What are the ways to improve the core competitiveness of enterprises?

Compared with large international companies and enterprise groups, China enterprises are at a disadvantage in terms of scale, investment in science and technology, technological innovation, management and profitability. 1. From the perspective of enterprise scale. 198 The sales revenue of 520 national key enterprises in China * * * is equivalent to $311500 million, which is only 98% of the annual income of the top two companies in the world (American General Motors and German DaimlerChrysler). The average total assets and total sales revenue of the top 500 enterprises in China are only 0.88% and 1.74% of the average size of the top 500 enterprises in the world, respectively, and the gap is very obvious. From the perspective of industry distribution, China's top 100 industries are mainly distributed in energy and raw materials industries, and there are few top 100 industries in manufacturing, which also shows that the development level of China's manufacturing industry is still very backward, and there is still a lack of competition between large enterprises and world-class enterprises in the same industry abroad. Although in the latest ranking of the world's top 500 enterprises judged by Fortune magazine in 2000, there are nine enterprises in Chinese mainland, including China Petrochemical, China Electric Power and China Industrial and Commercial Bank, but they are all energy, electric power and financial enterprises with monopolistic resources, which also shows to some extent that China's manufacturing industry and even the whole industry still lack international competitiveness. 2. From the perspective of investment in science and technology. Today's global economic competition is mainly a contest of scientific and technological strength. In recent years, China's scientific and technological competitiveness has improved, and it is at the middle level of developing China countries. However, compared with developed countries, there is still a big gap, mainly due to insufficient investment in science and technology. In order to maintain the leading position in science and technology, developed countries have revised their laws, increased their budgets and increased their investment in scientific research. The ratio of R&D expenditure to GDP is 2.52%( 1996) in the United States, 2.98%( 1995) in Japan, 2.28%( 1996) in Germany and 2.31%in France. The proportion of R&D personnel in China's labor force is 0.68% 0, that of the United States is 7.43% 0, that of Japan is 7.79% 0, that of Germany is 6. 15% 0, that of France is 5.48% 0, and that of Britain is 4.8% 0. It can be seen that China's investment in science and technology, both in capital and manpower, lags far behind that of developed countries. At the same time, the R&D funds of enterprises account for a low proportion of all R&D funds in China. During the period of 1998, the expenditure on scientific and technological activities of Chinese enterprises accounted for 47.2% of the total expenditure on scientific and technological activities, while the proportion of enterprises in some developed countries in the source of scientific and technological innovation funds and expenditure structure was generally around 50%-70%. In the R&D fund structure of 65438-0997, Japanese enterprises accounted for 74.8%, and the United States, Germany, Sweden, Switzerland and Belgium also accounted for more than 60%. 3. From the perspective of enterprise innovation ability. At present, the R&D expenditure of large and medium-sized enterprises in China accounts for about 0.82% of sales revenue. Only a few large enterprises spend 3% 12 1 on research and development, and many enterprises have not established their own technology centers. R&D expenditure of enterprises in developed countries generally accounts for 5%- 10% of sales revenue, and many Fortune 500 enterprises exceed 10%. Generally speaking, the R&D expenditure of an enterprise accounts for 1% of the sales revenue, so it is difficult for an enterprise to survive in the market competition, with 2% barely maintaining and 5% being competitive. At the same time, the level and speed of technology transfer between enterprises in China, between enterprises and universities and research institutes are low; There is a big gap between patent level and developed countries in quantity, quality and output benefit. 4. From the perspective of corporate profitability. According to the statistics of 1998, China Petrochemical Group (No.73) has a total revenue of $34 billion and a profit of only1940,000, ranking seventh from the bottom among 27 companies in the petrochemical industry. The revenue profit rate is only 1%, ranking sixth from the bottom, which is in sharp contrast with the revenue profit rate of Exxon Oil, which ranks first, reaching 6%, which is far from the highest revenue profit rate of Petronas Malaysia (16%). Suggestions on Building Core Competitiveness of Enterprises Establishing and perfecting modern enterprise system and improving enterprise management are the primary tasks and key links to improve core competitiveness. In addition, we must do the following specific work. 1. Develop core technologies. Original and leading technical resources are the key core for enterprises to build their core competitiveness, and also the magic weapon for enterprises to survive and develop. Enterprises must constantly improve their technological innovation ability, and through mastering and applying the latest technology, constantly improve their production and service levels and enhance their core competitiveness. As the main body of technology development, it is a basic model for enterprises to develop technologies that constitute core competitiveness and take the road of self-development. Many excellent enterprises with strong technical development ability are actively promoting this model. For example, Chunlan Group independently developed and formed core technologies such as engine manufacturing technology for its motorcycles and automobiles, and refrigeration compressor manufacturing technology for its air conditioners and refrigerators. As a model to improve the core technology of enterprises, it needs enterprises: first, strengthen their own R&D efforts, actively cultivate and introduce various scientific researchers, and attach importance to the input of R&D expenses. Second, improve the enterprise technology innovation system. Enterprises should establish an internal scientific and technological innovation system according to the principle of "taking the present and long-term as the foundation, taking innovation as the feature, and paying equal attention to basic and applied research". Third, due to the strategic position of core competitiveness, priority should be given to the allocation of resources (people, money and materials) for the project. Here, it is particularly important to emphasize the optimal allocation of human resources as the carrier of the core competitiveness of enterprises (which is often ignored by some enterprises). This inevitably requires the free flow and enjoyment of resources within the enterprise, otherwise it will be difficult to ensure the optimal allocation of project resources and enterprise resources. 