1, virtual production. Enterprises only produce the most critical parts of products, or provide brands and designs. Other production tasks are given to some professional companies. Enterprises put all their energy into ensuring and improving their core competitiveness.
2. Enterprise * * *. When several enterprises have the same demand and are unwilling to outsource this part because of technical confidentiality or cost considerations, * * * will set up a special manufacturer to produce, and * * * will share the benefits and bear the costs.
3. Strategic alliance. It means that several companies have different key resources, but the markets are different to a certain extent, and they have strategic competitive advantages for each other's interests.
4. Virtual personnel. Personnel virtualization refers to a management mode that enterprises combine external intellectual resources with their own intellectual resources to make up for their own intellectual resources. For example, Le Kai Company hired management experts from McKinsey and roland berger Consulting Company to conduct strategic planning and management consulting for it. For another example, an enterprise may not set up a human resources department, and the training of employees may be entrusted to a special training institution.
5, the function is virtual. Functional virtualization refers to a management method that enterprises combine their own functional resources with external advantages to make up for their own functional deficiencies. Its forms include virtual marketing, virtual storage and transportation, virtual advertising design, virtual settlement and virtual manufacturing.
Advantages:
First of all, members of a virtual enterprise can share resources, with complementary advantages, short product development time and low unit cost. Secondly, the organization form of virtual enterprise is flexible, which can quickly respond to market changes, develop products that adapt to the market in a short time, and effectively meet the needs of customers. Moreover, the enterprise also allows customers to participate in product design in person, and can make separate requirements for the required product functions. Finally, the core competitiveness of each member of the virtual enterprise is complementary, and members can give full play to their respective technological advantages to create high-quality products or provide the best services.
Disadvantages:
The first difficulty is that the interests of member enterprises may be difficult to coordinate. Virtual enterprise is an alliance composed of different enterprises, and each enterprise has different interests, so there is actually a complex "principal-agent" relationship between virtual enterprise and its members. In the absence of effective supervision, each member enterprise may damage the whole virtual enterprise for its own benefit.
The second difficulty is that information exchange between member enterprises may be more difficult. On the one hand, this difficulty may come from technical reasons, for example, the backward construction of communication facilities among member enterprises may lead to poor information exchange. On the other hand, this difficulty may also come from the confidentiality requirements between member enterprises. As mentioned earlier, the composition of a virtual enterprise may be short-lived. Considering that the current partners may cooperate with competitors in the near future, the member enterprises of the virtual enterprise may have reservations about their own information. No matter what the above reasons are, the difficulty of communication between member enterprises will greatly damage the operational efficiency of virtual enterprises.
The third difficulty is that it may be difficult for member enterprises to form a consistent corporate culture. The original values and corporate culture of each member enterprise that constitutes a virtual enterprise may be different or even conflict with each other. If the corporate cultures of member enterprises cannot be coordinated, the cooperation between them may not be carried out smoothly, and even lead to the disintegration of virtual enterprises in serious cases. Due to the above problems, enterprises must carefully consider when to choose virtual operation and what kind of business to choose for virtual operation.