Introduce several books about the development of enterprises in China, and how to guide the development of enterprises, the more the better.

Slightly better: the way out for the sustainable development of enterprises in China

brief Introduction of the content

China's future business leaders need new thinking and ability. The purpose of this book is to help China entrepreneurs master the winning ways in the new living environment. Through rigorous theoretical analysis and a large number of empirical studies, the author deeply discusses the core problems that China enterprises must solve in the future, puts forward unique solutions, answers the most urgent and concerned problems of China entrepreneurs, and points out the direction for China enterprises to truly become world-class giants.

Returning to the peak as a translator provides an introductory introduction for translators.

Ceng Ming, 1 99 1 graduated from the Department of World Economics of Fudan University, and 1998 received his doctorate in international business and strategy from the University of Illinois at Urbana-Champaign.

Ceng Ming is currently Professor cheung kong graduate school of business, Academic Director of Senior Management Training Center, and employed by INSEAD. He is the only China scholar who teaches strategy in the world's top business schools.

Professor Zeng's research results have been published in Management Review Society, Organizational Science, International Business Research Journal, Harvard Business Review, California Management and other magazines ...

Author: Ceng Ming

Dr. Ceng Ming joined Alibaba Group in 2006 and is currently the President of Yahoo China and the Vice President of Alibaba Group. 1998-2002 teaches at Insead; In 2002, he joined cheung kong graduate school of business as a professor of strategy. 65438-0998 received a doctorate in international business and strategy from the University of Illinois. ..<& lt View details.

[Works by the same author]

Property insurance and case analysis

Slightly better: the way out for the sustainable development of enterprises in China

Dragon on Earth (highly recommended by Liu Chuanzhi, Zhang Ruimin, Zhang et al. , the first business must-read book in 2008)

Recommend a special article by Liu Chuanzhi.

Recommend Wang Shi's second article

foreword

Express gratitude/gratitude

order

Chapter 65438 +0 New living environment

All-round development of market competition

Economic integration of globalization

The new cycle of enterprise life cycle

Chapter II New Competition Rules

Rules of the game in rent-seeking era

Competition rules in the strategic era

Chapter 3: A great house is a great talent.

The inevitable stage of diversified expansion

Historical rationality of diversified management

Enterprise development needs to "return to the core"

Misunderstanding of "Diversified Investment and Specialized Management"

"Can we do it" and "Should we do it?"

Chapter 4 big bets can win big ones.

A strategic breakthrough beyond the times

The strategic principle of big gambling

Successful strategic transformation

If you want to win big money, you must bet big.

Chapter 5 Big Clumsy Talent and Big Clever Skills

From core competitiveness to system management ability

Repair the short board in time

Shorten the cycle of building competitiveness

Chapter VI Phoenix Nie Ming

A strong sense of crisis

Renew the concept of transcendence

Strategic orientation determines how to give up.

Make a big bet after making a decisive choice

Entrepreneur's thoroughly remould oneself

Appendix a memorabilia of Huawei company

Appendix b memorabilia of East Hope Group

Appendix c memorabilia of Vanke company

Brief introduction of Dr. Ceng Ming

Where do China enterprises go at the crossroads?

When China's economic development is full of hope, why do a number of outstanding China enterprises start to get lost? Who is the most promising industry leader in the future? How can we become a world-class enterprise?

In the past 20 years since the reform and opening up of market economy in China, a number of local enterprises have risen rapidly and made brilliant achievements. However, when the bell of the new century rings, the market environment in China has also undergone earth-shaking changes. Facing the brand-new living environment, local enterprises are facing great challenges of sustainable development. A few enterprises can leap to a higher level in the new environment and really start to move towards the world's first class. But for most local enterprises, if they can't adapt to the new challenges, it can only mean the beginning of decline. "Opportunity Operator" and "Product Operator"

Looking at the growth track of local enterprises in China in recent 20 years, they can be roughly divided into two categories: one is called "opportunity operators" and the other is called "product operators".

