First, the customer background
The client company is located in a commercial center in Ningxia. After more than ten years of stable development, it has become a multi-industry diversified industrial group with commercial real estate investment and operation as the core, covering real estate development, star-rated hotel investment and operation, chain department store investment and operation, cultural industry investment and operation, financial services, building materials and household investment and operation, warehousing and logistics, property management, education industry and other fields.
By the end of 20 14, H Group had assets of 420 million yuan and more than 500 employees. Through diversified industrial management, it has promoted the rapid development of regional industries, prospered the market economy and enriched the lives of local people. 20 13 and 20 14 won the honor of "abiding by contracts and honoring credit" at the national level, always paid taxes according to law, created employment opportunities, actively carried out charitable activities to give back to the society, and became the benchmark and model of regional commercial real estate industry.
H Group has been actively exploring and innovating in industrial management, constantly optimizing the management system and human structure, and is committed to building a well-known century-old industrial group in China. However, due to the imperfection of the existing management mechanism and the continuous problems of enterprises, group leaders realize that a scientific and complete management system is urgently needed to support the operation and future development of enterprises.
Second, the problem diagnosis
Present situation of external environment
The high-end commercial positioning of 1 and H Group Commercial Plaza has been recognized by local consumers in Ningxia, but the core business model does not match and the passenger flow is small;
2. The hardware facilities of H Group Hotel have reached the four-star standard, but the occupancy rate is low, the sales intensity is not enough, and the service needs to be improved;
3. The strategic positioning of H Group Building Materials Plaza is vague, which fails to form a unique competitiveness;
4. The commercial complex of H Group has a strong competitive advantage in two years, and has enough time to solidify customers and lock in high-end customers.
Internal position of H Group
1, the management scope of the decision-making layer is too large;
2. Lack of core positions (general manager of hotel, general manager of shopping mall, middle level of group) or lack of ability;
3. The division of responsibilities between departments and posts is unclear, and it is difficult to balance responsibilities and rights;
4. Corporate culture construction has not yet started, employees are in a loose state, and their initiative is very poor;
5. The current rules, regulations and procedures are long and outdated, and it is difficult to implement;
6. High employee turnover rate and poor communication between superiors and subordinates.
Third, the solution
After establishing a cooperative relationship with the client enterprise, Atta Consulting established a project team composed of senior strategic consultant Zhang Hao, senior management expert Xiong Lei and industry experts to enter the client enterprise and work with the client's project team. During the operation of the project, both parties worked out the overall work plan and action plan. The project team will gradually advance all the work, and the overall work steps are as follows:
Enterprise strategy module
Through the analysis of internal and external environment, make clear the strategic development direction of the enterprise and formulate the three-year development strategic plan of H Group;
H Group Organizational Structure Module
1. Adjust the organizational structure of the company according to the company strategy;
2. Delineate organizational responsibilities, define the responsibilities of various departments and posts, create posts and personnel, and formulate job descriptions;
3. Build the competency model of key positions;
4. Standardize the management system and adjust the business control links of key processes;
5. Implement the target responsibility system.
H group human resources system module
1. Redesign the salary system by evaluating the post value and combining with the external market environment to make it competitive and attractive;
2. Establish a performance appraisal system with key performance indicators as the core, link employees' work performance with income, and clarify the focus and direction of improving employees' work performance;
3. Established a targeted employee career development system and promotion and elimination mechanism;
4. Establish a perfect annual training system, so as to improve the human resource management system.
H group operation management module
1, management system assembly;
2. Create a star service;
3. Marketing activity planning.
H group corporate culture module
1, current cultural evaluation;
2. Sort out the corporate culture of H Group, form a set of perfect corporate culture mechanism, and assist in the daily publicity and dissemination of its corporate culture;
3. Combine the corporate culture with the system of H Group.
Fourth, the project results
Proposal for three-year development strategic planning of H Group
Organizational structure and responsibilities of H Group
H group post personnel chart
H group job description
Competency model of key positions in H Group
H group management flow chart
Responsibility book for key positions of H Group
H group salary evaluation report
H group's salary and welfare structure
"H Group Performance Indicator Database"
H group performance appraisal method
H group annual training plan
Highlights of H Group Management System
H group annual marketing activity plan
H group's five-star service system
Concept System of Corporate Culture of H Group
Training courseware (several)
Verb (abbreviation of verb) project income
Through the overall construction and landing of the management system, it has laid a good management foundation for the development strategy of H Group, removed obstacles for the group to create a new goal of star-rated service quality next year, and established confidence for all members of the group. At the same time, the construction of marketing management and financial management module makes up for the two weaknesses of the group company. At this point, H Group has changed from a capital preservation operation to a forward-looking operation, which has taken a big step on the road of building a century-old industry!