How can small and medium-sized enterprises break through development bottlenecks?

How can small and medium-sized enterprises break through development bottlenecks?

July 10 news, as the most vibrant and dynamic force in the Chinese economy, small and medium-sized enterprises have always attracted attention from all walks of life. However, compared with enterprises that have successfully grown, China's small and medium-sized enterprises face a series of growth difficulties in many aspects. Therefore, while we see the contribution of small and medium-sized enterprises to the entire national economy, we should actively help them find solutions...

According to relevant data, from the 1970s to the present, whether in Whether in developed countries or developing countries, the proportion of small and medium-sized enterprises in the total number of existing enterprises generally reaches more than 90%. These small and medium-sized enterprises are the fastest to be born and the fastest to close down. Because of this, small and medium-sized enterprises are more eye-catching. To a certain extent, the development and growth of small and medium-sized enterprises is directly related to the energy and vitality of the entire national economy. However, due to factors such as late start and shallow accumulation, current Chinese small and medium-sized enterprises are also facing many difficulties. Management, capital, talent and other aspects are all bottlenecks that urgently need to be overcome in the sustainable development of enterprises. In response to this situation, experts and organizations from all walks of life have carried out in-depth thinking and extensive discussions, and various trainings have emerged to solve problems for small and medium-sized enterprises. However, due to the vast differences in origin, background, economic strength, management level, and market experience of small and medium-sized enterprise operators, large-scale and comprehensive training cannot meet the extremely diverse problems of small and medium-sized enterprises and provide solutions.

With the mission of helping small and medium-sized enterprises grow, the relevant person in charge pointed out that theories in management, market and other aspects are not the most urgent needs for small and medium-sized enterprises that are flexible in operation and highly innovative. Only by solving the specific problems faced by small and medium-sized enterprises in a targeted manner and helping them meet their basic survival needs can we further discuss and plan development prospects. Based on this understanding, it is necessary to arrange for experts from various industries to speak out and conduct online interactive exchanges with business owners, and launch a series of "a large number of small and medium-sized enterprise lectures".

Statistics show that the life cycle of China's small and medium-sized enterprises is about three years on average, and there is a trend of accelerating shrinkage. How to survive in this environment where large numbers of companies are falling down and rising again is an urgent problem that small and medium-sized enterprises need to solve. From this perspective, "a large number of small and medium-sized enterprise lectures" invite industry experts who are active in actual combat to conduct practical problem analysis online with small and medium-sized enterprise followers, with the attitude of discovering and solving problems. Solve doubts for enterprises and convey experts’ successful experiences and stories behind them.

It is understood that this “large number” of “small and medium-sized enterprise lecture halls” serve as models for the most active industries at present, and initially involve five industry circles including decoration, home appliances, catering, toys, and clothing. It focuses on aspects such as investment and financing, human resources management, and sales skills that are of great concern to small and medium-sized enterprises. During the lecture hall activities, participants can fully ask questions before the meeting, interact during the meeting, and exchange opinions with the experts after the meeting. This method changes the traditional way of instilling the knowledge and experience of experts through lectures. Instead, it relies on a high degree of interaction with the audience to truly and concretely understand the actual difficulties faced by small and medium-sized enterprises, so as to provide targeted help and guidance. This also highlights the characteristics of the online business circle of "a lot of" websites: providing a place for small and medium-sized enterprises to communicate, learn, and grow.

Judging from online feedback, the majority of small and medium-sized enterprises praised this event highly. After all, for small and medium-sized enterprises whose top priority is survival, "practical" is the last word.

Experts on small and medium-sized enterprises said that the "SME Lecture Hall" is a positive and effective attempt to help small and medium-sized enterprises grow. At the same time, it also opens up a new perspective for us. The online lecture method meets the increasingly popular need for interactive communication and provides small and medium-sized enterprises with a circle and platform for multi-party interaction and mutual learning of successful experiences. It is very practical in helping small and medium-sized enterprises solve specific problems encountered in their operations. Guidance role.

Today, with the in-depth development of informatization procedures in Chinese enterprises, the difficulties faced by enterprises can be discovered and solved more directly and effectively with the help of the openness and interactivity of the Internet. Aiming to help business people find a "circle" of like-minded people among themselves, the original intention of organizing the "Small and Medium Enterprises Lecture Hall" is to achieve the ultimate win-win situation for many enterprises in related industries by gathering the wisdom of industry circles. and development. How to break through the development bottleneck of small and medium-sized enterprises

Re-plan the development ideas, determine the development scale and management mode plan based on the actual situation of the enterprise and the team, and gradually implement, execute and adjust it.

