| 摘要: | 消費性電子產業，在大陸的發展一直是競爭非常激烈。產業從原來代工發展到自創品牌，技術從山寨到自主創新，銷售從Me too的產品殺價戰到Life Style 的時尚品味的產品價值建立，大陸從全球工廠變成全球市場的時候，消費升級帶給市場的是一項消費革命。消費方式在改變，必然帶來銷售方式的改變。銷售法則一樣是那些原理但是渠道已經和以往大不相同了。所以如何更快的適應這個轉變，公司的戰略會因此改變，人才策略也要為此改變。
個案公司人才策略明確後，積極發展人才梯隊建立，每年大量招募年輕的同仁將公司人才年輕化，更適應消費性電子產業的銷售模式。從傳統的價格戰到現在已經漸漸脫離價格的束縛，建立品牌價值。從選人，育人，用人，留人並且每年盤點未來人才的缺口，經過幾年的人才梯隊建立，發展出公司獨特的培訓機制，同時給組織不斷的輸送人才。而公司年輕化的行銷創意更貼近消費者消費習慣的改變。藉由社群營銷的方式不斷的在社群創造話題，引發現象，直接或間接的透過意見領袖傳遞品牌理念，展現個性的時尚生活，並創造了公司的品牌溢價，提高獲利。
本研究採用個案研究法，藉由「斯巴達人才供應鏈」的模型檢視個案公司的人才策略及執行措施。探討個案公司的成功因素。經過資料分析和個案公司管理主管的深入訪談後，對於人才梯隊建立主要的原因提出三項結論。1.明確的人才規格；2.良好的人才發展制度；3.公平的考核制度；並且提出四項建議：1.加強人才留才制度；2.避免組織同質化；3.高階主管接班問題；4.未來創新之路；;The development of the consumer electronics industry in the mainland has been very competitive. The industry has developed from OEM to self-created brand, technology from copycat to independent innovation, sales from Me Too to the creation of the value of the fashion taste of Life Style products. When the mainland transforms from a global factory to a global market, the consumption upgrade brings a consumer revolution to the market. Consumption mode is changing, will inevitably bring the change of sales mode. The sales rules are the same but the channels are very different. So how to adapt to this change faster, the company′s strategy will change accordingly, and the talent strategy will also change accordingly.
After the talent strategy of the case company is clear, the company will actively develop the talent echelon and recruit a large number of young colleagues every year to make the company′s talent younger, so as to better adapt to the sales model of the consumer electronics industry. From the traditional price war to now has been gradually out of the fetter of price, the establishment of brand value. From the selection, education, employment, retention and annual inventory of the future talent gap, after several years of the establishment of talent echelon, the company has developed a unique training mechanism, at the same time for the organization to continue to provide talent. And the company′s younger marketing ideas are closer to the change in consumer consumption habits. Through the way of Social marketing, the company constantly creates topics and causes phenomena in the community, directly or indirectly conveys the brand concept through opinion leaders, displays the personalized fashion life, and creates the brand premium of the company and increases profits.
This study uses the case study method to examine the talent strategies and implementation measures of the case companies by means of the "Spartan talent supply chain" model. Discuss the success factors of the case company. After the data analysis and the in-depth interview with the management director of the case company, three conclusions are put forward for the main reasons for the establishment of the talent echelon. 1. Clear talent specifications; 2. Good talent development system; 3. Fair assessment system; And put forward four suggestions: 1. Strengthen talent retention system; 2. Avoid organizational homogenization; 3. Succession of senior executives; 4. The path of future innovation; |