2. Combination, reorganization and merger have complementary advantages. With the acceleration of economic informatization and globalization, the wave of merger, reorganization and merger among enterprises has been stimulated. Moreover, the fifth M&A wave since 1990s presents many different characteristics, the most obvious of which is that more and more enterprises regard M&A as one of the important means to build their core competitiveness. The core point of Savage's book "The Fifth Generation Management" is "to create wealth together by establishing virtual enterprises, dynamic alliances and knowledge networks". After China's entry into WTO, opportunities and challenges coexist for enterprises in China. The key is how to find opportunities in challenges. Among them, the most important thing is how to find cooperation with large foreign companies, establish strategic alliances, develop our enterprises by external forces and cultivate core competitiveness. Of course, this kind of cooperation also includes cooperation, reorganization and merger between our domestic enterprises. Compared with self-development to build the core competitiveness of enterprises, enterprise cooperation, reorganization and merger have the characteristics of strong timeliness, easy access and low cost. Although it takes some time for this model to build the core competitiveness of enterprises, it is much faster than its own development. For the case that some knowledge and resources needed by an enterprise belong to an enterprise, merger and acquisition has become the only way for enterprises to obtain these knowledge and resources. The low cost of M&A's core competitiveness is mainly reflected in the fact that the acquiring enterprise sometimes knows more about the actual value of its resources than the target enterprise. For example, Haier Group's acquisition of Hongxing Electric Appliance Factory, which has the largest drum washing machine production line in Asia, quickly filled the gap in the enterprise. In May 2000, Haier Group formed a technical alliance with two international companies, such as Philips in the Netherlands, Metz in Germany and Toshiba in Japan, in order to gain the ability to challenge the core technology of color TV based on the combination of technical resources. Cooperation, reorganization and merger among enterprises have indeed played an important role in enhancing the core competitiveness of enterprises. At the same time, we should also note that cooperation, reorganization and merger are only means, and the promotion of the core competitiveness of enterprises is the ultimate goal. In order to make the cooperation, reorganization and M&A between enterprises truly become an important means for enterprises to build their core competitiveness, we must pay special attention to the following two points: First, look for enterprises with certain capabilities or resources and knowledge based on certain capabilities as the objects of cooperation, reorganization and M&A ... This is the basis for building the core competitiveness of enterprises through cooperation, reorganization and merger. The second is to integrate the core competitiveness elements, that is, to organically integrate the competitiveness elements owned by the enterprise with the competitiveness elements of the target enterprise, so as to construct the core competitiveness. 3. Integrate core elements and develop core products. The core competitiveness of an enterprise is a unique management knowledge system. Therefore, the technical elements that constitute the core competitiveness of enterprises should be organically integrated with the management system of enterprises and the organizational culture of enterprises. In the process of integrating the elements of enterprise's core competitiveness, it needs the support of relevant mechanisms and environmental conditions. First, an organizational management mechanism conducive to learning and innovation: a decentralized and flat network organization centered on team management. The second is the dynamic innovation incentive mechanism. The third is the market-oriented and customer-oriented corporate culture atmosphere. Fourth, open a cooperative environment of mutual trust. Core product is the materialization of enterprise's core competitiveness. Because it embodies the advantages of enterprise's core competitiveness, becomes the logical basis of enterprise's final product and market diversification, and is the intermediate product between enterprise's core competitiveness and final product. The development of enterprise core products needs to pay attention to the following three aspects: first, set up a task-centered self-organizing project team, and the team members come from functional departments and business departments related to the project to implement authorization management for the project team. Second, the project team has team spirit. The third is to implement parallel working system within the project team to shorten the product development cycle. 4. Enhance the core competitiveness of enterprises by informationization. The core competitiveness of an enterprise is a concept with rich connotations, including products, services, technology, marketing and management. Enterprise informatization has injected new vitality into these elements. Informatization has changed the traditional competition mode of enterprises. It makes the competition between enterprises and between enterprises and middlemen gradually change into direct competition for consumers; From the previous competition centered on product and service design to the competition centered on management and marketing; From the tangible competition of the cost and quality of products and services to the virtual competition of consumer confidence. Informatization has expanded the field of competition. On the one hand, the "time-space compression" effect of information technology (especially Internet technology) makes enterprise information exchange direct and simple, and online competition is becoming increasingly fierce. On the other hand, the "time-space amplification" effect will enable the alliance and competition between enterprises to be implemented through "binary" digital information. This not only provides a new way of competition for enterprises, but also provides new competition space for enterprises. Information technology makes the transaction cost of enterprises develop in two opposite directions, both of which have the function of improving the competitiveness of enterprises. On the one hand, reduce the contact between enterprises and consumers, shorten the distance, reduce the transaction cost of enterprises and improve the cost advantage; On the other hand, increase enterprises and distributors and change the transaction cost of suppliers. Distributors may face the cost of replacing information systems when changing suppliers. Enterprise informatization is not only the introduction of automation system, but also the introduction of advanced management ideas and management systems. MRP and CIMS are essentially the products of the combination of modern enterprise management thought and modern information technology, representing not only the upgrading of management means, but also the innovation of management thought. In this sense, the process of enterprise informatization itself is a profound reform. In order to give full play to the superiority of technology, it is necessary to make reasonable and planned adjustments to the organizational management system. Only by optimizing the management process and strengthening management can we give full play to the comprehensive economic benefits. In the process of promoting the core competitiveness of enterprises by informatization construction, we must choose the right focus, not only make full use of the achievements of informatization itself, but also grasp the ever-changing market situation and respond to the adjustment of market structure at any time with the improvement of system and management.