How to assess corporate culture publicity and promotion work

Corporate culture is the internal driving force for the survival and development of an enterprise, an important force that unites and motivates all employees, and is a key factor in continuously improving the core competitiveness of an enterprise. At the same time, corporate culture construction is also a systematic project, which requires a long process and cannot be achieved overnight. It needs to be continuously enriched and improved during the advancement process. In 2007, Jiangxi Yichun Tobacco Monopoly Bureau (Company) officially established the Yichun tobacco culture with "Yichun" as the core and "harmony and practical life, pleasant Yichun" as the guide. In the past two years, the cultural construction of "Yichun" has been continuously promoted, and the cultural concept of "harmony with living things and pleasant people with Yichun" has been continuously implemented. As the situation develops, "Yichun" culture is also facing new problems in the process of publicity and implementation. It is necessary to further broaden the cultural connotation and make adjustments at the institutional level and publicity and implementation level to continuously solve new problems. Based on my knowledge and understanding of "Yichun" culture, the author discusses the strategic supporting role of "Yichun" culture in the development of Yichun tobacco, the current bottlenecks that need to be overcome in the promotion and implementation of "Yichun" culture, and how to innovate carriers to promote "Yichun" culture to "take root." "Talk about your views from three aspects.

1. Promoting the promotion of "Yichun" culture plays a strategic supporting role in the development of Yichun tobacco

Currently, the tobacco industry is embarking on a new round of journey to "reaching the highest level of cigarettes". The development goals of the "532" and "461" well-known brands have been clearly proposed. The proposal of this goal will not only accelerate the development of key backbone brands, but will also define the future direction and strategic pattern of the entire tobacco industry. Jiangxi Yichun Tobacco formulated the "Detailed Implementation Rules for Improving Cigarette Levels during the "Twelfth Five-Year Plan"" and clarified that it must strive to promote the five key tasks of "marketing, monopoly supervision, internal supervision, basic management, and team building" to "improving standards" and strive to Achieve the goal of sustainable and healthy development of Yichun Tobacco. Facing the complex economic environment, severe tobacco control situation, and strict industry requirements, what attitude should Yichun Tobacco use to meet the challenges? The author believes that we must first take the "Yichun" cultural promotion as the starting point to enable all employees to consciously form advanced value concepts that are in line with the actual development of the employees themselves and the company. Only then can employees be driven by cultural concepts to do things correctly and do the right thing. do your best to realize your potential. To this end, it is necessary to further increase the publicity and implementation of "Yichun" culture, innovate the publicity and implementation carrier, and give full play to the "light and fire" function of corporate culture in leading enterprise development.

2. Bottlenecks that need to be overcome in the promotion and implementation of "Yichun" culture

Bottleneck 1: How to realize corporate culture and operation and management work go hand in hand. Currently, in various tasks of "raising the standard of cigarettes", business managers are under great pressure. Especially when grassroots units and employees complete the goals and tasks assigned by superiors in terms of monopoly management, sales network construction, basic management, etc., they inevitably ignore corporate culture. The function of "soft management" fails to fully manage the operation and management work and the promotion of corporate culture, and does not closely integrate it with the promotion of business. Some people think that the construction and promotion of corporate culture should only be a matter of the political and industrial departments, or that the promotion and implementation of corporate culture is just to engage in some cultural and sports activities, which is too pragmatic and fails to implement the cultural promotion well.

Bottleneck 2: How to penetrate cultural concepts into employees’ conscious behaviors. If an excellent corporate culture concept does not take root, it will only become a slogan hanging on the wall and spoken. At present, employees are all familiar with the "Yichun" cultural concept. The key is to coordinate and cooperate with the employees' ideology, thinking concepts, value orientation, and code of conduct with the needs of the company's sustainable and healthy development to achieve cohesion, people-enterprise Unity is truly embodied in all aspects of work and “internalizes” these qualities into conscious actions.

Bottleneck three: How to scientifically assess and evaluate the effect of cultural implementation. As an important management tool for enterprises, assessment is a key link in promoting the implementation of specific work. How to establish a scientific assessment and evaluation mechanism so that grassroots units and employees can correctly understand the relationship between corporate performance and corporate culture is one of the issues that needs to be solved in the process of corporate culture promotion. At the same time, prefecture-level bureaus (companies), county-level bureaus (branch companies), and grassroots outlets have different responsibilities and requirements. How to make a reasonable layout and straighten out the corporate culture promotion and implementation system between levels to ensure linkage between the top and bottom to promote overall advancement? It is also necessary to establish and improve an assessment and evaluation system to solve this problem.

Bottleneck 4: How to establish a long-term mechanism for publicity and implementation work.

In grassroots units, a fundamental problem often arises, that is, there are concepts and systems for corporate culture construction, various cultural and entertainment activities are held regularly, and cultural carriers are rich and colorful, but activities are only for the sake of activities, without refining and summarizing activities. As a result, once the activity is over, it will be as if nothing happened. Tracing back to the root cause, this is still the lack of a long-term mechanism for corporate culture promotion and implementation. Therefore, breaking through a scientific and feasible long-term mechanism for cultural promotion and implementation is an urgent need to promote corporate culture to take root.

