The economic crisis is a severe survival test for both large and small enterprises. As a result, many companies have started transformations and upgrades in their structures. They focus on improving internal capabilities, seeking ways out of difficulties, and continuously strengthen themselves through various means to enhance their immunity. They make constant adjustments and improvements in standardizing processes, strengthening management, implementing details, reducing costs, increasing efficiency, and minimizing risks. In response to the sudden and tumultuous economic crisis, they seek directions for expansion. They hope to exhibit strong survival instincts and innovative survival wisdom amidst this storm-like misfortune. By actively adjusting and adapting, they highlight their extraordinary qualities and demeanor as true survivors, which is very commendable.
For small and medium-sized enterprises (SMEs), outsiders may perceive them as having weak risk resistance capabilities, like a small boat in the vast sea, always at risk of being capsized and swallowed by the waves of the economic crisis. However, as long as they are good at enhancing themselves, staying calm, stabilizing their mindset, firming up their stance, and proactively using innovative thinking and changing methods, they can also carve out their own space.
Not long ago, the World Business Journal published an example of how a Japanese company actively adapted when facing difficulties. This really highlights that there are no sluggish markets in this world, only a lack of unique methods and discerning eyes.
Japan's SB Company produces curry powder. For a period of time, the company's products were unsold, piling up in warehouses without being sold. The company was on the brink of bankruptcy. The management tried every possible promotional tactic, but after exhausting all means, sales still did not improve. Even after three managers were replaced, the fourth manager, Tanaka, could not find a solution.
The employees all understood that the reason the product wasn't selling was because customers were unfamiliar with the SB brand, making it difficult to notice the product. Curry powder wasn't a scarce commodity; the market had both imported and domestic varieties in abundance. To get people to turn around and buy their curry powder seemed like a pipe dream.
The company's sales continued to shrink, and its funds dwindled day by day. Without sufficient funds, launching a large advertising campaign was unrealistic. But if they didn't take a desperate gamble on advertising, it would be tantamount to sitting back and waiting to die. What kind of advertisement should they do?
One day, Manager Tanaka was flipping through a newspaper in his office when a piece of news caught his attention. The news reported that workers at a hotel had gone on strike, and the media had tracked the story. After the strike was resolved satisfactorily, the hotel resumed operations, and what was once a struggling business became unusually booming. In Japan, labor-capital relations are generally harmonious, so when strikes occur, they become hot news.
Tanaka, while reading, suddenly had an idea...
If they were going to act, they would do something spectacular. After much thought, he secretly summoned a few key members, closed the door, and gave them detailed instructions... A few days later, several major Japanese newspapers, such as Yomiuri Shimbun and Asahi Shimbun, published an advertisement that read: "In order to increase the product's fame, we have decided to hire several helicopters to fly to the snow-covered summit of Mount Fuji and then sprinkle curry powder on the mountain. From now on, what we will see will not be the white Mount Fuji, but the golden..."
This was a piece of news that shocked all Japanese.
As soon as SB Company's advertisement was published, there was a nationwide uproar. Many people found such language unbearable and criticized SB Company fiercely. Originally unknown, SB Company became the target of public criticism across newspapers, television, radio, and other media for several consecutive days. Some even declared that if SB Company dared to act recklessly, they would ensure its downfall!
Amidst the wave of public condemnation, SB Company's name became widely known. On the eve of the day mentioned in SB Company's advertisement for sprinkling curry powder on Mount Fuji, the newspapers that originally published SB Company's advertisement issued a solemn statement from SB Company: "In light of the strong reactions from all sectors of society, our company has decided to cancel the original plan to sprinkle curry powder on the summit of Mount Fuji..."
After all this commotion, everyone in Japan knew about a curry powder company called SB Company, and they perceived it as a company with extraordinary strength and substantial financial resources. Many small vendors flocked to SB Company, vigorously promoting its curry powder. For a time, SB Company's curry powder became a best-selling product.
Manager Tanaka's brilliant move saved the company, and currently, the company holds a 50% share of the domestic market in Japan.
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This article comes from:
-- December 4, 2008