I need a graduation thesis on business administration.

The healthy and sustainable development of private economy is one of the hot spots in current society. Taking the success of Suning Group, a well-known private enterprise, as an example, this paper expounds that as long as private enterprises correctly apply policies, seize opportunities and manage scientifically, they will have great potential and contribute to the economic development of China. This paper aims to clarify that in the new era, people should dare to face challenges and break through old ideas, and private enterprises will also make great achievements.

Keywords: sustainable development of private enterprises

introduce

The well-known Suning Appliance Chain Group was established in 1990. After more than ten years' efforts, Suning has now developed into a large retail chain enterprise group with an annual sales scale of more than 8 billion yuan, a tax revenue of more than 300 million yuan, more than 1 10,000 employees and chain enterprises in 24 provinces and cities. It has successively won the honors of China Top Ten Most Influential Enterprises, China Private Enterprises 10 Top, China Chain Enterprises 10 Top, China Famous Commercial Enterprises and Jiangsu Famous Service Trademarks.

What is even more gratifying is that since 1995, Suning has taken the lead in trying the chain operation mode in the domestic household appliance circulation field. Hundreds of chain stores have been established in Jiangsu Province, Beijing, Shanghai, Guangzhou, Chongqing, Tianjin, Chengdu, Hefei, Hangzhou, Xi and Shenzhen in the form of direct operation and franchise. Since 2000, Suning has established the second stage of entrepreneurship with the strategy of comprehensively upgrading electrical appliances and accelerating chain expansion. In 2003, a professional self-operated flagship store of18,000 square meters was opened in Shanxi Road, Nanjing, which was the first single electrical appliance store in Asia, which meant that Suning Appliance took off for the third time from air-conditioning franchise to comprehensive household appliances management, and then to the expansion of information household appliances. In terms of business categories, Suning has vigorously cultivated information home appliances while making traditional home appliances bigger and stronger; In the construction of chain network, Suning insists on exchanging time for space and quantity for quality, and quickly builds Suning chain network in China. All this, while we are consumers, also witnessed the growth of Suning from scratch, from small to large. Suning Group has changed from a "small individual" to today's glory, successfully demonstrating the sustainable development of China's private economy.

First, the opening of policies and the improvement of laws are the basis for the formation of Suning.

The birth of Suning is no accident. It illustrates the gradual improvement of China's economic development from one aspect. 1978 since the reform and opening up, China's economy has undergone two major changes: one is to replace the planned economy with a socialist market economy, and the other is to take public ownership as the main body, and the development of various economies has replaced a single public ownership economy, which are inseparable. The gradual development of private enterprises from scratch is an important symbol of China's socialist market economy and has become an important part of the socialist market economy. The non-public economy has promoted the development of China's national economy, and at the same time has had a long-term impact on China's politics, society and humanities. According to the data, the chairmen of the Federation of Industry and Commerce in Zhejiang, Guizhou, Chongqing and other provinces and cities are all private entrepreneurs. At the just-concluded The 16th National Congress of the Communist Party of China, at least seven representatives of party member were private entrepreneurs. The report of the 16th National Congress of the Communist Party of China puts forward that it is necessary to further emphasize the unshakable development of the non-public sector of the economy, and that the public sector of the economy and the non-public sector of the economy are the same development and cannot be opposed in the socialist modernization. Accordingly, we can easily see that private enterprises in China are developing steadily and continuously. At the same time, paying attention to the future development of private enterprises should become the hot spot and focus of China's economic life. The development of private enterprises in China is tortuous, which reflects the unique historical, cultural and political background of China. In the early 1950s, the individual and private economy occupied a very important position in the field of urban and rural production and circulation in China. In the early days of the founding of the People's Republic of China, the industrial output value of the private economy accounted for more than 75% of the total industrial output value of the country.

On the basis of the second draft, the 11th meeting of the 9th the National People's Congress Standing Committee (NPCSC) passed the Law of People's Republic of China (PRC) on Wholly-owned Enterprises. With Comrade Xiaoping's southern tour in 1992, the private economy developed by leaps and bounds at this stage, especially from 1992 to 1995. The annual growth rate of private economy has always been above 100%, even exceeding 120%. After 1995, the state strengthened macro-control, and the growth momentum of private economy declined, but it remained above 20%. 1998 the revised constitution adds the following contents: "in the primary stage of socialism, the state adheres to the basic economic system with public ownership as the mainstay and various forms of ownership developing together, and adheres to the distribution system with distribution according to work as the mainstay and multiple modes of distribution coexisting", which has played a boosting role in the development of private economy. An obvious feature of this stage is that the number of individual industrial and commercial households has decreased, but the number of private enterprises has greatly increased. Suning Group was established in 1990. With keen vision and keen sense of market smell, entrepreneurs seek breakthroughs from the home appliance industry, challenge state-owned enterprises, operate flexibly, and gradually gain a foothold in the market.

