Enterprise growth can be divided into the following five stages:
Entrepreneurial stage
A very obvious feature of an enterprise in its initial stage of starting a business is that it relies more on the individual creativity and heroism of entrepreneurs. Because the focus at this time is on R&D and the market, the first important thing is how to sell new products quickly, so there is no need for too complicated management, and the whole team can be controlled by the entrepreneurs themselves.
After 1-3 years of development, it may enter a critical period, and enterprises will experience violent oscillation. The reason for the oscillation is that with the increase of the number of employees, a professional leader is needed for scientific guidance and management control, so at this time, either the entrepreneur grows into a professional leader or he appoints a representative to control and find a more professional manager. What is more difficult at this time is that our entrepreneurs need to change themselves and have enough courage to give up many things. At the same time, he will find that he needs more information to continue to monitor the enterprise.
The gap at this stage needs a professional leader, so how to build a good management and information infrastructure platform to meet this change is the focus at this stage.
Collectivization stage
The second stage is collectivization. The so-called collectivization means that an enterprise manages several departments through many professional managers, and establishes a management team to guide employees' work and guide them to implement the decisions of the decision-making level. When the enterprise develops to a certain extent, there will be another oscillation. The main reason is that employees need autonomy, and middle-level managers want to increase autonomy. Because of the guiding role and the specific practice of employees, I constantly improve my work experience and level. The expansion of enterprise scale and the improvement of management level will stimulate employees' independent desire and lead to a new gap in enterprise development. At this time, it is necessary to authorize the establishment of a more standardized management system to allow enterprises to enter the third stage of development, that is, the standardization stage.
Normalization stage
The third stage focuses on authorization, which enables enterprises to cross the second development gap. At this time, most enterprises are growing at a high speed, and their products have shifted from the niche market in the past to the broader mainstream market. With the rapid expansion of the number of employees, the rapid division of departments, and the increasingly dispersed sales areas and networks, more authorization is needed at this time. However, after the rapid development of 1-3 years, enterprises will also encounter new problems and be troubled by new crises. This crisis needs to be solved by strengthening control, but it can't be solved by relying on traditional control methods in the past. What kind of method should be used? Too much authorization will lead to self-assertion and egoism, and too much control will lead to disharmony and cooperation difficulties, so coordination is the main means to cross the third development gap.
Refinement stage
After crossing the third gap, it immediately entered the fourth stage of enterprise development, that is, the refinement stage. Enterprises need more standardized and comprehensive management systems and processes, or more and more advanced management information systems to support them. However, the emergence of bureaucracy will lead to a new crisis, too many management levels, prolonged decision-making cycle and redundant personnel. Therefore, facing the new gap, enterprises need to strengthen cooperation. At this time, it is necessary to adopt more project management methods, establish many teams, set up appropriate departments and teams according to products and regions, and enhance the rapid adaptability of market competition.
Cooperation stage
At this stage, the scale of the enterprise is growing rapidly, and it may have entered the international market and become a global company.
But after a few years of development, we will encounter new troubles, that is, enterprises are getting bigger and bigger, and their response is getting slower and slower. At this time, enterprises need to flatten their organizations and regain their vitality. Therefore, we should think in a small company, and strive to restore our innovative consciousness and passionate style in the entrepreneurial stage through proper division of labor and diversified management.
A growing enterprise will definitely go through several stages of development, and each stage is generally 1-3 years, or even longer. We can see that many enterprises in China fail because they have not crossed a certain stage. I think most enterprises in China are between the second stage and the third stage, and are crossing the second development gap.
There is no uniform standard to judge the growth of enterprises. Can be considered from the following aspects:
Entrepreneurial enterprises should be positioned as sunrise industries or emerging industries.
The main body of GEM market is growth-oriented enterprises, which are sunrise industries or emerging industries in terms of industry positioning. Only in this way can enterprises have real development potential in the future. The sunrise industry or emerging industry mentioned here mainly includes information technology (such as network information, electronic communication, integrated circuits, etc. ), medical devices, biomedicine and genetic engineering, new materials and some energy sources. Manufacturing, agriculture, public utilities and other industries with growth potential.
The analysis of the Nasdaq market in the United States shows that from the perspective of industry distribution, the growth enterprises are mainly computer software. Among the 65438-0999 new shares listed on Nasdaq, computer software and service industry account for 55%. Among them, computer software 19 1 accounted for 38%. In the Nasdaq market, computer, electronic communication and other industries occupy a dominant position, with market values of 42.74% and 32.88% respectively. See the general from the inside. As the main body of China Growth Enterprise Market, growth enterprises must also be positioned in the above industries.
