The hottest search for the ultimate confusion of C

Looking for the Ultimate Puzzle of Chinese enterprise management

in the past 20 years, China's economy has experienced earth shaking changes. The market-oriented reform has enabled China's economy to achieve nearly double-digit growth in the past 20 years, which is a remarkable achievement

since the early 1980s, most Chinese enterprises have begun to feel gloomy and grope in the dark. Although it is difficult to move forward, they should first consider the pull range of demand test data. After difficulties, they show respectable toughness and flexibility, and Huawei, Haier, Lenovo, CIMC, Ping An and other enterprises with advantages have emerged. However, we have also noticed that for more than 20 years, Chinese enterprises have been like fashion generation change, approaching the international level quarter by quarter. But season after season, the replaced ones are forgotten. In this wave after wave of market elimination, Chinese enterprises have changed a lot. The emerging enterprises have taken a step more than the former, and they have also done a little bigger. Chinese enterprises have been fighting a little since childhood, and even now they can merge and acquire IBM (part of its business). Their achievements and disasters have become bigger

the challenges ahead are still very serious. The sustainable operation and rapid growth of enterprises are the topics that any enterprise needs to face. "Chinese enterprises have a short life span", "Chinese enterprises are popular for only three to five years", "Chinese large enterprises often have lower profits with larger scale", "how to achieve sustained and rapid growth in China"? How to achieve the rapid growth of existing businesses is often perplexing entrepreneurs. There is no denying the fact that Chinese enterprises still have serious weaknesses that will take years to overcome

years of experience in the business community have given us the opportunity to witness major changes in the Chinese market and business model. In today's market environment, "wangwanjie said that in order to succeed, enterprises must have a new business philosophy. This paper summarizes the consulting practice of Shengshi Liuhe company, and summarizes some principles and practices of enterprise operation in the Chinese market. There is no fixed answer to business, only eternal problems

three business concepts that Chinese enterprises must correct

the sustainable operation and rapid growth of enterprises are the topics that any enterprise needs to face. Why are Chinese enterprises short-lived? How to achieve the rapid growth of the existing business is often perplexing business leaders. This is an era of management fashion. Various media are full of various concepts about business skills, and countless Chinese enterprises are flocking to it

Shengshi Liuhe has also carefully studied various business skills and the Chinese market environment for many years, and deeply understands that many current enterprise problems and enterprise phenomena can not be solved by simple skill problems. Only by establishing a clear philosophy can we solve all kinds of complicated problems encountered by enterprises. 5、 Why did western enterprises in the 1960s put forward the slogan of "rebuilding the company" in the context of market changes. Because all this is more important than the simple discussion about operation skills. Under the guidance of different business ideas, the value orientation, code of conduct, methods and skills of enterprises will be completely different

we believe that Chinese enterprises must answer three key questions again in order to achieve faster development:

1 Is the biggest problem of Chinese enterprises impetuous? Does slow development mean less risk

2. The biggest problem for Chinese enterprises is lack of implementation

3. Can Chinese enterprises fully learn from western management

in front of these problems, we can't be ambiguous, and consumers don't have to worry about how to deal with packaging cartons anymore. Clearly find the answers to these problems, and unswervingly choose the methods suitable for the enterprise itself, so many Chinese enterprises can be based on the Chinese market, with the diligence of Chinese people and the efforts of Chinese entrepreneurs, Chinese enterprises are bound to achieve greater achievements

is the biggest problem of Chinese enterprises impetuous? Does slow development mean less risk

the growth rate or integration rate of many industries in China is amazing. In these industries, the compound annual growth rate of advantageous enterprises must be much faster than that of their main competitors in the same period. Only in this way can enterprises survive. Conversely, if the development of enterprises is slower than the growth rate of market capacity in the same period, they will inevitably fail in the end. For example, in the emerging electric vehicle industry, the market has grown at a rate of 60% every year in the past five years. In such an industry, enterprises must maintain a growth rate of more than 60%; The same is true for relatively mature industries such as beer industry. In 1996, China's beer industry used to have almost one brewery in every county, but after nearly a decade of market mergers and acquisitions, at present, there are no more than five local strong beer enterprises. In this market environment, fast development may not be able to survive, but slow development enterprises have no opportunities, and advantageous enterprises must grow and develop rapidly. The trend of industrial integration similar to the beer industry is about to be all-round for China.

almost all the advantageous enterprises that have developed in China's current non-monopoly industries have maintained a fairly high compound growth rate, usually at a speed far higher than that of their main competitors for many years. Since Wahaha started its business in 1987, from a Distribution Department of a school run enterprise with only three people and a loan of 140000 to 2005, its operating revenue was 14billion technical parameters, and its profits and taxes were 2.17 billion; Haier, Lenovo, Gome, Galanz, Mengniu, Huawei, Wuliangye, ut Starcom and many other "invisible champions" of unknown industries, such as the development history of Chinese pen king Beifa, China's largest professional rowing manufacturer eagle, the world's largest quartz clock manufacturing enterprise pearl, etc

in fact, there are also startups in the world that have grown faster than us in the past 20 years. In the United States, Cisco and Dell are the former. The former is arrogant because of the invention of routers, while the latter has become the world's most computer selling company by relying on an online sales model never seen in history. They basically represent two growth paths of today's business: a highly monopolized core technology advantage or a unique business channel model. In Asia, there is Shi Zhenrong's Taiwan Acer, which has become the most eye-catching star company in Asia in recent years, together with South Korea's Samsung and India's Mittal Arcelor steel company

now there is an argument that the main reason why so many Chinese enterprises have problems is that they are too impetuous and develop too fast. Will problems occur if they develop too fast? Can slow development resolve system risks? Home appliance chain giant Gome