The essential marketing strategy for mold enterprises

What is management innovation? Management innovation is one of the three pillars of enterprise innovation. According to Paul Romer's philosophy, management innovation is the process of creating and mastering new knowledge, actively adapting to new environments, and promoting new changes and comprehensive processes in the quality and quantity of production factors.     

Specifically, management innovation is a new management concept, management system, management mechanism, as well as methods, approaches, and means chosen and adopted by management entities based on significant changes in the environment (conditions) to make the organization (enterprise) more adaptable or effective.

The premise for mold enterprises to achieve management innovation is to pursue sustainable growth. Mold expert Luo Baihui proposed that in today's rapidly accelerating innovation speed in products, technology, knowledge, etc., the sustainability of growth has become a more important issue for mold enterprises than management efficiency.     

An enterprise is an artificial system, and its internal systems can be transformed, which is an objective condition for the enterprise to achieve sustainable growth. Adhere to the concept of sustainable growth management, pay attention to overall optimization in management, emphasize system management, and implement overall functional optimization of enterprise systems; Pay attention to relying on core competitiveness and continuously improve market competitive advantages; Emphasize the consolidation of basic management, and strive for refined, scientific, procedural, standardized, and institutionalized management; Emphasize people-oriented approach, continuously improve employee quality, and fully leverage their proactive role.     

2. Enhance enterprise operational capabilities to achieve "agile management"   

Luo Baihui believes that to enhance the operational capabilities of enterprises, it is necessary to make their production, marketing, organization, management, and other aspects "agile", making them a new "agile" operating entity and achieving "agile management".     

To adapt to the competition of super speed, enterprises must prepare agility characteristics in the following layers:   

① In terms of production, there is the ability to manufacture products in any batch according to customer orders and improve services; ② In marketing, there are characteristics of customer value as the center, enriching customer value, and producing personalized product and service combinations; ③ In terms of organization, the ability to integrate internal and external resources related to production and operation processes, and create and leverage competitive advantages through interaction and cooperation with suppliers and customers; ④ In management, the emphasis has shifted from command and control to leadership, motivation, support, and trust.     

3. Transform the cooperation mode between enterprises. Mold enterprises not only provide various products and services, but also need to know how to appropriately combine their core capabilities and technical expertise with other advantageous competitive resources to make up for their own shortcomings and limitations. In the survival principle of mold enterprises, "exclusivity" has been replaced by "cooperation" and inclusiveness. Therefore, mold companies need to transform their cooperation models with other enterprises or organizations.     

The mutually beneficial cooperation models between enterprises include:   

① Supply chain refers to the cooperation between enterprises and suppliers. In the value-added chain of enterprises, the cost of the supply process is relatively high, so the dynamic interconnection of the supply chain is crucial.   

② Strategic networking refers to the formation of a strategic network by establishing value chains with suppliers, distributors, and end-users. At this point, competition has also turned into competition between strategic networks.