Enterprise transformation and upgrading of the enterprise transformation and upgrading of the "seven strategies"

Currently, because of the constraints of a variety of domestic and foreign factors, China's private economy suffered a sharp deterioration in the export situation, stepped into an unprecedented bottleneck, but a comprehensive reflection on the industrial model of the atmosphere is struggling between life and death of a line between the formation of private enterprises, the pursuit of industrial upgrading and transformation under the pressure of the many private entrepreneurs to the same path of choice. At the same time in the crisis exposed problems and failures of the "pain", so that more and more enterprises and entrepreneurs y realize the urgency and importance of strengthening enterprise management.

China's private enterprise development law can be described in one sentence: short life, not long! The main reason:

1. the development of private enterprises is inherently insufficient, poor foundation, thin base;

2. market-oriented, low-cost, make quick money for the first purpose;

3. lack of core strategy and development planning;

4. enterprise industrial concentration and government policy is not high;

5. low technological content of the enterprise, the product chain is short, low value-added;

6. the development of private enterprises in China is the main reason for the development of private enterprises in China. Low value-added;

6. Scarcity of talents, weak technical force; industrial access and other aspects of long-term discrimination.

7. Lack of innovation and sustainable development of industrial products, energy consumption, serious environmental pollution;

8. Financing difficulties, lack of credit, ignoring the cash flow

Eleven, the end of the fifth period of the international financial tsunami struck! The economy's rapid decline, the market intense shock. Therefore, the state set the twelfth, five for the social transition period, China's economic macro-control is imminent! The financial crisis is spreading and has not yet bottomed out, the deterioration of the external environment for economic development, the extension of the external crisis, more seriously affect the development of China's economy. Chinese private enterprises should seriously assess the changes in the external environment, timely adjustment of the development strategy; to cope with the crisis, and concordant development is a positive response, transformation and upgrading is fundamental! Tsinghua Yangtze River Delta Institute of Private Enterprise Research Center private enterprise governance experts Zeng Shuliang that Chinese private enterprises to fundamentally solve the problem of survival and development, must solve the constraints on the survival and development of three major basic bottlenecks, namely, entrepreneurial quality transformation, management transformation and industrialization strategy transformation.

Private enterprises industrialization strategy transformation first of all to establish a strategic transformation consciousness, break through the conceptual barriers: First, the current and long-term off; Second, the relationship between risk and opportunity; Third, the relationship between technological innovation and management; Fourth, the relationship between the internal work and external assistance; Fifth, *** win and win-win relationship. And then to grasp the core of industrialized strategic transformation, the core of the strategic transformation of private enterprises are:

One, from the "sunrise industry" to the "strategic industry" integration and adjustment of the development of transformation;

The sunrise industry can be regarded as a new industry with a strong vitality. Strong vitality, is a technological breakthrough innovation driven enterprise industry, market prospects, representing the trend of future development, under certain conditions can be evolved into a leading industry or even pillar industries. But the risk still exists, if the technology cycle is expected to be wrong, will be mistaken into the technology trap, so that the investment of blood money, while the strategic industry is through government support can obtain endogenous competitive advantage, the national economy has a strong driving force of the emerging industries, industry policy support has a certain degree of foresight.

If we say that an industry is a strategic industry, that is to say, the industry is not from the individual, enterprise, local or sectoral local interests, but from the overall interests of the country, there are conditions to be on the conditions of the lack of conditions to create the conditions to be on the few industries (Airbus is a typical example). The survival or demise of such enterprises is not only related to profits, but also to the safety and security of the country, and to the country's ability to act strategically in world economic and political and even military affairs. According to Zeng Shuliang, an expert in private enterprise governance at the Private Enterprise Research Center of Tsinghua Yangtze River Delta Research Institute, the state cannot let its strategic industrial enterprises survive in the global competition. The state has the responsibility to protect and support the strategic industries and will never let them be eliminated in international competition.

Second, from "diversification" to "nucleation" transformation;

Historical conditions are not what they used to be corporate strategy should be "nucleation" of Chinese enterprises! Diversification has its historical rationality, and historical rationality inevitably implies historical limitations. The living environment of Chinese enterprises is undergoing essential changes. The market economy of Chinese society as a whole is expanding in more and more industries, and at the same time, it is integrating into the international economy so rapidly and y that it has brought more direct and huge impact on Chinese enterprises. In other words, we increasingly have to accept the international rules of the game.

