First of all, we should solve these problems. Enterprises should find problems by themselves and solve them by themselves.
Enterprises should establish and improve the internal management system. While establishing a sound system, we should also establish a strict supervision system. Only strict supervision will have good results. Enterprises should operate legally and give employees due treatment in strict accordance with the law. Enterprises should cherish talents, make full use of talents, establish a special reward and punishment system, reward and punish employees on the principle of fairness, and be fair, just and open. In addition, enterprises should establish special channels for employees and managers to communicate without barriers, which is conducive to better eliminating contradictions. Enterprises should also regularly conduct skills training for employees to improve their skills. In addition, enterprises should strengthen social responsibility. Drucker said: "Social responsibility is part of the price that business success must pay."
(B) followed by enterprise managers and employees.
Managers must set an example, not favoritism. While managing employees, we should also understand employees' ideas and adjust the company's management methods and systems according to employees' opinions. Managers should often go deep into the grass-roots level, understand the possible problems within employees, and solve internal contradictions in time to prevent greater losses to the company. In addition, employees should first improve their work skills and enrich their work experience. Only with strength can we get better development opportunities. In addition, employees should understand the state's legal provisions on employee benefits and wages. Only by knowing these employees can we better safeguard our rights and interests. Employees should also strengthen their ties with each other. Only when employees are closely linked and form a whole can work efficiency be improved and more social wealth be created. Only when employees form a whole can they be better and more powerful against the fairness of enterprises to employees. There are no ready-made and quick rules for establishing longevity companies. Companies are constantly developing, and their learning system will change with time. However, the learning department is going to stop. It is an inherent part of business activities. As a learning organization, effective learning should be enjoyed by individuals, not limited to individuals. If it can be enjoyed effectively, the sum of an organization's knowledge bodies will be greater than the sum of multiple knowledge bodies.
(3) Enterprises should pay more attention to changes in the external environment while doing a good job in internal management.
Various problems of enterprises are caused by both internal and external factors. Social progress and economic development have led to changes in people's values and people's understanding of things, so some concepts in enterprises are outdated and must be changed. Therefore, enterprises should pay attention to the changes of external conditions, especially some advanced management methods and concepts abroad. In addition, enterprises should also pay attention to the adjustment of related enterprises in the same industry and the changes of national policies. Only in this way can we better solve the problems of employees and treat both the symptoms and the root causes, so that enterprises will not lose business opportunities and develop better. In addition, enterprises should discover their own corporate culture, enrich corporate culture, and use the power of culture to influence and manage employees. Professor hofstede said that the cultural background of employees-including values, social morality and ideals-has a strong causal relationship with their behaviors and attitudes at work. Therefore, we need to use different concepts and methods at different times and occasions when we are engaged in management work.
(C) the ultimate way out for modern enterprises
Modern enterprises in China are in an important transition stage. The most fundamental problem of modern enterprises is that the improvement of management system has not kept pace with economic development, and the two are out of touch, so many problems will appear in modern enterprises, which is inseparable from the background of our country. China's market economy has developed for so many years. Although it has made remarkable achievements in the economy, it has also exposed many problems, which are the processes that must be experienced in the transitional stage of economic development. However, to solve these problems, it is not just as simple as perfecting our laws and management systems. The purpose of law establishment is to protect people's legitimate rights and interests rather than restrict people's behavior, and so is the system, which is to protect employees' interests rather than restrict employees. Just like the idea of governing the country by virtue, the fundamental problem cannot be solved by institutional constraints alone. We should attach importance to the role of corporate culture and guide employees with culture. Only by letting employees form the unique culture of each enterprise, can enterprises that attach importance to culture be invincible in the competition of modern enterprises. In addition to forming the enterprise's own corporate culture, enterprises should also learn from foreign previous failure experience. Now, they just blindly advocate the introduction of foreign advanced management methods and experience, but ignore the previous foreign failures and fail to sum up experience. Only when foreign failures happen to domestic enterprises will they want to solve them, so we should also focus on some bad things. Only in this way can we really learn from experience. To sum up, the only way out for modern enterprises is to fight culture wars.