3. Innovate publicity carriers and promote the "Yichun" culture to take root

1. Give full play to the "setter" role of the "internal trainer" team. Select and form a team of corporate culture "internal trainers" in each unit and department, establish an "Internal Trainer Management System", drive all employees to pay attention to and love corporate culture, actively participate in various corporate culture activities, and spread corporate cultural concepts , enhance corporate team spirit and improve corporate cohesion. Continue to carry out internal trainer training so that internal trainers are familiar with the content of "Yichun" culture as well as the company's rules and regulations, business processes, etc., and improve the quality of the internal trainer team. Give full play to the "setter" role of internal trainers and carry out "Yichun" cultural promotion activities, covering all county-level bureaus (branch companies), grassroots outlets, squadrons and departments, allowing employees to teach themselves, and colleagues around them To promote the corporate culture concept system, educate and infect employees with vivid facts about the company, and inspire employees to identify with the corporate philosophy.

2. Develop "Yichun" cultural communication plans by category. Corporate culture will show different needs and characteristics among different target groups. Therefore, starting from the characteristics and needs of different communication objects such as industrial enterprises, retail customers, consumers, tobacco farmers, and internal employees, we must establish and improve a mechanism for regularly collecting, sorting, and optimizing corporate culture cases, and flexibly combine them according to different communication objects and themes. Use it to realize the continuous spread of corporate culture. For example, when introducing corporate culture to retail customers, it is difficult to arouse their interest by simply instilling ideas. Stories can be used, especially by industry employees or retail customers telling real people and real things that happened around them, which can more easily arouse their interest. "Yichun" culture has a great reputation. Within the enterprise, we can give full play to the role of various publicity platforms, use local area networks, internal publications, create columns, produce special topics, shoot promotional videos, etc., and comprehensively interpret the Yichun cultural architecture system through a large number of texts, illustrations and videos, and create a Good corporate culture atmosphere.

3. Enrich cultural theme activities. Regularly conduct periodic summaries of corporate culture promotion and implementation, and organize and plan activities that are conducive to corporate culture promotion. On various activity carriers, we do not just organize activities for the sake of activities, but also combine corporate cultural activities with production and operation work for dissemination and promotion. For example, we carry out development training to enhance team spirit, organize speech contests to improve mental state, carry out cultural and sports activities to enrich business life, carry out knowledge competitions to improve business quality, etc. Activities should be planned in advance, assessed during the event, and feedback afterwards. Focus on the formation of concepts and implementation of behaviors. After the event, the results of the event should be tracked.

4. Use VI logos to convey cultural concepts. In accordance with the requirements of the National Bureau's VI identification system, the unified logo including the main building image, infrastructure, website, business cards, table signs, job signs, office supplies, and vehicle bodies shall be implemented, and all-round visual communication shall be carried out to Abstract concepts such as "Yichun" cultural concepts, corporate spirit, corporate goals, and corporate business philosophy are transformed into concrete symbols to enhance communication and appeal, and improve the acceptance of customers and employees.

5. Standardize employees’ professional behavior. In accordance with the specific requirements of the "Industry Code of Conduct", we must formulate and issue an "Employee Code of Conduct" that is in line with the actual situation of our province's system, so as to regulate the behavior of all employees, further improve the quality of employees, and enable the majority of employees to gradually realize the transition from service to me. It is necessary to change the service, from strengthening the service concept to consciously implementing the service behavior. For example, the work of monopoly personnel requires teamwork and cooperation, so it is necessary to use systems and norms to refine it, so that monopoly inspectors can consciously achieve teamwork and collaborative completion in specific work practices and actions such as market supervision and crackdown on counterfeiting. Target.

6. Establish and improve the "Corporate Culture Assessment and Evaluation System". Combined with the national bureau assessment indicators, we will break down and refine the assessment indicators for the cultural implementation of units at all levels step by step, and promote each unit to study, deploy, inspect, and assess corporate culture and business management work together.

As the leaders of enterprise production and operation, prefecture-level companies are also the organizers and guides of the construction of corporate culture. When assessing the corporate culture promotion work of prefecture-level companies, it should include whether they have formulated an annual plan for corporate culture construction and a medium- and long-term development plan, and whether they have established a good image of the building in accordance with the relevant standards and requirements of the "China Tobacco Visual Identity System" , table signs, job signs, office supplies and vehicles and other indicators. The county-level branch is the implementation department and implementation department of corporate culture construction. Its cultural management assessment system should include three aspects: customers, employees and corporate management performance, customer profitability, customer satisfaction, employee personal behavior, and corporate operating results. , management status and other indicators should be integrated into the corporate culture management assessment system. Of course, the setting of the corporate culture management assessment system is not static. Assessment and evaluation indicators should be adjusted in a timely manner according to the different needs of different stages of corporate development, and attention should be paid to the coordination of employee personal growth and corporate development.

7. Mobilize employees to “work together”. An important way for cadres and employees to directly participate in management is to "work together", which is an effective means to establish employees' "ownership" awareness. It is necessary to mobilize the enthusiasm of cadres and employees to participate in management. If the democratic management and communication mechanism is not smooth, it will greatly affect the enthusiasm and mental state of employees. It is necessary to establish the system of workers' congresses, implement the functions and powers of the workers' congresses, and improve the system of democratic participation, democratic decision-making, and democratic supervision with the workers' congresses as the basic form. Establish an "employee proposal reward system" to encourage employees to propose "golden ideas" on corporate management, production and operations, etc. Once adopted and applied, employees will be given certain rewards, which not only promotes corporate development but also boosts employee morale.

(Jiangxi Yichun Tobacco Monopoly Bureau Wang Yang)