"Opportunity Operators" are good at grasping every opportunity of China's reform and opening up, looking for opportunities brought by macro-environment and drastic market changes, integrating resources and realizing leap-forward development. Because such enterprises are opportunity-oriented and do everything to make money, they often grow into large diversified enterprise groups.

Unlike "opportunity operators", the starting point of "product operators" is clear products and industries. In the process of transition from planned economy to market economy, there are a lot of blank spots in China market, and there is almost no competition in these blank spots. The initial shortage economy provided a good environment for "product operators" to survive and obtain primitive accumulation. With the rapid development of economy, the original blank spot has become a lucrative market space, and "product operators" have formed a strong industry position because of their first-Mover advantage, thus becoming a big winner. The rapid growth of "product operators" directly benefited from the explosive development of market demand in China. The "product operators" in larger industries, such as Lenovo and Huawei, are all specialized enterprises. And some "product operators" who entered mature industries earlier, such as home appliance enterprises, gradually began to expand to other industries.

As the market environment is gradually standardized and the growth rate is gradually flat, both "opportunity operators" and "product operators" have reached a crossroads. It is a life-and-death challenge for local enterprises in China to make full use of the accumulation for many years and get the next round of development in the new living environment.

For many "opportunity operators", the gradual maturity and standardization of the market environment means that "opportunities" brought by factors such as policy changes will become more and more difficult to find. It will be more and more difficult to use operational skills to integrate resources and find opportunities for arbitrage. Even if it can be harvested occasionally, it is not enough to support the sustainable development of enterprises. Entrepreneurs who are used to business opportunities can't find their core competitiveness, and they can't let a huge group take root, so they have to continue to spin in an opportunity-oriented circle. They strive to maintain the already tight capital chain and complex diversified business. The intensification of market competition has led to huge losses in their huge investment. Many people can't control themselves, just like running off a cliff. If they stop, they will be trampled to death by people behind them. If they don't stop, they will fall to their death. Everyone is more angry than anyone else and can "get ahead".

For "product operators", the explosive growth of the market has ended, and the competition in the industry is becoming more and more fierce. After more than 20 years of development, more and more "product operators" have found that their original core business has reached its limit. These enterprises must find new main businesses and new growth points, which is the "second venture" in practical sense. However, different from the original entrepreneurial environment, because there are fewer and fewer blank spots in the market, the possibility of starting from scratch, tinkering around the edges and slowly accumulating is greatly reduced, and the entry threshold of the industry is getting higher and higher. Often when an enterprise enters a new industry, it will encounter strong attacks from competitors (including giant state-owned enterprises and multinational companies). After running around, a large number of enterprises gradually lost themselves. They found that the stalls are getting bigger and bigger, the benefits are getting worse and worse, and the management is getting harder and harder, but they can't find a new breakthrough.

The whereabouts of China enterprises at the crossroads

Where do China enterprises go at the crossroads? Who can be the future business leader of China? Who is the most promising player to become a world-class player?

The mission of this book is to answer the most urgent and concerned questions of China entrepreneurs. Through rigorous theoretical analysis and a large number of empirical studies, this book will deeply discuss the core problems that must be solved for the future success of China enterprises, and put forward unique solutions.

Chapter 1 expounds how the all-round development of market competition and the real beginning of global integration lead to the essential changes in the living environment of enterprises in China. The second chapter analyzes how the great changes in the environment cause the corresponding changes in the basic concepts and strategies of enterprises. The traditional management thoughts of China enterprises can be summarized as: opportunity orientation, resource base and clever management. However, in the increasingly fierce market competition, we can see that enterprises in China must be strategy-oriented, capability-based, and move towards comprehensive and systematic management. This is the general idea for the future development of enterprises in China, and it is also a new rule that must be followed for success in the new environment.