Problems and Countermeasures in the Development of Small and Medium-sized Enterprises in Zhejiang Province Hello! We can refer to the problems faced by small and medium-sized enterprises in Zhejiang and the countermeasures: Wen Ku. Baidu, please. /View/6 143 f9d 284254 b 35 EFD 3455。
Small and medium-sized enterprises are an important part of the national economy and an important carrier to give play to the advantages of system and mechanism, lumpy characteristic industries and coordinated development of urban and rural areas. However, since last year, affected by multiple factors such as rising costs, RMB appreciation, tight monetary policy and international financial crisis, the output value of small and medium-sized enterprises in our province has dropped significantly, the benefits have fallen sharply, funds are generally short, the export situation is grim, and their survival and development are facing a severe test. The only way for small and medium-sized enterprises to get out of the crisis is to completely abandon the extensive development mode with high energy consumption, low cost and low added value, realize the fundamental change of their own development mode and take the road of innovative development and intensive development. This requires the joint efforts of * * * and enterprise * *.
Problems faced by India's IT industry development: rupee appreciation reduces profit margin.
Due to the abundant cheap labor, India's IT industry enjoys a cost advantage, which promotes the development of India's "Silicon Valley", but it lays a hidden danger for the future appreciation of the Indian currency.
The supply and demand characteristics of the international market in the early years are conducive to India's IT industry to play its advantages of low cost and abundant labor force. At that time, western enterprises had to lay off employees significantly due to cost pressure, but their computer systems still needed a lot of manual maintenance, and the demand was huge. In terms of service supply, India has a large number of well-trained IT engineers who can speak English, and their salaries are pitiful compared with their western counterparts.
With the successful connection of high-speed optical cable, western enterprises and Indian IT industry began to join hands, and the preferential exchange rate of US dollar against rupee made their cooperation more attractive. Western companies pay Indian IT companies in dollars, while the latter pay their employees in rupees.
Kieran, Chairman of the National Federation of Indian Software and Service Companies? Carnic believes that due to the above favorable conditions, the business of Indian IT enterprises is naturally "low risk and high profit". In order to pursue better sales performance, many Indian companies expanded their employees rapidly at that time, and because of the low cost, they did not have to worry about the specific productivity of each employee. Under this model, the income of Indian IT enterprises is often directly proportional to the number of employees.
The rapid appreciation of Indian Rupee against the US dollar has greatly reduced the above profit margins of Indian it enterprises. Since June 2006, Indian Rupee has appreciated 16% against the US dollar. At the same time, more and more IT talents change jobs frequently because of chasing high wages. In recent years, the salary of IT professionals in India has increased at the rate of 10% to 15% every year. According to this trend, the salary of senior IT talents in India will soon approach the western level.
India's IT industry, which is famous for its abundant labor force, may face a shortage of talents. Indian engineering schools issue nearly 200,000 diplomas every year and train 250,000 graduates, but only half of them are qualified for the IT industry.
Exchange rate opens Pandora's box.
The appreciation of the rupee against the US dollar has greatly weakened India's labor advantage, exposed other structural problems in its IT industry, and opened India's "Silicon Valley" Pandora's Box.
The first thing to bear the brunt is the old problems faced by India's IT industry, including backward infrastructure and the expiration of preferential policies. Due to the limited development of transportation facilities, Indian workers working in Bangalore may spend four hours on the road every day. By 2009, some tax exemption and subsidy policies enjoyed by Indian IT enterprises will expire.
Before the internal problems are solved, Indian IT enterprises have met with "foreign enemies", that is, emerging IT enterprises in other parts of the world. Although the IT industry in many countries in Central Europe is not as large as that in India, it has the strength to win many big businesses.
With the reputation of India's "Silicon Valley" rising gradually, many large western enterprises have increased their investment in the region, making the competition more intense. In 2002, although the six largest information technology companies in the world, such as IBM, Hewlett-Packard and Accenture, had branches in India, their total number of local employees did not exceed10,000. In recent years, the branches of these large enterprises in India have gradually grown, and the number of local employees has exceeded 6.5438+0.5 million. In this way, regardless of scale or cost, large IT enterprises can compete with local Indian enterprises, and have a better brand effect and international influence.
Su Jin, a researcher at the consulting firm Forest Research Company? Apter therefore believes that India's IT industry faces many challenges, and only through transformation can it continue to develop.
Market shrinkage
India's IT industry should continue to develop, not only to solve the problems that have been exposed at present, but also to meet the possible challenges in the future, including the shrinking market.
