Three things about corporate culture

Three things about corporate culture

What are three things about corporate culture? Corporate culture is the core of an enterprise, so this is the top priority. When managing an enterprise, entrepreneurs must know these three things in order to manage it better. Below I will share with you three things about corporate culture. Three things about corporate culture 1

If a company is compared to a person, then culture is the spirit of this person. First, a person must have spirit, and secondly, the spirit must be healthy. "The Duke of Zhou vomits his blessings, and the world returns to its heart." A good corporate culture gathers talents. "Shang Zhou is unethical, and everyone rebels against their relatives." A bad corporate culture hinders the development of enterprises. Healthy corporate cultures vary, but they all respect people and do not run counter to human nature. Only in this way can corporate culture not degenerate into moral preaching, restrict employee creativity or even harm society.

When Haier established a US factory, the management tools it used domestically, such as criticism and self-criticism, were strongly resisted by American employees; at the same time, HP promoted military-style management of domestic enterprises. It does not agree that with its management style of respecting employees, it has achieved greater success in China and eventually became the best employer; the business community criticized the post-80s generation and never paid attention to the adjustment of its own culture, which ultimately led to the new The employee turnover rate has increased, and I have become the "Whampoa Military Academy" of competitors; the Chinese-style management advocacy method still fails to become popular. This is not a problem of methodology, but that the core management philosophy overemphasizes China and ignores human nature...

During many years of market inspections and sales visits, I visited many manufacturing companies in Zhejiang, Jiangsu, Guangdong and other places. I communicated with everyone from the company boss to the operator of the instrument lathe, and I deeply understood the emotional The impact of recognition and value orientation consistency on the development of enterprises.

First of all, let me tell you something to explain the difference between having a corporate culture and having a corporate system.

There is a company with several workshops in the same factory. A group of workers who got off work first forgot to close the windows responsible for their own area. After the workers who got off work late closed their own windows, they saw that there were still other workers in the factory. Although the other windows were not closed, he still chose to get off work. He happened to be discovered by the manager on duty at night. The manager asked the worker why he closed the window. The worker replied that it was for the safety of the equipment and products. The manager asked again, "What is the reason for closing the window?" It's clear. If the windows are not all closed, can this effect be achieved? The worker replied that according to the system, I am only responsible for the windows in my own production area, and I have no control over the others.

I communicated with two entrepreneurs about this matter. One entrepreneur thought it was a trivial matter, while the other entrepreneur immediately understood that the system cannot solve all problems, and cultural construction does not distinguish between Regardless of the size of the company, a good culture can promote the development of the company more quickly and steadily.

For workers, things are clear and easy to decide, but what about the difficulties in departmental cooperation caused by departmentalism? If the managers of each functional department adhere to the belief that "oneself sweeps the snow in front of the door and does not care about the frost on other people's tiles," it is not surprising that the workers under his management behave like this. This is exactly the result of a cultural atmosphere of recommendation and lack of responsibility.

Secondly, let me tell you something, explaining the difference between having a corporate "culture" and having a corporate culture.

I once went to a customer to sell metal materials. I found that the customer’s workshop was full of metal scraps. The workshop had special ditches for drainage, and a lot of metal scraps were lost from the middle together with the sewage. I suggested to the workshop director that he could plug up the drain holes and collect metal scraps and sell them. The workshop director was noncommittal and there was a KT board with the words "Lean Production and Elimination of Waste" posted on the wall behind the workshop director. At noon, I had a working meal in the customer canteen and found that there were a lot of leftovers. The same was true for the purchasing and quality managers who ate with me. On the pillar behind them, there was a slogan "Who knows that every piece of Chinese food is hard work" was posted on the pillar behind them. .

Before I left, I took another look at the security guards. The two security guards didn’t even look at my exit slip. They were busy smoking, so they asked me to put the slip on the table. I found that it was written clearly at the entrance of the factory. "Smoking is strictly prohibited in this important factory building." I didn’t have much idea at the time, other than I knew I absolutely couldn’t give this customer credit for what he owed. It can be seen that there is a big difference between flaunting culture and corporate culture. Now many companies have a headache with execution. The role of execution on corporate culture is equivalent to the role of channels on brand. To create a good corporate culture, it is necessary to build a system. On the basis of guarantee, employees should be consistent in their values ??with the company.

Finally, let me say one more thing to illustrate the difference between a company having a culture and a company having a healthy culture.

There is a company that attaches great importance to military-style management. Swearing is seen as authority, and being scolded is seen as obedience. Therefore, the president scolds the CEO and vice presidents, the vice presidents scold the business unit managers, and the managers scold each other. The section chief of the functional department ended up scolding the employees, and the employees were drinking outside and scolding the company. In the end, the leader was lecturing during the meeting. After the leader finished speaking, other people did not speak. The leader scolded them for not speaking, and the others did not. say. At the new employee training session across the wall from this conference room, the company's internal trainer was talking about execution ability as resolutely obeying the leader's instructions without imposing conditions...

This phenomenon may surprise you, but it is true Reflects the management ecology of some domestic enterprises. This shows that the corporate culture must be correct. Although it must help the company pursue benefits, the corporate culture must also be healthy. Swearing the culture cannot save the company. Employees need to be respected, listened to, and participated in, so that creativity can be released, and happy work can improve efficiency. .

As an organization, a company is just a group of people doing something. We hope not to repeat the above three things. Although cultures are different, several points can be made clear: there is no priority in building corporate culture. Culture must complement the system. Only a correct corporate culture can improve corporate operating efficiency. Three things about corporate culture 2

The power of corporate culture

Culture is the source of the progress of a country and a nation, and it is also the core force of an enterprise's development. Products of the same quality have very different market performance due to different brands. Behind the brand is culture, and it is the power of brand culture that drives the growth of the brand.

