Case analysis of college students' entrepreneurial management

Through the specific cases of college students' entrepreneurship, this paper deeply analyzes the key points of success or failure of case enterprises in market changes. Let's take a look at the following case study of college students' entrepreneurship management, which may be what you need.

Case analysis of college students' entrepreneurial management

Through the specific cases of college students' entrepreneurship, this paper deeply analyzes the key points of success or failure of case enterprises in market changes. At the same time, in order to provide valuable guidance for college students' entrepreneurship, this paper specially establishes an assessment system for case enterprises to improve management level, so as to promote and improve the efficiency of college students' entrepreneurship.

Keywords: case management of college students' entrepreneurship

In recent years, higher education in China has become increasingly "white-hot", and the number of fresh graduates is increasing rapidly every year. This undoubtedly aggravates the situation that it is difficult for college students to find jobs after graduation. In this severe employment background, entrepreneurship has become the career choice of most college students. However, according to relevant authoritative statistics, the success rate of college students' entrepreneurship is less than 5%. From this perspective, the success rate of college students' entrepreneurship is small. The low success rate of college students' entrepreneurship not only dampened their entrepreneurial enthusiasm to some extent, but also seriously affected the healthy and orderly development of college students' entrepreneurship. Therefore, it is particularly important to study the management level that affects college students' entrepreneurship, which plays a milestone role in guiding college students' practice and developing entrepreneurship education in colleges and universities.

1 Overview of basic information of college students' entrepreneurial cases

M company was established in 2006, located in A City, Jiangsu Province. This is a company founded by three college graduates. M Company's four series of polymer modified asphalt waterproofing membranes-SBS, SRO, APP and APR, are widely used in various municipal and civil projects in a city, and are a large-scale new waterproof material sales and service company in a city.

The marketing department established by M Company has three sales and installation teams, which are solely responsible for the sales and installation of the company's products. In addition, the three sales and installation teams are also responsible for the sales and installation services of waterproof materials in different areas of a city. The following are the characteristics of the sales and installation team of M Company and its members: ① The sales and installation team is divided into sales personnel and installation personnel. Among them, the sales staff are responsible for the collection of user information, the negotiation of purchase and sale contracts, and the recovery of payment, while the main job of the installer is to install and lay various modified asphalt waterproofing membranes sold by the sales staff under the background of national, industrial and enterprise standards. Sales staff and installers work together to complement each other and cooperate with each other to complete the sales and installation tasks of the team. (2) In view of the flexibility and variability of the engineering workplace in City A, the contact information of the sales and installation team members is limited to telephone or email. The uncertainty of working hours and working places makes it difficult for sales and installation team members to communicate face to face. ③ Hold 1-2 regular sales meetings every month according to the needs of sales and installation team members. Therefore, the review of sales contracts and a series of arrangements for product transportation and installation can only be communicated by telephone, mail, fax and other means in the rest of the time. (4) The sales staff and installers of the company's sales and installation team mainly implement contract appointment management through recruitment. Some of the sales staff belong to M company, some come from joint marketing enterprises, and some work part-time in other units; But the installer is different. Installation personnel must be recruited by M company's market, trained in skills and qualified before they can take up their posts, and be responsible for the installation of waterproof coiled materials in different construction sites. (5) the sales staff who sign the contract is responsible for the sales and installation of each waterproof coiled material, and the specific number of people who lay the membrane is determined according to the size and difficulty of the engineering quantity.

To sum up, due to the quickness and convenience of modern communication tools, the technologies of the members of the sales and installation team of M Company can complement each other, improve each other and develop together through convenient communication tools, regardless of time and place. Therefore, this paper thinks that the sales and installation team of M company is a new team, which is neither controlled by time nor limited by space.

2. Cases of major problems in company management

At present, the main product of building waterproofing materials is polymer modified asphalt waterproofing membrane of M company, which is also the development direction of building materials in the future. This product has been supported by the state and is one of the key products supported by the national industrial policy. The quality and technology of the products sold by M company are at a relatively advanced level in the same industry in a certain city, which has certain product advantages. In a city's waterproof market, M company's market share is greater than that of the same industry. Therefore, the sales volume of M company's products shows a straight upward trend.

In the early days of the company's establishment and development, the sales and installation team of M Company played a key role in the company's development and growth. The market development of M company and how to change the waterproof concept of building users are all realized with the joint efforts of the sales and installation team members of M company. However, before 2009, the market competition of similar products in this area was relatively weak, which led to the decline of sales volume and sales profit of various waterproof coiled materials of M company from 2009. However, compared with traditional waterproof materials, the products mainly sold by M Company have obvious irreplaceable advantages, so the business development is very rapid; After 2009, the competitors of the same product in the company's region increased, and the original competitors gradually marketed new waterproof materials, which directly intensified the fierce market competition. Therefore, M company gradually loses its market advantage, because the pure product quality and technology can no longer meet the market demand. What followed was that the management of M company's sales and installation team was full of loopholes, which directly affected the future development of M company.

