Implement the business division system
Because each division is divided by product category, there is no small difference between them in sales and scale. However, from their respective rights and business forms, they are all like small and medium-sized enterprises, directly under Panasonic Corporation. But there is a fundamental difference between them and ordinary small and medium-sized enterprises, that is, the career minister has no right to raise funds by himself. Moreover, the activities of the Division must be carried out under the guidance of the unified policies of the Head Office. To this end, the head office has implemented centralized management in several aspects.
1. is fund management. The head office provides "internal funds" to the branch as the total capital of the branch. This amount of internal funds is calculated according to two criteria. First, the cost of fixed assets required by the division to set up a factory is regarded as fixed capital. Second, one month's sales plus all the expenses of purchasing raw materials in the production process are used as working capital. These two items add up to the internal funds provided to the Division. Internal funds are not provided free of charge. The head office collects interest at the annual rate of 10%, and it must pay 10% of "capital interest" regardless of whether it is profitable or not. In this case, all business divisions strive to improve the efficiency of capital use, pay attention to commodity trends and inventory at any time, and ensure good operating conditions. Therefore, cash management is not only a barometer to reflect the daily activities of each division, but also plays a role in promoting the activities of each division.
2. Profit management. The head office announces the general policy to each division every six months, specifically giving the sales target. Based on this sale, each business department has made a business plan to earn a profit rate of at least 65,438+00% (excluding capital interest and funds turned over to the headquarters and business headquarters), and once it is approved by the headquarters, it will take full responsibility for it. Once the plan of the Division is established, the Head Office will supervise its implementation at any time. First of all, the branch must submit a final statement to the head office every month. The date of final accounts is the 20th of each month, and it will be sent to the head office at the end of each month, so that the top leaders can understand the dynamics of each division and put forward matters needing attention according to different situations. The head office is also responsible for supervising the books and operations of the branches. In order to strictly implement the principle of profit management, even if the division puts forward the entrusted research task to the Academia Sinica established by the company, it must pay its own expenses. 60% of the profits of the division shall be turned over to the head office, 3% of the sales must be turned over, and the rest shall be turned over to the division. However, it also stipulates that it is obliged to deposit it in the Treasury Department of the head office named "Matsushita Bank", and the business department can enjoy interest.
In financial management, Panasonic must pay in cash and get it back in cash every month. They call it a cash transaction.
3. Part-time or send personnel to manage and control.
Most of the first-level leaders of the head office are also the heads of business divisions, which can reflect the situation of each business division to the head office more quickly and accurately and obtain a lot of first-hand information. In addition, the head office directly sends people to various business divisions to participate in management and other methods. Panasonic has a system called "manager and staff", which mainly starts with financial management and plays a unique and extremely effective role in the operation and management of the whole company. The so-called managers and employees are actually quasi-managers. Unlike ordinary employees, they are veterans who specialize in accounting. They need to receive nine years' specialized training in the so-called "Matsushita University of Managers" (six years for college graduates) before they can work independently as "managers and staff". These trainings include introductory training, basic training and backbone training. The content involves manager's business, various accounting, fund management, price management, taxation, etc. From various financial forms to accounting, enterprise management, etc. We must be very proficient. These people were sent to various business divisions to participate in the core leadership as assistant ministers. They submit monthly settlement and capital status reports to the headquarters. They can also refuse the request of the professional minister who violates the regulations of the management department of the head office. The transfer needs the prior approval of the head office. When subordinate companies make requests, they are also sent to affiliated companies, and some of them become leaders there. They are "active vitamins" to test and maintain the health of Panasonic Group.
Division is actually a centralized-decentralized-centralized management model. In Japan, the division system is called the "authorization system". Kōnosuke Matsushita believes that the complementarity of decentralization and centralization is the key to management, but the command will never be ceded.
Integration of production and marketing
The goal of capitalist management is profit, with emphasis on the market. Panasonic has always been famous for being good at sales promotion. In Japan, Hitachi is called "Hitachi of technology" and Panasonic is called "Panasonic of business". They believe that "the existence of the market is meaningful, so the focus should be on the market."
In terms of selling products, the following points stand out:
1. Let as many people as possible know about Panasonic and Panasonic. Therefore, we will spend a lot of money to carry out a strong publicity and advertising campaign. Since 1973, the annual advertising fee has reached about150 billion yen, which is the highest among Japanese enterprises. They have implemented a set of "enterprise identification system", which is called "CIS" abroad, that is, to shape people's impression of the company through visual image. For example, Panasonic products in China use national brands, and the word "national" is printed on the company's buildings, billboards, publications, packaging boxes, materials, books, stationery, envelopes, and even matchboxes and trash cans, and the font, color and trash cans are required to be printed. Repeated vision will leave a deep memory. In addition, it is also an effective propaganda method to open the factory door for people to visit. Twenty years ago, the company set up a "factory visit class" to train visitors.
