Self Renovation Journey Of Private Enterprises

The two venture has been talked about for many years, and the state owned enterprises are struggling to seize the opportunity of listing. They have been pformed from a down to earth shelf into a stock market weathervane, while private enterprises can only find a place on the edge of the growth enterprise board and the motherboard.

What is more, local governments have played a bad role in promoting the two important businesses of private enterprises.

However, when the private enterprises have gone from the unknown Cinderella to the beautiful local economy, the government officials can no longer sit still, as if they want to make up the old accounts that have been left out for many years.

No policy to the policy, no funds to guarantee, private enterprises become many local governments to attract investment.

For example, in Hefei, where the author is located, the BOE and Rongsheng heavy industries have invested tens of billions of dollars in the start-up period. They have repeatedly stressed Hefei's superior position, qualified technical workers, cost advantages and scientific research strength. But according to my observation, what they value most is the local government's investment commitments at all costs and the loosening of bank loans.

The profit model of a startup may be mistaken and wrong. Anyway, we are all blind people, and whoever can adjust the direction early in the mistake will have the opportunity to win.

Nowadays, many strong players have taken advantage of the position. The unique strategy has become a new driving force for the development of private enterprises. Without a unique profit model, the core competitiveness will always be empty talk.

As for the topic of private enterprises, this article is already third articles. The first two papers are about the question of the profit pattern and the four major strategic diseases of the profit pattern. I want to start from the five largest business of two times.

1. Read industry benchmarking enterprises.

After the growth of private enterprises, they will become an important member of the industry. Whether they are interested or not, customers and related parties will expect you to learn to catch up with benchmarking enterprises.

Industrial products are a big industry, but interpersonal circles are relatively narrow. They do not see their heads up. They are familiar with famous enterprises.

When the two venture starts, the steward of private enterprises will secretly regard the leading benchmarking enterprise as their catch up goal.

Benchmarking is a concept and way of growth in the era of lean manufacturing. Under the condition of clear industry structure and obvious advantages of leading enterprises, this anatomic factor learning method can clearly catch up with the target and facilitate the operation mode.

Nowadays, the competition structure has changed greatly, and the way of factor combination is also complicated. If we want to decompose the successful experience of benchmarking enterprises into several quantitative elements, it is almost impossible to do so.

Moreover, benchmarking companies will not pursue a full coverage strategy. They must stay ahead in several dominant market segments and abandon or random strategies in vulnerable sectors.

If a relatively backward enterprise chooses the same positioning strategy and operation mode, it means that when it is not strong enough, it will launch a fierce frontal attack rashly, and lose more, win less and lose the game.

Therefore, if private enterprises want to catch up with benchmarking enterprises, especially those multinational corporations, they must make more efforts in strategic interpretation, and ask themselves: what is the strategic continuity of benchmarking enterprises? What kinds of counterattack or self-protection measures are they most likely to adopt when they are hit hard? Is there anything special about their strategic communication and decision making? If they react excly to their actions, how should they cope with them?

These problems are a new enterprise. When facing a strong opponent, they must think ahead and be prepared in advance. They can't think of playing cards first and then move on according to their opponent's actions.

Sometimes a good match is a chance. If you miss it, you will never come again. The rest can only be passively beaten.

2. Look at familiar organizational processes from a strategic perspective.

A manager can directly manage a good target of not more than 9 people, but most of the industrial enterprises are numerous, and the management level is more complicated.

Due to the different assessment criteria, there is a great difference between departments in looking at the same problem, not to mention the larger scale of the two undertaking, and many entrepreneurs follow most of them.

The simple instruction workflow is often rejected by the Department, and the conflict between departmental interests and the overall interests of the company is no longer a matter of concern.

Everyone wants to do good deeds, but how can they be so contradictory? In a word, the organization structure, operation process, assessment criteria, decision-making mechanism and incentive measures are not in harmony.

The boss's personal charm stays in the small circle of the entrepreneurial team, and many new employees can only hearsay his entrepreneurial legend.

The company management is mixed with rigid system and self conscious double standards. It is a bit of the taste of domestic law: the law is the key link, the human relationship is the foundation, and things are vague and discretionary.

Each senior manager has different understanding of the company's strategy, task and value, so the way to deal with the same problem is similar to the court.

The two venture is greater than spontaneity, which is reflected in strategic operations.

The entrepreneurial team headed by the boss must first solve the problem of the development of the company. It can no longer be the same as before: draw a circle around it and then drill in it to find opportunities for development.

