三和一善 | 「柔軟性」と「再想像」レジリエンス

 「柔軟性」と「再想像」レジリエンス

After the epidemic, most physical businesses have moved online, and user experience has become more important. A bad experience needs 6 good experiences to make up for. In an era when brand loyalty is quite low, once users have a bad experience, it is easy to find alternatives.

 

There are 3 trends in user experience in the post-epidemic era:

 

First, "safety and peace of mind" are more important than "intuitive and easy to understand" after the epidemic.

 

In the past, when we received the product, we would directly open the package and start using it; now when we receive the package, we would think: Should I open it for disinfection? In the post-epidemic era, it is necessary to ensure that consumers can feel safe and at ease, trust the brand, and agree with the service. Former Amazon CEO Bezos personally went to the sea to shoot promotional videos at the peak of the US epidemic last year and talked to consumers: Amazon attaches great importance to the quality of grassroots logistics.

 

Second, "clear communication" is far better than "fast and easy."

 

In the past, when facing products, we expected a quick and easy experience; now, people pay more attention to communication. Brands can use photos and videos to clearly convey product details to users. At the same time, they pay attention to user feedback and establish a two-way communication channel. For example, McDonald's in China promotes "deliverable with confidence" services during the epidemic. Use single-page posters to communicate epidemic prevention commitments and delivery details: restaurant disinfection, delivery service, and temperature measurement for all employees.

 

Third, the experience of "pleasure and unity" is greater than "smart and worry-free."

 

In the past, we pursued fast and smart services; after the epidemic, we have to consider whether the product is pleasant and cohesive (meaning that producers can emulate the feelings of users and create a common sense of pleasure).

 

For example, independent cafes jointly launched a lucky bag during the epidemic, recombining the experience of the cafe, so that consumers who like to drink hand-made coffee can drink good coffee from several cafes at home.

 

User surveys before the epidemic, such as data analysis and actual interviews, are still being done, but they can be done with new tools. Grasp this opportunity to rethink the brand. The more intimate the product and the more active the user is, the more it can enhance the brand's strength.

 

The most important thing in user experience is to observe, not to guess, but to interview, think about opportunities and pain points. After you have achieved the above basics, you must think about how to be stronger than other brands. For example, in the current epidemic, to be "happy and united", you must hit the good part in people's hearts, and follow the belief that the same island will die. The customer community is difficult, so your brand adhesion will increase.

 

三和一善

 

 

Chen Weiru, Professor of Strategy, China Europe International Business School

Live broadcast will account for 1/3 of sales, and its influence is greater than you think

In the future, the proportion of world sales may be 1/3 offline, 1/3 e-commerce, and 1/3 live broadcast. However, live broadcast is not only a sales channel, but also brings innovation in operation and management.

 

First of all, the live broadcast reconstructed the traditional distribution channel.

 

Dong Mingzhu, chairman of Gree Electric, sold goods live on JD 618 in Daqing, with a single sales of more than 10 billion yuan. The key is that she mobilized all the contacts of the offline distribution system, pulled offline dealers and users into different groups, and then turned them into live audiences, which led to a large number of conversions. How many people are brought online by salesmen to watch live broadcasts, and how many people are converted into purchases, can get a share. This makes live broadcast not only an online business, but also allows offline dealers to participate together, and the left and right hands will not fight each other, achieving the benefits of online and offline integration.

 

Second, operation and management innovation can be achieved through live broadcasting. For example, at this time, how many people join or withdraw online, what bridge segment will increase or decrease the audience rating, all sales processes, even the behavior of salespersons, can be quantified and optimized.

 

Third, live broadcast can realize a "flexible quick return" supply chain. For example, the biggest problem in the apparel industry is that they don’t know what consumers need, and inventory becomes a big pain point. Through the live broadcast, you can receive consumers’ responses and demands in real time. You can quickly gather small orders and produce quickly. Since you already know who you want to sell to, you can reduce inventory, which will make the brand willing to do more. Innovation. Eventually achieve the goal of "small batches, multiple batches, fast response, and frequent innovation" (small-volume collective production, rapid response to market demand, and instant innovation).

 

For example, Alibaba's rhinoceros factory can now achieve a minimum order of 100 pieces and 7 days delivery, shortening the delivery time by 75% and reducing the inventory by 30%.

 

Live broadcast is a way to participate in the digital revolution. The point is not to participate in the live broadcast, but to find a way for you to participate in the digital revolution in the future even if you are not involved in the live broadcast.