The second part focuses on the strategic choice of China enterprises under the new rules of the game. The third chapter, "Great achievements can only be achieved", emphasizes that it is a key step to decide the future of China enterprises to seize the historical opportunity and complete the transformation from diversified expansion to specialized management. Only when enterprises quickly and decisively give up many seemingly attractive opportunities, cut off many profitable businesses, and "abandon their children for the first place" can they make bold progress and realize real sustainable development.

The fourth chapter, "Big Gambling Can Win Big", points out that the only way for China enterprises to become world-class enterprises is to break through strategically and concentrate on "Big Gambling". The implementation of the strategy requires long-term persistence and continuous resource investment of enterprises. If the strategic direction of the enterprise is wrong, these inputs will become sunk costs and the enterprise will suffer heavy losses. However, any strategy, because of its forward-looking, will have an element of adventure. Therefore, a successful strategy must have a taste of "big gambling" in the early stage. Accurately judging and taking this risk is an essential quality for a successful strategist. This kind of "gamble" based on keen strategic concept is different from the traditional blind adventure of China enterprises, and it is also different from attacking from all sides in the name of "avoiding risks". High-level strategic vision and judgment are what China entrepreneurs lack most at present. It is in order to strengthen the confidence of China entrepreneurs in decision-making and the courage to carry out the decision-making, we have specially emphasized the view that if we want to win big in the future, we must gamble heavily. Under the guidance of clear strategy, we chose the future-oriented development direction and then devoted ourselves to it.

The fifth chapter "Big Dumb Talents and Big Skillful Skills" points out that the advantage of a good strategy often takes five years, even 65,438+00 years. Premature adjustment of strategic decisions may ruin the chances of success of enterprises. The difficulty of strategy lies in implementation and persistence, and the basis of implementation lies in whether the enterprise has the system management ability that matches the strategy. The cultivation of enterprise system management ability cannot be achieved overnight, and it needs long-term unremitting efforts. In this sense, the real "ingenuity" comes from "clumsiness", and the so-called "clumsiness" is the long-term adherence to the strategy and the establishment of comprehensive and systematic supporting management capabilities. The more solid the management, the more flexible the strategy.

The sixth chapter discusses how enterprises can successfully realize strategic transformation and sustainable development in the new competitive environment. We emphasize that entrepreneurs should first cultivate a strong sense of crisis, clarify their self-awareness, actively change their concepts, surpass themselves, and clarify the strategic positioning of enterprises, and then choose the direction of future competition and go all out to stand out in the new round of competition.

China's future business leaders need new thinking and ability. This book aims to help China entrepreneurs master the winning ways in the new living environment and point out the direction for China enterprises to truly become world-class giants.

Development and Innovation of Family Business in China

Family business in China plays an important role in promoting the development of national economy, expanding import and export trade, increasing employment, increasing fiscal revenue, promoting social stability and development, promoting the process of marketization, and promoting the theoretical and practical research of family business management. While the family business is developing vigorously, we should also see that there are many puzzles and problems that need to be solved urgently, such as family business inheritance, brain drain, product quality, technology, market development and marketing, capital bottleneck, high turnover rate of migrant workers, strategic management of enterprises, corporate governance structure, etc. These problems have always accompanied the family business and affected its further development.

This book * * * collects 34 research articles about family business, hoping to help the development of family business. Introduction to the first item in the catalogue

The first chapter is the influence of external factors on the development of family business.

First, the analysis of the policy factors of the development of private economy after the founding of New China.

Second, the impact of EU environmental barriers on Zhejiang private enterprises and countermeasures

Thirdly, the evolution of network function and the strategic reconstruction of family business.

Chapter II Sustainable Development of Family Business

1. Comparison of survival basis between China family enterprises and modern enterprises.

Second, the impact of family business life cycle analysis of internal factors

Third, investigate and analyze the main problems faced by small and medium-sized family enterprises in Zhejiang at different life cycle stages.

Four, study six kinds of problems in the development of small and medium-sized family enterprises.

