In recent years, in the construction machinery industry, with the decline of operators in the profitability of new machines, main engine manufacturers, main engine agents, main engine suppliers and other subjects began to turn their attention to the post market. At the same time, many industry colleagues, including repair enterprises in the post market, are thinking about how to do a good job in the post market of construction machinery? What kind of ability is needed to succeed in the post market field? What is the core competitiveness of the post market?
First of all, what is the core competitiveness? Core competence refers to the resources that can bring competitive advantage to an enterprise. It is the ability of an enterprise to obtain competitive advantage for a long time. It is a unique technology or ability of an enterprise, which can stand the test of time, has extensibility, and is difficult for competitors to imitate. Core competitiveness is the most basic competitiveness that can enable the whole enterprise to maintain a long-term and stable competitive advantage and obtain stable excess profits.
American scholars Prahalad and hammer believe that the core competitiveness should first help the company enter different markets, and it should become the ability basis for the company to expand its operation. Secondly, the core competitiveness makes a great contribution to creating the customer value of the company's final products and services. Its contribution lies in realizing the core and fundamental interests that customers pay most attention to, not just some ordinary and short-term benefits. Finally, the company's core competitiveness should be difficult to be copied and imitated by competitors.
According to the above concepts, combined with the current situation of construction machinery industry, what is the core competitiveness of our post market? Let's assume that it may be products, or technology, or supply chain, or strategy, etc.
Is the product the core competitiveness? For the post market of construction machinery, products mainly refer to accessories. However, the core competitiveness of the post market of construction machinery should not only rely on accessories, especially on the premise that the current information and price are becoming more and more transparent and the homogenization of accessories is becoming more and more serious, I can also get the products you can get. In addition, in the whole delivery process of accessory products, good customer experience mainly comes from service. Customers' evaluation of accessory products often depends on the experience in the actual installation, maintenance and service process to a great extent. Many times, customers think that a product with good service is a good product.
Technology takes excavator products as an example. When there is a problem with a main valve or main pump, many customers choose to replace it directly instead of maintenance. Because the price of excavator parts assembly is getting cheaper and cheaper, and the replacement speed is fast, the maintenance time is saved and the equipment operation is not delayed. As the cost of replacing a new part becomes lower and lower, the technical requirements are reduced accordingly. Therefore, technology is not the core competitiveness.
It should be said that the integration ability of supply chain plays a very important role and value in the process of post market business. In any case, as long as there is procurement quantity or scale, your role is always Party A. However, whether we can do a good job in the post market depends not only on the advantages of the supply chain, but also on whether there is demand, so this should not be regarded as the core competitiveness.
The right strategy is to do the right thing, that is, to point out the development direction of the post market. Strategy is important, especially the ability to formulate strategy, rather than a specific strategy that already exists. It's no secret to think of a strategy. We can't underestimate the "plagiarism" ability of competitors at any time. Therefore, the ability to repeatedly formulate strategies according to changes in the business environment is the most important test for the entrepreneurial team.
Strategic capability can indeed determine the development and survival of an enterprise, but because the strategy is replicable, it is doomed not to become the core competitiveness of an enterprise. For example, the deposit model in the field of bike sharing is very good. As a result, all bike sharing companies have adopted this model in less than a month. As in today's post market of construction machinery, in fact, the business model and strategic play are already obvious. If a clever move comes out, someone will be able to follow up and imitate it in less than a week.
It can be seen that when the right thing is done, we also need to ensure that the right thing is done in the right way. This ability is called "operation". This is the core competitiveness of enterprises in the post market.
Operation is actually the process of selling a product or service to specific users in some way and channel. The three elements of operation include users, products or services and channels. There is no operation of products or services, which basically belongs to deception; The operation without channels is even more nonsense; Without users, the operation of the post market will be meaningless. It can be said that users, products or services and channels constitute a stable operation triangle. Among the three elements, users are the starting point of all operations. Understanding user needs and realizing user needs can provide users with the best solutions to problems faster and more timely through users' reverse operation. Among them, the contents in the operation process include: operation research planning, business development, media promotion, activity implementation, data analysis, result feedback and timely correction.
It should be noted that the relationship between strategy and operation should be distinguished. Strategy is to decide what to do; Operation is to ensure that the strategy is realized through correct implementation or execution. Therefore, operation and strategy are integrated on both sides. Strategy is the purpose, and operation is the process and means to achieve the purpose. For example, in a campaign, it is the commander's business to dispatch troops and attack targets, which is called strategy; How to win positions and who to send to win highlands and achieve victory after victory is the goal of generals at all levels, which is called operation.
Why is operation the core competitiveness of enterprises? Now business opportunities will not be obtained simply because of a special resource or knowing someone. Even if there is, it is a short-term opportunity and will not be established for a long time. Long term opportunities depend on how much value an enterprise has created in its operation and whether barriers have been established. So what is the core ability of enterprise operation to do a good job in the post market of construction machinery? That is to do the same thing and do better than others. This is the most important ability. Whether it will be the barrier of the enterprise depends on how to do in the process of achieving the goal. Only doing better is!
It can be seen that operation is the foundation of post market survival!
A good operation system must not be more and more tired. However, the larger the organization, the longer the operation time, the easier the management, and the more automatic management can be realized. As a manager, you should know that under the premise of active management, the business efficiency of each subordinate is often no worse than yourself. At the end of excellent operation management, managers should become "stage setters" and let subordinates show their style on the stage more calmly.
