What are the driving factors that affect the development ability of enterprises?

What are the incentive factors that affect the development ability of enterprises?

primary service

human resources

policy environment

Policy environment, core business, management ability, enterprise system, human resources, industry environment, financial situation and other factors have an important impact on the development ability of enterprises. Among them, the financial situation is the result of past decisions and behaviors, and other factors are the motivation that affects the future financial situation of enterprises.

What are the factors that affect the development of enterprises? General environmental factors affecting the development of enterprises There are many factors that affect the development of enterprises. Generally speaking, there are the following aspects:

(A) the lag of management concept.

When state-owned enterprises transform into modern enterprise system, many enterprises attach great importance to the change of their own organizational structure, learn from advanced experience at home and abroad, and change the bureaucratic management system under the planned economy. Most enterprises adopt a flat management system, and the leadership system such as CEO, CEO, chairman, general manager and business department has been established rapidly, which has played an important role in promoting the transformation of leadership style and ensuring the smooth flow of scientific decisions and decrees. However, in actual management, the impact and collision in the transformation of the old and new systems are exposed. The most important thing is the lag of management concept, which has not fundamentally changed from "system-oriented" to "people-oriented" concept. Influenced by the planned economy, many people are used to the past administrative command management, which is obviously unsuitable in terms of management principles, management methods, management means, and even management span and depth. Some departments and individuals still have the tendency of empiricism, formalism and transactionalism; Random management such as no rules to follow and no rules to follow is also very serious.

Fundamentally speaking, this is a situation of emphasizing form over content, emphasizing surface over substance, emphasizing slogan over implementation, which makes the overall strategy and model of the enterprise go out of shape in operation and seriously affects the cohesion and integrity of the enterprise.

(2) Comparison of personnel quality.

In the final analysis, market competition is the competition between talents and people's quality, which has become the knowledge of many enterprises, but the improvement of people's comprehensive quality is a long-term accumulation process, which cannot be achieved overnight.

At present, some leading cadres, management cadres and workers are different from the requirements of modern enterprise system in terms of ideological quality, professional skills, scientific and cultural knowledge, technical level, psychological state and social communication, and some gaps are still obvious.

The reasons for these differences are subjective and objective. Objectively speaking, enterprises do not have a sound training and education mechanism. Subjective reasons are the main aspects. Some people don't study in time with the improvement of their status; With the natural upgrading of institutions in the process of reform and adjustment, some people still stay at the original level and have not changed qualitatively; Some people have relaxed their requirements for a long time, only paying attention to superior leaders and specific affairs, and not paying attention to improving their abilities; Some people are content to complete basic tasks, lack a high sense of responsibility, and so on. Therefore, the contrast between the quality of personnel and posts and posts makes the work lack creativity, initiative and innovative spirit, easy to be complacent with the status quo, conformist, overstaffed and inefficient, which seriously affects the improvement of the comprehensive competitiveness of enterprises.

(3) The lack of modern consciousness.

Since the reform and opening up, employees' awareness of the importance of changing their ideas and being brave in innovation has been improved to a certain extent. However, there is still a lack of subjective initiative in implementing the party's ideological line of emancipating the mind and seeking truth from facts, and some cadres and workers are still in a state of grasping the end. Especially in modern consciousness such as image consciousness, public consciousness, communication consciousness, mutual benefit consciousness, reputation consciousness, strategic consciousness, scientific consciousness and innovation consciousness, we only know what it is, not just why; Just stay in words, lack of practicality. Not to mention a profound understanding of the scientific essence, theoretical significance, strategic position and guiding significance of Theory of Three Represents.

The main reason is that some people subjectively downplay and ignore the change of outlook on life, values and world outlook; The weakening of ideological and political work and its own fragility; The reinforcement and bias of material and money in motivation; Management punishment is more than reward; The risks in operation are not really passed on to everyone, which leads to the lack of foresight, foresight and advance in work.

(d) the habitual behavior of employees.

After the change of enterprise system, employees began to gradually accept the new management mechanism. However, due to the long-term influence of planned economy, some employees still have several tendentious problems with strong planned economy color.

The first is the employment behavior that stems from the "iron rice bowl" consciousness. The idea of "not suffering from poverty but suffering from inequality" still exists among some employees, and the actual disadvantages of pot and rice in the distribution system have not been completely eradicated, and the phenomenon of doing as much labor as you pay is widespread.

The second is the inertia behavior bred by the official and business style. And other important ideas are more serious, such as being small and rich, not enterprising, waiting for guests to come to the door, the tendency to muddle along still exists.

The third is the loose behavior derived from the public consciousness. Do not take the lead, do not seize; When the monk rings the bell every day; If you are slightly dissatisfied, you will complain.