1. Make a breakthrough in the system and change "unilateral governance" to "bilateral governance", which means that the enterprise is jointly governed by non-human capital owners and human capital owners. For example, The power of operation and management is entrusted to professional managers, who are motivated by shares or stock options.

2. Make breakthroughs in management, change experience management into scientific management, attach importance to corporate strategic management, establish a collective decision-making mechanism and expert consultation mechanism, adopt a professional manager system, and implement humanistic management.

3. Make technological breakthroughs and transform traditional industries with high and new technologies.

4. Make breakthroughs in entrepreneurial abilities and improve the overall quality of entrepreneurs.

How can small and medium-sized enterprises break through the talent bottleneck?

What is the most lacking thing for small and medium-sized enterprises? Is it funding? technology? Or the market? In fact, it is neither. If there is insufficient funds, it can be solved through financing; if there is no technology, it can be introduced; if the market is limited, it can be gradually developed. In a word, what small and medium-sized enterprises lack most is none other than talents! In the process of providing consulting services to small and medium-sized enterprises for many years, the author has a very deep understanding: Many bosses of small and medium-sized enterprises are very tired? Often the boss directly commands and controls every link of every department, just like the wheels of a wheel, with the axis directly Radiating to every corner of the wheel. The bosses also have troubles to express, always saying: The people below are not capable, and we lack talents. This phenomenon is very typical. In the process of providing consulting services to small and medium-sized enterprises for many years, the author has a very deep understanding: Many bosses of small and medium-sized enterprises are very tired? Often the boss directly commands and controls every link of every department, just like the wheels of a wheel, with the axis directly Radiating to every corner of the wheel. The bosses also have troubles to express, always saying: The people below are not capable, and we lack talents. This phenomenon is very typical. So, how can small and medium-sized enterprises break through the talent bottleneck? First of all, companies must understand that garbage is a misplaced treasure. Enterprises must first analyze whether their so-called talent shortage is an absolute scarcity or a relative scarcity. The so-called absolute scarcity means that the total supply of talents is less than the total demand for talents or that the company does not have enough required talents; while relative scarcity may be structural or hidden, which is often due to the company's employment situation. Caused by improper concepts and talent allocation. For example, the young man who pulls bells in the TV series "Liu Laogen" is a college student himself and can speak fluent English, but Liu Laogen asked him to dress up as a farmer and pull bells. This is a typical example of relative scarcity. In fact, as far as the so-called talent is hard to find and talent is insufficient, it is not entirely exclusive to small and medium-sized enterprises. Many large companies also lament the lack of talent. So, is there really an absolute scarcity in China’s talent market? The author believes that absolute scarcity exists in individual industries and areas, but the overall situation is far from that. A large number of college graduates cannot find jobs across the country every year (for example, in 2007, of the 5 million college graduates nationwide, 1 million were not employed). On the other hand, companies are complaining about the lack of talents. The author believes that this scarcity is relative. Therefore, for enterprises, especially those complaining about the lack of talents, the first step to solve the shortage of talents is to self-diagnose, check their existing talent concepts and talent allocation, and see which treasures have been treated as garbage. , which garbage can be turned into treasure. As the American management scientist E. Tremer said: Being good at using people means not only being good at placing them in the right positions, but more importantly, knowing how to bring their best strengths into play, make full use of their shortcomings, and even turn them into disadvantages. Treasure, there are no useless people in a company, only people who don’t know how to use people. Secondly, to raise talents, we must educate talents more and insist on cultivating ourselves first. Whenever we talk about our parents, every one of us has the same feeling: our parents have nurtured us. This is because parents not only raise their children materially, but also educate us in terms of personality, temperament, wisdom and life. In fact, the same is true for companies and employees. The company pays salaries, bonuses, benefits, and dividends to employees to support employees on a material level; the process of managing employees through the shaping and dissemination of corporate culture, systematic training, institutional constraints, and other means is the process of educating employees. However, the author found that many companies only focus on cultivation but ignore education! As the saying goes: It's the father's fault if he raises but not teaches. How can a child become successful if his mother raises him but does not teach him? In the same way, if a company fails to nurture its employees and the employees fail to become talented, what is the fault? A company that only values ????using material means such as money to support its employees will never be able to cultivate truly outstanding talents, and it will never be able to cultivate enough talents. Nurturing and nurturing must be taken into consideration and cannot be neglected. Many companies always want to achieve success overnight by grabbing a handful of talents and putting them to use right away. In fact, it is quite different. Even if you recruit talents who can take up the job immediately, it does not mean that they have become employees of your company, let alone talents of your company. On the contrary, for this type of airborne talents, education is more important and prominent. In reality, the success rate of airborne talents is pitifully low! Why? Most of it is because the talent's personality is difficult to integrate with the company's culture, or even - Global Brand Network - is incompatible. Therefore, when the company has not deeply penetrated its own values ????and its own corporate culture into the soul of a talent, it cannot be said that you already have this talent. Jack. Welch gave the most brilliant answer to this question: The biggest difference between good leaders and mediocre leaders in selecting talents is that the former believes that it is more difficult to find excellent talents within the company than to recruit talents, while the latter is just the opposite. Therefore, self-cultivation is a long-term mechanism for corporate talents, a production line for corporate talents, and an incubator. Once an enterprise has its own talent cultivation mechanism and supplements it with matching measures to attract talents, the enterprise will not worry about running out of talents. This article is valid for large enterprises and also applies to small and medium-sized enterprises. As far as introduction is concerned, we should focus on introducing blank talents? Freshly graduated college students, survival of the fittest, selective training, reserve year by year, and step-by-step construction. For those airborne troops, this can alleviate the temporary needs of enterprises.