The company's resources for the two venture have already embraced many more affiliates, and are also being grabbed by more fierce competitors.

The high-quality suppliers, excellent employees, financing environment, customer acceptance and policy support from the upstream have become the resource guarantee for the two successful start-up of private enterprises.

Without an excellent strategy, these stakeholders will not be easy to help.

The private enterprises in the industrial sector must rise from the development strategy of self cognition to the strategic insight of benchmarking enterprises and the grasp of the development of the industry. That is to say, the enterprise strategy is not a single set, but a complicated three strategic combination of internal and external integration.

Domestic industry data is incomplete, content reliability is not high, the process of strategic formation can only learn from some relatively credible data, more of the industry and the opponent's depth of speculation and calculation, a little bit of the Communist Party defeated the Kuomintang's great sense of courage.

For private entrepreneurs, it is right to be enthusiastic about MBA learning, but we should know that strategy is a kind of accomplishment, a state of life, and it is not enough to throw away the worries and gains and losses. Wisdom and courage and perseverance are the new beginning of the strategic realm.

3, implement the bottom line method of brand marketing and technological innovation.

The conservative group represented by Dr. Jiang Ruxiang advocated that the Pearl River Delta enterprises should bypass the brand marketing of the Hidden Reef, and floated to the enterprises the direction of grasping the market orientation and controlling the waste.

Dr. Jiang has no experience in the enterprise. He does not know that the market awareness of private enterprises is the strongest. Even those OEM factories in the Pearl River Delta have a clear understanding of the dynamics of the upstream and downstream. They think that their idea of being isolated from the world is not superficial.

The birth and growth of private enterprises is the product of market development. The most important thing for private entrepreneurs is market awareness.

Production waste of private enterprises has been very small. Factory management experience from Japan, Hongkong and Taiwan to the coast has been pure. It is like a dry towel, and it can't get out of water anymore.

It is a waste of management, which seems to be the reason why the internal management is not strict and not meticulous. The main reason is the success or failure of external marketing.

Therefore, whether it is open source or throttling, there will be no two way out of the market and lost in the market.

Brand marketing has made private enterprises suffer enough losses, often with love and hate.

Statistically speaking, most private enterprises are still eager to make quick gains and gains. Brand marketing itself is a way of strategic operation, not a short-term project.

Therefore, money has been thrown out immediately to be effective, either by the planning company or by the trap itself.

And technological innovation is often a simple doctrine, and then put on their labels to fund and support.

Many years ago, a well-known chip hero in Shanghai took Motorola's chip with his own logo, and he applied nonsense to the national invention patent. As a result, the fox's tail appeared on the spot because it was too fake.

The bottom line method of brand marketing and technology R & D is not just a response to the government's call, but a management method of marketing budget. Only when the quota is rigidly specified in the annual budget, can the resources be guaranteed in execution.

But one thing is that this budget can not be regarded as a small Treasuries and misappropriated when funds are tight.

The bottom line approach is like an educational insurance for children who do not get rich families. As long as the money on hand is a little bit richer, there is a lot to think about the future.

Are private entrepreneurs not the same as their own children? {page_break}

4, carry out personalized reengineering of boss's work tasks.

After coming out from a purgatory of entrepreneurship, all the bosses and teams of private enterprises are Sun Wukong. Wu Yi is strong, courageous, and energetic.

However, after all, it is psychological and old, and the passion is still there. Only the disposition of most things will compare with the successes and failures of the past. Is this prudent? How much of a mistake that has gone wrong to make it to the present day? Is it purely due to luck and personal ability?

The owners of the two start-up enterprises have stronger desire to control the enterprises, and they are always unsure of newcomers and newcomers. The more they understand the strategic risks, the less confidence they will have to empower them.

The foundation industry, which has been through all kinds of hardships and hard work, is now operating carelessly by these foreigners. It really makes the bosses fear.

If the company's strategy is properly deployed, the boss still has some interest in going out with the stakeholders. Otherwise, he will not be able to manage the household chores all day long.

This is the biggest feature of private enterprises: the roles of owners and managers are combined into one.

Is it successful or successful in its strategic vision or in the success of management and management? Many entrepreneurs believe that they are successful.

Actually, otherwise, Bill Gates's success and failure is a vivid management lesson for the domestic private enterprise boss.

Of course, our private enterprises do not have to learn everything from foreigners. The deep feelings of the boss of a private enterprise to the enterprise can still produce energy different from ordinary people as long as they match their existing abilities properly.

The key is how to evaluate the boss's existing strategic literacy and management ability.

