and "refinement" can be interpreted as more specific, fine and dense.

"What does fine management have to do with me, how can I achieve it and what should I do?" It seems difficult for us to see these in these definitions. Therefore, the author dares to give a definition of refined management here: refined management is a continuous optimization management promotion process for enterprises from the current status quo to more accurate, more subtle, more coordinated and more competitive. It must make full use of modern management science and advanced technology to realize the continuous improvement of management level in the constant evaluation and balance of benefits and efficiency.

It can be seen that refined management varies from enterprise to enterprise and from enterprise's development stage to enterprise, but its most basic concept of pursuing digitalization, exquisiteness, subtlety and coordination is consistent.

the path and method of promoting fine management in retail industry

the definition of fine management-fine management is a continuous and optimized management promotion process from the current status quo to more accurate, more subtle, more coordinated and more competitive, and it must make full use of modern management science and advanced technology to realize the continuous improvement of management level in the constant evaluation and balance of benefits and efficiency.

Refinement is a process, and it is a continuous and long process of promoting management optimization. So how do we grasp the rhythm in this process, just like running a marathon, how do we allocate our physical fitness scientifically and reasonably? Obviously, it is preferable to adopt the process control mode of "step by step, building up a thick foundation and thinning hair" than "passionate and anticlimactic"; In the process of promoting refined management, we must use advanced management and technology, and when using modern management science and advanced technology, there is also a choice between innovation and digestion and inheritance. The best choice should be to give consideration to inheritance and innovation and step by step. At the same time, it is necessary to balance the relationship between departments and between input and output when promoting refined management. In this respect, it should be balanced and harmonious, and it is better to grow together.

1. Step by step, accumulate a lot of money

The optimization of management is actually a very hard job. If the optimization of management is compared with injection and taking medicine and maintaining 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 quality, we must rely on maintenance and fitness, that is, relying on diet, daily exercise and fitness to recuperate. And this process of aftercare will be accompanied by a lifetime, so I think that the promotion of refined management, that is, the optimization of management, should be a long-term process, which is more like maintaining fitness, and the best state of maintaining fitness should be gradual and gradual.

I often see that when some enterprises push forward a new technology and new management method, they often don't carefully consider what the current foundation of the enterprise is and how far it is from the current state to the target state, but they rush into it with wishful thinking. At first, they are passionate and enthusiastic, but it didn't take long to find that things are far from being as simple as expected, and there are still so many trivial things to do to achieve the expected results. The solution of these trivial things is not immediate, but it takes a lot of time and energy. At the thought of this, the original urgent desire for quick success and instant benefit suddenly disappears, and the passion for work is as deflated as a ball, and the enthusiasm for work quickly drops from 8 degrees hot to 8 degrees cold.

the most fundamental reason for this phenomenon is that the optimization of management is not based on a gradual and persistent attitude, but on the expectation that it can be achieved overnight like taking injections and taking medicine. As everyone knows, injections and taking medicine can solve the problem that the body changes from a dysfunctional state to a normal state, but can't solve the problem that the health status of the body changes from basic normal to good and then to excellent. Good and excellent are related to the vitality and anti-stress level of the body, and only with strong vitality and high anti-stress level can it be achieved.

it is a long-term process and a process of continuous optimization and improvement to improve the enterprise's ability to fight, that is, to improve its competitiveness. For example, when retail enterprises promote refinement, they need to advance item by item from a sequence of category management, item management and customer management, and each stage must be advanced solidly, so that the subsequent advancement will see real results.

For example, category management, its core goal is actually to help enterprises sort out the focus and center of gravity in commodity management. Compared with the previous beard and eyebrows, through the promotion of category management, the enterprise's resource allocation is more reasonable. The 28 principle is the core of category management. Therefore, although category management includes several parts such as category positioning, commodity procurement, order management, commodity promotion, shelf display, etc. However, its most valuable part is category positioning, that is, category analysis, and 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 at the same time, it can also play a better role in actual management promotion.

2. Inherit and innovate step by step

When it comes to innovation, many people have a bright eye, but 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 have carefully observed rock climbing or difficult mountain climbing, we will find that athletes are always fixed for 3/4, stretch out for 1/4 to explore, and then gradually climb to the top. This fixed 3/4 is equivalent to inheritance, and that stretched out for 1/4 is equivalent to innovation.

some people may ask, our enterprise doesn't spend all its resources on innovation, and the resources invested in innovation are less than 5%, so why do people still feel that we innovate more and inherit less?

in fact, the amount of innovation is not only the proportion of resources invested in innovation, such as R&D investment in our country. 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, and even for innovative enterprises like Huawei, the proportion of R&D funds in sales revenue is only about 1%. It can be seen that it is not sufficient 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 these innovations after realizing them.

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 will stop asking about the effect of its use, what are the restrictions on its effectiveness, what small improvements can be made to achieve greater effectiveness, and what are the incompatibilities and inadaptability of existing processes after the introduction of new technologies 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 they have the highest input-output ratio and the best effectiveness.

For example, after introducing category management, many enterprises still follow the old process when introducing new products, and never ask whether this new product belongs to an important category or a target category, whether this category needs to introduce new products, whether the imported products can improve the commodity structure of existing sub-categories, whether all the products of this expanded category have been 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, but still operate according to the old processes: what is the price given by suppliers, how much the channel fee is willing to pay, etc., and the essence of category management has been forgotten. Such innovation is actually of little value, and the effectiveness of enterprises introducing category management like this will inevitably be greatly reduced.

also, it is the same reason why many of our software systems have little effect after being introduced. After selling a set of software, developers will no longer consider the use effect of this set of software, and at most they will do some passive normalization maintenance work, and the main energy will be placed on the promotion of the next enterprise or the next set of software, while the retail enterprise itself will be as successful as it is, except complaining that the software is not working well. 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, etc. All 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 a very good job in dealing with the relationship between inheritance and innovation. Although China Mobile will upgrade the version of its business analysis system every year or so, they have spared no effort in promoting the application of the system. Through the daily improvement of the system, three-dimensional training, the exchange of application cases of sub-systems, the integration of vendor resources, the training and building of the team of business analysts and other means, the application level of sub-systems has been rapidly improved. It is precisely because of these in-depth and meticulous work of inheritance, digestion and absorption after subsystem innovation that China Mobile's business analysis system plays a very important supporting role in market competition.

3. Balance, harmony and * * * grow together

If an enterprise wants to continuously and smoothly promote refined management, it is also a very critical link to consider how to balance the benefits of input and output, how to do things quickly and efficiently, and how to cooperate with different departments.

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 fine management is not determined by the high-level fine degree of an advanced department, but often by the backward departments and links with the worst fine degree in the enterprise. If we carefully experience it, it should be not difficult to draw this conclusion.

For example, if the commodity management department of an enterprise has been very refined and quantified, the internal operation process of the commodity department has been formulated quite scientifically and standardized, and it is indeed operating in a standardized way. However, if the operating department is still in a relatively extensive management state, the exhibition power and sales power of commodities will be greatly reduced, and some design arrangements painstakingly made by the commodity department will have little or no effect. At this time, the overall performance of commodity management is naturally attributed to this relatively backward operating department.

In addition, we need to weigh the benefits of enterprise input and output, how to balance the efficiency quickly, and so on. Only by achieving balance and harmony can the refined management of enterprises be promoted continuously and efficiently.