Third, the body and head are separated, and corporate headquarters are connected to large and medium-sized cities to absorb talents more widely. Since the vast majority of small and medium-sized enterprises are located in small and medium-sized cities, counties and even villages and towns, there are inherent flaws in the selection and introduction of talents by small and medium-sized enterprises. On the one hand, these companies are in an environment where the number and level of talents are relatively limited. On the other hand, even if they want to introduce high-level talents, they are not willing to give up big cities and settle for peace. In this case, if the company takes the initiative to go global and move its headquarters or marketing center to a nearby large or medium-sized city to achieve the separation of the company's body and head, it can completely solve this problem. Of course, in addition to talent factors, whether an enterprise is suitable for going global and how to go global, there are many other aspects that need to be weighed. Fourth, effectively integrate various resources and recruit talents in an eclectic way. For small and medium-sized enterprises, they can definitely adopt the method of going out and inviting in to cultivate talents or realize the connection of talent resources. Going abroad means that you can send your employees out to study and exercise, and you can achieve various exchanges with other companies, etc. Please come in, for example, you can use external brain resources. This is the case for several small and medium-sized enterprises that the author serves. Through the Global Brand Network, with the help of external brains, resource docking is solved very well. On the one hand, external brains solve practical problems that cannot be solved by the company's existing talents. On the other hand, through the introduction of external brains, the company is gradually establishing its own talent cultivation mechanism. All have received very good results. As far as corporate talents are concerned, the author's general feeling is that no matter what size, nature or region of the company, the boss is the key, especially the boss's concept. There are just as many talents as there are bosses. If a company owns a tree, it doesn't have to worry about owning a forest. The important thing is that the boss himself must be a tree, and he must understand what kind of tree he is. How private small and medium-sized enterprises can break through the financing "bottleneck"

Collection recommendation Private enterprises are an important part of our country's national economy and a very dynamic part of our country's small and medium-sized enterprises. Since the reform and opening up, especially during the "Tenth Five-Year Plan" period, the country's strong support has enabled the rapid development of private small and medium-sized enterprises in my country, and has become an important force in promoting social and economic development, participating in international economic and trade cooperation, and absorbing labor employment. Compared with the importance of private small and medium-sized enterprises in my country's economic development, their own development has been subject to too many constraints, among which financing issues have become the most important "bottleneck" restriction. Only by effectively solving the financing problems of private small and medium-sized enterprises can the potential energy of the development of private small and medium-sized enterprises be brought into play, so that they can play a greater role in economic development and social stability. 1. Financing "bottlenecks" and reasons for private small and medium-sized enterprises Funding is a necessary factor to ensure the development of enterprises. At present, the problem of insufficient financing caused by financing difficulties for private small and medium-sized enterprises in my country is very prominent, which to a large extent limits the development of enterprises. In general, financing "bottlenecks" are mainly manifested in two aspects: financing channel defects and financing credit problems. 1. Defects in financing channels. Endogenous financing, banks, capital markets and private financing are currently the four main channels for corporate funding sources. Next, we analyze the limitations of each of the above channels and their reasons in detail: (1) Relying on limited endogenous financing. As an important channel for corporate financing in my country, endogenous financing is original, independent, low-cost and Anti-risk characteristics are an indispensable and important component for the survival and development of enterprises.