Second, standardized organization is the source of Suning's rapid growth.

The principles for establishing the organizational system of Suning Appliance are: specialized division of labor, standardized operation, modular structure and hierarchical management. Emphasize the construction of structure, responsibility and process in internal management. With the continuous improvement of business development, the company's organizational structure has now formed a relatively mature nine functions and three-level management system. According to the characteristics of chain operation and management, the internal organizational system of Suning Appliance is divided into nine professional functional areas, namely brand marketing, market planning, chain operation, logistics distribution, after-sales service, administrative logistics, human resources, financial management and information system, and three management levels, namely, the decision-making level of the group headquarters, the management level of the regional management center and the terminal operation level. All subsidiaries of Suning follow the same organization. Suning Appliance has established a complete operating rules and management standard system for each post, and compiled the Operation Management Manual as the basic code of conduct for the operation of the whole chain system.

At the same time, Suning Appliance adopts a service-oriented and full-service business model. Service orientation includes three aspects: service to suppliers, service to distributors and service to consumers, which are interdependent and mutually reinforcing. Service dealers are to develop chain network, expand scale and better service providers; Service providers can obtain stable products, prices, promotions and after-sales resources to better serve dealers and consumers; Serve consumers, establish commercial brands, and promote and cultivate suppliers' product brands. The service objectives of suppliers, distributors and consumers are determined. In the internal operation of Suning Appliance, the whole process of pre-sale, mid-sale and after-sale services is implemented, and the decision makers, managers and operators serve the whole process. In business operation, Suning Appliance pays attention to mutually beneficial manufacturer cooperation and equal and respectful manufacturer relationship. On the premise of taking interests as the link, we should pay attention to meeting the long-term interests of suppliers, cultivate brands for suppliers, provide production start-up funds, and expand and maintain the market. Combine the strength of dealers, form a unified purchase and distribution, integrate the scattered channel strength, and provide large-scale purchase orders for suppliers. Suning's business style advocates replacing price war with value war. Reflect service innovation from brand resources, service development and price combination. Through innovative management methods, it embodies personalized and differentiated value competition. Through category development, we will open up new business categories, new brands and new products and bring more choices to consumers. Through scientifically guiding consumption, we can understand the real needs of customers, let customers buy satisfactory products, meet their individual needs through full-process supervision and distribution and after-sales service, and obtain value-added services. Such a standardized organizational structure has contributed to the good transformation of Suning from a single electrical appliance company to a comprehensive group company.

Third, people-oriented management strategy is the core of Suning's becoming bigger and stronger.

In recent years, although private enterprises have developed rapidly and their economic strength has gradually increased, on the whole, the vast majority are small enterprises. Although the contribution rate of private enterprises to national economic and social development is increasing year by year, it does not account for a large proportion in the national economic and social structure. The family business with the combination of ownership and management rights as the main body is a remarkable feature of the initial stage of private enterprises in China. The property right structure is single, the distribution of shares is concentrated, and major investors occupy most of the shares. The ownership and management rights of most enterprises are closely combined, and the management decision-making power is highly centralized and unified in the hands of major investors. The shareholders' meeting, the board of directors and the manager's office will overlap greatly. Party grass-roots organizations, trade unions, workers' congresses, etc. Generally do not participate in enterprise decision-making. By the end of June 2002, the largest shareholder of 39 listed companies in the domestic A-share market was private enterprises, accounting for only 1 1.84% of the total domestic A-share listed companies in the same period.

Nevertheless, Suning Group draws lessons from the advanced management experience of foreign enterprises, combines the enlightenment of successful domestic private enterprises, and relies on "people-oriented" scientific and humanized management to achieve success.

(A) people-oriented, respect for employees' subjective consciousness

Respecting employees' subjective consciousness means fully affirming employees' subjective role in enterprise production and operation activities. Private enterprises should strive to create conditions to make employees realize that the results of their work are meaningful to them and worth fighting for; At the same time, we can realize that its struggle is of certain significance to society or enterprises and should be effective to it. Since its establishment, Suning has always adhered to the principle of "sincerity and faith", which is the foundation of doing things, cooperating with people all over the world and achieving great things in the world.