Individual management cadres report good news without worrying, and make peace with the bottom; There are problems to blame and achievements to talk about; The phenomenon of unwilling and afraid to take responsibility has seriously blocked the contact between leaders and the masses.

These thoughts and behaviors are incompatible with the objective requirements of the socialist market economy and the take-off plan of Sino-Singapore companies.

What are the external factors that affect the development of enterprises?

I. Macro-environmental analysis

Company is an open economic system, and its management is inevitably controlled and influenced by the objective environment.

On the basis of fully studying the present situation and future development trend of the external environment, the company should seize the opportunities that are beneficial to the company's development and avoid the factors that threaten the environment.

Macro-environmental analysis generally analyzes the situation faced by the company through political and legal environment, economic environment, social and cultural environment, technical environment and other factors.

Second, the business environment analysis

Business environment analysis focuses on market and competitive position, consumer consumption, financiers, labor market conditions and other factors.

The business environment is more easily influenced and controlled by the company than the macro-environment and industry environment, and it is also more conducive to the company to take the initiative to deal with the opportunities and threats it brings.

Third, the industry environment and competitor analysis

The company should strengthen the investigation, analysis and discovery of the decisive factors affecting the profit and loss of the industry, the current and expected profitability and the changes of these factors.

Through industry analysis, we can ensure that the company can distinguish itself from competitors in the same industry in terms of the type, mode, location and expected industrial scale of products or services, establish and consolidate its own market advantages, and formulate differentiated competitive strategies.

The external factors that affect the formulation of enterprise development strategy are:

I. Macro-environmental analysis

Company is an open economic system, and its management is inevitably controlled and influenced by the objective environment.

Second, the business environment analysis

Business environment analysis focuses on market and competitive position, consumer consumption, financiers, labor market conditions and other factors.

Third, the industry environment and competitor analysis

What are the factors that affect the development of enterprises? From this perspective, the development of enterprises is influenced by the market and the country.

As the main body of the market, enterprises are influenced by economic benefits and national policies.

The economic benefit is: 1, the value and use value of enterprise products. 2. Whether it is marketable. 3, product reputation and image, after-sales service. 4. The quality of enterprise managers and corporate culture orientation. 5. The economic growth mode, technological innovation ability and management system of the enterprise. 6. Enterprise scale and industry prospect. 7. Reserve talents

National policy: 1, whether it conforms to Scientific Outlook on Development and green GDP, is the key to an environment-friendly society.

Beg. 2, whether to comply with national laws, professional ethics, in line with "eight honors and eight disgraces" and so on.

What are the factors that affect the development of furniture enterprises?

First, the mind determines the pattern, and the concept determines the future. We often say, "Look at a person's mind and concept, and you will know how far and how long this person can go"! Therefore, for enterprises with good minds and good ideas, they are often good at establishing the system management ability of enterprises, integrating the professional resources of the industry and taking advantage of the situation to develop. Their eyes will see farther, so the pattern is bigger and there is more room for development; Therefore, they have already become large local furniture enterprise groups or listed companies (such as leading furniture enterprises such as Mingzhu, Quanyou and Shuanghu). As for those bosses with the thinking concept of "immediate interests are above everything else", they often regard the opportunities given by the outside world as "luck" and "overdraw" the integrity given by the outside world; Their common feature is "no systematic management ability and no ability to integrate professional resources". Although there is a chance to earn a little money, such scenery no longer exists! Today, although these furniture enterprises have a history of 10~20 years, they have not yet grown up; They are mixed in large and small furniture enterprises, so they can only drift with the tide and let the wind and rain falter.

Second, the enterprise's professional management ability is weak. Most furniture enterprises are developed from family workshops, and the cultural level, comprehensive quality and professional management ability of employees are actually not high. The growth of these furniture enterprises is not the improvement of management ability; However, with the transformation from planned economy to market economy, these small and medium-sized furniture enterprises have developed because of the expansion of primary demand. Including speculation in industrial and commercial real estate in recent years, has promoted the growth of corporate profit income. This has caused most small and medium-sized furniture enterprises in China to be pushed forward by the investment income of the market and enterprises without clear strategic planning, short-term and medium-and long-term business objectives, or even clear their own development direction. "Weak foundation" is the "core problem" in the secondary development of such enterprises.

Thirdly, "channel reform" has caused the pain of furniture manufacturing. The original mixed channel model of wholesale, monopoly and multi-level agency has broken the market pattern of "standing out here" with the continuous emergence of large supermarkets and chain stores. The relationship between agents and manufacturers of most domestic furniture enterprises is essentially a product buying and selling relationship based on "product price difference", rather than a cooperative relationship between manufacturers with "commercial brand" as the link. The positioning and image of many shops are not clear; Store management is chaotic; Products, ornaments, lighting and other displays are not standardized; The quality of shopping guides and the service level of employees are low; The phenomenon of unclear incentive mechanism for shop assistants is widespread. At the same time, the annual cross-regional and high-frequency furniture industry exhibition also promotes the variability and game ability of domestic distributors, leaving domestic furniture manufacturers at a loss. Some competitive brand manufacturers have to win the market at the expense of limited profits or even losses in order to dig up their rivals' dealers or agents. As everyone knows, this will trigger a new round of commodity price war and further accelerate the death of some furniture manufacturers.

