It is said that it is easy to start a business but difficult to do business. How to face adversity?

In the face of adversity, what enterprises can do is to seek change in adversity. Improving production efficiency and quality of products and services is the best way for enterprises to seek survival, development and success in the ever-changing environment. Improve production efficiency and reduce labor costs. You can use high-tech methods, or you can use methods that do not need to increase investment and equipment.

First, by improving the quality of employees, we can conduct comprehensive training for employees, change their work skills and improve their work skills. When employees have higher quality and better business operation ability, they can finish their work more efficiently; Second, improve the workflow; This will determine the optimized workflow. An optimized workflow can shorten working hours and reduce unnecessary waste in production, thus reducing production costs and improving production efficiency. Third, long-term cooperation with upstream suppliers to establish long-term profitable partnerships. This is an important embodiment of integrating supply chain resources, and it is also a method strongly advocated by many scholars in the modern economic environment. In particular, production enterprises can greatly reduce the cost of raw materials and establish stable cooperative relations by establishing long-term cooperative relations with suppliers. This is manifested in two aspects: 1. Enterprises send company commissioners to help suppliers improve efficiency, so that suppliers can produce products with higher quality or even lower price, so that enterprises and suppliers can benefit at the same time and obtain low-cost raw material supply, achieving a win-win effect; 2. Enterprises can improve production efficiency and reduce costs through professional consulting companies, and even help them establish long-term profitable relationships with suppliers. How do enterprises make moves in the face of difficulties —— Lang Xianping and Shishi entrepreneurs talk about getting out of the predicament. Editor's Note: At the end of last year, Professor Lang Xianping, a famous economist, gave a speech on the theme of "Winning the Future with Pulse Crisis" to the local government and business representatives at the Exhibition Center of Shishi Clothing City. Lang Xianping made a macro analysis of the small and medium-sized enterprises in China, especially the traditional manufacturing industry, which was affected by the American subprime mortgage crisis, and put forward micro countermeasures, and then put forward suggestions on how China's manufacturing industry could survive the "cold winter" under the attack of this cold current, and had a dialogue with the famous entrepreneurs in Shishi textile and garment industry on the current enterprise difficulties and how to break the situation. The main contents of this excerpt are published as follows, which may be beneficial to the development of Hangzhou textile. I. Speech by Shishi entrepreneur: 1, Wang Yanzhu (Chairman of Gage (China) Weaving and Dyeing Co., Ltd.) The global financial crisis triggered by the subprime mortgage crisis in the United States has a great impact on China, because the United States is China's largest trade exporter. Due to the reduction of export tax rebate, the export of many processing enterprises has dropped sharply or even stopped production. Although the country later raised the export tax rebate rate for the textile and garment industry from 1 1% to 14%, it could not reverse this passive situation at once. However, this does not mean that there is no hope for manufacturing. As far as Shishi is concerned, GDP still keeps growing. This is not to say that the short-term advantages of individual enterprises or places are contrary to Professor Lang's concept of crisis, because the "cold winter" has not yet arrived. The severe test is in 2009, but I still have the confidence to overcome the difficulties. "Only sunset enterprises, no sunset industry". If I don't have confidence, how can others save me? ! ? 2. Lv Peirong (Chairman of shishi city Emperor Group) Due to the combined effects of many factors, such as rising domestic labor costs, appreciation of RMB, rising prices of raw materials and so on, the living space of small and medium-sized domestic manufacturing enterprises has been greatly squeezed, many enterprises are underemployed, the domestic demand market is relatively depressed, and their sales have been affected to varying degrees. And our enterprise, facing the unfavorable international and domestic situation, is also doing its best. Our Yuanda Group is a diversified group company, covering the textile and garment industry chain. We completed the technical transformation ahead of schedule, attached importance to brand building, and maintained a profit and tax increase of 9% compared with last year. The global financial turmoil triggered by the subprime mortgage crisis in the United States has a great impact on China's foreign trade exports. As far as the enterprises themselves are concerned, the orders for OEM processing of international brands have dropped sharply, and the export of fabrics alone has decreased by 70%, but the number of independent brands has increased instead of decreasing. Through business expansion, domestic sales have increased relatively. Because of the technical transformation in advance, shoes and luggage fabrics have made new breakthroughs in research and development, which makes up for the loss of foreign orders. ? However, the financial crisis has hindered the development of enterprises, and banks are reluctant to lend, which has led to the slowdown in brand building and market network terminal construction. It is hoped that the local government will do practical things for enterprises, help enterprises to carry out technological transformation and financing, and help Shishi private enterprises to build several large-scale well-known clothing brand enterprises. ? 