 

In 2019, Boston Consulting Group (hereinafter referred to as BCG) conducted a survey of companies with revenues of more than 50 million U.S. dollars and experienced four major crises since 1985, and found that only 14% of them were companies Revenue and profit both grew, but 44% of the company's revenue and profit both declined.

 

The difference between winners and losers is "flexibility" and "reimagine" (Reimagine).

 

"Resilience" refers to the organization's ability to respond quickly. In extraordinary times, to achieve organizational flexibility, the decision-making process must be faster. The key is that the company establishes a cross-departmental mechanism-"emergency response team". The headquarters has to control only Why (why do it) and What (what can't be done) Do), but not How (how to do), How should be authorized to people on the front line and let them decide.

 

 

The front-line commander must have a platform to report problems that occur on the front-line. For example, a large company can have a meeting once a week to bring the front-line commander and the head of the headquarters together, instead of discussing details, but directly talking about several decisions to be made, for example, the adjustment of supplier supplies. At the same time, it is necessary to change the decision to multiple-choice questions, so that the decision-maker can make a decision quickly.

 

As for "re-imaging", it tests how leaders view crises: see crises as crises or opportunities? There are two lines in the CEO's mind during a crisis: one is the future line, and the other is the current crisis management line. It is difficult to say which one is right and to maintain balance.

 

For example, many companies paid too much attention to cash flow during the first outbreak of the epidemic last year. It was clear that the company's situation was not very bad, and they still cut off mid- and long-term investment like inventory and digital transformation investment. As a result, demand came back in the second half of the year and there was no inventory , There are orders but cannot be supplied, and the second half of the year is even worse than the first half. Another type of company is that it finds that its financial resources are okay and still maintains active investment during the crisis. After the crisis, its profits have changed higher.

 

Crisis will definitely pass. In addition, when encountering a crisis, it is very important to be honest. If there is really no answer, just say I don’t know now. Please give me 3 days to reply to everyone (employees). Don’t let your trust be lost. Destroyed, once destroyed, it is difficult to lead (the team) afterwards.

 

Entrepreneur Brothers Chairman Guo Shuqi

Delete brainstorming meetings and add 30 minutes of one-on-one meetings, making remote and more efficient

The epidemic has changed many things for us, one of which is remote work. Long-distance work is easy to be disturbed by other things at the same time. How to make employees more focused is a very important issue. In remote work, the highest proportion is online meetings.

 

In my case, I queued 4 or 5 meetings a day before the epidemic, and now I have more than 10 meetings a day. How to make online meetings effective under the premise of being easily stunned requires different standards.

 

In the past, a meeting in an office space was easy for a dozen or twenty people and then discussed for two hours, but now to combat low concentration, I make two adjustments to the meeting.

 

One is to prepare before the meeting. In the past, there was a kind of "brain meeting" in physical meetings. Everyone used their brains only when they arrived at the scene. Now the "brain meeting" is cancelled. Before the meeting, the convener of the meeting must sort out the proposal and send it to all attendees.

 

The second is "meeting fragmentation": first, the big theme is divided into different sub-topics; second, the time of each meeting is limited to 30 minutes; third, the number of people is limited to 7 people; fourth, the format and frequency of the meeting, authorization Let each product manager decide; fifth, the meeting must have conclusions and records.

 

Water can carry a boat, and it can also overturn it. The meeting is accurate and efficient, but it also sacrifices the relationship and temperature between people. In order to reinforce this, every supervisor has to have a one-on-one meeting with subordinates every week. Although it is the same for 30 minutes, the content is not limited. You can talk more about soft topics for colleagues to express and ensure that there is no miscommunication. . The most important thing is that there is no record of one-to-one, and there is no need to return to the personnel, and it is completely free to verify.

 

In the past, they were all in the same office area, and some things could be decided by centralized power. The product managers and technical managers in each big project were responsible for threading the needle into the plan and then making a reward mechanism. Relatively speaking, there are 250 workplaces, and I tend to let the team of each smallest unit make the decision. I accidentally discovered that the ability to provide team members alone is invisibly provided. The product manager used to be not a department head. Long-distance work allowed him to cultivate cross-departmental communication skills.

 

This year's epidemic caused us to stop and do a lot of introspection. Compared with the entrepreneur brothers 1 or 2 years ago, we are now more like a brand new company.