When market competition is weak, a company may succeed by exerting 20% to 30% of its strength, but when the competition becomes more intense, a company may only be able to survive if it puts all its strength into a single point. Zeng Shuliang, an expert in private enterprise governance at the Private Enterprise Research Center of Tsinghua Yangtze River Delta Research Institute, believes that as competition in the Chinese market continues to intensify, Chinese enterprises will gradually increase the degree of specialization and move towards the path of nucleation. In the new survival environment, retreating to become stronger first is a sure way to further grow bigger.

Third, from the "jumping strategy" to "sustainable development strategy" transition;

Corresponding to the background of China's rapid economic growth, some enterprises over the years, impatient, hoping to super-conventional, jumping development, short-term to create a giant enterprise. Giant enterprises. However, due to the control ability is difficult to match the expansion of too much, poor resistance to risk, once encountered the "wind and grass", the enterprise may go to the decline. The sustainable development of the enterprise, is to focus on laying a good foundation for the enterprise, the pursuit of growth speed and quality of growth, expanding the scale and increase the effectiveness of the organic combination of tangible and intangible assets growth.

Chinese enterprises are in a hurry to be the world's top 500 companies, it would be better to be down-to-earth for 100 years. With the changes in the social environment, enterprises are facing rapid changes in the environment is difficult to adapt to, and with the emergence of many business failure phenomenon, how to make the enterprise to maintain, but also to make the enterprise in the unexpired still achieved good momentum of development, more and more caused by the attention of the enterprise. Enterprise sustainable development refers to the enterprise in the pursuit of self-survival and sustainable development process, not only to consider the realization of business objectives and improve the market position of the enterprise, but also to maintain the enterprise in the already leading competitive field and future expansion of the business environment has always been to maintain sustained growth in profitability and ability to improve to ensure that the enterprise in a considerable period of time to thrive. Sustainable development requires the sustainability of enterprise development, which requires not only the development of the enterprise, but also the development of the enterprise at the end of the period. Therefore, enterprises are required to have a mechanism to promote sustainable development, but with comprehensive consideration of the integrated coordination of various management elements and the external environment. Only in this way is it possible to grasp the sustainability of the enterprise development in general.

Fourth, from "low-cost strategy" to "differentiation strategy" transition.

According to the analysis of the market supply and demand situation and development trend, the commodity production overlap is too high leading to the commodity market oversupply is the most important factor restricting the development of small and medium-sized enterprises, so, to take the differentiation strategy is a small and medium-sized enterprises must be, the first development strategy. When an enterprise provides its customers with some kind of unique and valuable products rather than just low prices, he differentiates himself from his competitors. Differentiation allows a company to command a premium price and a large number of loyal customers even during cyclical or seasonal economic downturns. According to Zeng Shuliang, an expert on private enterprise governance at the Private Enterprise Research Center of the Tsinghua Yangtze River Delta Research Institute, differentiation brings higher benefits if the premium realized exceeds the additional cost of making the product unique.

Currently, China's economy is facing a huge challenge of structural adjustment and industrial upgrading, while the conversion of the seller's market to a buyer's market, the lack of domestic demand has become a difficult problem in front of the people, the structural surplus of the product: the excess supply of low-technology content, low value-added products and the lack of supply of high-technology content, high-value-added products coexist at the same time. In some consumer durables in the field of price wars. To get out of the dilemma, out of the circle of price wars, so that the enterprise competition at a higher level and gain a competitive advantage, we must lose no time to implement a new strategy - product differentiation strategy, which should be taken to the corresponding strategy.

From "weak, small, scattered" to "improve industrial concentration strategy" transformation;

Small and medium-sized enterprises to strengthen industrial concentration, mergers and acquisitions is the prototype of the joint enterprise, through mergers and acquisitions, enterprises can expand technological strength and production capacity. Through mergers and acquisitions, enterprises can expand their technological strength and production capacity, realize low-cost expansion, and achieve economies of scale, thereby reducing costs and expanding the radiation capacity of the brand. It is necessary to merge SMEs that are close to each other spatially, highly intensive in economic activities, have similar production processes or related products, or have advantages in assets such as plant, equipment and land, to form enterprise groups, so that enterprises can be transformed from small to large and from weak to strong. This promotes the division of labor and collaboration among SMEs and the complementarity of resources and information, thus enabling individual enterprises to save resources and gain advantages such as the effect of economies of scale. Through joint reorganization, the development of circular economy, continuous innovation, energy saving and consumption reduction, and strong domestic enterprises to resist the penetration of foreign capital and control of the domestic market and resources to ensure industrial security.