No one can deny that ancient Greek mythology ignited the light of European civilization and built the spiritual homeland of the West; no one can deny that China’s cultural heritage of thousands of years has supported the cultural skeleton of the ancient country. . Wine is an industry with a profound cultural foundation. It can even be said that wine has developed along with the development of human civilization. The reason why there are so many brands around us that sales immediately drop as soon as their advertising and promotions stop, and so many brands are short-lived, is mainly because we have not created a strong cultural brand with high value, high reputation, distinctive personality, and rich associations.

All world-famous brands have profound brand cultural connotations, which are not simply understood as the accumulation of time. The future development of Chinese wine must form its own cultural system in order to stand in the world's wine palace, rather than simply relying on large consumption. The main reason why many of our companies and brands fail to do well is that they do not truly understand the importance of culture to brands. A large number of imitations and even plagiarism, hasty product development, disregard of the nature of the industry, shoddy products, false brewing, etc. These are the root causes of the difficulty in building a truly good brand. This is a cognitive problem in the thinking of enterprises, especially business leaders. .

There are three levels of enterprise development: third-rate enterprises sell products, second-rate enterprises sell brands, and first-rate enterprises sell culture. Culture is the true core competitiveness of an enterprise. Corporate culture and brand culture have the imprint of the times. The reason why French wine has the supreme status in the world does not lie simply in the production area and the quality of its products, nor in its leading technology, but also in the global influence of wine culture. The status and influence reflected by this profound cultural accumulation are the real force for the growth of French wine.

The reason why world-class wineries, mainly well-known French wineries, can be proud of the world does not lie in the quality itself, but more in the cultural value behind the brand.

The birth of culture is like two sides of a coin. When a company or brand is born, culture is born. It's just that great changes have taken place in the evolution of the day after tomorrow. In a sense, the product is just a carrier, and consumers obtain direct value returns by purchasing the product. However, consumers choose and purchase a certain product based on their recognition of the brand concept, which shows a philosophy and attitude towards life. The focus of brand culture is how to transform it into consumers' consumption culture, which can also be understood as consumers' purchasing reasons.

Many brands fail to succeed after many years of work. This is not only a problem of accumulation of time, but more importantly, the creation of brand culture cannot support the long-term development of the brand. Culture has a comprehensive impact on consumers. Cultural differences bring about different consumer attitudes and behaviors. The psychology of cross-cultural consumption and various factors affect brand choice. There are great differences between Eastern and Western cultures. When companies carry out cross-cultural brand promotion, they are faced with cultures that are hugely different or even completely different from their parent culture. People with different cultural backgrounds often make different choices about brands due to their different value orientations, ways of thinking, and behaviors. For example, food culture has a great influence on wine. People from different regions have very different tolerances for tannins. For example, people who are accustomed to drinking tea are often more tolerant of tannins in wine. There are so many places, so many people, and the tastes vary greatly from place to place, such as what kind of wine you should drink when eating hot pot, etc.

Because the current Chinese market is a channel-driven market and even a brand-driven market, many companies are paying more attention to the construction of channels; because the cultivation of brands takes longer and requires more advanced strategies, many companies They are more willing to focus on product development and ignore brand building. The direct consequence is unstable market growth. Therefore, even brands or companies that have risen rapidly in recent years may soon decline or even die.

In terms of product sales in the market, the main reasons are: without direct and realistic profit temptation, it is difficult to generate sales, and it is difficult to maintain corporate growth relying on the support of brand power, which leads to the enterprise entering a "non-virtuous cycle" . This situation could be concealed in the early stages of the crazy development of Chinese wine. However, as competition intensifies, it will be difficult for companies or brands that do not rely on cultural competitiveness to maintain long-term competitive advantages.

Although the power of culture is very powerful, due to traditional people’s understanding of culture is rather extreme and they think it is very imaginary and macroscopic. In fact, all culture is real and all culture is visible. , tangible. Because all manifestations of reality are manifestations of culture. For example, every word and deed of an enterprise's employees is a reflection of the company's culture. From the perspective of brand building, current corporate bosses have a misunderstanding: they think that as long as they create a set of VI visual identity images, they can fully utilize the role of the brand. However, it is the concept system that truly determines the brand value. It determines the connotation and depth of the brand. It gives the brand soul and gives the brand vitality and unique value.

For enterprises, if they want brand culture to play a real role, the most important thing is to use the core value of the brand to guide the entire process of marketing communication. The marketing communication process includes the entire process from planting to brewing, from production to sales, from design to publicity, from channels to promotion, and from communication to service. Every behavior of the company in this process should reflect the core value of its brand to the letter. This means that every penny of business activities must be spent on "addition" to the brand. This can not only prevent marketing communications from deviating from the core value of the brand, but also form a virtuous cycle of rolling improvement in brand value.

Many companies are wasting money every day but the boss may not know it. This is the main problem.

For example, packaging design. What is good packaging design? Is it what the boss likes or what the consumers like? Is it what we think is beautiful or is it consistent with the brand value and brand personality? Is it one that keeps changing every year, or does it keep its core image unchanged? Is it to use materials and craftsmanship to reflect grade or to focus on intrinsic cultural value? etc. Although there is no absolute right or wrong, one thing is certain: the real "fight" in the brand battle is culture.

Culture cannot be simply imitated, but more about learning, inheritance and development. Chinese wine will gradually form its own culture in the future, including planting culture, brewing culture, production culture, consumption culture, etc. Only in this way can we have an important place on the world wine stage in the future, and even take the lead.

The power of culture is the real force for brand growth.