Try to analyze how Chen Junhai achieved his goal. From the management point of view, how does Chen Junhai manage the gold company?

Without the wealth effect of Hope Group and Liu Yonghao Brothers, I'm afraid not many people will pay attention to the feed industry, and not many people will realize that the feed industry actually contains huge gold mines. Chen Junhai has been very busy, and now he is worried about building a new factory, because the company's sales situation is good and the existing production scale can't keep up. In the feed industry, Jinxinnong Feed Co., Ltd. is a latecomer, which was founded by Chen Junhai on 19991October 6, 165438. However, in just over two years, the market share of its two main products has ranked first in Guangdong Province, and it has become the recommended product of China Pig Branch, with an annual sales growth rate of 120%. By the end of 200 1 year, the monthly sales volume of products exceeded 500 tons and the annual sales income exceeded 30 million yuan. In such a traditional and mature industry, such achievements are remarkable. Chen Junhai summed up the gains and losses in this way: although Jin is small, he is avant-garde in some aspects and pays attention to the cultivation of people. First, compared with other companies' products, quality and service are the biggest selling points of Jin Xin Agricultural Company's products, which can give customers greater and better practical value and moderate price; Second, the sales network is well established and more funds are invested; Third, Jin is specialized in making pig feed, unlike other manufacturers who make pig feed, chicken feed and duck feed. He also paid special attention to technological innovation and environmental protection and developed a series of green feeds. Fourth, through the hot sale of a product "weaning treasure", it has driven the sales of other products. "Weaning Bao" products have high technical content. Without this product, Jinxin Nong might not have developed so fast. Chen Junhai's goal and the entry threshold of feed industry are not high, so there are many competing manufacturers, but most of them are small enterprises. Most of these small businesses are family businesses. The quality of managers, especially the thinking and vision of decision makers, is an obstacle to their further development, and some even have certain profits, and the operation methods of each enterprise are similar. Chen Junhai's goal is to turn Jin Xin Agricultural Company into a science and technology group company within five years, become a one-stop enterprise for breeding pigs, feed and pig recycling, become a leading brand in China feed industry, and strive for listing. In this regard, Chen Junhai has his own plans. In his view, although there are many feed production enterprises, the degree of competition is low. Chen Junhai was keenly aware of the low service level of the feed industry at the beginning of his business, so he particularly emphasized the basic principle of "service stands out from the serious homogenization of marketing". He put forward his own service concept, hired famous doctors and used his technical advantages to establish a pathological section laboratory, and established a long-term and stable relationship with customers through meticulous and efficient service. In addition to basic services, the value-added services of Jin also include providing various technical support to dealers, farms and other direct customers, and inviting experts to give various lectures. In fact, all manufacturers are emphasizing service, but few manufacturers can provide good service. Jin's practice has produced good results and benefits. Another advantage of Jin is Chen Junhai himself. First, Chen Junhai, who was born in the countryside, has a deep complex of agricultural characters and a professional background. He has successively obtained bachelor's, master's and doctor's degrees from Huazhong Agricultural University, Northeast Agricultural University and China Agricultural University. During his Ph.D., he also presided over the national "Eighth Five-Year Plan" scientific and technological research project "Study on nutritional parameters and preparation technology of early weaned piglets" and won the scientific and technological progress award of the Ministry of Agriculture. He is one of the pioneers in the premix industry. Secondly, Chen Junhai entered the feed industry from 1990, and served as the deputy general manager of a large feed enterprise group from 1997, in charge of production and technology, with more than ten years of industry experience in the feed industry. Thirdly, as a doctor, Chen Junhai has great advantages in technical resources and can effectively carry out various trainings and exchanges with famous experts and scholars at home and abroad. Now, Chen Junhai is not afraid of the pressure from powerful competitors. He has now achieved the third place in Guangdong Province, close to the leading Zheng Da Kangdi and Huabao. The biggest obstacles he encountered are mainly in two aspects: first, funds and profits can't keep up with the demand for some funds; The second is management, and the management ability of managers at all levels needs to be improved. So he usually spends 20% of his time on financing and finding partners, 20% on internal management, 20% on technology research and development, and the rest on marketing, such as visiting customers, understanding the market and industry, and understanding the feedback of products and services. Management and Challenge Chen Junhai believes that the key to being an enterprise is to be a man, and he wants to create a unique management culture. He wants to really become a Confucian businessman. At the beginning of the company's establishment, he abandoned the family management mode and recruited talents from all walks of life. Ren Xian is not related. His employment criteria are: first, devote yourself wholeheartedly; The second is specialization; Third, it is fair and objective, and does not engage in small groups. He said to his management cadres: "This industry can't be done by advertising. In fact, it mainly depends on people, not money. Our risk is high, because credit sales in the feed industry are widespread, resulting in a large number of accounts receivable. " Jin's management system is directly delegated to the managers of various functional departments, who report directly to the sea. Chen Junhai's goal is to implement institutionalized management, but his trouble lies in the company's talent structure: there are many people with similar levels, talents are not diversified, and management concepts are lagging behind. He is going to invest more in business, management and quality training. Jin now carries out technical training every month, as well as personal accomplishment and etiquette training, and implements the "five modernizations"-professionalism, networking, automation, housing and shareholding, which means that the headquarters is now networked, every salesman is equipped with a laptop and every regional manager is equipped with a car. In the near future, we should focus on housing and stock, and cultivate a team of professional managers. Chen Junhai attaches great importance to team spirit. He hopes to build team spirit among customers, employees and the company. It is undoubtedly an ordinary but effective form to organize customers and employees to study together regularly. To this end, Jin often invites famous scholars to teach, and in a relaxed and pleasant atmosphere, members of the activity can exchange knowledge and feelings without obstacles. What makes Chen Junhai happy is that Jin Nongxin's talent turnover rate is very low in the feed industry, where talent turnover is extremely high. Analysis and suggestion: the future marketing model should be three-dimensional. Like many fast-growing private enterprises in China, the marketing director of Wang Yifan/Beijing, Wei Lan and visual merchandising consulting agency has encountered many problems such as capital, management and marketing after the enterprise has developed to a certain scale. Many enterprises failed to break through these bottlenecks, which affected their further growth, and some even fell into recession. How to choose a reasonable marketing model is very important for Kim. According to the present situation of Jin Xin Agricultural Company, we can adopt an omni-directional, three-dimensional and networked marketing model, involving strategy, access, publicity, service and other aspects. 