2. Pay close attention to market changes and grasp demand trends. Panasonic makes full use of the market information and sales statistics provided by government agencies (such as the Ministry of Finance), and understands the demand trend through the company's survey network, and then provides the information to the technical or production departments.
3. Established a huge sales network. They think that the influence of sales system on enterprise income is often greater than that of production system. Panasonic has long noticed this problem. Panasonic has specialized sales companies, stores and sales networks. For example, a store that specializes in Panasonic products and responds to its business policy is called a "national store", and the head office will give special care according to the contract. A powerful store that mainly sells national products will be formed into a "national store club" by region. How to carry out the work of this organization is completely done by the store independently. For example, holding sales lectures, business lectures, technical Jiangxi meetings, etc., the head office set up a "store provident fund" to help them carry out the above activities.
4. Use various methods to promote products. For example, the company first implemented the monthly payment system in Japan in 195 1, and established the "lease system" in 1972, so that it can use a variety of Panasonic products by paying a limited monthly rental fee. Promotion means even include physical performance. For example, the thermoelectric business unit formed a "sales team" to attend seminars in various places, which greatly promoted the sales of shops in various places.
5. Pay great attention to after-sales service. The head office not only set up a service headquarters to manage this work, but also set up service companies all over the country to form a whole with the service departments of various business divisions and national sales companies to implement perfect service work. In addition, there is a consumer consultation center, which meets consumers directly and asks for opinions.
Caring for employees
Kōnosuke Matsushita believes that a person's ability is limited. If only one person's wisdom commands everything, even if amazing progress has been made at one time, it will certainly not work one day.
Therefore, Matsushita Electric Co., Ltd. relies not only on the prime minister, cadres or supervisors, but on the wisdom of all employees. Kōnosuke Matsushita's "all-staff operation with concentrated wisdom" is the company's management policy.
To this end, the company strives to cultivate talents and strengthen the education and training of employees. According to the long-term talent training plan, the company provides a variety of comprehensive and systematic training and education lectures.
The company has five research institutes, namely Western Region Staff Training Institute, Nara Staff Training Institute, Tokyo Staff Training Institute, Utsunomiya Staff Training Institute and Overseas Training Institute.
It can be seen that apart from the specific historical conditions and social environment, the essence of Panasonic's business thought-talent thought laid the foundation for his career success. Mr. Matsushita said: The success or failure of a career depends on people. Without people, there would be no enterprise. Matsushita Electric Co., Ltd. is not only a company that manufactures electrical appliances, but also a company that cultivates talents.
Panasonic believes that talents can be met but not sought, and the identification of talents cannot be based solely on appearance. Talent effect can't be quick success and instant benefit, and leaders can't be too hasty.
How to acquire talents, some people may think that it depends on luck or fate. But as it turns out, talents are to be found. Everything in the world always has a thirst for talents, and talents will flock to it.
Panasonic believes that the way to attract people to apply for jobs is not by high salary, but by the business image established by enterprises.
The trouble of all small and medium-sized enterprises is that it is not easy to attract talents, even large enterprises have the same hidden worries. As far as Japan is concerned, there is a shortage of working population, but there are tens of thousands of people who work after graduating from junior high school or high school in Japan. Therefore, if you are interested in recruiting people, it is impossible not to recruit people, but if you want to recruit the right people, you must make your business attractive. As far as business is concerned, only by cultivating this attractive charm can we gradually win the talents we need.
Panasonic thinks it's best not to poach talents.
Panasonic thinks that all the people who have been dug up are not necessarily excellent people. Of course, there are many people who can rely on it, but it is still unreliable. It is better not to do it.
If you meet someone who wants to take up a new post, as long as the new person has a good personality, you can let him learn, not necessarily using experienced people.
The company should recruit suitable talents. If the degree is too high, it may not be suitable.
In order to adapt to the development of the cause, Panasonic Personnel Department has also stipulated the following auxiliary measures:
First, the system of self-application: after working for a period of time, cadres can take the initiative to "apply" to the personnel department for transfer and promotion, and can also use it after passing the examination.
Second, the social recruitment system: when there is a vacancy, the personnel department can also recruit suitable candidates from within the company, not necessarily according to their qualifications in the original unit.
Third, the social study abroad system: technicians can apply for their own, and with the approval of the company, they can study professional knowledge in academic or educational training centers run by the company. According to the development needs, the company gives priority to approving urgently needed professionals to study.
Fourth, the system of studying abroad: sending technicians and managers to study abroad regularly. Besides sending overseas students to Europe and America, they also send overseas students to China. Peking University and Fudan University have students sent by Panasonic.
