Management examination questions: analyze the reasons for Gome's success. Where is Gome's management innovation reflected? What's the revelation?

On the basis of absorbing the successful experience of international supermarket chains and combining the characteristics of China market, Gome has gradually established the business strategy of "building a national retail chain network". I. Initial stage (primitive accumulation stage) This stage began with the opening of Gome's first small shop in zhushikou, Beijing with an area of about 100 square meter in June 1987, and ended with the landmark event of Gome's chain operation in Beijing in June 1992. All the stores were named "Gome". In a short period of five years (1987- 1992), it can be said that Gome has completed the initial primitive accumulation stage, laying a solid foundation for the development and growth of Gome's empire in the future. In the initial accumulation stage of Gome, there are two major events worthy of our attention. These two events not only directly led to the successful completion of Gome's initial accumulation stage, but also had a far-reaching impact on its future development and growth. First, 1990, Gome took the lead in innovating the supply and marketing model in the household appliance circulation industry, breaking away from middlemen and directly contacting manufacturers to engage in underwriting. This incident reflects the unique vision of Huang Guangyu, the pioneer of Gome, and also establishes a golden principle for the development and growth of Gome: "Insist on only retail, not middlemen, and take the road of small profits but quick turnover." Due to the increasingly fierce competition in the home appliance market, the decline in product unit profit can be said to be the general trend. As a retailer, Gome has avoided the middleman link and directly become the link between suppliers and consumers, which can certainly save a lot of intermediate circulation costs. At the same time, Gome's business philosophy of small profits but quick turnover will benefit consumers, thus making Gome stand out quickly in the fierce competition in the home appliance retail market. Bypassing middlemen, facing suppliers and consumers with small profits but quick turnover, consumers can save costs and quickly occupy the market, thus forming a virtuous circle business model, which has formed Gome's initial strong development momentum and a "logistics business" business model with rapid flow of commodity funds, and runs through Gome's future development. The second important event is that Gome took the lead in publishing an advertisement for quotation in Beijing Evening News 199 1, which created a precedent for sewing advertisements. Because Gome abandons the middleman route, in order to get goods from suppliers at more favorable prices, it is necessary to greatly increase the sales volume of goods, thus improving the capital turnover rate. However, although Gome has obvious price advantage after eliminating middlemen, how to make its price advantage known to consumers? Under the background of the home appliance seller market at that time, Gome was able to introduce commodity price information advertisements in neglected newspapers with a leading and excellent vision, as a modern marketing means to guide customers' consumption, and walked out of the traditional mode of sitting in stores, creating good conditions for Gome's healthy capital circulation, seizing market share and forming brand advantages, and also successfully completing the initial stage of Gome's original accumulation. From 65438 to 0992, Gome first operated in Beijing and named all its stores "Gome", which marked the formation of Gome brand and Gome gradually entered the expansion stage. Second, the smooth completion of the initial expansion stage (out of the base area and all over the country) has enabled Gome to survive in the competition in the home appliance retail market and meet the fierce competition in the future home appliance buyer market with a higher starting point. The smooth expansion stage that Gome entered from this can be said to have given Gome a second life. 1992 with the establishment of Gome's chain business model, Gome entered the stage of expansion preparation. 1996, with the strengthening of the competitiveness of domestic household appliances industry, Gome adjusted its main business structure and shifted its business focus from imported household appliances to domestic household appliances, which opened up space for Gome's market expansion. 1998, Gome summed up its experience and issued the Gome Management Manual, which unified the chain management of the company, similar to the "Wal-Mart Code" of Wal-Mart, a world-famous commercial and logistics enterprise, and provided institutional guarantee for Gome's national expansion. With July 1999, Gome went out of Beijing for the first time and opened two chain stores in Tianjin, taking the first step of strategic expansion. Although Gome's first attack was strongly resisted by the top ten local businesses, the result was that Gome's popularity was greatly improved and it was amazed by the industry as "Gome phenomenon". Since then, Gome's expansion has been out of control. Although Gome has more than 200 stores and even extended its reach overseas, it can be said that the expansion stage of Gome has not stopped so far. Gome has always regarded "small profits but quick turnover" as the only mode of operation, but "small profits but quick turnover" and "small profits but quick turnover" are not a simple causal relationship, but mutually causal and conditional. "Small profit" will inevitably promote "small profit", and only "small profit" can survive under the condition of "small profit" and maintain the price level of "small profit". Therefore, the expansion of scale can be said to be the second life of a commercial logistics enterprise like Gome. Only by expanding the scale can we seize market opportunities, establish brand position, increase sales and have bargaining chips with suppliers. Third, the stage of development (laying