The original 'FMCG Distributor Professional Management Consulting' has been renamed to New Distribution Long press the QR code or click 'Read Original' to register. 30+ industry experts, 100+ B2B platform founders, 800+ manufacturer and distributor friends, gather in Fuzhou to jointly explore the internet transformation path of the FMCG industry. ****Introduction / In management, do you often encounter such problems: when a task is assigned, it often requires multiple reminders or even several days to get a response; or when a company policy is implemented, employees often turn a deaf ear, neither responding nor executing. These ultimately boil down to execution issues. Insufficient execution means management problems. For a team or an enterprise, without execution, there is no competitiveness. Why do you envy others for having an excellent team? Undoubtedly, it must be because they have a group of outstanding employees, and for these employees, good execution is indispensable. The famous American economists Paul Thomas and David Byrne, after long-term tracking of enterprise development, researched execution and believed that corporate success is 20% strategy and 60% execution. The so-called success of an enterprise is 'three parts strategy, seven parts execution.' As Robson Walton said, Walmart's achievements today are largely due to execution. Execution, for individuals, is part of leadership; from an enterprise perspective, execution is not only a management issue but also the key to a company's success or failure. This is not an empty statement. Many business leaders' success lies in having their own execution philosophy in both personnel and management: Liu Chuanzhi, the business leader of Lenovo Group, is well-known in the industry for his execution philosophy. In his view, execution in management is to employ people who can execute, select suitable people, and let them work in suitable positions. The famous Chinese entrepreneur and computer president, recognized as one of the most influential business leaders in 2003, summarized execution as: "Actively select suitable people for appropriate positions, and also train employees' execution capabilities." Michael Dell, Chairman of the Board of Dell, a Fortune 500 company, believes that the success of an enterprise is entirely due to employees meticulously executing at every stage. It is this management philosophy that requires Dell to complete every link from suppliers to factory assembly to delivery with meticulous speed to quickly meet customer needs. Facts have proven that they have achieved this. This rapid response capability and execution ability are also important factors for Dell's competitive advantage. Similarly, Jack Welch, former CEO of General Electric, can be considered one of the powerful promoters of GE's execution. His view on execution is that execution is about eliminating bureaucratic culture that hinders execution. He said: "GE hates bureaucracy most. We eliminate the practice of wasting resources on administrative systems and discard all plans and budgets that are merely beautiful shells." In his view, a company's efficiency lies not in its buildings, nor in its personnel, nor in its meetings, but in its implementation intensity, that is, execution. Bill Gates once said, "In the next ten years, the challenge we face is execution." Since execution is so important for an enterprise, how can we improve employee execution? 1. Ensure employees understand their positions and establish work standards For enterprises, it is necessary to make employees clear about their positions, including work goals, responsibilities, tasks, etc., as well as the evaluation criteria for achieving work goals. When assigning tasks, they should be specific, measurable, and time-bound. Only by clarifying work goals can the work direction be clear, and this direction is the work standard, establishing business processes and strict performance assessments. As the saying goes, nothing can be accomplished without norms or standards. Only by making everything orderly and having a reasonable and orderly procedure can execution be better implemented after top-down communication. 2. Reward and punish clearly, establish incentive mechanisms In management, there is Theory X, which believes that people are inherently lazy and must be constrained by systems. In 'Emperor Han Wu', Huo Qubing said: "As a general, you don't have to eat and live with soldiers. As long as rewards and punishments are clear, soldiers will naturally advance bravely." Facts have also proven that this management philosophy can be validated in practice. Reward and punishment are actually incentive behaviors. While clarifying each staff member's work goals and standards, establish a scientific and reasonable evaluation method and provide certain assessments. Not only should rewards and punishments be clear, but through incentive mechanisms, while promoting competition among employees and mobilizing enthusiasm, thereby enhancing employee execution, improving the overall team atmosphere, and more effectively advancing projects and enterprise progress. 3. Establish good communication and enhance coordination Of course, in many enterprises today, insufficient execution also stems from problems in the system itself, either unreasonable or lacking human touch. In the management process, enterprises should not be rigid or inflexible. Instead, they should establish good communication channels to ensure that systems, projects, measures, etc., are reasonable during implementation. In cases of weak execution, appropriate feedback should be collected, internal coordination should be made to solve problems, and the ultimate goal is to ensure effective implementation of measures. 4. Improve leadership capabilities and strengthen supervision The strength of employee execution is often directly related to leaders. The leadership of a team leader also determines the team's execution. Sometimes weak employee execution is indirectly caused by managers' leadership issues. Managers should not only play a leading role in work but also strengthen supervision. As the saying goes, 'Leadership is responsibility.' The strength of a team's execution requires someone to supervise, evaluate, and assess, and through this series, promote the improvement of execution, ultimately forming a virtuous cycle. As Gree Chairman Dong Mingzhu said, being a CEO means offending a group of people. In 2001, during a cadre style rectification at Gree, when company managers used public resources for private purposes, she said: "If I don't enforce the company's rules on the people he brought, the system cannot be implemented. So I kept an eye on the general manager's people, waiting for them to make a mistake." This shows the importance of leadership and supervision. New Food Era · New Distribution —— 2016 China 'FMCG + Internet' Summit Forum —— This is a grand event focused on how the FMCG industry channels will transform under the trend of Internet+ transformation Conference Agenda 08:00-09:00 Registration 09:00-09:05 Host opening 09:05-09:35 2016 China FMCG Industry Trend Analysis Report - Zhao Bo 09:35-10:05 FMCG Enterprise Transformation Strategy and Path - Liu Chunxiong 10:05-10:35 Opportunities and Challenges Brought by FMCG Channel Reform - Field 365 CEO Liu Zhao 10:35-11:05 Reconstructing Distribution Channel System, Promoting Urban Retail Upgrade - Alibaba Retail Link General Manager of Backend Tian Yuan 11:05-11:25 Channel Efficiency in the Internet Era - Benlai Holding Vice President Fu Xiaoyun 11:25-12:00 Roundtable Forum - Brand Transformation: Improvement vs. Reconstruction? Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia 12:00-13:30 Lunch 13:30-13:50 Distributor Transformation: Urban Distribution Trend Development - Weijie City Distribution CEO Wang Qi 13:50-14:20 Roundtable Forum - Why Distributors Should Do Logistics in Transformation Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan 14:20-14:40 How FMCG Enterprises Leverage the Internet to Take Off - Xijiu E-commerce Operations Director Wang Hui 14:40-15:00 Detailed Explanation of Zhongshang Huimin's 'One Machine, Two Wings' Strategy - Zhongshang Huimin Vice President Su Xiaoxin 15:00-15:20 Category Value and B2B E-commerce Development Strategy - Yijiupi CEO Wang Chaocheng 15:20-15:40 Supply Chain Finance as a Lubricant for B2B Driving Traditional Business - 51 Order CEO Chen Xian 15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain - Zhanghe Tianxia CEO Yang Lixiang 16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecosystem - Quanshi Vice President Miao Dong 16:30-16:50 B2B Investment Principles and Ideas - Junlian Capital Vice President Zhao Mingwei 17:00-17:30 Roundtable Forum - Who is the King of FMCG B2B Models? Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin 17:30-19:30 Dinner For manufacturers and distributors who want to transform, this grand event is not to be missed. Interested friends can long press the QR code below or click 'Read Original' to register. Registration: Long press the QR code below or click 'Read Original' ↓↓↓ Click 'Read Original' [Register]