Question 2: What is the concept of internal enterprise risk? In the process of enterprise development, risks are always present and everywhere, including risks caused by uncontrollable factors outside the enterprise, such as social unrest, natural disasters, etc., and risks caused by controllable factors within the enterprise. This article only analyzes the sources of internal risks.
One of the sources of internal risks within enterprises: competition for quick success
The behavior of enterprises eager for quick success and instant profits is a major source of internal risks for enterprises, which is specifically reflected in the following two aspects:
1. Blind expansion tendency In the past few years, some people believed that the bigger the company, the better, and the more cross-industry the better. Is this view correct? However, the tendency of blind expansion is mainly manifested in the following two aspects: (1) Simply pursuing economies of scale in the production field. However, economies of scale do not mean that the bigger the enterprise, the better. Excessive expansion will hardly push the enterprise's technology, market development, human resources, organizational management, etc. to a higher level. This
This kind of dysfunction within the enterprise prevents the enterprise from forming a balanced "organism", thus greatly reducing the enterprise's ability to resist risks. The ability of enterprises to resist risks is greatly reduced. (2) Blindly carry out diversified operations. On the one hand, diversified operations
play the role of diversifying the risk of unemployment, but at the same time it increases the risks of enterprises. This is because: First, enterprises that implement diversified operations must involve industries that they are not familiar with. Or industry groups, on the one hand, this brings the risk to enterprises in developing markets and developing technologies in new fields. On the other hand, it also increases the difficulty of management and intensifies the risks of management.
On the one hand, it brings the risks of market development and technological development in new fields to enterprises; on the other hand, it also increases the difficulty of management and intensifies the management risks of enterprises.
2. "Catch the ducks to the shelves"
After a period of rapid growth
, the company has accumulated considerable funds, so it is preparing to start a second business. This From time to time, companies often need to expand their workforce. Because some companies have difficulty recruiting enough new employees, they may have relaxed their strict selection and qualification review of applicants. This has resulted in some workers who lack experience, low skills, and have not received formal training. Enrichment into the team; those who have obvious deficiencies in management ability and technical level are pushed to important positions; technology
Research, product development, technical research, product development, marketing, financial management, information management Positions in other important departments are also occupied by unqualified employees. This phenomenon is similar to "catching the duck to the shelf". Due to lack of experience and ability, these employees will inevitably make some "stupid" mistakes, which will inevitably lead to an increase in customer complaints and a negative impact on the corporate image.
Question 3: How to prevent external environmental risks of enterprises Enterprise business risks refer to the dangers that may occur during the operation and management of enterprises. Business risks usually include the following five types:
1. Policy risk: refers to the impact of changes in national policies on industries and products (macroeconomic regulation and industrial policy orientation)
2. Market risk: refers to whether the company's products are suitable for the market and whether they have market competitiveness (technology, quality, service, sales channels and methods, etc.).
3. Financial risk: refers to the company's business risks due to Failure to do so may lead to difficulties in capital turnover or even bankruptcy (capital structure, asset-liability ratio, accounts receivable and payable, cash flow problems, etc.)
4. Legal risk: refers to falling into a situation due to careless signing of a contract. Contract traps, causing serious economic losses (breach of contract, fraud, intellectual property infringement, etc.)
5. Team risks: refers to core team issues and employee conflicts, turnover and knowledge management, etc.
Recommendation: In the process of business operation, firmly establish risk awareness and take preventive measures to prevent business operation risks to the greatest extent
1. Establish and improve various rules and regulations of the enterprise, especially the establishment of contracts. Management system, financial management system and intellectual property protection system
2. Strengthen credit management of customers, mainly to establish customer files and understand the credit status of customers
3. Sign contracts carefully. , Review various contracts signed by enterprises externally, and strengthen control and supervision of the contract performance process.
3. Basic methods to avoid business risks
Entrepreneurship has risks, but risks and opportunities coexist. The greater the risk, the more opportunities there may be. Because of this, many entrepreneurs know that there are tigers in the mountains and prefer to go to the mountains with tigers.
An excellent and rational entrepreneur should not avoid risks, but should try to reduce risks as much as possible and actively prevent risks in business activities.
1. Learn to analyze risks
2. Be good at assessing risks
Analyze and predict the possible negative impacts of risks.
