2019 is coming to an end, and all sales work is basically over. In this month of connecting the past and the next, in addition to commending and drinking and chatting, it is also about planning for the coming year and management corrections. In this month of this year, whether we can have a good time while drinking and how to plan for the future has become an extremely important matter, and it also tests the wisdom of every company.
This year’s market ended relatively early, and companies’ planning and adjustments were accordingly advanced. An important part of corporate planning is personnel adjustments. Some companies have started personnel adjustments in November. Of course, some professionals have left voluntarily. In either case, this year's personnel changes are particularly sensitive, especially those of companies. Changes in top management can easily trigger public speculation.
Excess production capacity not only causes imbalances in the market order and panic among operators, but also creates a surplus of talent, especially from the perspective of the narrow industrial chain. Looking at the entire ceramic production area, the elimination rate of talents has increased year by year in recent years. On the one hand, it is the normal replacement and optimization of talents for commercial upgrading, and on the other hand, it is the replacement of people and the reduction of employment. No matter what the situation is, the current professional People face a lot of pressure. In addition to performance pressure, there is also the squeeze on living space.
From a market perspective, ceramic dealers: First, they face the problem of replacement of old and new, and second, there is a shortage of talents, especially managers and dynamic channels in the creation of circulation platforms and refined operations. pioneer. In the development process of ceramics, most dealers relied on brands to survive. Today, as the development model of ceramics has changed, the dominance of product brands over terminals is declining, and the market needs a new type of sales and agency relationship. This Ceramic dealers are required to have a customer relationship model that is independent of the brand, otherwise their competitiveness will decline year by year, especially in a model where costs remain high, and operations will easily fall into fatigue. The current situation of the provincial capital market this year is an example. Some people think that the third and fourth tier markets are easier to operate than the first and second tier markets. In fact, it is not that prefecture-level cities are cheaper and easier to operate than provincial capitals, but that the development model of provincial capital cities lags behind and is passive. Provincial capital cities in the future urgently need to learn from fast-selling practices and re-adopt the current fast-selling model.
Returning to the topic of people, since the requirements for people in the upstream of the ceramics industry are getting higher and higher and the demand is decreasing, what should we do with the excess labor? This is a real problem. Some people may have proposed cross-industry development, which might as well be an option. However, if we carefully analyze today's business, except for what we are unwilling and unable to do, there really is not much left for us. Then there is the long-term detached human resources development model in the ceramic industry, which makes people entering another industry have a lot of incompatibility and great difficulties. Therefore, continuing to develop in the ceramic industry may be the best choice and the most possible.
Ceramic practitioners, since they are facing huge upstream employmentIf you are under pressure, you might as well try to go to the front line, there may be another world. At the same time, companies actually have abundant talents, but agents lack talents. Is it possible to establish a mechanism to allow talents to move from the base to the market?