Verb (abbreviation of verb) on the sustainable development of family business

Sixth, the competitiveness evaluation and countermeasures of private enterprises in Ningbo.

The second talent article

Chapter III Staff Management

1. A Study on the Relationship among Job Stress, Job Burnout and Interpersonal Trust of Family Business Employees

Second, the family business employees interpersonal status and countermeasures.

Thirdly, the research on the selection and management of enterprise employees based on psychological contract.

Chapter IV Leadership and Management

First of all, about building a "global family business leader"

Second, Ningbo private entrepreneurs personality disorder and overcome it

Third, use the talent replacement strategy to manage the core talents of enterprises.

Fourthly, the correlation analysis between succession attitude and succession satisfaction.

The third cultural article

Chapter V Construction of Family Business Culture

First, the cultural construction in China today

Second, about the construction of "everyone" culture in family business.

Chapter VI Research on Family Business Culture

First, the family business culture analysis

Second, the characteristics of China family business culture construction.

Third, the moral hazard of China family business

Fourthly, research on social responsibility of private enterprises.

Fourth development and innovation

Chapter VII Financing

Chapter VIII Innovation of Small and Medium Enterprises

Chapter IX Corporate Governance

Times Guanghua-China model: the outline of family business growth

Content abstract: Entrepreneurship depends on the wise growth of the boss because of the great system.

Incentive system increases good management system and reduces bad people.

Managing yourself is the most effective management.

Management without management is the greatest management.

Family is the core of culture, and culture is the yardstick of family.

Small enterprises manage their interests well, while large enterprises control their interests with culture.

This is an entrepreneur's ability to act without emotion.

Only bosses and excellent employees can stand out.

Only a stupid boss has no list of incompetent employees.

The First Family Business: Greater China Model

The first chapter is to correct the name of family business.

First, the definition of family business

Comments: Devil or Beauty

Third, a comprehensive review of the family business.

The second chapter is the Greater China Model.

I. Diversified patterns of economic growth and management

Second, the denial faced by family management.

Third, the reflection caused by China's economic miracle.

Fourthly, the academic logic of China model: Who is more like a family?

The Comparative Efficiency of verb (Verb's abbreviation) China Model

Sixth, revitalize China's China model.

Seven, the problem of China model.

Eight, the way out of the China model.

Chapter III Family Business Leaders

First, entrepreneurs-the most important scarce resources of enterprises

Second, the relationship between entrepreneurs and enterprises.

Third, how did entrepreneurs come into being?

Fourth, the position of entrepreneurs in family businesses.

V. Entrepreneurship and social responsibility

Six, the society should vigorously protect entrepreneurs.

The fourth chapter is the rationality and logic of managing family business.

First of all, what is the key to managing the family business?

Second, the paradox in modern enterprise theory

Third, the logical starting point of managing family businesses.

Incentive mechanism of family business

Chapter V Great Changes of Knowledge Economy

First, the main challenges facing the modern enterprise system

Second, China manufacturing moves towards China creation.

Third, an overview of the incentive system

Chapter VI: Decentralization mode of family business.

First, the three powers of family business and their combinations

Second, the operation mode of state-owned enterprises (family mode)

Third, a complete family business model (traditional family business)

Fourth, professional managers of family businesses.

Chapter VII Reform of Human Capital: From Labor Stock System to Knowledge Economy

First, reform is entrepreneurship.

Second, HC's labor shareholding system.

Third, political reform and institutional change.

Fourth, the logic displayed by Mengniu.

Fifth, the logical power of political reform.

Chapter 8: Look at "Qiao Family Courtyard" and be a "boss who knows this"

First, the great model of Shanxi merchants

Second, the financial stock and body stock system of Shanxi merchants.

Third, understand the "Qiao Family Courtyard"

Fourth, 200-year-old Da Shengkui

Chapter IX Art and Details of Equity Reform

First, how much is appropriate?

Second, to whom?

Third, how to give.