2. The crisis of1M Company mainly lies in the serious loopholes in the management of the marketing department. The annual sales target set by M Company according to the waterproof market survey results and the company's development status is not quantified, but only adopts the way of commission, which maximizes the interests of the team and team members and weakens the binding force of the sales and installation team and team members. Paying attention to short-term benefits directly affects the realization of the company's long-term sales target, and lacks abundant funds to develop bigger and farther sales targets. 2.2 M Company has not established a perfect performance appraisal system for the sales and installation team and team members, which can't connect with the performance appraisal KPI system. It can be clearly seen from the current performance appraisal indicators of the sales and installation team and team members that the main content of the indicator appraisal is part of the work achievements of the team and team members, but the work behaviors, attitudes and methods of the team and team members are not included in the appraisal scope. Therefore, the assessment result is the only evidence of the benefit distribution of the whole team and team members, which directly leads to the short-term sales work, ignores the long-term development of the company, ignores the development of new markets, ignores the improvement of employees' ability and the changes of customer demand, and finally leads to the situation that the development of M company is blocked after the intensified market competition.

2.3 Team members, sales and installation team and marketing department lack collective cohesion and centripetal force because they only have performance appraisal but no performance management. This one-sidedness leads to the lack of effective communication between employees, which makes the management of the company lag behind. M company is driven by one-sided interests, which makes the sales and installation team lack teamwork spirit. In addition, Company M did not create a good sales environment, nor did it provide information and technical support for the members of the sales and installation team. This has caused most sales and installation team members to be unable to complete some major projects independently. Sales and installation team members found problems, but they were not solved or assisted in time. In this passive state, employees are forced to solve various sales problems alone. 3. Establish the performance management system of the sales and installation team of the case company.

3. 1 Case Team Performance Management System Establishment Scheme On the basis of comprehensive analysis of sales and installation team management problems, M Company realized that it was necessary to first change the performance management system based on objectives, establish an effective, modern and efficient management system that met the market demand and the overall staff of the sales team, and finally determined an effective scheme to establish a performance management system that met the long-term development needs of M Company: ① Determine the main assessment indicators of the sales and installation team to support the overall market target demand of the marketing department. Its main assessment indicators are total product sales, market share and overall product installation quality. (2) According to the principle of Balanced Scorecard (BSC), establish a comprehensive KPI system for performance appraisal of sales and installation staff, ensure that individual performance goals are closely related to the overall performance goals of the team, and comprehensively evaluate the performance of the team and team members to support the overall development goals of the company. (3) In order to ensure the all-round development of the whole sales and installation personnel, the marketing department comprehensively strengthens the performance coaching and effective information feedback system, paying special attention to the effective combination of face-to-face and SMS communication, so that the whole sales and installation personnel can communicate in time and effectively, thus improving the cohesion and centripetal force of the team, adjusting the enthusiasm of the team to the extreme, and finally effectively improving all aspects of the overall sales team members.

3.2 Establishment of KPI system for case team and team members

According to the principle of Balanced Scorecard (BSC), combined with the team's work objectives and many factors inside and outside the company, the KPI system is constructed. First, build the KPI system of the sales and installation team.

The main duties of team sales members are to unite and help team members, and to collect market information, sell products and recover loans. Finally, the KPI system of sales team is decomposed, and the KPI system of team sales members is constructed from four dimensions. They are based on the task difficulty, nature and job responsibilities of sales members.

As the team installation members are not responsible for financial indicators, their main responsibility is to install and lay waterproof coiled materials in strict accordance with national, industrial and enterprise standards. Therefore, according to the installation standards of various styles of waterproof materials, related historical data and the tasks and responsibilities of installation members, the KPI system of team installation members is established.

4. Key elements of performance evaluation of sales and installation team of case company

The establishment of KPI system for sales and installation team of M Company is the first step to improve management means. On this basis, we must determine the relevant elements of performance appraisal, so as to play the role of KPI system and promote the long-term development of enterprises. To sum up, I think that in order to improve the overall management level of the company, the balanced scorecard should be used to evaluate the case team as a whole and individuals. (1) Establish performance appraisal team members and clarify their division of labor and cooperation. In order to ensure the fairness and justice of the evaluation, the selection criteria are "independence" and "competence", and the principle of balanced scorecard is followed to ensure the fairness and authenticity of the evaluation.

Senior management (such as the general manager and deputy general manager in charge of sales), middle management (such as marketing manager, sales team leader and other department managers), excellent team members, experts hired by the company, customer representatives and other personnel can all serve as members of the jury. (2) The determination of the time of work performance appraisal. The performance appraisal time of the sales and installation team of the case company is divided into quarter-end and year-end. The main purpose of the performance appraisal time at the end of the quarter is to effectively grasp the work progress of all employees and provide reliable and powerful basis for further sales management; The year-end assessment involves the final evaluation of the overall performance of each sales and installation personnel, and will also become the main basis for post adjustment and rewards and punishments of M company. (3) Quantitative comprehensive evaluation of performance appraisal results of case teams and team members.

