First, carrying forward the "Yichun" culture has a strategic supporting role for the development of Yichun tobacco.
At present, the tobacco industry is embarking on a new round of journey of "upgrading cigarettes", and clearly put forward the development goals of "532" and "46 1" famous brands. This goal not only accelerates the development of key backbone brands, but also defines the future trend and strategic pattern of the entire tobacco industry. When formulating the detailed rules for the implementation of the Twelfth Five-Year Plan, Jiangxi Yichun Tobacco made it clear that it should strive to promote the five key tasks of "marketing, monopoly supervision, internal supervision, basic management and team building" and strive to achieve the goal of sustained and healthy development of Yichun Tobacco. Facing the complicated economic environment, severe tobacco control situation and strict industry requirements, what attitude should Yichun Tobacco take to meet the challenge? The author thinks, first of all, we should take the propaganda of "Yichun" culture as the starting point, let all employees consciously form advanced values in line with the actual development of employees and enterprises, and let employees do the right things and do the right things driven by cultural concepts, and try their best to exert their potential. Therefore, it is necessary to further strengthen the propaganda of Yichun culture, innovate the propaganda carrier, and give full play to the "light and fire" function of corporate culture in leading the development of enterprises.
Second, "Yichun" cultural propaganda needs to break through the bottleneck
Bottleneck 1: How to achieve corporate culture and management work go hand in hand. At present, in the cigarette upgrading work, managers are under great pressure, especially when grass-roots units and employees complete the objectives and tasks such as monopoly management, sales network construction and basic management, they inevitably ignore the "soft management" function of corporate culture, fail to pay equal attention to business management and corporate culture, and fail to closely integrate with business promotion. Some people think that the construction and publicity of corporate culture should only be the business of the political work department, or think that the publicity of corporate culture is to engage in some cultural and sports activities, retreat too much, and pay no attention to the implementation of cultural propaganda.
Bottleneck 2: How to infiltrate cultural ideas into employees' conscious behavior. Excellent corporate culture ideas, if they don't take root, will only become slogans and slogans hanging on the wall. At present, employees are very familiar with the cultural concept of Yichun. The key is to talk about the coordination and cooperation between employees' ideology, thinking concept, value orientation and code of conduct and the needs of sustained and healthy development of enterprises, so as to achieve the cohesion and integration of people and enterprises, truly embody and implement them in all aspects of work, and "internalize" these qualities into conscious actions.
Bottleneck 3: How to scientifically assess the effect of cultural landing. As an important management means of enterprises, assessment is a key link to promote the implementation of specific work. How to establish a scientific evaluation mechanism so that grass-roots units and employees can correctly understand the relationship between corporate performance and corporate culture is one of the problems to be solved in the process of corporate culture communication. At the same time, the responsibilities and requirements of municipal bureaus (companies), county bureaus (branches) and grassroots outlets are different. How to make a reasonable layout, straighten out the corporate culture promotion system between levels, ensure the linkage between the upper and lower levels, and promote the overall progress also needs to establish and improve the evaluation system.
Bottleneck 4: How to establish a long-term mechanism for publicity and implementation. In grass-roots units, there is often a * * * problem, that is, corporate culture construction has a concept and a system, various recreational activities are held frequently, and cultural carriers are rich and colorful, but the activities are just for the sake of activities, and the results of the activities are not refined and summarized, resulting in nothing at the end of the activities. Tracing back to the source, this still lacks a long-term mechanism for promoting corporate culture. Therefore, it is urgent to break through the scientific and feasible long-term mechanism of cultural communication and promotion, and it is also urgent to promote corporate culture to take root.
Third, innovate the propaganda carrier to promote the "Yichun" culture to take root.
1. Play the role of "setter" of the "internal trainer" team. In all units and departments, a team of "internal trainers" of corporate culture is selected and established, and a "management system of internal trainers" is established to drive all employees to attach importance to and love corporate culture, actively participate in corporate culture activities, spread corporate culture concepts, enhance corporate team spirit and improve corporate cohesion. Continue to carry out the training of internal trainers, so that internal trainers can be familiar with the contents of Yichun culture, various rules and regulations of enterprises, business processes, etc. , improve the quality of internal trainers. Give full play to the "vanguard" role of internal trainers, carry out "Yichun" cultural publicity activities, covering all county-level bureaus (branches), grass-roots outlets, squadrons and departments, let employees attend classes by themselves, and colleagues around them publicize the corporate culture concept system, educate and infect employees with vivid facts of the enterprise, and stimulate their sense of identity with the corporate philosophy.