Fourth, the lack of high-quality talents and the increase of labor costs have a vital impact on furniture enterprises. It is precisely because of the great pressure on furniture enterprises that enterprises tend to kill the goose that lays the golden egg in the use of talents. "Quick success and instant benefit" is a typical and helpless employment feature of such enterprises. Some furniture business owners also "take the initiative" to contact consulting companies in order to obtain some "reference" ideas or materials. They often listen to hearsay in the fog, thinking that after understanding and hearing the truth, they can operate on their own and let go of the opportunity of cooperation to "build a car behind closed doors." I don't know that such a patchwork of things can't become the business philosophy, model and system of the enterprise, and ultimately it has no use value and realizes the business objectives. With the upgrading of furniture industrialization and the increasingly detailed social division of labor, how to integrate the professional intellectual resources of furniture industry and let professionals do professional things is the fundamental way out for modern home furnishing enterprises to "borrow wisdom and leverage, and leapfrog development"!

Then, as the owners of furniture enterprises, we should clearly realize that when the enterprise develops to a certain stage, if we want to make the enterprise stronger and bigger and realize more social values and responsibilities, we must reopen our thinking and pattern, change from the current "small boss" to the "entrepreneur" role and complete a self-repositioning. Only a real change in behavior can make the enterprise "gather people to gather wealth and cause", make the enterprise last forever, and finally become a century-old brand!

Uncovering the hypocrisy and so-called face and dignity of domestic furniture enterprises is essentially the boss's personal moral level that determines the fate of this enterprise; And if an enterprise does not have a high sense of social responsibility and integrity, it is impossible to achieve great things! We might as well take a look at the employees at all levels in our own enterprise and external customers. If "shuffling" comes again, will it be time for you to "separate people, finance and industry"? !

So, how to quickly transition from extensive family management to modern management? How to clarify and standardize corporate governance institutions in property rights relations, let more professional managers participate in them, and make enterprises stronger and bigger? How to balance the system and dynamically regulate people, things and things in the enterprise? These can no longer be accomplished by chance and luck, which is not only a challenging task for our furniture industry bosses in the transformation and upgrading, but also the primary task for these enterprises to survive at present!

What are the factors that affect the development of yellow rice wine enterprises? (1) The lag of management concept.

(2) Comparison of personnel quality.

(3) The lack of modern consciousness.

(d) the habitual behavior of employees.

Factors affecting the development of retail enterprises: demand, quality, management and service.

What are the factors that affect the development of service outsourcing enterprises? First, the favorable factors to promote the development of global service outsourcing.

(1) Countries actively formulate policies to encourage service outsourcing.

At present, major countries and regions in the world have fully realized the great potential of service outsourcing, and its huge market scale and great impetus to economic development have made major countries treat it as a strategic industry, determine service outsourcing as the strategic focus of national development, and formulate a series of policies and measures to promote the development of service outsourcing. According to their own advantages, many developing countries and regions in China actively participate in the global service outsourcing industry transfer by improving the domestic environment and strengthening the industrial base, trying to occupy a place in the new round of industrial transfer. A series of favorable policies of various economies also provide a good policy environment for the development of global service outsourcing.

(B) The gradual elimination of barriers to trade in services and technological progress are conducive to the development of outsourcing.

The liberalization process of service trade advocated by WTO has made the global service trade develop rapidly, promoted the development of domestic service industry in various economies, and provided industrial foundation support for the further development of service outsourcing. On the other hand, with the increasing opening of the global market, information technology services and financial services, as the main contents of service trade, also provide technical possibilities for enterprises to outsource their business to other enterprises or even transnational outsourcing. At present, service outsourcing has a solid technical foundation. Enterprises use modern science to change the economic operation mode and enterprise management mode. With solid technical support and free policy support, there are fewer and fewer institutional obstacles to the development of service outsourcing, and good software and hardware conditions are obtained. The future development potential should not be underestimated.

(3) The infrastructure conditions and scientific and technological support capacity of developing countries have been continuously improved.

The development of service outsourcing industry provides a bridge for industrial transfer between developed and developing countries. In recent years, emerging economies such as China, India and Brazil, which are relatively advanced in undertaking international service outsourcing, have developed rapidly in economy and technology, and the infrastructure, education level, human quality and institutional environment such as telecommunications, energy and transportation have been greatly improved. Moreover, these * * * strongly support the development of service outsourcing, and have formulated many policies to encourage international service outsourcing, laying a good foundation for the development of global service outsourcing.

