At present, there are many homogenized products. How do enterprises solve this crisis?

Any enterprise that wants to gain a foothold in the market for a long time will inevitably involve the issue of intellectual property rights. In today's world, the acquisition of enterprise value has turned to relying mainly on the utilization of intangible assets, especially intellectual property rights. In the current financial crisis, we must rely more on and use intellectual property rights to protect ourselves, so as to have strong resilience and risk resistance. The specific strategy of operating intellectual property rights is to actively promote product (technology) innovation and continuously enhance the competitiveness of enterprises. The so-called competitive advantage of an enterprise is ultimately determined by the value it can create for customers, but the value depends on the core competence of the enterprise-product (technology) innovation. After all, the value added brought by the improvement of service and product quality and the reduction of cost is limited, and the value brought by new products developed through product (technology) innovation is unlimited. 1. Increase investment and make market-oriented innovation. R&D is the only way for enterprises to achieve sustainable development. Only by developing products and core technologies with independent intellectual property rights can enterprises survive and develop in the competition. In the economic recession, cash flow is very important for enterprises, but in contrast to the economic crisis of 1989~ 199 1, the successful leaders of American high-tech enterprises used the reverse application method of operating expenses during the economic recession. That is, during the recession of 1990 ~ 199 1, its R&D expenditure, sales management expenditure and advertising expenditure were higher than those of less successful peer enterprises, which were 22. 1%, 14% and 9.2% respectively. In the subsequent period of economic expansion, compared with less successful peer companies, only R&D expenditure was still high, but the range was reduced to 8.8%, and the other two expenditures were lower by 65,438+04.2% and 3.4% respectively. This means that for small and medium-sized enterprises, with sufficient funds and conditions, they can consciously invest in the recession and develop new technologies and products in combination with their own characteristics. It is worth noting that innovation requires a certain cost, but there are also risks of failure. Due to the limited strength, small and medium-sized enterprises must be cautious when choosing product (technology) innovation projects. A better solution is to do what you can and make breakthroughs and innovations in your own field and scope. 2. Cooperate with Lianfa to establish a technical alliance. The mode of "Lianfa" includes seeking help among enterprises, and suppliers and other channels can be an important source of innovation inspiration. The core technology related to the lifeline of the industry development is by no means something that a single enterprise can overcome in a short time. Through technology alliance, resources can be integrated, on the one hand, the cost of obtaining intellectual property rights is reduced, on the other hand, the possibility of obtaining new intellectual property rights is increased, and the industrialization of patented technology that can not be completed by a single technology or a small number of technologies becomes a reality. Technologies that can be jointly used and developed in the alliance do not need to be purchased in the market, so that enterprises participating in the alliance can gain competitive advantages. 3. Acquisition of high-quality assets of overseas enterprises. Asset acquisition refers to the transfer of tangible or intangible assets such as patents, trademarks and goodwill of the target company. The subject qualification of the target company will not change, and the acquirer is not responsible for the creditor's rights and debts of the target company. The outbreak of the financial crisis has created more opportunities for the acquisition of assets and reduced the acquisition cost and risk of enterprises. Buying high-potential assets can complement resources and expand the scale and asset strength of enterprises themselves. 4. Be good at using invalid patents. When the enterprise is unconditional, it can choose relevant technologies from invalid patents as the starting point for continuing R&D and innovation. The invalidation of patents does not mean that they are worthless technologies. Although many patents have been terminated in advance because of the protection period or some reasons, their technical content still exists and has certain market value. Moreover, the use of invalid patents does not need to pay royalties, which can save a lot of money for enterprises and shorten the research and development time. The establishment of enterprise brand refers to the brand of enterprise and its products, including trademark, manufacturer name and service mark. Commodity trademarks and service trademarks are direct signs of brands, but brands are by no means the same as trademarks. Brand is the embodiment of external quality and internal quality of goods, and the most convincing representation of corporate culture, learning and innovation. Famous brands at home and abroad provide consumers with the value and enjoyment of material and spirit, technology and art, traditional culture and modern fashion. A famous brand with international reputation, which embodies years of continuous innovation, scientific management, excellent quality, excellent service and corporate culture, is a powerful weapon for enterprises to obtain the priority distribution right of market resources. Its brand value has extended from the enterprise level to the social level, and even to the home of the enterprise-the country. A brand with international influence, penetration and competitiveness can be recognized and yearned for by the public at home and abroad, and its reputation and integrity can be transformed into consumer loyalty; Famous brands with international popularity and global reputation are the wealth of the country, the pride of the nation and the excellent carrier to maximize profits in international competition. The intellectual property rights of brands are not only reflected in the direct identification of commodity trademarks, service marks, manufacturers' names and brands, but also depend on the support of advanced technology, the guarantee of excellent quality, the reliance of honest management and the bedding of advanced culture. Therefore, the brand building of enterprises is a systematic project. The