Because Panasonic puts talent training in the first place and has a set of methods to cultivate people, unite people and use people, it has trained a group of entrepreneurs and experts since the establishment of Panasonic system. Most cadres at the level of career minister have received higher education and are familiar with capitalist management. Many of them know one or several foreign languages, often go abroad for inspection, have a wide range of knowledge, are younger and more capable, and are ambitious, eager to occupy the world market and have the ambition to win in the fierce competition. This is the premise for Panasonic to achieve efficient management.
* * * save * * * honor
Panasonic put forward the slogan "* * save * * glory". Panasonic regards price, quality and delivery time as three principles when selecting contracting enterprises, among which quality is the first. The quality can't meet the requirements, and I won't buy it no matter how cheap it is.
Panasonic's contractors are mostly small and medium-sized enterprises, which are formed by accepting the processing and ordering of Panasonic's raw materials or parts. Panasonic is cautious in implementing this contracting system. The per capita salary of these small and medium-sized enterprises is much lower than that of large enterprises, and the production equipment and workshops can be simplified according to the general situation, which is conducive to saving equipment investment. When some contracting enterprises can't complete the contracting task, they will subcontract the smaller scattered enterprises twice and thrice. Of course, the unit price of each processing is lower. Through such a huge contract system, Panasonic has been exploiting the lowest-level workers, including those engaged in sideline business in the family. Take advantage of the tame and creative ability of these cheap and weakest workers and provide them with wealth. This is an important foundation for Panasonic's existence and development.
Panasonic's sales tactics are as follows: sales and promotion serve the society and human beings, and profit is a natural return; Don't stare at customers; It is better to pay attention to the environment inside and outside the store than to the size of the facade. Paying attention to the environment inside and outside the store is not as good as paying attention to the goods; Goods with beautiful shelves are not necessarily good. Small shops are chaotic, but customers are convenient, but there will be good business; To treat customers as relatives, whether they can get their feelings determines the rise and fall of the store; Pre-sales flattery is not as good as after-sales service, and only in this way can we get permanent customers; Customer criticism should be regarded as sacred language, and any criticism should be willing to accept; Lack of funds, poor credit is the most worrying; Buying should be simple. Being able to purchase goods with peace of mind and simplicity is the way to get rich; It should be noted that, compared with customers with 100 yuan, customers with one yuan are the foundation for the store to prosper; Don't force sales, don't just sell what customers like, but sell what customers are interested in; It is necessary to speed up the capital turnover. The capital turnover of 100 yuan is ten times, which is several thousand yuan; In the case of exchange or return, it is more polite than when selling; It is not a good way to please customers by blaming the clerk in front of them. It is natural to sell good goods, and it is better to promote and expand the sales of good goods; We must have the confidence that "without our own sales, the social economy cannot function normally". Therefore, we must have a great sense of responsibility; Be kind to wholesalers. In this way, you can make legitimate demands to them without scruple; Although a piece of paper is a gift, it can also make customers feel happy. If there is nothing to give, a smile is also a good gift; While working hard for the company, we should also work hard for the welfare of the clerk, which can be expressed by treatment or other appropriate methods. Changing the beautiful display constantly is also one of the ways to attract customers; Even if it is a piece of paper, random waste will raise the price of goods; Out of stock means the store doesn't pay attention to it. After apologizing, it should ask the customer's residence and say "I'll send it to you right away"; No price! Arbitrary price reduction will make customers have a bad impression on the goods; Children are the God of Wealth, so be especially considerate to customers with children or children sent by their parents to buy things. Always think about today's profit and loss, and form the habit of not knowing the profit and loss of the day and never sleeping; Won "this is from XX store! ! "Reputation and praise; When asking customers what to buy, they should show one or two products and publicize them widely. Shops should create a warm atmosphere, work should be lively, full of vigor, and energetic shops will naturally attract a large number of customers; Daily newspaper advertisements should be read everywhere. It should be noted that it is a shame for businessmen to order without knowing it; For businessmen, there is no difference between prosperity and depression, and they must make money under any circumstances.
Panasonic's overseas expansion strategy
1. Look overseas, step by step. Panasonic's overseas expansion has gone through five stages: expanding exports; Establish a sales base; Establish production and technology development bases; Transfer business resources; Implement the globalization strategy. Panasonic's overseas marketing strategy.
2. Diversified transnational management skills: first, agile occupation of the market; second, mastery and transfer of executive skills; third, localization of management resources; fourth, organic combination of Japanese management characteristics and local conditions.
3. Implement the globalization strategy in all directions. Its strategy includes diversification of operation, globalization of skill development, maximization of market, expansion of overseas direct investment, emphasis on international strategic analysis, and accelerating the establishment of domestic and international division of labor system.