品牌管理实施手记之二(国外英文资料).doc

品牌管理实施手记之二(国外英文资料) I heard that in the case of some well-known real estate companies in Dalian, a real estate company CEOs want to give them a set of those well-known company system to see, I replied: first of all, I dont have those things, then the system is based on the culture and values of the product on the basis, from the the basis for the existence of, you just copy a system over there is no what value, of course, get some inspiration is possible. After listening to the boss did not speak. Later, in Dalian met the boss, he told me excitedly: Vanke, Zhonghai investment ah, ah, that they are integral to our system, it will make them integrated into our, ha ha. This time after I heard it, I said nothing. Learning benchmarking companies is correct, but how to learn? What to learn? The difference is very large. For management consultants, the best practice is to learn benchmarking, but these benchmarking firms are not limited to the real estate industry. Of course, learning the best practice in the industry is a good way to promote the development of enterprises, for example, Feng Lun shouted learning 170000 good example slogan. However, many China real estate enterprises, problems of all sorts of strange things, only a learning emerge in an endless stream, or several benchmarking enterprises is far can not solve all the problems. Furthermore, if the study is only limited to the real estate industry benchmarking enterprises, resulting in the real estate industry is only a game chasing each other, not only can not make the latecomers surpass competitors, challengers will not be able to achieve the goal of the real estate industry to become a leader. Vanke property management, that is, learning the Sony Corp outside the real estate industry, the essence of home appliance enterprises after-sales service absorbed into the real estate industry, by a latecomer into the industry leader. We provide customers with the means to identify and capture best practices that are n