What are the strengths of corporate culture? Every enterprise has its own culture, which is the source of a country's and nation's progress and the core strength of an enterprise's development. So corporate culture is very important, so what are the advantages of corporate culture?
What are the strengths of corporate culture? 1 Culture is the source of a country and a nation's progress and the core strength of an enterprise's development. Products of the same quality have different market performances due to different brands. Behind the brand is culture, which is the power of brand culture to promote the growth of the brand.
No one can deny that ancient Greek mythology lit up the light of European civilization and built the spiritual home of the West. No one can deny that China's cultural heritage for thousands of years has supported the cultural skeleton of a vast ancient country. Wine is an industry with profound cultural heritage. It can even be said that wine has developed with the development of human civilization. The reason why the advertising sales of so many brands around us drop as soon as they stop, and so many brands are short-lived, is mainly because we have not created a strong cultural brand with high sense of value, high reputation, distinctive personality and rich associations.
World-famous brands have profound brand culture connotation, which is not simply understood as the accumulation of time. The future development of China wine must form its own cultural system, so that it can stand tall in the world wine hall, rather than simply realizing large consumption. Many of our enterprises and brands are not doing well, mainly because they don't really realize the importance of culture to brands. A lot of imitation and even plagiarism, hasty product development, ignoring the nature of the industry, shoddy, false brewing and so on. , are the fundamental reasons why it is difficult to achieve a really good brand. This is a cognitive problem of enterprise, especially enterprise leadership thinking.
There are three levels of enterprise development: third-rate enterprises sell products, second-rate enterprises sell brands, and first-class enterprises sell culture. Culture is the real core competitiveness of enterprises. Corporate culture and brand culture are branded with the times. The supremacy of French wine in the world lies not only in simple producing areas and excellent product quality, but also in advanced technology and the global influence of wine culture. The status and influence reflected by this profound cultural precipitation is the real driving force for the growth of French wine. World-class famous wineries, mainly famous French wineries, can stand out in the world, not because of the quality itself, but because of the cultural value behind the brand.
The birth of culture is like two sides of a coin. When a company or brand is born, culture is born. It's just that the evolution of the day after tomorrow has changed dramatically. In a sense, products are just a carrier, and consumers get direct value returns by buying products. However, consumers choose and buy a certain product because of their recognition of the brand concept, which shows a life philosophy and attitude. The focus of brand culture is how to transform it into consumer culture, which can also be understood as the reason for consumers to buy. Many brands can't do it for many years, not only because of the accumulation and precipitation of time, but more importantly, the creation of brand culture can't support the long-term development of brands. The influence of culture on consumers is all-round, the consumption attitudes and behaviors brought by cultural differences are different, and the psychology of cross-cultural consumption and various factors affect the choice of brands. There are great differences between eastern and western cultures. When enterprises carry out cross-cultural brand promotion, they are faced with cultures that are very different or even completely different from their mother cultures. People from different cultural backgrounds often make different choices about brands because of their different values, ways of thinking and behaviors. For example, food culture has a great influence on wine. People in different regions have different tolerance to tannin. For example, people who are used to drinking tea tend to be more tolerant of tannins in wine. China has many nationalities, a vast territory and a large population, and tastes vary greatly from place to place, such as what to eat and drink in hot pot, and so on.
Because the current China market is a channel-driven market, even a brand-driven market, many enterprises pay more attention to the construction of channels; Because the cultivation of brands takes longer and requires more sophisticated strategies, many enterprises are more willing to focus on product development and ignore brand building, which directly leads to the instability of market growth. Therefore, even brands or enterprises that have risen rapidly in recent years may soon decline or even die out. Mainly manifested in the sales volume of products in the market: it is difficult to generate sales volume without direct and realistic interest temptation, and it is difficult to maintain the growth of enterprises by relying on the support of brand power, thus leading enterprises to enter a "non-virtuous circle." This situation can be covered up in the early stage of the crazy development of Chinese wine. However, with the intensification of competition, it is difficult for enterprises or brands that do not rely on cultural competitiveness to maintain long-term competitive advantages.
Although the power of culture is very strong, because traditional people's understanding of culture is extreme, they will feel very empty and macro. In fact, all cultures are real, and all cultures are tangible. Because all expressions of reality are expressions of culture. For example, the words and deeds of employees are the expression of company culture. In terms of brand building, the current business owners have such a misunderstanding: they think that as long as they make a set of VI visual identity images, they can give full play to the role of the brand. However, it is the concept system that really determines the brand value. It determines the connotation and depth of the brand, endows the brand with soul and makes the brand have vitality and unique value.
For enterprises, the most important thing is to use brand core values to guide the whole process of marketing communication in order to make brand culture really play its role. The process of marketing communication includes the whole process from planting to brewing, from production to sales, from design to publicity, from channel to promotion, from communication to service. Every behavior of an enterprise in this process should faithfully reflect the core value of its brand. This means that every penny of business activities should be spent on the "addition" of the brand, which can not only avoid the deviation of marketing communication from the core value of the brand, but also form a virtuous circle of rolling promotion of the brand value. Many enterprises waste money every day, but the boss may not know it. This is the main problem. For example, packaging design, what is a good packaging design? Does the boss like it or the consumer likes it? Is it what we think is beautiful or in line with brand value and brand personality? Is it constantly refurbished every year, or stick to the core image? Do you use materials and techniques to reflect grades or pay attention to internal cultural values? Wait a minute. Although there is no absolute right or wrong, one thing is certain: what brand competition really "spells" is culture.