2. Classify and formulate the "Yichun" cultural communication plan. Corporate culture will show different needs and characteristics in different target groups. Therefore, starting from the characteristics and needs of different communication objects such as industrial enterprises, retail customers, consumers, tobacco farmers and internal employees, we should establish and improve the mechanism of collecting, sorting out and optimizing corporate culture cases on a regular basis, and use them flexibly according to different communication objects and themes to realize the continuous spread of corporate culture. For example, when introducing corporate culture to retail customers, it is difficult to arouse their interest by simply instilling ideas. It is easier to arouse their interest in Yichun culture by telling stories, especially for industry practitioners or retailers to tell real people and stories around them. Within the enterprise, we can give full play to the role of various publicity platforms, make use of local area networks and internal publications, create a good corporate culture atmosphere by means of opening columns, making special topics, shooting promotional films, etc., and interpret Yichun cultural framework system in an all-round way through a large number of words, legends and videos.
3. Enrich cultural theme activities. Summarize the publicity of corporate culture in stages on a regular basis, and organize and plan some activities that are conducive to the publicity of corporate culture. In all kinds of activity carriers, it is not just for the sake of activities, but to combine corporate cultural activities with production and operation for dissemination and promotion. For example, developing outward bound training to enhance team spirit, conducting speech contest to improve mental state, carrying out cultural and sports activities to enrich business life, and carrying out knowledge quiz to improve professional quality and so on. Activities should be planned in advance, evaluated in the process, and given feedback afterwards. The focus is on the formation of ideas and the implementation of behaviors, and the effect of activities should be tracked afterwards.
4. Use VI logo to convey cultural ideas. According to the requirements of VI identification system of State Bureau, unified identification of images including main buildings, infrastructure, websites, business cards, watch cards, postcards, office supplies, car bodies, etc. will be implemented, and all-round visual communication will be carried out, and abstract concepts such as "Yichun" cultural concept, enterprise spirit, enterprise goal and enterprise management concept will be transformed into concrete symbols, so as to enhance communication and appeal and improve the acceptance of customers and employees.
5. Standardize the professional behavior of employees. According to the specific requirements of the industry code of conduct, formulate and promulgate the code of conduct for employees in line with the actual situation in our province, so as to standardize the behavior of all employees, further improve the quality of employees, and enable the vast number of employees to gradually realize the change from demanding me to serving, from strengthening the awareness of service concept to consciously implementing service behavior. For example, in the work of monopoly personnel, teamwork is needed, so it needs to be refined through systems and norms, so that monopoly inspectors can consciously realize teamwork and cooperation in specific work practices and actions such as market supervision, counterfeiting and network disconnection.
6. Establish and improve the "corporate culture evaluation system". Combined with the assessment indicators of the National Bureau, we will decompose and refine the cultural assessment indicators of units at all levels step by step, and promote the study, deployment, inspection and assessment of corporate culture and corporate management of all units. As the leader of enterprise production and operation, prefecture-level companies are also the organizers and instructors of enterprise culture construction. When assessing the corporate culture propaganda of municipal companies, it should include whether to formulate annual plans for corporate culture construction and medium-and long-term development plans, and whether to implement unified signs such as architectural image, table cards, post cards, office supplies and vehicles in accordance with the relevant standards and requirements of China Tobacco Visual Identification System. County-level branches are the implementation departments of corporate culture construction, and their cultural management assessment system should include three aspects: customers, employees and corporate management performance, and indicators such as customer profitability, customer satisfaction, employee personal behavior, corporate management performance and management status should be included in the corporate culture management assessment system. Of course, the setting of corporate culture management assessment system is not static. According to the different needs of different stages of enterprise development, we should adjust the assessment indicators in time and pay attention to the coordination between the personal growth of employees and the development of enterprises.
7. Mobilize employees to work together. An important way for cadres and workers to directly participate in management is "working together", which is an effective means to establish employees' "master" consciousness. Mobilizing the enthusiasm of cadres and workers to participate in management, if the democratic management and communication mechanism are not smooth, will greatly affect the enthusiasm and mental state of workers. It is necessary to implement the functions and powers of the workers' congress by establishing the system of workers' congress, and improve the system of democratic participation, democratic decision-making and democratic supervision based on the workers' congress. Establish an "employee proposal reward system" to encourage employees to put forward "golden ideas" for enterprise management, production and operation. Once adopted and applied, give employees certain rewards, which not only promotes the development of enterprises, but also inspires the morale of employees.
(Wang Yang, Jiangxi Yichun Tobacco Monopoly Bureau)