In this ever-changing era, all the successes of the past are dragged down by you tomorrow. The original high-quality assets will become your debts for tomorrow.
How fast is the change in this era? Just as there are people who yelled Taobao for the life of the physical store all day, the Internet has changed the life of the newspaper, and the set-top box has changed the life of the TV set. The mobile Internet has risen and all the rules have been broken.
"Believe." Zhang Ruimin, chairman of Haier Group's board of directors, used this term as a cultural gene for Haier. He also thought about his future corporate development strategy: “Only self-righteousness can find new opportunities; if you are self-righteous, a century-old store cannot exist. It is destroying the self, or it is destroyed, there is no other way out."
If it is the mobile Internet that changes the social business structure, then it is Industry 4.0 that changes the traditional business operation model. In the era of Industry 4.0, the production process of the product was reversed: what was produced by the enterprise before, what the user used, the price and quality of the product used by the enterprise to attract consumers, and the profit generated by the sales volume. This is called standardized production. In the future, consumers are ready to place orders according to their own needs, and then customized production by the factory, to meet the degree of customization of consumers to attract disinfectors, this is called customized production. In the past, it was based on the enterprise. Now it is based on the consumer, just reversed.
Since “Industry 4.0” directly connects people, equipment and products in real time, the factory accepts orders from consumers directly to produce materials, which eliminates the sales and circulation links. The overall cost (including labor costs, material costs, management costs) is nearly 40% lower than in the past. %, consumers ordering goods through "Industry 4.0" is even cheaper than Taobao online shopping.
Do not think that this is very far away, think about why Sony and Nokia failed. It is because their organizational structure has always been traditional linear and one-way. Once a company decides to make a production, it is irreversible from product development to step by step. However, if the market is willing to accept it, then it will not Got it.
In the traditional era, users need to actively identify the value of the product and match it with their own needs and preferences. They need to go to the retail store to find, compare, and finalize the products they like or want. This is the time and the people. The products are suspended between each other.
However, Apple iTunes accidentally became an intermediary for content sellers and consumer transactions, so there was a shock of cash flow and data flow. At this time, what it had to do was to match the data of both parties. Moreover, in the process of matching, the platform has mastered a database, and it can find the law according to the data of both parties. This is the prototype of Industry 4.0.
It is worth mentioning that Sony, a great electronics manufacturer, can't share information and communication within its various units, and some of them can cooperate with Apple and compete with “self-family”. This is the difference between Apple and Sony, and the difference between the future and the past!
So Motorola was replaced by Nokia, and Nokia was replaced by Apple: Motorola represents the technology of the analog era, Nokia represents the technology of the digital age, and Apple represents the new Internet technology, Kodak may be the first to manufacture digital cameras. And it was first introduced to the market in batches, and even after filing for bankruptcy, its digital technology patents sold hundreds of millions of dollars. But under pressure from Wall Street, it retired. Although the film is profitable, when the digital camera is really developed, the film has no place.
The platform is supreme, the connection is king
Advanced replacement of the traditional, large replacement of small. Such as Nokia, Sony playstation, Microsoft, etc. are in a disadvantage when competing with platforms with greater network effects - Apple and Android. If the small network does not form an ecological environment, it is very vulnerable in the face of a platform with greater network effect and will be absorbed by the big ecology. Both Nokia and Sony are bleak prospects. They are in the down channel and are not optimistic. Microsoft is also somewhat hard to return.
So Apple, Google, and Amazon can come back later. There is also a Metcalfe's Law. The network value is proportional to the square of the number of network users, that is, the N-connection can create the square of N. For example, Uber connects a large number of drivers and riders, forming a positive feedback loop: the more people who want to take a taxi, the more drivers they will attract to join Uber; the more drivers, the more people there are. The traditional economic theory is about the balance between supply and demand, and when the user utility increases with the addition of other users, the network effect will be highlighted. Of course, this may also result in a monopolistic enterprise, because all users join it and form a “winner to eat”.
Therefore, among the top five companies in the world, three are platform-based enterprises. Of the top 31 companies, 13 are platform companies with their own ecosystems. The brand value of Apple, Google and Amazon is the fastest growing company in the world in recent years. This kind of platform-based enterprise development has steadily increased, and the aggregation effect has become more and more obvious, showing an exponential upward trend. They have occupied the leading position of traditional enterprises such as energy and finance.
And in the future, mobile phones, cars, home appliances and other things will be connected together. Each object has a built-in independent intelligent operating system, ready to be summoned and summoned, which will bring a synergistic sharing economy. Therefore, Zhang Ruimin put forward the strategic direction of “enterprise without borders, management without leadership, and supply chain without scale”. Only the future of product strategy is not enough to adapt to market needs, and it is necessary to create greater value by achieving “connection”. Once this kind of "connection" is formed, there is no absolute limit between the enterprise and the enterprise. It is impossible to isolate it from the world. The only question you should consider is how to maintain the independence of the big platform. There is a system.
Shui Muran Comments: Traditional business is an art of competition, and those who take the lead often win. The future of business is a collaborative art, and everyone seeks common ground while reserving differences and complements each other.
Therefore, as soon as Industry 4.0 arrives, the logic of the original enterprise operation needs to be overthrown and rebuilt:
In traditional enterprises, the leadership is pyramid-level, from high-level leaders, middle-level leaders, to low-level leaders; leaders can make decisions, and subordinates can do so. In the future, who is the leader? Users are leaders, and companies must always revolve around users to create value for users. There is no value in who can't create value.
In traditional enterprises, the treatment is determined according to the position and position. The level of salary is mainly determined by the extent to which you execute the superior order, and is coordinated by the human resources department. In the future enterprise, users will give you a salary. For example, your users will praise more and pay more. Even users will be able to pay you. If you don't do well, there may be no one paying for your labor. The human resources department of the company is also saved.
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