Nowadays, many enterprises that have entered the world's top 500 started from small workshops. But these enterprises can develop their own business all over the world at present. Why can't domestic small enterprises grow up?
In the field of training, it is not difficult to find that all non-growing educational institutions have many common problems after careful analysis. As the saying goes, "if you don't advance, you will fall back", and the strong can always survive in the market. If small and medium-sized training institutions cannot break through these bottlenecks, they will always face a crisis of survival.
Bottleneck 1: only consider the present, not the future, and the strategic goal is too short.
The strategic direction of small and medium-sized training institutions is basically decided by the principals. The focus of the problem is that many founders did not seriously think about the future of training institutions when they founded training institutions, and most of them only considered whether they would make money in the near future.
In fact, training institutions are easy to make profits in the short term and difficult to operate in the long term.
Many times, people only pay attention to the short-term benefits, and don't really look at a training institution from a strategic perspective. The market is changing rapidly. If you can't make long-term plans, you will be squeezed out of the market sooner or later.
Principals should have a comprehensive plan for the business objectives, strategic thinking and resource conditions of training institutions.
If a training institution wants to expand its scale, the principal must be clear about his business objectives, deeply analyze his position in an industry and how to ensure the long-term operation of the training institution in the future. This is the guarantee to win the competition and the key to rapid development.
Bottleneck 2: Employees are costs, and "manpower" is not "resources"
Due to the small scale, most small and medium-sized training institutions generally attach great importance to costs, ranging from buying computer equipment to buying a bottle of glue, which will involve the expenses of training institutions, which makes small training institutions carefully calculate everywhere.
Of course, as the administrative expenditure of training institutions, this aspect needs to be treated with caution, because the money that should not be spent must not be squandered.
But many small training institutions are also very hard on their employees. The head of the marketing department of a K 12 training institution said that at present, the treatment of the marketing staff of their training institution is not as high as that of the administrative department.
The marketing department organized many activities and achieved a lot of sales performance. In fact, there is no reward for training institutions, and the monthly marketing expenses are also critical, but I never thought about the benefits brought to training institutions.
There are only four employees in a training institution in Beijing, and the employees don't have any benefits. Even on the Mid-Autumn Festival, the headmaster is unwilling to distribute moon cakes. How can employees actively work when they see their friends holding moon cakes in other training institutions?
Bottleneck 3: Because people have fixed posts, the system is incomplete and the division of labor is not refined.
There is a saying that "the sparrow is small and complete", which means that no matter how small the training institution is, a relatively complete organizational structure is needed in the practice of training institution management.
If a training institution has a good organizational structure, it can equip each post with talents by setting corresponding standards, so that people can make the best use of their talents.
At present, many small training institutions don't even have a simple department chart and job description. The establishment of staff positions depends entirely on the principal's interest. As a result, posts are set for different people and several posts are set for several people. If people leave, the post will disappear.
The disadvantage of setting posts by people is that training institutions can't make all systems work actively, because some important positions are not available. If faced with strong external competition, training institutions will be passive.
Why does McDonald's dominate the fast food industry? Even if there is a standard that hamburgers are baked for a few seconds, then people who make hamburgers can naturally know clearly what characteristics they need.
Tracing back to the source, the imperfect mechanism of training institutions will inevitably become inflexible in operation, making training institutions repeat the same problems again and again.
Bottleneck 4: granting, not authorizing.
When the training institutions develop to a certain extent, it is impossible for the principals to do everything themselves and take all the affairs into their own hands. At this point, the training institution needs to grant the following personnel certain decision-making power.
A better way is to delegate the power to the department manager of the training institution, so that as long as the principal pays special attention to a few people, the resources of the whole training institution can be used organically. Of course, the principal can also give part of the shares to key employees, so that everyone can become the same body of the training institution.
For authorization, some small training institutions barely managed to do it, but the more prominent problem is that the principal does not fully trust the department managers below to do it, and many things have no decision-making power, and finally become department managers in name only.
Authorization actually represents the construction of the middle-level team by the principal, and it is also a sign that a small training institution can operate well. Small training institutions must admit that the healthy development of training institutions is the general trend, and the decentralization of principals is the general trend. Principals who cling to power and are content with the status quo are not optimistic.
Of course, decentralization does not mean 100%, but a degree can be specified, and the principal can put it away at will. This is a conceptual problem, but this problem has caused many training institutions to lose some outstanding backbone employees.
Bottleneck 5: Be ambitious and half-hearted.
Although many small and medium-sized training institutions are not large, every training institution wants to grow, and many principals are still thinking about how to find more profit points every day.
The common problem now is that many small training institutions, like large training institutions, can't stick to their main business for a long time, or want to try water in other industries after making a little money.
It is not easy for small and medium-sized training institutions to win a living space, but if they want to have this space all the time, they need not only perseverance, but also learn to judge opportunities.
If training institutions want to expand, they can grow up through effective management. Nowadays, small training institutions often haven't grown up, and stalls have been spread everywhere. Small and medium-sized training institutions have low ability to resist risks. How can they bear these troubles?
How to break through these bottlenecks? Is the strategic goal clear? Is the division of labor reasonable? Do people and posts match? All these problems need the headmaster's deep thought and consideration.
The market never believes in tears. Only by defining the development goal of training institutions, establishing excellent management mode, constructing four systems of strategy, management, organization and employment, and finding ways and paths to achieve the goal, can we achieve the leading position of sustainable growth.