Introduction: The value of the existence of the company lies in providing customers with effective products and services, which is the basis of the competitiveness of the enterprise. With the strengthening of the strength of China's machinery manufacturing enterprises, industry players have expanded their scale through acquisitions and mergers.
While some machinery manufacturers are expanding in scale, product quality, response speed to customer needs, product innovation, internal management, and flexibility have not increased, which has become an important factor restricting the development of enterprises, directly affecting enterprises. Industrial upgrading and steady development.
After the scale of machinery manufacturing enterprises increases, they often face the following management problems:
First, product inventory issues. After the scale of the expansion of many enterprises, the growth of profits and income has dropped significantly, the inventory of products has increased, customer demand has not been met, and production has become chaotic.
Second, new product development issues. The sales of the products are not smooth, the sales department believes that the product research and development can not meet the needs of customers, and even the customers do not need it; the R&D department blames the sales staff for not working hard.
Third, the boss is busy with business work and lacks strategic thinking. All kinds of trivial and complicated affairs need to be handled by the boss personally, and there is no time to think about the strategic issues related to the future of the enterprise.
Fourth, an inefficient performance management system. The concept of the performance system as a management tool is not strong. The enterprise performance evaluation does not establish a performance model suitable for the business from a system perspective, and it is difficult to effectively promote the development of the enterprise.
Fifth, there is a lack of competition in the value chain. Many companies see their suppliers and distributors as competing for their own profits, and do not use it as their own partner, which leads companies to spend a lot of time to coordinate the relationship between suppliers and distributors.
In order to avoid the rapid marginal benefit reduction caused by expansion, in order to improve the competitiveness of enterprises, the focus of management must shift from focusing only on refined division of labor to refocusing on customer demand satisfaction process; from focusing on economies of scale to Focus on how to meet differentiated needs. Therefore, the transition from functional management mode to process management mode plays an important role in improving the response speed of enterprises, ensuring the satisfaction of customer needs, reducing costs, and simplifying customer purchase behavior.