Culture cannot be simply imitated, but more is learning, inheriting and carrying forward. China wine will gradually form its own big culture in the future, including planting culture, brewing culture, production culture and consumption culture. Only in this way can we have an important place in the future world wine stage, even leading.
The power of culture is the real power of brand growth.
What are the strengths of corporate culture? 2. The formation and influence of corporate culture.
If you don't understand the true meaning of "corporate culture", don't talk lightly about "corporate culture".
In China, most enterprises are not "corporate culture". You can also say that they are enterprises without "culture" because you can't find any specific characteristics that show that they have "culture". The characteristics of corporate culture are very distinct and will not be "obscure".
Most enterprises without "culture" have a similar feature, that is, some "spiritual slogans" can be seen everywhere in the company, such as "unity", "customer first" and "quality first" The bosses of these enterprises believe that these slogans are their "corporate culture". If corporate culture is shaped by "slogans", then every enterprise can become "the first in the world".
The characteristics of "corporate culture" should be reflected in at least one of the following:
1. Enterprises have a specific "management mode", which can be seen everywhere in their internal activities.
2. The CIS of the enterprise is very consistent with the business projects of the enterprise and can be seen everywhere.
3, the enterprise has a clear "values", and fully reflected in the behavior of all employees.
4. Enterprises have a clear mission of "social responsibility" and put it into concrete actions.
If you are a business owner, you can check whether your business has any of the above characteristics. If not, and you also want to be a "cultural" enterprise, it's time to prepare to shape the "corporate culture".
The "shaping" of corporate culture is divided into several steps:
1. 1. Formulate the development goals of "corporate culture", whether it is a single goal or multiple goals. For example, "honesty-oriented" is the enterprise's values. If we want to shape an enterprise into an honest enterprise, then "honesty-oriented" can be the goal of shaping corporate culture.
2. After the goal of establishing corporate culture is determined, we must start planning all the rules and regulations. There are two kinds of rules and regulations, one is "internal norms" and the other is "external norms". Internally, work and behavior related norms related to "integrity" must be established, such as the work plan put forward by department heads and employees, which must be completed as promised and accepted for assessment. The quality commitment of the manufacturing department is resolutely implemented and accepted for examination. External norms, such as resolutely fulfilling commitments to consumers and customers and resolutely fulfilling social responsibilities.
3. State-owned laws and family rules. The rules and regulations formulated by enterprises themselves are "family rules". Everyone must strictly abide by the regulations, especially in order to shape the "corporate culture", and it is necessary to unswervingly implement the regulations. Only the spirit of "biting your teeth and swallowing blood" can make it possible.
For example, 1993, when I was working in the United States, Jack's fast food chain in the box in the United States sold undercooked and contaminated hamburgers, resulting in food poisoning of more than 700 people (mainly children) and 4 deaths. The reason is that the raw materials provided by beef patties suppliers contain Escherichia coli O 157: H7. Before that, the hamburgers that Americans ate were basically medium-cooked. After this incident, the US Food Supervision Bureau stipulated that all hamburgers sold in fast food restaurants must be thoroughly cooked. Fortunately, I only like their cheese fries. )
Jack in the box's performance has dropped by 40% because of this accident. However, in dealing with this matter, in order to restore the confidence of consumers, more than 200 million US dollars were spent on compensation. Due to the responsible attitude and the intention to reshape the image, the confidence of consumers was finally restored. Soon after two years, the performance tripled and continued to expand. At present, there are over 2 100 chain stores.
Regarding the recent vehicle defects of "Toyota", we must also admire Toyota's courage to take responsibility. Both the recall cost and the sales loss are staggering figures, but in order to save the hard-won country, they still "bite their teeth and swallow their blood". I believe Toyota will return to the leading position in the automobile industry soon.
On the other hand, in China, let alone major events, even minor problems, the responsible units are "dodging" and "avoiding", and it is a big deal to close the door and start over. At this point, talking about "corporate culture" will make people sneer. Therefore, enterprises should never casually say that they have a "corporate culture".
As for the influence of "corporate culture" (here refers to good corporate culture)? We are also divided into internal and external aspects, internal:
1, because employees agree with the result of "corporate culture", it is easy to promote the rise of cohesion.
Because of the distinctive cultural atmosphere, the quality of new employees will soon be consistent with that of old employees.
3. The product quality is stable and the loss is small.
4. Employees have a positive working attitude and high efficiency.
5. Reduced management costs.
External:
1, good brand image and high brand value.
2. Consumers' confidence and satisfaction are high.
3. The customer is centripetal force.
4. Good social image.
5. Good community relations.
6. Become the benchmark and model of the industry.