With the slowdown of economic growth in the United States, American companies may cut back on IT technology in the short term, which will directly affect the sales performance of Indian IT companies. In the long run, technological upgrading is the key to the sustainable development of India's IT industry.
With the upgrading of technology, IT services provided by many Indian enterprises in the future can be completed automatically. This change is taking place. For example, more and more western companies now do not need Indian companies to conduct software testing on their behalf.
According to CLSA Asia analysis, the market share of Indian IT companies will continue to decrease in the next few years. The company predicts that the business volume of IT enterprises in India through computer remote processing will be reduced by 60% in the future.
Transfer exit
In the near future, only transformation is the way out for India's IT industry.
Strengthening consulting, developing new technologies and strengthening overseas acquisitions are considered as the transformation direction of Indian IT enterprises, which is conducive to reducing dependence on labor advantages, expanding profit margins and improving the technical content of products.
Some large enterprises have begun to change. S, CEO and Managing Director of Infosys Technology Co., Ltd.? According to gopala Krishnan, nearly14 of the company's income now comes from technical consulting business. Wipro recently acquired the American Information Technology Exchange Company for $600 million, which is one of the largest overseas acquisitions of Indian companies.
Cannic, chairman of the National Federation of Software and Service Companies in India, believes that the transformation speed of Indian enterprises is not fast enough, but there is still time for adjustment. But Pasa, a consultant at Gartner Securities? Yenga thinks the situation is urgent. If Indian IT enterprises don't realize transformation within three or four years, they will lose a good opportunity to make money.
How to effectively combine industry with finance is a big problem in the development of enterprises. The combination of industry and finance has three main meanings for enterprises:
The first is to solve the internal and external financing needs of enterprises. For example, Xinhualian Group invested in five commercial banks of Xinhualian and set up its own financial company. Effectively solved the problem of insufficient capital circulation within the enterprise.
The second is to make a strategic start for domestic enterprises to go to the world's top 500 in the future. Like Wal-Mart and Suning Appliance, they are not only simple hypermarkets, but also a large number of financial instruments behind them. It is precisely because of finance that its industry can grow bigger.
Third, the integration of industry and finance is the only way for domestic enterprises to go out in the future, which is also an important starting point for enterprise development.
What are the problems faced by enterprises in their development at present? (1) The production cost is rising too fast.
(2) Financing difficulties are further highlighted.
(3) The tax burden is heavy.
(D) The employment gap of enterprises is large.
(5) It is more difficult to stabilize the international market.
(VI) The pressure of enterprise transformation is great.
How to solve the management problems in the development stage of small enterprises' entrepreneurship? In the stage of small business development, the core of management is to manage people, whether it is production personnel or sales and service departments. With team incentive plus points management, starting from human nature and using the power of scientific mechanism, we will continuously improve the enthusiasm of team cadres and employees, solve the incentive problem of cadres and employees, improve the quality of personnel at all levels of the enterprise, and make the management of all departments smoother and smoother!
Establishing a healthy corporate culture with the integral system
1. Points system management can link any employee's behavior with points, and employees' good behavior will be recognized by reward points, and employees' bad behavior will be constrained by deduction points, so points system management is very conducive to establishing a healthy corporate culture.
2. Use the integral system to improve the execution of the system.
With the implementation of the point system management, all employees' violations can be reduced, without deducting money or affecting employees' wages, which is acceptable to everyone. At the same time, employees received a signal of punishment by deducting points. With this management system, the execution of the system has been greatly enhanced.
3. Use integral system to solve equalitarianism in distribution.
The management of integral system is implemented, and integral represents a person's comprehensive performance. The employee points are clearly ranked according to the ranking, and the bonus is linked to the ranking. Everyone has uneven distribution, and a few people can put them on the stage for public development, which completely solves the problem of egalitarianism in distribution.
4. Use the integrated system to save management costs.
First, points do not need to be purchased, which is an inexhaustible incentive resource. Points are not directly linked to money, but have been used for ranking. After the treatment distribution plan is formulated, it has nothing to do with the amount of points used. Second, with points, the original average distribution of benefits is linked to the ranking of points, without increasing the cost. Because of the gap, the incentive effect doubles, which is equivalent to saving costs.