Psychological test, professional skills test, strategic literacy assessment, pediatrics too, private enterprise bosses are not professional managers, he is a growing up in the bullets, Li Yunlong, not very formal way of fighting, but can repeatedly build outstanding achievements.

This self-confidence led them to despise sissy's management terminology and careful calculation. They believed that as long as they dared to speak, they could win the enemy and win the battle.

But it is true that Li Yunlong's failure is doomed to a considerable strength and positional battle.

Therefore, we should appropriately separate the boss's personal capabilities and business management needs, and tailor his management tasks for the boss.

If you are good at technology, be a technical vice president or chief engineer. The position of the general manager should be given to other more competent comrades.

The author is a leading electronics company in the past. The boss likes and excels most in technology research and development, but he does not want to "lose" the general manager.

Deputy chief told him about strategy and management, but he kept talking about the R & D strategy of the enterprise, and many important and urgent matters were stranded.

He learned to learn the beauty of the group, he began to become a group strategist ten years ago, travel industry and government departments, as observers and strategist in the status of participation in the board of directors and major business activities of the company, the great success of the United States is indispensable for his role adjustment.

To some extent, Liu Chuanzhi, Zhang Ruimin and Ren Zhengfei play the role of the spiritual leader of the industry. The concrete operation has long been handed over to the general manager who is more capable than himself.

Of course, like Jack and Welch, bosses have to learn to pick successors and help them get a lift.

5. We will carefully build an elite Association for major decisions.

Now, many companies have normal boards of directors, and the role of independent directors and supervisors is obvious and important.

But it is not enough, because the industry background of the members of the board is too deep. Everyone's views have been well known and infected each other in the long term communication. Major decisions will often be successfully ended in a small argument and a great harmony.

The value chain of large and medium-sized private enterprises has become longer and the list of stakeholders has also become longer.

The major decisions of enterprises have surpassed their own interests and are directly related to many value chain links.

Therefore, the elite will be divided into three times: the Standing Committee of the board of directors, members of the board of directors and observers of the board of directors, etc., responsible for decision-making, decision-making and strategic management proposals respectively.

It is only the beginning to open wide to the words, to bind everyone's interests together, to integrate the wisdom of all people, and to collide different opinions with strategic new insights.

The Standing Committee of the board consists of at least a member of the company.

The single entrepreneurial shareholder team accommodates the "outsider" shareholders of venture capitalists, group shareholders, funds, and so on.

The board members are internal and external partners such as high management, excellent suppliers, distributors and big clients. They have no identities as shareholders, but they have personal feelings and suggestions for the development of industries and enterprises, and this thinking is accompanied by real action, which happens every day.

Their thoughts and actions are the most reliable nutrients for major decisions. Without their nourishment of wisdom, the strategic decisions of the board of directors can only be a few people's judgments and empty logical deduction.

From the Standing Committee of the board of directors to the board members, the idea of the decision-making process has collided more, but it is not enough.

Because people are mostly in the industry, and people who are familiar with the industry are easy to identify with each other.

A large number of single thinking is often the most dangerous.

Sometimes truth is in the hands of a few people, and this group of people is not always a complete industry.

For example, industrial product marketing consulting experts, they know more about industrial products, but it is difficult for a subdivision industry to be as deep as business managers. Will these fundamentally affect their professional judgement?

Do not know the true colors of Mount Lu, only in this mountain.

For a long time, it is more necessary to work hard in an industry, and those who need to know their own industries and are not completely caught up in the "half" profession.

They can provide fresh and original strategic insights, jump away from the structural thinking of daily trivial management, reinventing the vitality and methods of management processes from another angle, and take the company's acceptance of major decision making initiatives from the perspective of customers.

A large number of people are just appearances, and the gathering of more deep wisdom and fresh strategic insights is the essence of the elite society.

Writing here, I think of Peter's best selling book, "Five Disciplines" written many years ago.

It is said that before he officially published the book, he flew to Taiwan to consult Nan Huai Jin for managerial wisdom.

Nan Huai Jin is a master of Chinese studies. He can never be guided by his scholarly wisdom such as Confucianism and Buddhism, because he has never run an enterprise.

And what he gave to Peter, Shengji, is bound to pcend national boundaries, ethnicity and culture.

Is Confucius the first to realize the dialectical relationship between strategy and tactics?

I believe in the philosophical value of this sentence when we are standing on the big end but not moving.

Owners of private enterprises, the two business need more is to break through the five systems of mentality and face the profit making mode of private enterprises. Are you ready to hit the road?