3. Tian (CEO of attenborough franchise headquarters) I think that in the face of the pessimistic domestic and international economic situation, our brand enterprises should do a good job of "dumbbell" enterprise model and terminal access, so as to have the opportunity to seek survival and development in adversity. Despite the impact of the international economic environment this year, the overall trend is still benign. However, the pressure is still great in 2009, and the development of enterprises will be restricted by the capital chain environment. ? Second, Lang Xianping (a famous economist): How do enterprises make moves in the face of difficulties? Faced with financial pressure and heavy tax burden, how can small and medium-sized private enterprises tide over this difficulty? I take the neighboring Jinjiang enterprises as an example, such as Hengan Group, Anta, Seven Wolves, etc., all of which are well-known brand enterprises in the industry and have relatively complete industrial chains. The real crisis of manufacturing industry is those enterprises that are processed with pure materials. Enterprises with relatively complete industrial chain have strong ability to resist pressure and risks. ? First of all, enterprises should see the adjustment of government policies, such as the adjustment of loan interest rate and deposit reserve ratio not long ago; Secondly, enterprises should have a rational understanding of policy adjustment, which is fine-tuning and will not have an immediate effect on microeconomic industries; Third, if SMEs want to break through this hurdle, the key lies in themselves, establish a sound financial system and maintain a reasonable cash flow. ? Short-term countermeasures: private enterprises should respect the iron law of "cash is king", be a conservative, and invest cautiously or not at all. ? Under today's circumstances, it is successful to maintain losses. It is necessary to reduce the asset-liability ratio and increase the cash holdings. Because of the deterioration of the business environment, many manufacturing enterprises have invested their funds in the property market, stock market and many other fields, but the investment at this time should be particularly conservative and the existing investment should be optimized. ? Medium-term countermeasures: efficient integration of "6+ 1" large-scale system linked by government and enterprises. ? The theory of "6+ 1" is an image statement about the positioning of industrial chain. The "6" of high-end industrial profits include: product design, raw material procurement, warehousing and transportation, order processing, wholesale operation and terminal retail; 1 is the manufacturing industry with the lowest profit. For example, the export price of Barbie dolls produced in China is 1 USD, and the terminal price in the United States is 9.99 USD. The price difference of nearly $9 is caused by the whole "6+ 1" industrial chain. But in the current economic environment, China's producers have almost no profit. Over the years, the United States has taken the profits of our enterprise through industry consolidation. ? So how to help small and medium-sized private enterprises tide over this difficulty? Personally, the government should take the lead in helping enterprises to efficiently integrate the "6+ 1" industrial chain. In my opinion, there is only one global economic competition pattern, and that is the competition of the whole industrial chain. For example, ZARA, a famous Spanish civilian luxury clothing brand, only takes 12 days from production to terminal, because it controls the whole industrial chain and realizes the efficient integration of "6+ 1". However, the gap between our domestic clothing brands and them is obvious, and it takes at least 2~3 months to get to the store. Therefore, our enterprises in Quanzhou should step up industry consolidation, shorten the cycle time of "6+ 1" and speed up the process from production to circulation. Moreover, local governments should play the role of guidance and service at this moment, helping enterprises to establish a "6+ 1" industrial chain mechanism, which is the medium-term strategy to deal with the crisis. ? Long-term countermeasures: establish a small system of the enterprise itself. ? In my opinion, enterprises in China generally lack systems, which is the most basic element for enterprises to become stronger and bigger. Without the system, they will only collapse soon. I must emphasize that technological process is the foundation of high-tech and large-scale manufacturing enterprises. An enterprise lacking system has a particularly strong ability to withstand pressure. I hope that domestic manufacturing enterprises must establish small systems suitable for their own development and lay the foundation for their long-term development. Brand is not the decisive factor, but the efficiency of the industrial chain is very important. ? I suggest that the local government should promote the integration of resources instead of pushing enterprises to the market. The time between each link of attenborough operation process should be shortened to improve efficiency. ? In order to become an efficient enterprise in industry consolidation, large groups should seek the development of enterprises through the encouragement, support, regulation and supervision of the local government, and at the same time promote the development of small and medium-sized enterprises nearby with the help of the integration of government and enterprises. I suggest that the local government should not interpret the national policy of stimulating domestic demand as investment in large-scale public facilities, but should use the funds for the development of local manufacturing industry. Of course, enterprises themselves should also use modern information systems to quickly shorten the intermediate link time from research and development to finished products, efficiently integrate and effectively compress space, so as to avoid problems in the capital chain and move too fast.