5. Retain talents with points system
With the implementation of point system management, the longer employees work, the better their performance, the higher the accumulated points, the higher the points and the stronger their sense of accomplishment. At the same time, the more benefits will be obtained, and some even have shares, thus solving the ownership problem, and the enterprise will have the weight to retain talents and the employees will be stable.
6. There is no need to modify the rules and regulations and change the process.
Every enterprise has its own management system, its own rules and regulations, and its own processes, but these don't need to be changed, just need to introduce the integral system. Therefore, any enterprise can use this management method freely.
Team reward Bao points system management expert
What are the management problems of entrepreneurs in the development of small and medium-sized enterprises, especially family enterprises? Thank you. Generally speaking, the problems existing in the development of small and medium-sized enterprises are:
1. Nepotism.
2. Pay too much attention to efficiency and ignore the system. In this way, the subsequent establishment of the system will also encounter resistance.
3. Lack of clear indicators to measure the performance of departments and personnel.
Most decisions are too subjective.
5. Lack of long-term development goals and strategies.
What are the main problems in the development of management consulting industry in China at present? According to my many years' experience in technical renovation project evaluation and feasibility study report preparation, combined with my working experience in the project management department of provincial organs, the main problems in the development of management consulting industry in China are: all consulting institutions are eager for quick success and instant benefit, except for some professional design institutes, the depth and breadth of consulting specialty are not enough, there is no effective means to improve the training and learning of consultants, and there are too many consulting institutions. Many consulting organizations don't even know the main points of the approval and filing of the National Development and Reform Commission, so they rashly apply a large number of texts to each other. Therefore, it is necessary for the relevant project examination and approval departments to strengthen the professional and policy training of consulting institutions and issue some "models" appropriately, so as to improve the level of consulting industry on a large scale.
Ask for a paper about the management problems faced by a specific enterprise and the failure case of a health care product chain group in Shenzhen.
A health care product company in Shenzhen was originally a female health care product company, mainly engaged in slimming and beauty products for women. Like many health care products and pharmaceutical companies, it adopts the sales model of supermarkets and pharmacies, and gradually changes from the way of cooperation with large shopping malls to the way of counters. Later, due to the increase in product categories, it embarked on a chain operation of health care products mainly in counters and specialty stores.
After having several self-operated counters, a health care product company immediately adopted the way of attracting investment, rapidly expanded its marketing system and built a franchise chain monopoly marketing network. As a result, under the impetus of network, storefront and related media, enterprises have developed rapidly in more than a year. From several self-operated stores in Shenzhen to more than 30 self-operated stores in Guangdong and China, the company has also tasted the sweetness brought by investment promotion.
However, the following situations almost closed a health care product company: First, many people who came out of the health care product company joined the company's system, but opened stores in relevant areas without the company's consent, which caused serious vicious competition with other franchisees and even with the company's own stores, fought a price war, and employees dug corners for each other; Second, franchisees not only purchase goods from their own companies, but also from other companies, but the quality is not guaranteed, which often leads to consumer complaints, many customers demanding refunds, and many complaints to the Consumer Council and other * * * institutions, which seriously affects the company's reputation; 3. As unhealthy weight-loss products appeared in the market, which attracted the attention of the state and relevant media, some shopping malls and related cooperative businesses requested to remove some products or all of them.
What is more serious is that a sales manager of the original company resigned, taking away several key personnel of the company, grasping the key points of products and markets, and quickly seizing the market. However, there are dozens more specialty stores than companies, but the brand name and product packaging are very similar, so it is difficult for consumers to tell who is the real one, and a certain one itself does not have a strong brand influence. The company's situation seems to suddenly become embattled, the company's performance has seriously declined, and people's hearts have been floating, which is very powerful. ...
Reasons for the failure of chain enterprises to attract investment and join.
Most chain enterprises in China will experience the above situation. Some enterprises will get out of the predicament again after drawing a painful lesson. After drastic reform, it will break through the bottleneck and take the road of sustainable development, but most enterprises will be short-lived and disappear.
