well-known strategic expert wang ke: product reconstruction to achieve spiral transformation of enterprises
2024-09-19
한어Русский языкEnglishFrançaisIndonesianSanskrit日本語DeutschPortuguêsΕλληνικάespañolItalianoSuomalainenLatina
perhaps it was the stimulation of "going to japan to buy toilet seats", or perhaps it was the awareness of the companies themselves. in recent years, chinese companies have finally woken up from the struggle of marketing being king, brand being king, channel being king, public relations being king, and capital being king, and have honestly believed in "product fundamentalism" and firmly put "product as king".
redefining "product is king" is not a step backward, nor is it a return to the initial stage of enterprises that only focus on making products. instead, it is a spiral leap for enterprises under the new era and new contradictions, and it is a great social progress.
products are the foundation of an enterprise's survival. products refer to anything that an enterprise can supply to the market to meet certain needs, including tangible items, intangible services, used and consumed by people, and can satisfy people's organizations, concepts or their combination. it is the result of a group of interrelated or interacting activities that transform inputs into outputs.
in the modern business environment, enterprises face many challenges and competitions, but no matter how the environment changes, creating good products is always the fundamental goal of enterprises. good products can not only bring short-term profits to enterprises, but also establish the core competitiveness of enterprises in the long run and ensure the healthy operation of enterprises.
in an enterprise, the product is 1, and marketing, brand, channel, and even the supreme user are all the countless zeros behind 1. without this 1, there are always 10,000 zeros, but they are still 0s.single product breakthrough, system advancement and ecological developmentthree levels.
china has experienced a long period of product shortage and product surplus, and now it has entered a long period of product flooding. countless products of countless companies have gathered into an irregular matrix, which has evolved into a huge "dark forest" under the connivance of information explosion.
at xiaomi, hot products have become an extreme willpower, a belief, and the soul of the entire enterprise. xiaomi's corporate strategic transformation, corporate structure reorganization, and corporate culture reconstruction are all centered around hot products. to paraphrase the words of nba advertising, "no hot products, no xiaomi." hot products are becoming the business rule of this era. hot products are a life-and-death decision that every company must face, and hot products are an important breakthrough for corporate reconstruction.
how can products break through the dark forest, and how can enterprises develop in the dark forest? xiaomi has also found a way and put it into practice effectively, that is, to create explosive products.
as the name suggests, a hot product is a product that explodes the market. a hot product is an extreme single product that sells a selling point or a product to the extreme. the baseline is that a single product sells $1 billion in a year. hot products have killer applications, which not only focus on product functions, but also hit the user's experience application with one sword. hot products have explosive word-of-mouth effects, which trigger a chain reaction with word-of-mouth, and the product multiplies exponentially.
in today's internet era, to be successful, you must create explosive products, products and strategies that can detonate the market. even if you make warm water 99 °c, it is useless. only after boiling can it have the power to promote historical progress. in the internet era, only if the product is screaming enough, you can amplify the power 10 times or 100 times through marketing. the era of detonating the market by channels and marketing is over. if the product itself is not screaming enough, everything will be zero in the internet era.
the "golden triangle law" of hot product development - pain point law, screaming point law, and hot point law. the pain point law talks about user thinking, how to deeply understand, understand, and tap into users. finding the pain point is far from enough, you have to turn this pain point into a scream for the product, and use the internet social media to quickly promote the product to the market.
hot products have strong marketing power. however, hot products are a type of single product after all. after all, society is not just about single products and hot products. the scope of products also includes technology, services, and the enterprise itself. making hot products is only one aspect of the product, or even a primary stage. the big product of the big era is a system, which must also be systematically promoted and systematically rebuilt.
huawei's products focus on three major areas: fully connected networks, intelligent computing, and innovative terminals. from mobile phones, notebooks and tablets, mobile broadband, wearable devices, routers, programmable switches, to cloud data centers, enterprise networks, and industry solutions, we are committed to bringing the digital world to everyone, every family, and every organization, and building a fully connected, intelligent world.
to build such a large, complex, and cutting-edge product empire, huawei relies on a system, an "ipd model" called integrated product development. huawei began to systematically learn management methods from ibm in 1998, introduced ipd (integrated product development), and improved internal operational efficiency.
ipd is a set of product development models, concepts and methods. the idea of ipd comes from the product cycle optimization method. ipd emphasizes market and customer demand as the driving force of product development, and builds advantages in product quality, cost, manufacturability and serviceability in product design. more importantly, ipd manages product development as an investment. at every stage of product development, it is evaluated from a business perspective rather than a technical perspective to ensure the realization of product investment returns or minimize the losses caused by investment failures.
ren zhengfei said: to earnestly implement ipd is to get rid of the enterprise's dependence on individuals, so that what needs to be done, from input to output, is directly end-to-end, simple and controlled, and effectively connected, reducing the levels as much as possible, minimizing costs and maximizing efficiency.
product reconstruction and single product breakthrough are suitable for small and medium-sized enterprises, while system advancement is suitable for large and medium-sized enterprises. however, whether it is a single product breakthrough or a system advancement, we must "kill people and destroy their hearts" and work hard on the ecology. this ecology means that everyone is a product officer. everyone is a product officer, which means that everyone in the company should pay attention to products, develop products, and refine products, especially the chairman and ceo should be the chief product officer.
everyone is a "product officer", this is the trend. as zhou hongyi said: "excellent ceos are often first-class product managers." years of technical experience and product experience enable them to quickly find product problems, adjust product trends, optimize user experience, and use this as a gateway to control the operation of the company.
the continuous iteration of consumer demand for products and services has made products the core element of business competition, and its importance even exceeds strategy, operation and cost. as ceos, their primary task has become to make product services more efficient and innovative. because of this, ceos who used to talk about strategy and culture now talk most about products. this is not only a label for innovative companies, but also one of the important manifestations of corporate transformation. leaders must be "craftsmen", love products, be product enthusiasts, and be able to "incite" the emotions of employees and customers.
in addition, when pursuing growth, companies should adopt a balanced strategy. this includes not only in-depth exploration of the core value of the product, but also accurate judgment of the market environment and continuous attention to user needs. by deeply understanding user needs, carefully designing product functions, and continuously optimizing user experience and product development processes, companies can create truly "indispensable" products and achieve long-term market success. only in this way can companies maintain competitiveness in a rapidly changing business environment and achieve sustained growth and development.