(D) The expansion of outsourcing scope has expanded the global service outsourcing market.

With the development of science and technology and the improvement of economic level, the concept and connotation of service outsourcing itself are becoming more and more extensive, and many processes that were not originally outsourced can also become the objects of service outsourcing with the support of modern technology. With the development of information technology and network technology, the technical level of service outsourcing has gradually improved, and the scope of global service outsourcing has expanded rapidly. In the past, low-end services such as data entry, file management and call center were the mainstream of service outsourcing. Nowadays, many enterprises outsource high-tech and value-added services such as risk management, financial analysis and research and development. A new KPO, namely knowledge process outsourcing, has been formed. The level of service outsourcing has been continuously improved. Constantly spawning new industries has become a new driving force for economic growth. The continuous updating of outsourcing content and the continuous expansion of its scope naturally expand the global market scale of service outsourcing, realize economies of scale, and service outsourcing has entered a stage of rapid development.

Second, the unfavorable factors facing the development of global service outsourcing

(a) Oppose the occasional wave of "globalization of services".

There are some negative effects in the process of rapid globalization, so anti-globalization voices can be heard all over the world. As an important part of globalization, the rise of service outsourcing has not only brought benefits to some countries and groups, but also brought negative effects to some countries and groups that do not have the advantages of service outsourcing. Unemployment has occurred in some countries, and domestic interest groups blame this problem on foreign outsourcing. So I put pressure on * * * to limit the service outsourcing business. In this situation, trade protectionism and its wave of "opposing globalization" followed. However, this is a normal phenomenon and cannot affect the historical trend of service outsourcing development.

(B) the ability of contracting enterprises on the global outsourcing process.

From a national perspective, service outsourcing is an important opportunity for global industrial transfer, but this opportunity needs to be implemented by internationally competitive enterprises. Outsourcing enterprises are mainly multinational companies in developed countries. When choosing outsourcing targets, these multinational companies often pay special attention to the corporate governance structure of contracting enterprises, and even examine the standardization of financial management, language and cultural compatibility of contracting enterprises and their familiarity with outsourcing business. However, in reality, the competitiveness of enterprises in many developing countries is too weak to meet these hard requirements, and some countries have inherent language disadvantages and insufficient foreign language ability. Many enterprises lack the ability, which will go against the promotion of global service outsourcing to some extent.

Service outsourcing is an industry with high knowledge content, and intellectual property issues are often involved in the process of outsourcing. In countries with weak intellectual property protection, contracting enterprises are often afraid of intellectual property leakage and prefer to do it themselves. This has affected the normal development of service outsourcing. In this way, those projects with high technology content, high added value, high intellectual property rights, involving internal functions and some business secrets of the enterprise, and even the core technology of the employer will not be outsourced, thus affecting the improvement of the level of the employer, making service outsourcing stick to the low-end field, which is not conducive to the optimization and upgrading of the service outsourcing industry itself. Therefore, States parties must respect intellectual property rights, respect the safety of customers and protect their reputation. Only by making employers fully believe that intellectual property rights can be fully respected and protected can enterprises obtain considerable outsourcing development opportunities.

(D) The existence of outsourcing risks affects the scale of service outsourcing.

Although service outsourcing can be used as an economic growth point and bring profits to the country and enterprises, there are also risks in the service outsourcing business, such as the leakage of intellectual property rights, the hollowing out of industrial base and employment problems. As a country or enterprise engaged in international service outsourcing, it should identify risks, evaluate risks and be able to control risks. The risks of outsourcing business can be roughly divided into management risk, strategic risk, leakage risk, reputation risk, intellectual property analysis and social and cultural conflict.

Third, other factors that affect the development of service outsourcing.

Other factors affecting the development of service outsourcing can be analyzed from the survey results of the European Central Bank on outsourcing motivation, which mainly investigates the motivation of financial institutions to seek outsourcing. It is found that the main motivations that affect service outsourcing are reducing cost (90%), acquiring new technology/better management (60%), focusing on core business (58%), economies of scale (30%) and free resources (25%) in turn. Hu Chao (2008) found through empirical research that human resource endowment, environmental endowment and industrial development degree are three important aspects that affect China to undertake service outsourcing; From the regression results, the development degree of service industry is the primary influencing factor for China to undertake service outsourcing, and the infrastructure and scientific research level have an important influence on service outsourcing; However, the influence of labor cost, language skills and labor adequacy is relatively insignificant.

In addition, business environment indicators can also be regarded as factors that affect the development of service outsourcing, such as * * * policies, legal protection, operational factors, infrastructure and supporting services, social culture, natural environment and so on.