After analysis, mainly include:
First, because the chain operation started late in China, the whole social environment is pursuing chain operation, and many enterprises regard franchise chain as a new way to innovate and make profits. Coupled with the nonstandard domestic laws and regulations, the whole industry is mixed. Until the "Regulations on the Management of Commercial Franchise" was promulgated at the beginning of this year, it was implemented on May 1 2007. Although the chain enterprises themselves are in a period of rapid development, there is still a gap compared with well-known foreign chain enterprises. Many chain enterprises always move western-style products to China, but they are not acclimatized and have not changed for a while.
Second, the definition of franchise chain in many domestic chain enterprises is still vague, eager for quick success and short of strategy. Some enterprises even regard franchise chain as a project and trade, without the core products of enterprises and their own brand advantages. Trying to tap the first bucket of gold through rapid expansion and quickly spread the market. However, in the specific performance, almost any enterprise has over-authorization, lack of screening, lack of training and guidance on the implementation of later system standards, and there are many elements of quick success and instant benefit.
Thirdly, when franchisees themselves are faced with numerous opportunities to join in and start businesses, franchisees and licensors have not formed a * * * voice and recognition of culture and business philosophy, nor have they established a * * * corporate vision. The cooperation between the two sides is more about the relationship between money and interests. When joining the cooperation, we don't think much about long-term win-win development, but pay more attention to quick return on investment and quick return of project funds.
The reform method is as follows
First, attach importance to chain strategic planning-both short-term benefits and long-term development.
Does the enterprise have a three-to five-year plan, where the enterprise will eventually go, which part of the people it will serve, and so on. How to balance the contradiction between short-term interests and long-term development of the company? If the enterprise does not take these into account at the beginning of its establishment, such conflicts will inevitably occur in the process of development. Most domestic business owners take one step at a time, without planning, and always take survival and making money as the first element, which will inevitably lead enterprises to enter this strange circle when they develop to a certain extent, which is why many domestic enterprises only have a life span of three to five years.
Two, determine the chain development steps-steady progress, resource integration, step by step.
This requires the company to have an overall layout of the whole chain business, determine the corresponding urban layout, pastry combination layout, and the corresponding development progress plan, and keep pace with the company's related resources to achieve effective integration of internal and external resources and strive for progress steadily. It's that the brain can't be as hot as a bat and grow as fast as a balloon. Because the company's manpower, material resources, financial resources and corresponding resources can't keep up, it will quickly explode.
Third, standardize the construction of operation system-effectively select and control franchisees to make the company run smoothly.
As far as franchise chain is concerned, authorized enterprises have a lot of work to do, such as the establishment of franchise management system, the most reasonable number of outlets in a block, the selection and evaluation criteria of franchisees, how to guide franchisees to open stores and operate, how to make the communication between franchisees and consumers more effective, how to distinguish them from competitors and so on. These all depend on the construction of the company's operating system, how to achieve the corresponding standardization, specialization, simplification and process. First, how to help them to the greatest extent. Make all aspects of the company's overall operation smooth.
The overall operation system construction should include three aspects: first, the store operation system, second, the logistics and headquarters logistics operation system, and third, the supervision system.
Fourth, choose franchisees carefully-pay more attention to quantity and quality and develop simultaneously.
The choice of franchisees, as the most important part of attracting investment, is a problem that many domestic chain enterprises have turned from neglect to attention. In order to achieve the success of franchise chain, the cooperation between franchisees themselves and franchisees and chain headquarters is very important. A win-win chain operation system needs to be jointly built by the headquarters of franchise chain enterprises and franchisees.
This requires that when choosing franchisees, in addition to formulating the main conditions for choosing franchisees, such as entrepreneurial motivation, financial situation, management level, etc. , but also need to establish a complete franchisor review system. With a complete franchise audit system, we can select the most suitable franchisees from many applicants.
We should choose franchisees who agree with the company's business philosophy, have a certain management level, agree with and are interested in chain operation, and create a win-win situation.
Fifth, pay attention to consumer research-to ensure the company's niche and sustainable operation.
As the final link of marketing, consumers must be the main object of company research. How to make consumers contact with the company's products, brands and services conveniently, timely and effectively, pay more attention to the company's development, and how to make customers become loyal customers will be the topics that the company constantly seeks to break through. Like many chain stores, membership service and experiential consumption are advanced ways to learn and transform at home and abroad.
Only by understanding and mastering the needs of the final consumers can we control all marketing links. While ensuring the company's niche, realize the company's rapid development and sustainable operation.