Zeng Shuliang, an expert in private enterprise governance at the Private Enterprise Research Center of Tsinghua Yangtze River Delta Research Institute, believes that increasing the degree of concentration is, firstly, a necessity to realize large-scale production, give full play to the economy's economies of scale, and rationally allocate resources; secondly, it is conducive to the industry's ability to improve its independent innovation, develop its technology and market, adapt to the requirements of globalization, improve the competitiveness of the domestic and foreign markets, and continue to develop and grow; and, thirdly, increasing Concentration is to maintain the sustained and healthy development of the industry, and promote the transformation of the industry from big to strong, so that it can become a modern industry with international competitiveness. For example, the large number of cement enterprises in China is not only the reason for low concentration, but more importantly, it is also the root cause of excessive competition and disorderly competition.

Sixth, from the "economic regional inequality" to "gradient transfer strategy of industrial transfer" transformation;

Gradient transfer strategy is a regional uneven development strategy. For example, the development of China's textile industry itself there is a regional imbalance, and the international competitive advantage of the textile industry is also in the dynamic adjustment, which is the Zhejiang textile industry to coordinate the implementation of the domestic industrial transfer and "go out" strategy to create the conditions.

Seven, from the "OEM to ODM transition, OEM to OBM transition"

The global economic crisis shuffled out of the business, in addition to the "heavy external light" economic model is significant, there is a very important *** The same point, that is, these real economy more for OEM enterprises. In the Pearl River Delta and the Yangtze River Delta to do OEM export enterprises, are relying on earning a meager processing fees to make ends meet. The first to be destroyed by the global economic crisis will surely be such OEM enterprises. This is because these enterprises do not have their own R&D, their own brands, or their own channels, which are all in the hands of suppliers or the demand side. In the economic environment, trade environment fluctuations, they are very vulnerable. And the way out lies in, from the simplest OEM way gradually become ODM, the enterprise has independent design ability reprocessing, in order to improve the market competitiveness and product value-added. The other is to do ODM enterprises to do OBM enterprises to transform, step by step, one by one footprint to practice good internal skills. For no brand to do OEM or ODM enterprises, through the early business operations to help accumulate capital, management experience, talent, technology and resources, which should be created to belong to their own brands.

In Jiangsu and Zhejiang, now a large number of textile enterprises are thinking about the transition from OEM (OEM) to OBM (own brand). Improve the added value of textile products, direct coverage of bedding, clothing and other brand terminals, while placing the main battlefield of sales in the country's huge domestic demand space, which is far more profitable than weaving and selling cloth and OEM overseas brands.

Financial crisis and significant changes in the pattern of competition in the market, the enterprise to examine the situation and take advantage of the situation to adjust the development strategy in a timely manner! Private enterprises, especially small and medium-sized enterprises, its inherent advantage is that it has a certain degree of flexibility, but if there is no long-term strategy, the company can not guarantee that it will not be drowned by today or tomorrow's market waves. So Lenovo Chuanzhi Liu talked about the strategic thinking of enterprise development: the first and most important goal is to do a long-lasting company, to do a hundred years old, not in a hurry to become famous at once, profits are very high, and then very quickly across the; the second is to do a large-scale company, to have an international market position; the third is to do a high-tech companies, do not what to make money on what to do.

For China's private enterprises, how to carry out strategic transformation is an important issue facing. Tseng Shuiliang, an expert in private enterprise governance at the Private Enterprise Research Center of the Tsinghua Yangtze River Delta Research Institute, believes that the strategic transformation of private enterprises is also reflected in three main aspects:

1. From opportunity-oriented to strategy-oriented. It means to clarify business and development ideas, define the company's mission and set development goals, make strategic choices through strategic analysis (integration and development), and ultimately identify three basic strategies: product innovation, organizational efficiency, and customer relations. Continuous investment and cultivation of the selected strategies through strategic planning will form the company's long-term competitive advantage, thus obtaining long-term profitability and sustainable development.

2. From product competition to industrial competition. We must familiarize ourselves with the four levels of corporate competition, i.e., the competition of a single product, the competition of a combination of products, the competition of an industrial chain and the competition of an industrial group. The real mature market competition starts from the industrial chain, and the real strategy also starts from the industrial height, through strategic analysis, to determine the basic industrial positioning of the enterprise, and to create the industrial chain with strategic integration and strategic development technology is the starting point of industrial competition.

3. Focus on the customer to focus on the market. Enterprises in the marketing often start from the specific customer needs, these specific customer needs is the source of business opportunities for profit, thus laying the foundation for the survival of the enterprise. However, if enterprises want to achieve long-term development, the focus of attention should be from the specific customers in the past, to enlarge the vision to the overall market conditions, looking for opportunities for sustained growth of the enterprise space, and then use the selected target market, and expand the market with accurate positioning.