Fourthly, the influence of enterprise organizational structure on equity reform.

Chapter X Capital Revolution of Family Business

First, several basic concepts of the capital revolution

Second, my capital history and experience.

Third, the thinking of family business leaders before the capital revolution.

Fourth, why should the family business carry out the capital revolution?

Verb (abbreviation of verb) How do family business leaders dance with capital?

The second part is the management system of family business.

Chapter II Introduction of XI Management System

First of all, what is a management system?

Second, the study of enterprise management scale

Third, the pain and evolution of HC management system upgrade

Chapter XII Corporate Governance Structure of Family Enterprises

First, the concept and rationality of corporate governance structure

Second, the study of corporate governance structure in different stages.

Thirdly, the enterprise infancy and heroic entrepreneurs in the corporate governance structure.

Fourth, the corporate governance structure and responsible entrepreneurs of enterprises for children and adolescents.

Verb (abbreviation of verb) corporate governance structure and leading entrepreneurs in prime of life

Corporate governance structure and professional entrepreneurs in the stable period of intransitive verbs

Seven, lonely entrepreneurs

Eight, the type and division of labor of entrepreneurs

Chapter XIII Strategic Management of Growing Family Enterprises

1. What is the strategy of small and medium-sized family businesses?

Second, one of the strategies: focusing, focusing and refocusing.

Third, the second strategy: use the money earned to invest in focused industries.

Fourth, the third strategy: overlapping interaction

Chapter XIV Management of Science and Technology Promotion

First, improve the marketing system.

Second, take care of your money

Third, a scientific procurement system.

Chapter 15 Affection and Culture of Family Business

I. Understanding of relevant cultures

Second, institutional contradictions and cultural conflicts.

Third, the cultural misunderstanding of family business leaders.

Fourth, family is the core competitiveness.

Verb (short for verb) Where is the family going?

Sixth, family conflicts: heroes and capable priests.

Seven, science and technology to create a new enterprise civilization

Chapter 16 Selection of Family Business Leaders

First, establish a good employment system.

Second, the problems faced by people.

Third, the concept of employing people.

Fourth, German enterprise standards.

V characteristics of employers at different stages of enterprise development

Six, entrepreneurs choose and employ persons "three, two, one" principle.

Chapter 17 Rationality and Thinking of Family Business Inheritance

First, what does the family business inherit?

Second, the mystery of family business inheritance

Third, the rebellion of future generations.

Fourthly, the influence of DNA analysis on individual genetic success.

Five, the bloodline inheritance and enterprise inheritance are the same.

Sixth, the law of high-quality inheritance

Chapter 18 System Setting of Family Business Inheritance

First, the inheritance of family business.

Second, the family inheritance of family business

Third, the non-family inheritance of family business.

Fourth, the greater China model-the inheritance of greater China

Dai Postscript pursues our common ideal.

Modern social environment and enterprise development in China.

abstract

-

In July 2007, the Institute of Economics of Shanghai Academy of Social Sciences and the Shanghai Society of Economic History jointly held an international seminar on "Enterprise Development in Modern China Social Environment". This book is a collection of papers by experts and scholars at home and abroad. The main contents of this book include thinking about the start-up and development of foreign-funded enterprises in China in modern times, research on the company registration system during the Beiyang government period, my humble opinion on the management characteristics of modern Sino-foreign joint venture banks, discussion on the technology internalization and development of Liu Hongsheng match enterprises during the Anti-Japanese War, regional differences between social environment and westernization enterprises, and the decline and revival of China Expo.