a solid foundation, improving management and forming a model) Since 1992, Gome's expansion stage has never stopped, and Gome's own market positioning, management quality and business model have also made great progress. The expansion of enterprise scale is directly proportional to the difficulty of its operation and management, and even enlarged. Therefore, at the same time of scale expansion, the development of independent business model is a necessary guarantee for enterprises to expand without disorder, tension and order. Gome entered the stage of scale expansion, but also entered the stage of laying a solid foundation, improving management and truly forming its own business model. Looking at the development stage of Gome, we can see three main lines of development: First, the deepening and development of market expansion: 1996, Gome adjusted its main business structure, from the previous pure operation of imported goods to domestic and joint-venture brand household appliances, which enabled Gome to quickly adapt to the transformation of market product structure and seize market opportunities; In April 2002, "Gome 2002 Air Conditioning Fashion Conference" was held in Beijing. Chinese and foreign air-conditioning giants gathered together, and manufacturers joined hands to create "Gome Gold Air Conditioning", which made Gome occupy the commanding heights in the local air-conditioning market. In July 2002, the "China Mobile Phone Summit Forum" hosted by Gome was held in Beijing, which established Gome's leading position in the mobile phone retail market. In September 2003, Gome was rated as "Top Ten Mobile Phone Stores in China" by the Ministry of Information Industry. In February, 2004, Gome launched "Rainbow Service" and formed a service alliance with well-known home appliance manufacturers such as Haier, Hisense, Kelon and Xinke, which initiated the live TV broadcast of commercial activities in China and made Gome's market brand deeply rooted in people's hearts. In April 2004, Gome officially announced its entry into the audio-visual field, and "Eagle Plan" of "spending 500 million yuan to build 5,000 boutique direct stores nationwide in the next five years to become the largest chain retailer of audio-visual products in China"; In June 2004, Gome held a press conference in Beijing, announcing that Gome will build 200 professional digital chain stores in 2004 and 65,438+0,000 professional digital chain stores in the next five years. The sales of Gome's digital products will account for more than 20% of the total domestic sales, making it the largest digital and communication chain retailer in China. From occupying the commanding heights of the air-conditioned mobile phone market to advancing into the audio-visual and digital markets, Gome has continuously explored and occupied new market areas, conforming to the overall metabolism of the market, thus fundamentally maintaining Gome's profitability and vitality. The second main line of Gome's development stage is its development in market management, including the establishment and development of market brand advantages, the strengthening and deepening of after-sales service advantages, and the establishment and development of market price advantages through the combination of Lian Heng and tit-for-tat with suppliers. For example, 1999, Gome introduced 80km free delivery, elevator-free service, 800 free consultation telephone, customer files, telephone call back, factory warranty and other service measures; In July, 2000, Gome, on behalf of the household appliance circulation enterprises, took the lead in issuing its own voice against the price limit of the color TV summit, and launched special color TVs in stores in Beijing, Tianjin and Shanghai for several consecutive weekends, forcing members of the color TV summit to dive in Gome one after another, making merchants not only the executors of commodity prices, but also the masters of prices; 200 1, 1 1, Gome launched a large-scale service activity-"Gome service project" in various branches across the country. On June 5438+ 10, 2002, 23 Chinese and foreign home appliance CEOs, including CEO Ni of Changhong, General Manager Guo of Xoceco, and President BoFallon of Siemens China, gathered in Gome to participate in the "New Year's New Home Appliances Recommendation Meeting" and signed their names to sell their machines. And so on, all of the above are concrete manifestations of the successful development of Gome's market management. If the expansion of market content is to improve the market share of enterprises and ensure the quantity and energy of enterprise development, then the development of market management is to fully tap the market potential in depth and lay the foundation for enterprises to form their own unique competitive advantages in the fierce market competition. The most important thing in Gome's development stage is the development of enterprise management system. The management quality of the enterprise itself determines whether the enterprise can develop healthily. Without a healthy and scientific enterprise management system, the expansion of scale and market can only be a castle in the air. In the past decade, Gome has made great progress in management mode. From the establishment of chain operation mode in 1992 to the release of Gome Management Manual in 1998, the responsibilities of each post were clarified and a relatively perfect chain operation management framework was established. Then, in February, 2000, Gome revised the management manual, so that the 330-page manual combined the successful experience of advanced chain enterprises at home and abroad and the practical experience of opening stores in Tianjin and Shanghai, and refined the road of chain operation. 200 1, Gome connected the Operation and Management Manual with ISO2000, making it more in line with the needs of modern enterprise development and becoming the fundamental law of Gome, thus making the establishment, operation and management of chain stores have rules to follow and greatly saving the management cost of stores. Thank you.