The simplest way is to transfer part of the equity to some large groups. In this way, we can rely on the group's advantages to raise funds through its subsidiaries. How can small and medium-sized enterprises seize the opportunities of e-commerce and break through bottlenecks?

Hello

At present, when some small and medium-sized enterprises in my country develop to a certain scale, it is always difficult to move forward. In the final analysis, the information construction is not in place. To put it simply, It is just that they have not seized the opportunity of the Internet. Small and medium-sized enterprises must seize the opportunity, choose small investment, accurate and efficient Internet media, and join the e-commerce trend. Only by making full use of the Internet can they bring greater development to the enterprise. support.

I hope it can help you adopt how small and medium-sized enterprises can break the employment bottleneck

Author: Zhang Guoxiang Not long ago, a boss in East China told me very distressedly that his corporate salary was higher than Others cannot find suitable talents; his company has too many orders to fill, and the companies it cooperates with are either one or two in the industry. Their product profit margins are also large, but they cannot retain talents. He said that when people run a business, they get more experienced as they do it, but what about him? The more I do, the more helpless I feel. He said that he was old and in poor health, and he really couldn't worry about taking care of the business. He said that he was not able to do so. I really don’t know what to do? Turn to me for this! After investigation, it was found that the problems of this company are as follows: Due to the poor health of the boss, his working hours are limited every day (he can only arrive at the factory in the afternoon). Although he also authorized three deputies, the three deputies worked independently, and none of the three was a generalist. , Major matters cannot be decided by the boss. Some urgent matters often have to wait for the boss and are delayed. The delay causes customers to complain, and customer complaints make the boss even busier. The company has recruited many talents in the industry, and the treatment is better than what they received in the past. But talents often don't like to rely on others. They tolerate it for one month and suffer for two months. Three months have passed and they haven't had the chance to make a difference. It's strange that the talent doesn't leave, unless he is not a talent. If you are not a talented person and you don't leave after the three-month probationary period, the three deputies will notify you to leave without waiting for the boss to make a decision.

