The corporate culture of flooring complies with the needs of the new brand's competitive environment

With the popularity of the branding operation of the flooring industry and the large number of professional managers joining the company, corporate culture is getting more and more attention. It is in line with the needs of a new competitive environment, and it is also necessary for enterprises to transition to a higher scale. condition. Flooring companies generally conduct long-term and close cooperation with upstream raw material suppliers, downstream monopoly agents, or decoration companies. With the increasing scarcity of raw materials, prices are rising day by day, and good channel resources have gradually become scarce resources. It is particularly important to stress a culture of cooperation, win-win and collaborative competition. In order to achieve this, I think we must pay attention to the following two aspects:

First of all, we must follow the principle of proceeding from reality and treat differently according to the different circumstances of the partners. Second, both parties should pay attention to adapting to each other's core culture, strengthen mutual understanding and communication, and absorb the essence of each other's culture.

Pay Attention to Establishing a Corporate Image The corporate image is directly linked to the rise and fall of the company and the advantages and disadvantages. The organic combination of the company's reputation and reputation constitutes the image of the company in the public. Good reputation and reputation is a huge intangible asset of the company. If the reputation is outstanding, companies will be able to attract more talents and customers, and they will be able to expand their channels in the market. With the current intensification of the competition in the flooring industry, companies need to stand out and the image strategy is particularly important. It is a manifestation of the strength and status of an enterprise operating in a market economy. In the 21st century, besides the competition between talents and science and technology, the most important aspect of corporate competition is that whoever first discovers a gap in consumption and takes a good image to occupy the heart of consumption will be able to occupy the market and continuously expand its operating efficiency. The creation of corporate image is in part to create a corporate culture.

Emphasis on cultivating a learning atmosphere The most successful enterprise of the end of the 20th century was a learning organization. It was not only considered as the best performer, the most competitive, the most viable, the most dynamic, but also the most important thing for people to learn. Gradually, in the soul, the significance of sublimation and sublimation of life. With the advent of the era of knowledge economy, the organizational form of enterprises has developed flexibly to the flat direction. The core of its management is to develop people’s subjective initiative, to realize the transition from linear thinking to systematic thinking and creative thinking, and to raise the knowledge level of individuals and enterprises. Higher requirements. The most successful companies in the new economic environment will still be learning organizations, and learning organizations will receive further attention in the construction of corporate culture. Therefore, for employees, we must pay attention to the creation of a cultural platform and create a good learning atmosphere and learning opportunities for them, instead of simply pushing the performance or system.

"Collaborative competition, alliance win, and win-win mode" is a new battle for corporate development in the 21st century put forward by the famous McKinsey & Co. consulting company in the United States. This is a network-based strategy that meets the needs of the new economy. It is characterized by competitive companies and cooperative partners. Into a group, the purpose is to enhance their overall competitive advantage. Only by achieving the corporate culture of “aligned, win, and win-win” can companies achieve greater vitality, cohesion, and competitiveness.

Paying attention to people's corporate values ​​is the core of corporate culture. Enterprises should work hard to cultivate the values ​​of “sound and weather” and enable all employees of the company to enhance their sense of ownership. They can breathe, grow, and develop together with the company, achieve the personalization of corporate spirit and corporate values, and realize the “integration of human resources”. Haier’s cultural construction is a model of Chinese corporate culture construction. The company continuously encourages the work of the staff and workers, so that they often maintain freshness in their work, and their sense of responsibility is virtually strengthened. At this point, the companies in the flooring industry are relatively lacking. On the surface, many of our companies have established a corporate culture system, but it is rare to truly follow these entrepreneurial spirits and values ​​in order to practice.

Focus on People-Oriented The essential characteristics of commercialized management are taking things as the center and pursuing the goal of pursuing the maximization of profits in an all-round manner, ignoring the human factors, and being obsessed with "iron discipline", absolute obedience, and supreme authority in management. Here, labor and capital have become purely employed and employed. The well-known scholar Yang Zhenning said: "The competition of enterprises in the 21st century is a competition between talents and science and technology, and it is China's main battlefield that surpasses developed countries." Corporate culture is definitely not a one-sided exploration of the physical strength of employees. It is equally important to explore the intellectual resources of employees and focus more on the human factors. Moreover, the essential characteristic of corporate culture theory is to advocate a human-centered humanistic management philosophy, to oppose the rational management idea of ​​“see things and not see people”, and to advocate the development of corporate culture and the role of human beings as the dominant part of enterprise management. . Therefore, companies can no longer be bound by commercialization. In the construction of corporate culture, we must devote our energies to people and vigorously strengthen the construction of "people." Only by continuously strengthening the role of people and the role that they should assume in the enterprise will the human capabilities be fully utilized by the enterprise.