The goal of Jossen Furniture Company: a management case study

Of course not reasonable:

1. As a strategic research seminar, difficulties and problems should be discussed and studied as topics, rather than being severely criticized;

2. Making development goals "first at the meeting" violates the function of the meeting - research and discussion;

3. Bedroom and reception room furniture business for nearly 10 years, the sales volume has only tripled, and the requirements for serious difficulties are 100%, and the non-difficult five years only need to grow by 20%, which is reversed.

4. Since it is necessary to increase sales and the requirements are not low, at most it can only reduce the unit cost, and it is impossible to "let the horses run and let the horses not eat grass", and the "total production cost" can only control the increase rate not to exceed how much.

5. The production line has not yet been built, and the specific annual goal is set, which is a bit confusing.

Since Chairman John has been in business for 10 years and the company has developed, it is generally impossible to make such a hasty decision, so naturally there is a "conspiracy", haha.

1a: The enterprise has multiple products.

However, different products have different market shares in the market.

Can be analyzed with BCG.

2a: The internal problems are that the strategic objectives are not unified, the management lacks cohesion, the product market share difference is too large, the sales team is metabolized, the production technology needs to be improved, the manpower can not fully meet the needs of the enterprise, and the enterprise lacks new products.

3a: The objectives proposed by Mr. John are too subjective and lack the analysis of the macro and micro environment to meet the criteria. ‘

The main reason for the disagreement between the two is that one is the boss and the other is a professional manager, Mr. John has wanted to resell the company, has no feelings for his company, and does not understand the actual situation of the company, while Mr. Thomas is a professional manager, and the most fundamental task is to "maximize the interests of shareholders", rather than to meet the requirements of a person.

This contradiction directly leads to a decline in the execution of the enterprise, and even the loss of core competitiveness.

4A: Communicate with employees, understand the actual situation, conduct internal and external analysis (PEST, SWOT, etc.) to establish a new corporate culture, improve team cohesion and morale, and jointly formulate a new strategy, the enterprise must maintain the consistency of goals, so as to ensure high work efficiency.