Under the KPI system constructed by M company, it is unscientific to draw conclusions for all members of the company's sales and installation team simply based on a certain KPI dimension or index. The scientific method is to take each evaluation dimension and index of KPI as the evaluation basis. Therefore, in order to evaluate the fairness of the results and effectively improve the performance analysis, comparison and improvement of all the staff of the case team, we should scientifically use the fuzzy comprehensive evaluation method to make a final comprehensive evaluation of all the staff of the case, so as to devote ourselves to the company's longer-term development.

Through the analysis of the case management of college students' entrepreneurship, it is believed that college students' entrepreneurship must strengthen the internal management of enterprises, especially the performance management of enterprises, link the development goals of enterprises with the performance evaluation of entrepreneurs, and standardize the behavior of employees with performance goals, so as to comprehensively enhance the competitiveness of enterprises and make college students' entrepreneurship stand firm in the fierce market competition and last for a long time.

References:

[1] empirical analysis of key factors of entrepreneurship of Malaysian college students [J]. China university science and technology and industrialization, 20 10(3).

[2] Zhu Ling. Cooperative Entrepreneurship and Behavior Analysis of Entrepreneurship Team Members [J]. Journal of Sun Yat-sen University, 20 1 1(3).

[3] Xu Ziyue. Research on the Countermeasures of Entrepreneurship Education for College Students Based on the Factor Analysis of Entrepreneurship Performance [J]. China Higher Education, 20 1 1(6).

[4] Hu Guilan. Research on the Influence of Entrepreneurial Team on Entrepreneurial Performance [J]. Research on Science and Technology Management, 20 10(6).

[5] She Min. Advantages and disadvantages of Chinese college students' entrepreneurship [J]. Adult Education in China, 20 10( 16).

About the author: Kang Shu (197 1-), female, Chongqing native, teacher, and her research interests are entrepreneurship education and student management.

Case analysis of entrepreneurial management

Case: Li Ning's entrepreneurial story

Class: Marketing 104 Name: Morphy Student ID: Results:

Case content:

Entrepreneurial background:1At the Seoul Olympic Games on September 7, 988, Li Ning made serious mistakes in gymnastics equipment one after another, and domestic public opinion was suddenly in an uproar. When people's excessive hopes turn into disappointments, sympathy turns into accusations. It is reported that Li Ning is "shameless", and someone even gave him a blade and rope. In the same year, 65438+February 65438+June, Shenzhen Gymnasium. "Prince of gymnastics" Li Ning officially announced his retirement and bid farewell to his gymnastics career of 18 years.

Negation in four directions: director, coach, entertainment circle and founder.

Management team upgrade:

Entrepreneurial period-At this stage, the management team is emotional and consists of Li Ning's teammates, relatives and friends. Growth period-from this stage, professional managers begin to control the development of enterprises.

The second pioneering period-during this period, the management team of Li Ning Company gradually changed from experience to learning, paying more attention to system and law.

Initial stage-At that time, Li Ning Company could not enter state-owned shopping malls because it was not a state-owned enterprise. Therefore, it is necessary to establish sales outlets with the network of teammates, relatives and friends, and then contact self-employed individuals nationwide to distribute Li Ning brand products by franchise. The family characteristics of Li Ning Company are very prominent, and most of the managers are relatives of Li Ning.

The second pioneering period-Since 2000, the staff of Li Ning Company has expanded rapidly, and the "airborne soldiers" of foreign capital and joint ventures have continuously entered the company, and overseas designers and design studios such as Italy and France have joined in.

200 1, 1992, 10, Zhang Zhiyong, who joined Li Ning Company, replaced Chen Yihong as the general manager of Beijing Li Ning Company and became the management core under the new structure of Li Ning Company. At present, Li Ning Company has six directors, who are in charge of production and operation, market strategy and product strategy.

Company Choice: The international sports product market has undergone great changes in recent years, and the trend of leisure sports products and sports leisure products is very obvious. Another objective fact that must be seen is that the consumption of sporting goods in China is far from mature. Most people buy sporting goods not only for the needs of sports, but also for the utilitarian purchase of more than 40% people in China.

Case study:

First, why do they want to start a business? What feasibility analysis have you done?

At the Seoul Olympic Games in September 1, 1988, 17, Li Ning made serious mistakes in gymnastics equipment one after another, which made him determined to change his life and destiny by doing business from now on.

The original intention of Li Ning Co., Ltd. was to "promote sports in China and let sports change our lives". feasibility analysis

1. In the pioneering period at that time, domestic demand was still greater than supply, and the brands in the sporting goods industry did not form a clear banner.

2. The company seized the first development opportunity-1990 Beijing Asian Games. Li Ning not only thought of the opportunity brought by the 1 1 Asian Games, but also thought of the torch relay of the Asian Games. Li Ning generously sponsored handyman of Asian Games. At this time, everyone said that Li Ning was patriotic and made the brand a household name.

3. Li Ning's clothing played a "national brand"

Li Ning's star charm and rich connections in sports have played an indispensable role in the growth of "Li Ning brand".

The unique corporate culture is the baton for every part of Li Ning Co., Ltd. to cooperate closely and forge ahead, making all suppliers, distributors and service providers become partners and all employees work together in Qi Xin.

2. What kind of organizational form does the startup adopt?

It is a limited company enterprise organization form.

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