1 strategy: Low-cost expansion Jinxin Nong will enter the top three in the same industry in a short time, and it is inevitable to expand its production capacity rapidly. Affected by financial factors, coupled with the relative overcapacity in the feed industry, it is obviously unnecessary to invest in large factories. It is best to merge other small and medium-sized feed enterprises with excellent assets to integrate or reorganize their brands, channels and assets, but the digestion and absorption capacity of enterprises should be fully considered when merging. 2 Access: The online equity fund needs to invest a huge amount of money to quickly establish a national sales network, which contradicts its current situation (lack of funds). Therefore, Jin can set up a marketing company in each provincial region under the call of joint-stock system, that is, Jin company contributes 60%, agents contribute 30%, and reserves 65,438+00% of working capital. According to the future performance, payment return and distribution rate of the agent, the value-added part of the active share capital will be rewarded to the agent in a certain proportion. This can reduce the issuance of funds and expand the share capital; Second, it can control and stabilize the sales network, improve the enthusiasm of agents, and make products reach the terminal quickly; Third, we can prepare for the future listing, thus forming a win-win situation. 3 Publicity: Compared with other industries, the target population of point-to-area feed industry is mainly concentrated in rural areas, which has its particularity in publicity. Users generally don't pay much attention to advertisements. What they want more is to see the actual effect. Whoever has good products, good service and convenient purchase will buy it. Word-of-mouth communication has a great influence. Jin might as well choose one or two representative farmers in each county with distributors, provide technical, information, financial and other support, make them rich, establish a "golden demonstration household", and then vigorously promote this model to other users. 4 Service: Value-added service chain Nowadays, the profit of the product itself is getting smaller and smaller. It is a beneficial attempt for enterprises in China to extend product profits by relying on services, that is, to increase the added value of products. Gold's value-added business has achieved good results, but it is limited to the technical level at present and can be further deepened. Feed industry is an industry in urgent need of service marketing. Limited by factors such as capital, technology and information, ordinary users often can't keep up with the pace of the market. Jinnongxin can take advantage of the company's resources to collect the latest market information, and then feed it back to users to guide them to produce on demand, so as to make the service chain stronger and bigger, realize the value integration of feed → after-sales service → technical service → information service, and finally form a complete chain system. Human resource strategy must be based on business strategy. Xu Jian/PricewaterhouseCoopers Human Resources Expert In order to ensure the smooth achievement of the goal, Jin may consider taking the following measures in human resources in the near future: 1 Establish and optimize the talent introduction mechanism, standardize and upgrade the recruitment strategy, and establish a people-oriented entry concept: a) sort out and improve the company's recruitment process, system and means; B) Training recruiters in concepts and skills; Enrich the means of talent screening; D give full play to the first-line managers' grasp of talents' professional and technical skills. Straighten out recruitment channels and establish a recruitment network based on online recruitment; Establish a benign talent introduction and training system with counterpart universities. 2. Improve or sublimate the incentive mechanism and establish a performance-oriented performance management system that encourages team spirit: a. Adopt the performance management method of key performance indicators (indicators can be selected from four dimensions: finance, customers, employees and processes); B. pay attention to the evaluation and assessment of phased results; C. The indicators are clear, definite and measurable; D emphasizes that team honor and interests are higher than personal value orientation. Optimize the salary and welfare system of enterprises: a) formulate the salary strategy of enterprises from four dimensions: position, qualification, performance and market; B simplify the welfare content but pay attention to the use of long-term incentives such as stocks, deferred bonuses and commercial insurance. Closely combine assessment with development: a, select talents based on qualification and performance (especially pay attention to the cultivation of innovative talents); B. resolutely implement the rotation system for some key positions; C analyze the marginal employees and deal with them separately according to the situation. 3. Create and promote corporate culture, and establish a customer-oriented corporate culture that encourages innovation; Respect is the cornerstone of modern corporate culture, and respecting employees means respecting customers; Pay attention to the influence of organizational structure on corporate culture. The above analysis is mainly based on the background introduction and the author's subjective judgment. To solve the problem, the enterprise can handle it by itself, or ask a special management consulting company to help solve it. If the latter method is adopted, Jin should pay special attention to three points: a, whether the management concept advocated by the consulting company conforms to the current development status of the enterprise; B, whether the project experts have enterprise operation experience, understand the national conditions of China; C. Does the enterprise have the resources (personnel, management platform, material preparation) needed for subsequent implementation and promotion? Enterprise human resource strategy must be based on business strategy. For example, if the financial strategy invites a consulting company and human resources invites another company, the company's decision makers should consider the adaptability and compatibility of these two management concepts. If you want to become a first-class feed company that is short-lived, the third point can be ignored.