(B) people-oriented, enhance cohesion

With the development of Suning's chain business, groups of social talents from all over the country have joined Suning and become a member of Suning's big family. Socialization of enterprises and localization of talents have become the development reality of Suning today. In the process of doubling the scale of enterprise development, Suning can maintain a steady expansion trend, in the final analysis, because Suning has excellent employees and leading teams. Suning employees' love for the enterprise does not come from the indoctrination of the enterprise, nor from the constraints of the system, but from the example of a group of old Suning employees. The old employees of Suning have followed the development of the enterprise for many years, and gained personal interests and career development with the growth of the enterprise. The social status and family life quality of employees in Suning are improved with the development of the enterprise. Achievement and development, respect and honor, interests and protection are the ties that maintain Suning employees' love for the enterprise, and it is this love that makes Suning grow from small to large and from big to strong.

(c) People-oriented meritocracy is useful

Suning Group believes that only talents who can create value for enterprises are talents, and the criterion for judging talents is their contribution to enterprises. Even if you have academic qualifications, qualifications or diplomas, you should also examine their true value. The selection of Suning Appliance emphasizes moderate ability. The introduction and allocation of all personnel should meet the post requirements and be reasonably matched. At the same time, it advocates division of labor and cooperation, and does not encourage individualism that is divorced from the collective. Dedication and teamwork spirit are the basic requirements of Suning employees. College students are the key way for Suning Appliance to introduce talents. Suning Appliance has established long-term cooperative relations with dozens of key colleges and universities across the country, exporting talents, and introducing a large number of outstanding college graduates every year. At the beginning of 2003, Suning Appliance started the "1200 Project" for college students in the next 2-3 years, and plans to recruit 1200 college graduates for colleges and universities all over the country. After 1-2 years of careful training and training, it was finally enriched to all middle management positions in the company. In order to better cultivate talents, Suning Appliance has set up a training management department at its headquarters, and set up a teaching staff composed of experienced managers and skilled technicians. According to the principle of "specialization and individualization", a set of training materials such as enterprise management, marketing management, chain preparation, after-sales service and logistics distribution have been compiled to provide pre-job adaptive training and on-the-job service for new employees and on-the-job employees. Each management department has also formulated its own annual training plan, designated special personnel to be responsible for the professional training of the department, and regarded the training output of personnel as one of the important assessment indicators for monthly work assessment and year-end department assessment.

(D) people-oriented, build a display stage

Suning, which has been in business for more than 0/0 years, is actually in the youth of enterprise development, and may not be mature enough to fully form Suning's corporate culture. However, in the face of the yearning of more than 5,000 employees in Suning, and the concern of public opinion and the industry public, Suning put forward some essences and core connotations of Suning's corporate culture, showing them to employees and making them public. The group unified the values of the enterprise and all employees. Values are the basis of interest orientation and distribution. At the beginning of Suning's business, the interests of enterprises were also the personal interests of entrepreneurs. When the scale of Suning's enterprise is gradually expanding, the relationship between the realization of enterprise interests and the satisfaction of employee interests and social benefits is getting closer and closer. Therefore, today's Suning has already integrated the interests of enterprises with the personal interests of employees. Suning emphasizes personal interests, but the understanding and realization of personal interests and personal values have the principle of enterprise. If Suning wants to survive, Suning's survival cannot be separated from the coordination with society and the integration with the environment. Therefore, relative to the interests of enterprises, national interests and social interests are above everything else. Suning needs development and long-term sustainable development, so compared with personal interests, corporate interests outweigh everything else. The development of Suning is inseparable from the efforts of employees. The hard work of Suning employees is a realistic force to realize the interests of enterprises. Therefore, Suning employees are the most precious wealth for enterprises to create wealth, and it is our aim to continuously improve the welfare of Suning employees. Everyone in Suning, regardless of their position or ability, plays a personal role in the Suning team under the Suning brand. Every employee of Suning should, of course, give priority to meeting the fundamental interests of the enterprise.

(E) People-oriented, scientific incentive mechanism.