The result is that companies come in for recruitment every day, and airborne troops leave every month. Talents cannot come in and retain talents once they come. After learning from the experience, the boss finally understood that it was not that there were no talents in the industry, but that the company did not have the atmosphere and soil to retain people, that is, there was no mechanism to retain people. The prescription I give to enterprises is a two-pronged approach, where cultivating the employment mechanism and short-term employment go hand in hand. Cultivating the employment mechanism is a long-term task that must be started immediately, but immediate results cannot be expected. The current situation of labor shortage must be changed immediately. The advice I give is to suspend recruitment for a month, look inward, and never recruit from the outside for positions that are qualified by experienced employees. Talents that have been recruited are given free rein to display their talents. Airborne troops are recruited every day, people come and go every day, and companies are full of enthusiasm and will inevitably fall into confusion. I also told my boss that when recruiting talents in the future, we should change our recruitment strategy: when recruiting for director positions, select from talents who have never been directors; when recruiting for manager positions, select from those who have worked as assistants; when recruiting for assistant positions, select from among clerks. Give those who come in room for advancement. Before the employment mechanism is established, the boss must be responsible for recruiting reserve cadres. The boss happily accepted my suggestion. As we all know, small and medium-sized enterprises cannot recruit talents, cannot keep them after they come, and cannot retain the hearts of those who stay. Airborne troops are not easy to use, and veterans cannot keep up with the pace of enterprise development... The employment bottleneck restricts the development of enterprises and hinders the growth of countless people. The boss of the business. Poaching corners and looking for headhunters are all temporary measures. They are okay in the short term, but there is no hope for long-term cooperation. As the old saying goes: It is better to seek help from others than from yourself. Small and medium-sized enterprises need to build their own talent echelon, in addition to cultivating it themselves. If you can afford a high salary, others can also afford it; if you have high-level positions, others can afford them more than you. There is a saying that any problem that money can solve is not a problem. This phrase is most appropriate when used in talent cultivation. Although success cannot be imitated, experience is worth learning from. If we look at where the talents of successful companies come from and where they come from, we can understand where to start cultivating talents. Where did Haier’s Yang Mianmian and Chai Yongsen grow up? Who cultivated it? Where did Jack Ma's Eighteen Arhats grow up? And who trained it? Shi Yuzhu's basic team members never left him even when the Giant Building fell. Who gave them a chance? Who helps them grow? Companies are different, and there seems to be only one answer: the company cultivates them, and they grow with the company. Nowadays, many enterprises have the ability to innovate products and develop markets, but they lack the ability to cultivate talents. Such enterprises thrive but also fail. Enterprises grew rapidly by relying on market opportunities, but because they had no talent, they quickly disappeared into unmanaged chaos. Some people may say, how can a rapidly growing company develop rapidly if it does not have talents? Don’t forget that enterprise development requires a variety of talents, and different stages of enterprise growth require different types of talents. Product R&D talents are not necessarily good management talents, and market development talents are not necessarily qualified managers. The talent team of an enterprise is an organic combination of various talents. There must be warriors at the front who open up territory and craftsmen at the rear who supply ammunition; there must be generals who direct the war and strategists who strategize; there must be scouts who collect intelligence and those who summarize and analyze it. chief of staff. The faster a company grows, the more it needs different types of talents. I have long said that corporate talents need to be redefined: anything that can create value for the company is talent. In the same way, only those who understand the enterprise and are willing to contribute to the enterprise can create more and greater value. And such people can only be produced among people who share the same fate as the enterprise. This also determines that the enterprise's talent training must be inward-looking and focus on internal training. Another question arises here. Some people may ask: My company originally had dozens of employees. Now that the company is developing rapidly, even a few hundred people cannot meet the employment requirements. If you ask me to look inward, where can I find talents? How to cultivate talents? There are no absolutes in everything. Eyes turned inward means that enterprises must create a soil or atmosphere in which everyone can grow and become successful. They must cultivate talents on their own and not be greedy for "talents that can be used easily" - if there are such talents, others will not will be given to you. While looking inward, we must open the door and recruit talents - anyone who has the same or similar values ????as the company, and anyone who is willing to share the joys and sorrows with the company, we will not refuse. Before ordinary people arrive at the factory, it is best to stay away from the large number of "talents" required. We do not recruit ready-made talents from outside, but we must recruit reserve talents from outside. Enterprises leave opportunities to those who are ambitious and have development potential, but are currently not favored by others, which means that they leave unlimited development possibilities to the enterprise itself. Recognize people before they become famous and let them grow as the company grows. Such talents are the company's own talents. What kind of talent can be retained? It's time to ask the question. I would like to conclude with the personal experience of a boss. While people are focusing on graduates from prestigious universities such as Tsinghua University and Peking University, I only focus on those children who come from rural areas. I will give priority to those who want to take root in the city and bring their parents to live in the city. Because they have dreams and motivation, because they can endure hardship and want to struggle. How can a person who doesn't even want to change his own destiny help an enterprise change its destiny? There is no doubt that this boss succeeded, and also made some of the unknown people who followed him succeed.

A person who has knowledge, dreams, can endure hardships, is willing to make progress, and has a filial piety, and a person who your company can help him realize his dream is the best reserve talent. China has never lacked talents. What it lacks is the eyes to discover talents. Whoever has the insight to discover talents will have the weapons to win in the market. In this era where talent wins, whoever invests in unknown talent can build a great company. Japan's Panasonic and China's Wahaha are both companies that create talents, and talents create companies. Look outward and recruit potential talents; look inward and cultivate talents. Anyone can control the future of the enterprise. Breaking through the employment bottleneck requires a pair of eyes and a good talent growth mechanism. A good enterprise mechanism not only cultivates talents, but also achieves the success of the enterprise. Allowing one talent to come in, retain it, and put it to good use is not a good retention and employment mechanism. It allows a group of talents to come in, retain it, and put it to good use, helping, cooperating, and using each other. Promote and improve together, this is a truly good corporate mechanism! Relying on blood transfusion can only save people temporarily, but relying on mechanisms to produce blood can lead to continuous survival. The only way for small and medium-sized enterprises to break through the bottleneck of retaining and employing people is to create an effective management system. Letting talents and enterprises grow together is the only way for enterprises to grow.

Author: Zhang Guoxiang