Although the specific topics, ideas and analysis objects of the papers included in this book are different, the problems they studied, as well as the ideas and methods they showed in studying these problems, can be said to reflect the concern, development trend and academic level of domestic and foreign economic historians on the study of modern enterprise history in China in a certain sense. As far as the nature of research is concerned, it can be clearly seen that two methodological problems are particularly obvious, namely "system", "relationship" or "network". The so-called system means that almost all the papers included in this book have traces of "systematic research" to varying degrees. It can be said that the institutional problems in the development of modern enterprises in China have been discussed from different macro and micro perspectives. The so-called "relationship" or "network" shows that many of the above papers have discussed the relationship between enterprises, enterprises and entrepreneurs, enterprises and society, enterprises and governments from different angles from the perspective of relationship and network. What is shown is that in these papers, although our scholars and our research are based on historical materials, most of them study a specific problem, but the authors of the papers are not satisfied with the simple historical facts of "telling stories", but all try to make their own research have an analytical framework, an observation perspective and a theoretical inductive analysis; Moreover, this analytical framework and this observation perspective must have the characteristics of academic discussion and the possibility of establishing an academic paradigm. It can be said that in these papers collected in this book, as well as in the discussion process of these papers, the vast majority of scholars almost agree that in the current study of corporate history in China, institutional issues and network relations have become one of the most important features and methods for us to think and explain problems. From this, we can further see that in the study of economic history, data and files are of course important, but the research ideas, theories and methods are more important. In this sense, these papers included in this book really reflect the new level of economic historians' research on the history of modern China enterprises to a certain extent, and show the future research trend.

catalogue

-

order

Reflections on several problems in the entrepreneurial development of foreign-funded enterprises in China in modern times.

New thinking on enterprise management company

Research on the Company Registration System in Beiyang Government Period

Review on the Industrial Incentive Policy of Nanjing National Government —— Taking the Special Industrial Incentive Law (1929 ~ 1934) as an example

Capital gains and distribution of state-owned enterprises during Nanjing government period

Problems and Methods of Scale Estimation of State-owned Enterprises and State-owned Capital in Nanjing National Government Period —— Taking the Scale Estimation of Resources Committee during the Anti-Japanese War as an Example

1945 ~ 1949 the anti-inflation policy of the central bank of Nanjing government and its performance evaluation

/kloc-bank of China and the reorganization of textile industry in Hebei, Shandong, Henan and Shaanxi in the 1930 s

Corporate Lending: Financing Problems of Shanghai Companies in the Early 20th Century

On the behavior of China's national enterprises led by foreign powers —— Taking modern cotton textile industrial enterprises as an example

An Empirical Analysis of the Familialization of Modern Private Enterprises in China —— Focusing on the Machinery and Textile Enterprises

Institutional change and enterprise development: a preliminary study of modern customs broker

On the management characteristics of modern Sino-foreign joint venture banks

The Relationship between Enterprise and Family —— Liu Family in Shanghai

Network, hierarchy and market-Jiuda Refined Salt Co., Ltd. (1914 ~1919)

From Imitation to Innovation —— Analysis on the Technological Development Mode of Fan Xudong Enterprise Group

Analysis of Shen Xin Textile Company's Operation in Expansion Period

Dong Haoyun and Modern Tianjin Shipping Company

On the relationship between the government and enterprises in modern China from the perspective of the development of China Merchants.

Dealing with the fraud case of Shanghai Commercial Savings Bank

China Travel Agency and the Concept of "Serving the Society" (1923 ~ 1949)

"Business War" and "Business Situation" —— On the business intelligence activities of British American Tobacco Company in modern China.

Technology Internalization and Development of Match Enterprises in Liu Hongsheng during the Anti-Japanese War

SWOT Analysis of Industry Management Function of Modern Federation of Industry and Commerce

The Classification of Circulation Market and the Construction of Relationship Network —— A Study on the Merchant Organization of Silk and Satin Industry in Modern Shanghai (1900 ~ 1930)

Social and Economic Coordination Function of Non-governmental Organizations in Modern China —— Focusing on Modern Shanghai Economic Groups

On the Industrial Organization in the Republic of China

Social Environment and Regional Differences of Westernization Enterprises

Rethinking the comprador system in modern China —— Taking comprador contract as the analysis center (1860 ~ 1940)

Decline and trend of China Expo.