Market development ability
Market development ability is the inherent requirement of growing enterprises. Developing the market is the core of high-speed development of enterprise thinking. Under the condition of market economy, the market is a fixed asset that is "carved up" by enterprises, so market share has become an important indicator to measure an enterprise's performance. Market development ability is the only way and important source to improve market share. Traditional market development methods are limited to marketing, acquisition or strong alliance, but for growth enterprises, it is more important to change customers' ideas. "Genius doesn't obey the rules, he makes the rules", which is the most popular interpretation of who makes the rules of the game under the condition of market economy. Statistics show that Microsoft, McDonald's and Ericsson won market share because they changed customers' ideas and seized the commanding heights of the market. Bill Gates changed people's concept of using paper and turned it into a portable computer, thus creating the Microsoft Empire. McDonald's changed its cooking food to fast food or fast food, thus making its company spread all over the world; Dell abandoned the retail concept and became the largest hardware agent in the world. In a word, the ability of market development is an important intrinsic feature of growing enterprises, and the realization of this intrinsic feature depends on breaking the routine and changing the customer's concept.
supervision mechanism
Growth enterprises are supported by technology, driven by the ability of scientific research transformation, and emphasize the supervision mechanism of cutting-edge technology.
In the process of continuous development and growth, high-growth enterprises often encounter two bottlenecks: one is the capital bottleneck, and the other is the technology bottleneck. If the establishment of GEM opens up new financing channels for growth enterprises, then the capital problem can be solved. However, for the internal technical bottleneck, even with the maintenance of GEM and sufficient financial support, even if there is no strong continuous technological innovation ability and strong product research and development organization, even if the enterprise is brilliant, it will only be a flash in the pan, let alone its rapid development. This is also the reason why China's growth enterprises often do little.
Today, with the transformation from traditional labor-intensive economy to knowledge-intensive economy, technology has become the most important intangible asset of enterprises, and whether the leading products of enterprises have high scientific and technological content has become the standard to measure whether enterprises have sustainable development. For growth enterprises, technology is their core capital. If we lose our technological advantages, we will lose the foundation for the existence of the enterprise. General enterprises are like this, and growth enterprises can't escape such a "cage". Throughout the Nasdaq market in the United States, the success of well-known companies such as Microsoft, Cisco and Intel has condensed the efforts of technology developers.
Not only that, the growing enterprises also show their ability to attach importance to the transformation of scientific and technological achievements. On the basis of fully investigating the market, we should develop high-tech products with market prospects, quickly occupy the market and form a monopoly as much as possible. After a scientific and technological achievement is developed, no matter how dazzling it is, it is just a decoration before it is transformed into real production capacity. In the new economic concept, more emphasis is placed on values. Only when cutting-edge technology is applied to production, the technology itself will show vitality in its generation, and enterprises can develop rapidly several times, ten times or even dozens of times. As you can imagine, only enterprises with this concept are truly growing enterprises.
The growth of management
The growth of management has become an important standard for growing enterprises.
The growth of an enterprise is the interest of shareholders. Retail investors who invest in the main board market have experienced the pains of speculating on the theme (speculation), speculating on the performance (before the performance is announced twice a year) and speculating on the dividend plan, and more and more rationally realize the importance of understanding the current business situation and future growth of enterprises. This is especially true for investors who intend to invest in GEM. The investment subject of GEM is different from the main board market, and the probability of stock speculation is much lower than that of the main board market. Shareholders must be able to hold back their impatience and wait patiently for the emergence of incentive effect after "shaking the bottle", that is, waiting for the huge return on investment brought by the rapid growth of enterprises.
Diversified management
Focusing on the main business and carefully using diversification is another important criterion for growth enterprises.
The enterprise is an organic whole, and its main business is like the liver of the enterprise, which supplies blood for its future development and growth. If you lose your main business, you will lose your hematopoietic function as an organic whole. Strong desire for the development and growth of enterprises and their financial strength. The contradiction between technological development and market development determines the business strategy of enterprises. In order to grow bigger, enterprises often adopt a diversified business model of "cross-regional, cross-industry and even transnational". According to the principle of diversified investment, when an enterprise reaches an investment project, it can well spread the risks.
mechanism
The remarkable feature of growth enterprises is to establish a perfect and effective mechanism to integrate intelligence and stock intelligence.
The new economic era is an era of knowledge innovation, and its development stems from the innovative ability of people as the carrier of knowledge. How to attract and retain talents necessary for the development of enterprises (i.e. integrated intelligence), how to give full play to people's innovative ability, and how to turn knowledge into capital (i.e. stimulate intelligence) are the arduous problems faced by the new economic era, and the main body to solve these problems is enterprises, especially growth enterprises with high-tech or emerging industries as the mainstay.