Suning Appliance has established a systematic evaluation system. Each post adopts the method of combining monthly assessment with annual assessment, and comprehensively evaluates the monthly work of employees from three aspects: post responsibility, plan and mental outlook. Quantitative assessment and personalized assessment are a major feature of Suning Appliance's assessment system, and all assessment systems and indicators are graded. Due to the diversity and complexity of post setting in the chain system, Suning Appliance also pays attention to personalized assessment, sets different assessment schemes for different posts, and formulates a series of systems such as brand marketing post, functional department post, chain store salesperson, distribution center, after-sales service center, customer service center and engineering business post.

conclusion

The 16th National Congress of the Communist Party of China opened a new chapter in China's history and injected a catalyst into China's economic take-off. The 16th National Congress of the Communist Party of China emphasized the need to protect private property, which means encouraging everyone to start a business, do something and create wealth. Because there is no private economy without private property, there is no development of market economy without the development of private economy, and it is impossible for public economy to establish a market economy. To protect private property, we should not only recognize and protect legitimate labor income, but also protect legitimate non-labor income. The 16th National Congress of the Communist Party of China emphasizes labor, capital, technology and management, and it is obviously of extraordinary significance to participate in distribution according to contribution, which is very important for the development of private economy. In addition, the fields of private capital entry have been relaxed, and market access has been broadened, because there are still many fields where private people are not allowed to enter. The 16th National Congress proposed that all industries related to the lifeline of the national economy should be developed and treated equally with state-owned enterprises in investment and financing, taxation, land and foreign trade. This means that the private economy will gradually expand in the future, except for industries that some countries need to monopolize. This undoubtedly provides more and better opportunities for the development of private enterprises.

In short, after the 16th National Congress of the Communist Party of China, the private economy will develop greatly, so after the development of the private economy, we will have a good guarantee for building a well-off society in an all-round way, because only in this way can we mobilize all aspects of the country.

At the same time, we are also delighted to find that the government and social system are actively giving private enterprises an effective supporting atmosphere and room for healthy growth:

First, the credit system of the whole society has been further improved. The development of private economy must be supported by capital. Part of capital can come from the accumulation of entrepreneurs themselves, but most of it still depends on the help of the capital market. The fundamental guarantee of capital flow is a good credit relationship, which is the most important condition for the future development of China's private economy. We see that the government is making efforts to increase the transparency of the financial industry, strengthen the government's supervision of the financial industry, and establish credit records of individuals and enterprises. At the same time, it is necessary to develop the capital market, further open the stock market to the private economy, develop the credit guarantee business, and develop the leasing industry.

Thirdly, various intermediaries emerged as the times require, such as accounting firms, law firms, auditing firms, consulting companies, wholesale and distribution centers, retail outlets, mail-order networks, franchise chain, insurance companies, guarantee companies, leasing companies, patent firms, credit service companies and so on. This kind of organization serves enterprises, which can improve their operating efficiency, improve product quality and reduce costs.

At the same time, the government has also strengthened its services to private enterprises and given more attention and help, which will certainly promote the vigorous development of private enterprises.

According to the statistics of the State Administration for Industry and Commerce and the National Bureau of Statistics, from 1992 in 2006 to 10 in 2006, the number of registered private enterprises in China increased from139,000 to 2,028,500, an increase of 13.53 times; However, the number of state-owned enterprises and collective enterprises decreased from 6.5438+0.547 million and 4.65438+0.59 million to 6.5438+0.365438+0.8 million and 2.209 million, respectively, down by 654.38+0.48% and 46.9%. The number of foreign-invested enterprises increased from 84,000 to 202,000, an increase of 1.4 times. In the same period, the total registered capital of private enterprises increased from 2.2/kloc-0.20 billion yuan to/kloc-0.82/kloc-0.22 billion yuan, an increase of 82.3 times (the same below, without deducting the price factor); The total registered capital of state-owned enterprises and collective enterprises increased from 65.438+0.79480 billion yuan and 824.20 billion yuan to 4,685.07 billion yuan and 65.438+0.08076 billion yuan, respectively, increasing by 3.36 times and 0.3 1 time; The total registered capital of foreign-invested enterprises increased from $65.438+065.438+05.987 billion to $505.78 billion, an increase of 3.36 times. Among all kinds of enterprises, private enterprises have the fastest development speed. These statistics fully illustrate the development trend of private economy in China. On the other hand, from Suning's success, we also get enlightenment: the key for private enterprises to become bigger and stronger and get out of the siege of "manual workshops" or "family businesses" lies in that high-level decision makers can be good at learning, be far-sighted, recruit talents and always stay ahead of their peers.

It can be predicted that in the next few years, the scale and economic strength of private enterprises will be further expanded and strengthened, and the comprehensive quality of private entrepreneurs will be further improved. Private enterprises in China will learn advanced international management concepts and experience and develop steadily. Suning Group is a good proof.