financial crisis is tantamount to an industry reshuffle, and the result is bound to be the concentration of resources to superior enterprises and brands, and the importance of brand building is becoming more and more important. Enterprises that pay attention to product R&D and manufacturing while ignoring brand building will be in a passive position in the fierce competition. The business model of an enterprise needs to change from OEM to ODM (original? Design? Manufacturing, that is, the initial design and manufacturing), and then further to OBM (own? Branding? Manufacturing, namely the original brand manufacturing) transformation. Income from operating intellectual property rights The operation of intellectual property rights includes patent authorization, patent buyout and sale, cross-licensing among patentees, trademark licensing, business model and standard licensing, brand licensing and other intellectual property transactions. After owning intellectual property rights, we must make full use of them; If you don't use it, leaving it idle is not only a waste of resources, but also makes any behavior about acquiring or owning independent intellectual property rights meaningless. Intellectual property management is not only an extension of independent innovation achievements of enterprises, but also a booster for further independent innovation of enterprises. It has become an important means for enterprises to make direct profits, helping enterprises to realize a virtuous circle of "R&D- intellectual property rights-profit reinvestment R&D". Enterprises should scientifically evaluate the value of related intellectual property rights when operating intellectual property rights. Authorized enterprises must actively manage licensees and deal with the inherent risks and mistakes related to intellectual property authorization. "Three parties" cooperate to solve the bottleneck problem of funds. Although the CBRC proposed to allow enterprises to pledge proprietary knowledge and technology, licensed patents and copyrights to help enterprises obtain financing to make up for the shortage of guarantees and collateral, this new financing form is not easy to use in reality for some small and medium-sized enterprises that are in urgent need of financial support. The most important link of intellectual property pledge is the evaluation of intellectual property. Intellectual property, as an intangible asset, not only has different value evaluation, but also has different product market estimation. While evaluating the value of the patent right itself, it is also necessary to evaluate the expected value of the invention, such as its utilization value. Compared with traditional real estate mortgage, intellectual property is not as mobile as real estate, so it is also difficult to dispose of it. However, at present, there is no special institution in the bank to evaluate the intangible asset of enterprise know-how, so there is great risk in technology evaluation. How to help growing enterprises embark on the road of sustainable development and meet their financing needs? This requires the cooperation of the three parties: 1. Government intellectual property management departments should improve the registration management of intellectual property pledge, establish an information communication mechanism with banks, and relevant government departments should establish an intellectual property trading market and give policy support. 2. Banks should establish a loan risk control and compensation mechanism, rationally design credit varieties for intellectual property pledge, simplify the loan process, and use relevant intermediaries to carry out intellectual property pledge financing. 3. Enterprises should strengthen intellectual property management. For enterprises, it is necessary to provide intellectual property assets pledge with great commercial value when financing intellectual property pledge. At the same time, it is necessary to choose an evaluation agency with high industry recognition to issue an evaluation report and abide by the principle of good faith. Implementing R&D human resource outsourcing measures Human resource outsourcing refers to an enterprise outsourcing one or more human resource management tasks or functions to other enterprises or organizations for management according to needs, so as to reduce labor costs and maximize efficiency. Under the current crisis, talent outsourcing can enable organizations to concentrate their resources on those activities related to the core competitiveness of enterprises. In the crisis situation, enterprises do not have much energy to pay attention to other links in the enterprise value chain. Outsourcing can not only reduce costs, but also attract talents from all over the world for their own use and further enhance the competitiveness of the company. ? "Natural selection, survival of the fittest." /kloc-more than 0/00 years ago, Darwin's theory of evolution laid the only law of species evolution, that is, in a crisis, only the species with the strongest adaptability and flexible changes in the face of the crisis can survive and then thrive. As an enterprise, it will either become stronger in the law of competition or be eliminated. Facing the financial crisis, excellent enterprises know how to use their own advantages and external resources to seek transformation or upgrading. As the saying goes, "poverty will change, and change will pass." Enterprises that remain unchanged and hesitate in the crisis can only die out in the cruel competition. For unprepared enterprises, the financial crisis is terrible. Judging from the economic cycle, the financial crisis is normal, which is a process of survival of the fittest. There are a large number of homogeneous competitive enterprises, and the resources and market are limited, which makes some enterprises at a relative disadvantage suffer the impact of economic fluctuations, which is also the result of the adjustment of social resource allocation. Obviously, enterprises that have not fallen should learn to consider which strategy can extend the life of enterprises first in a crisis. Only the intellectual property management strategy that suits the enterprise's own conditions can bring the expected benefits to the enterprise. Every enterprise will inevitably face different degrees of cyclical ups and downs in the course of operation. Laozi said, "Misfortune is in happiness, but misfortune is in happiness.". When everyone thinks it's a crisis, it's an opportunity. Following this logic, enterprises can weigh the advantages and disadvantages, find out the most suitable market strategy for the current situation, and be in an invincible position when the next cycle comes.