How to run a company? Specific point

First, small enterprises that find the right path should also talk about strategy. Enterprise development also has processes and stages, not because the enterprise is small, so the requirements for entrepreneurs can be lower. The main characteristics of small enterprises should be reflected in their own operating stages, market positioning, economic strength, operating scale and management methods, rather than "small enterprises can lower their requirements." But it can't be ignored. Because it is small, many entrepreneurs have really limited vision and ideas. Confusion in strategic thinking is a common problem in many small enterprises. It is precisely because of the double pressure of "starting a business hard" and "living at the end of the year" that small entrepreneurs are generally not "peace stewards" who keep their jobs, which makes it more difficult for many small entrepreneurs to handle the relationship between strategy and tactics. Although small enterprises occupy an absolute advantage in quantity in society, it is indeed necessary for small and medium-sized enterprises to exist in social and economic life. Not every small enterprise must develop into a large enterprise, but this does not mean that "I am a small enterprise anyway, and I have no ambition to survive and develop myself". Many small enterprises do not pay attention to market trends and changes, have no development direction, no development goals, let alone any planning. In fact, the whole operation is carried out in a fog, and there are many drifters in the market competition, and there are few clear ideas. I can't say clearly what I want to do, what I am doing now, what is the key, where is the key, what is the purpose and how to achieve it. In an enterprise contacted by the author, some put forward three completely different development goals after three contacts, and even changed their goals within three to five days, and never intended to refine them; Another enterprise rarely "matches" its plan with its own strength, and it is also very casual and its ambition is sparse. Enterprises with more than a dozen people are constantly talking about "being the number one in the industry" and "advertising communication", and there are often jokes such as "be quick, call and fax when I hear that a customer in Beijing needs 6 million": his full horsepower is only a few hundred thousand output values; There are also some enterprises that are too good at "subsistence", even if they are out of a promising industry, they don't think about development, and their income is definitely much stronger than that of ordinary people. At an experience exchange meeting held by the association, they also introduced that "their business is good, and couples count money until late at night every day". The author once made a joke: "Don't count those fine copper cymbals, you should fry them for hundreds of dollars"; What is even more incredible is that being in an enterprise with good development prospects has a bright future, not only from the current management effect, but also from the development direction planned for him. You have chosen the location of the new store for him, contacted the media and sorted out the internal management. The opening speech of the new store has been written, and the entrepreneur calls you: "I think it's good to open a restaurant. After being introduced, I have already bought it and helped me get it. " So fickle. What is the market like? What do you like? How do you want to survive and develop, and by what purpose and means do you want to achieve good survival and development? Need a clear and coherent train of thought. Second, the accumulation of resources In addition to the survival of enterprises, if small entrepreneurs want to develop, they generally have to "accumulate capital" and complete "accumulation", not just "capital accumulation". 1. The quality training and exercise of entrepreneurs is to hone and work hard in their business, to be constantly mature, to constantly test and correct their understanding of the environment, market and enterprises, to constantly improve themselves, to hone their perseverance, to enrich their knowledge and to enhance their ability to do things. If the quality of entrepreneurs is not improved, the development of enterprises will have no stamina, so we can't ignore the continuous summary and learning in business. 2. Capital-accumulating enterprises gain value growth through continuous input and output, and constantly enhance their capital capacity, so small entrepreneurs should be good at financial management. 3. The market accumulates painstaking efforts, acquires or occupies or continuously develops a market, and gradually forms its own reputation, brand or market influence. In addition to "profit" and "making money", this is a problem that needs to be seriously considered in the long-term development of enterprises. 4. Accumulation of technical level and management experience The technical level and management level of an enterprise will play an important role in the more intense competition in the future. Therefore, it is necessary to continuously improve technology and management level. When starting a business, you can be "sickle and hoe, scissors and hammer, courage and brain", but you must be clear that such enterprises do not have strong viability. 5. The accumulation of human resources must be noted that small enterprises generally ignore human resources. The management process of small enterprises is actually a process of cultivating and training people. 6. The development of social relations will have more or less contact with customers, media, government departments and social groups. In the process of business operation, we will take advantage of these opportunities to continuously cultivate relationship resources and create a good environment for the development of enterprises. Third, the adaptive management of small enterprises is not in-depth, and the management affairs are cumbersome but not profound. In many enterprises, it is impossible to cover all business functions with a complete set of people and a complete set of models. Therefore, "adaptive management" is very important. Management has a strong pertinence to people, events and processes, and sometimes there will be an "event-driven" phenomenon, especially for start-ups that can "come at once" around an event or process. Therefore, at this time, the "leadership" role of entrepreneurs and the "adaptability" of subordinates are very important. The adaptability of management methods is also very important. Fourth, seizing opportunities will generally promote what entrepreneurs call "the first step" or "the second venture". Therefore, we should pay special attention to the opportunities in the business environment, and keenly detect, discover and use the opportunities brought by market demand, policies and laws, competitors' weaknesses and blind spots, resources, technology, cooperation and capital investment. To promote the better survival, development and prosperity of enterprises.