The content of corporate culture orientation
The orientation of corporate culture generally includes three aspects: first, investigate and study the external and internal factors that affect corporate culture, such as socio-economic and cultural background, business objectives and values, so as to confirm the advantages and characteristics of corporate culture construction. Second, select the most distinctive or more individual cultural elements to focus on cultivation, planning and design, and determine the appropriate corporate culture positioning strategy. Third, choose the right way to integrate the concept or elements of corporate culture positioning into employees' thoughts and spread them to the public accurately. These concepts (elements) can be material, psychological or spiritual, behavioral or both. For example, Toyota of Japan has established its position in the world automobile manufacturing industry with the management mode and concept of "producing excellent products, improving quality and reputation" and "building cars to create people"; With the management principle and basic belief of "IBM is service", IBM has won the trust of consumers and customers all over the world and become a successful model of modern high-tech enterprises. China Tongrentang Chinese patent medicine is famous for its "century-old shop, genuine products and childlike innocence" in China and even in the world.
The basic focus of corporate culture positioning
1. Focus on the cultural orientation according to the characteristics of the industry where the enterprise is located.
Different industries reflect different business environments and business characteristics. This difference is the focus and focus of corporate culture positioning. For example, the manufacturing industry and the sales industry will show two completely different business orientations and behaviors: the manufacturing industry usually emphasizes the "hard" requirements of material means, such as technology and quality, while the sales industry emphasizes the "soft" aspects such as the relationship between services and the public; In terms of business philosophy, manufacturers advocate the concept of Excellence, rigorous and pragmatic, meticulous work attitude, and sellers advocate the skills and skills of observing words and feelings and casting their hearts; In management, manufacturers pursue strict control and sellers strive for flexibility; In employing people, manufacturers require talents with exquisite skills, skilled operation and rich professional knowledge, while sellers hope to obtain talents with flexible minds, understanding customer psychology and understanding marketing strategies. The orientation of corporate culture must focus on these differences caused by different industry attributes, and carry out screening and design, so as to formulate the ideas and basic framework of corporate culture construction in line with its industry characteristics.
2. Pay attention to culture-oriented human capital.
With the development of society and the progress of technology, especially due to the improvement of workers' quality, workers, as human capital, are playing an increasingly important role in enterprises, especially joint-stock enterprises. In the era dominated by the owner system, corporate culture is mainly located in the capital owner, reflecting the values of "capital wage labor". Today, the enterprise system has been gradually transformed into a joint-stock system. The status of enterprise human capital owners (operators and employees) and capital owners (shareholders) in the enterprise has changed greatly, and the corporate culture should also be changed accordingly to reflect the values of "democracy, equality and freedom" that workers hope. In joint-stock enterprises, due to the separation of ownership and management rights, the influence of capital on enterprises is getting smaller and smaller, while the influence of human capital on enterprises is getting bigger and bigger, even playing a decisive role. With the human capital gradually sharing the residual claim and control rights of enterprises, the consistency between the culture required by capital owners and the culture of workers (human capital owners) will be improved, thus promoting the development of enterprises. However, if the corporate culture still stays in the stage of owner system culture and ignores the role of human capital, even if the new corporate system represents the development direction of productivity, this 1 day corporate culture will greatly hinder its development speed. Therefore, the orientation of modern corporate culture should be people-oriented. Nokia's "people-oriented" cultural orientation has brought infinite scenery to its mobile phone business, which is a good example.
3. Pay attention to the personality characteristics of enterprises for cultural orientation.
Any enterprise is the unity of * * * and personality. * * is the foundation of enterprise survival, and personality is the source of enterprise development. In the fierce competition market, the strength of enterprise personality determines the length of enterprise life cycle, so any dynamic enterprise has a unique and distinctive personality. But the formation of a person's character takes a long time to cultivate, not overnight. Therefore, the orientation of corporate culture must focus on cultivating the unique personality of the enterprise. However, for a long time, Chinese enterprises have been building their corporate culture in a certain "unified mode", which makes the personality of China enterprises not develop by leaps and bounds. Over time, enterprises with unique personalities have also polished their edges and corners and lost their competitive advantage, which is very sad. Therefore, attaching importance to the cultivation and excavation of corporate personality and its characteristics has become a very urgent task in the construction of corporate culture in China. All these can be achieved through accurate and reasonable corporate culture positioning. Marlboro company is a typical case of corporate culture positioning and success through corporate personality characteristics or personality image. Marlboro company did not directly show Marlboro cigarettes to the world, but with the help of the heroic, powerful, heroic and rough personality image of Marlboro cowboy, it aroused the strong reaction of most smokers (including some non-smokers, of course), and left a strong impression and an "extraordinary" impression on consumers and the public, making its share in the world cigarette market as high as 30! The success of its cultural positioning lies in that the company did not follow the practice of other cigarette enterprises, but chose and "focused" the perspective of corporate culture on a "cowboy" with distinctive personality, and won the favor of many male consumers by virtue of its infinite charm.
4. Focus on consumer culture for corporate culture positioning.
The starting point of studying and advocating consumer culture is to realize people's all-round development, the end result is to meet people's needs in all aspects, the focus is on market-oriented, and the purpose is to reflect a humanized combination and benign interaction between enterprises and markets. Therefore, building corporate culture through scientific, effective and reasonable consumption culture is the best way to realize the above fundamental requirements. Under the new economic conditions, the trend of communication, intersection and blending between consumer culture and enterprise culture is increasingly obvious. It has become an important concept of enterprise development to guide and construct enterprise culture, organizational structure, marketing strategy, strategic management and even production operation with consumer culture. Whether an enterprise can grow and develop depends on whether it can continuously meet the needs of consumers. There are three main criteria: first, whether it can provide cheap and good products; Second, whether the above products can be provided in time and truthfully; The third is whether customers can feel the above two values happily. At present, the problem of most enterprises lies in the third standard. Many enterprises can provide good products and be timely and honest, but they just can't make customers feel happy and satisfied. To achieve this, the key is not a strategic issue, nor a technical issue, but a cultural issue in essence. For example, the reason for Dell's success lies in its direct selling model, and behind the direct selling model is a direct selling culture, the root of which comes from the influence of consumer culture. At present, consumers attach great importance to time, convenience, reliability, professionalism and goodwill, and Dell has seized this and created Dell's direct selling model. It can be said that paying attention to consumer culture to build enterprise culture is an effective way to form a lasting competitive advantage and realize the sustainable development of enterprises.