Think about your biggest problem, whether it’s work, family, or something else. It doesn’t matter what it is, just think about your most challenging, troublesome problem right now.
Now, I want you to ignore this question.
You may think this suggestion is outrageous, but will it help solve the problem?
The peak season for the furniture manufacturing industry is often in November and December, so manufacturers want to stock up on goods for this year-end event. But the problem always lies in inventory – as more and more goods are stored, many furniture companies mistakenly believe that they need to build larger warehouses.
The way to solve this problem is to ignore it.
I know of one furniture manufacturer that encourages retail stores to store extra goods on-site.
The effect of this is very good, not only avoiding the trouble of building additional warehouses, but also allowing the retail store to increase sales during other periods in addition to year-end sales.
The success of this furniture manufacturer was that he judged from the beginning the mistake that ordinary furniture manufacturers tend to make-thinking that a larger warehouse needs to be built.
Why do we need to build bigger warehouses?
The answer is: retailers are still selling their inventory and not ordering in advance.
The very next question is: Why don’t they want more inventory?
Ask until you find the real problem, then fix it.
I often work with CEOs from all walks of life who often insist that they have discovered the root of the problem, but in fact they are just wasting time and money on the wrong things.
It’s like being in a car repair shop and having to ask if the car that hit you on the road was a Chevrolet or a Ford. So what if you know what kind of car hit your car? This is rear-view mirror thinking. The first priority is to go to a repair shop to get checked out and try to fix the car.
Skip the rules
I once worked with an executive who was in charge of a tractor dealer network, and he said he wanted to change the sales mindset of dealers who were content with the status quo. Customers come in to buy tractors or harvesters, and they sell them to them; and he wants to encourage dealers to sell solutions to problems—such as data analytics and other problem-solving technologies that can accurately monitor production data. , letting farmers know which fields have the best harvests.
But the problem is that no matter how much the company urges, dealers are only content to be order takers without ambition.
After I learned about their salary structure, I realized that most of the original dealer’s income comes from commissions for selling equipment, and only a small part comes from comprehensive solutions to technology-related problems, because their value can only be achieved when they are used. reflected in the process.
This points out the real problem: not the company’s own system, but the salary structure. Dealers should be rewarded for providing customers with solutions to their problems, rather than just having them sell tangible goods. In this way, the company’s performance will improve significantly.
In African countries such as Rwanda, most of the population is located in remote rural areas, making it difficult for residents to obtain adequate medical services and other important supplies. However, road construction is not only time-consuming but also extremely expensive.
The African government adopts the bypass method and connects remote villages through drones, thereby skipping the problem of road construction.
In addition, African governments want their citizens to use cheap smartphones, skip the need to build physical banks, and use learning software to make up for uneven education levels.
This is the basic concept of the Law of Skip: skipping over a specific problem, trouble, or obstacle. This is another process of breaking conventional concepts.