At present, many enterprises still don't know the correct methods to reduce production costs and improve production efficiency. Enterprises should not only improve productivity and reduce production costs by changing workplaces. This is only a short-term solution to the problem, and it is an unavoidable reality in the long run. "

Sometimes it is inevitable that small businesses will have a crisis. When a crisis occurs, small enterprises should consider the worst possibility and take timely and orderly actions: establish a crisis control center as soon as possible and deploy well-trained senior personnel to implement the plan to control and manage the crisis; Invite impartial and authoritative institutions to help solve the crisis and help protect the trust of enterprises in the public; Speaking by associations and authoritative organizations gives people a sense of justice and is easy to gain public trust and sympathy. In short, small enterprises must do the following in the face of crisis if they want to be bigger and stronger, grow stronger in adversity and become a strong player in the market: 1. Business leaders should have a strong sense of crisis and foresight, make emergency plans in advance, and identify and train full-time or part-time personnel to deal with the crisis. An American meat boss saw such an unremarkable news in the newspaper: a plague-like epidemic occurred in Mexico. He immediately thought that once the Mexican plague is prevalent, it will definitely spread to the United States, and the two States adjacent to Mexico in the United States are the main supply bases of American meat food. If there is a plague, the supply of meat food will be tight and the price of meat will soar. So he immediately mobilized a lot of money and bought a lot of beef cattle and pigs to raise. Soon after, the plague in Mexico really spread to these two States in the United States, and the market price of meat soared. 2. Respond quickly when the crisis breaks out. Every crisis is sudden and will spread rapidly, attracting the attention of the news media and the public. Although crisis organizations or enterprises are under great pressure, they still need to study countermeasures and respond quickly, so that the public can know the truth of the crisis and the measures taken by enterprises, win public sympathy and reduce the losses caused by the crisis. High efficiency and round-the-clock work in dealing with crises are indispensable conditions for rapid response. 3. Be sincere and frank when the crisis is exposed. Under normal circumstances, any crisis will make the public have all kinds of guesses and doubts, and sometimes the news media will report exaggerated facts. Therefore, if the crisis unit wants to gain the trust of the public and the news media, it must adopt a sincere and frank attitude. Regster particularly emphasized the principle of telling the truth. He pointed out that the more you hide the truth, the greater your suspicion will be. The former Soviet Union did not disclose the whole truth when dealing with the Chernobyl nuclear accident, which caused greater panic in eastern Europe and even western European countries. 4. Deal with the crisis humanely. In many cases, the crisis will bring loss of life and property. The media pay special attention to accidents or events that endanger people's lives, and even exaggerate them. Therefore, humanitarian principles should be considered first in crisis management. 1984, a serious chlorine leakage accident occurred in Bhopal Chemical Plant of India United Carbon Chemical Company, which killed more than 2,000 local residents and poisoned tens of thousands. Under the pressure of public opinion, United Chemical Company had to give priority to the rescue of poisoned personnel, shipped a large number of medicines and medical staff from the United States, and promised compensation (not fully realized), which eased the situation slightly. 5. When dealing with the aftermath, maintain the corporate reputation at all costs. The reputation of an enterprise is the life of an enterprise, and the occurrence of the crisis will inevitably bring different degrees of losses to the reputation of the enterprise, even irreparable losses, endangering the survival of the enterprise. In the whole process of crisis management, enterprises should strive to reduce the losses caused to their reputation and strive for public understanding and trust. The ultimate goal of implementing the above five principles is to maintain the reputation of enterprises. The most typical example is Tylenol poisoning. Although the incident itself only involved one region, Johnson Associates made up its mind to take back the drugs nationwide in order to maintain the company's reputation, which won unanimous praise from public opinion and the public and created extremely favorable conditions for reoccupying the market in the future.