For example, how much loss may be caused if an investment goes wrong? If the funds raised cannot be recovered when they expire, how much economic loss will it cause? If there is a situation where payment cannot be collected and inventory is overstocked, what impact will it have on capital turnover? The possible harm and expected consequences of poor capital turnover (cash flow) cycle to normal operating activities.
3. Actively prevent risks
To prevent risks, we must take active measures, such as objectively evaluating investment plans, thoroughly investigating the market, formulating reasonable management systems, and ensuring working capital. A virtuous circle, master scientific decision-making procedures and methods, etc.
Once a problem occurs in a certain link, it is necessary to draw inferences from one example. Take remedial measures to limit the spread of negative impacts.
4. Avoid and transfer risks
Risks are inevitable, but risks can be transferred.
For example: property insurance transfers investment accident risks; purchasing goods on credit transfers financing risks; leasing instead of purchasing equipment transfers investment risks.
As long as it is used properly, the company's risks can indeed be minimized.
Question 4: What are the external risks of catering companies? For external risks:
▲Need to pay attention to economic factors such as economic situation, industrial policy, financing environment, market competition, resource supply;
▲Legal factors such as laws, regulations, and regulatory requirements;< /p>
▲Social factors such as safety and stability, cultural traditions, social credit, education level, and consumer behavior;
▲Technological progress, process improvement and other scientific and technological factors;
▲ Natural environmental factors such as natural disasters and environmental conditions.
In terms of external factors, ****’s information resources and official relations are the top priority.
These are listed companies’ internal management plans with reference to the country.
Personally speaking, as a catering industry, the details that need to be paid attention to include cost factor control (purchasing costs, food safety, store environment and atmosphere creation, consumable expenses, basic water and electricity, equipment control, overall store Consumption level positioning, etc.), personnel management (quality and extremely meticulous management of processing personnel, chefs, service personnel), market system (overall market trends, control of surrounding environment, industry public opinion information, food safety issues, extreme market hype, etc. Factors), customer relationships (membership card system, discount/group purchase sales strategy, other promotional strategies for large enterprises/industries, binding/consumer coupon issuance and other business efficiency methods).
Question 5: What are external risks and internal risks? I don’t understand external risks and internal risks when writing a business plan. Please tell me the answer. External risks refer to risks outside yourself (for example: market, competitors, etc. ), internal risk refers to the risk caused by one's own reasons (for example: one's own ability and experience, insufficient funds, immature technology, etc.).
Question 6: What impact does procurement risk have on the enterprise?
(1) Price risk
First, due to collusion between suppliers and related business personnel before bidding , leaking the bottom bid, causing corporate procurement losses. Second, price risks arise when purchasing personnel make mistakes in price prediction and purchase in bulk.
(2) Procurement quality risk.
On the one hand, the quality of materials provided by suppliers does not meet the requirements, causing the company to be unable to produce normally, causing losses to users in terms of economy, technology, personal safety, and corporate reputation. On the other hand, the materials provided by the suppliers are shoddy. It directly affects the overall quality, manufacturing, processing and delivery time of the company's products, and reduces the company's reputation and product competitiveness.
(3) Planning risks
Due to changes in market demand, the accuracy of the procurement plan is affected; the procurement plan is improperly or unscientifically prepared, and deviates greatly from the target, resulting in procurement plan risks .
(4) Contract risks
First, the contract terms are vague and signed blindly; the liability for breach of contract is simplified, with many oral agreements and gentlemen's agreements; the proportion of visas and notarized contracts is too low, etc. The second is improper contractual behavior. The seller aims to change its disadvantaged position in market competition. A series of unfair means are often adopted, such as bribing procurement personnel to obtain corporate procurement bidding funds; giving false discounts and openly selling fake and shoddy products using certain benefits as bait. There are also some purchasing personnel who are greedy for small profits and do not hesitate to sacrifice the interests of the company, and cannot strictly follow the provisions of the contract. Third, the daily management of contracts is chaotic.
(5) Acceptance risk
In terms of quantity, the quantity is short of the standard; in terms of quality, the quality is mixed with inferior quality; the variety and specification of the goods are incorrect and do not meet the requirements, etc. .
(6) Inventory risk
First, the purchase quantity cannot meet production needs in time, and the risk of losses caused by production interruption. The second is to blindly purchase goods, resulting in a backlog of goods and a large amount of funds deposited in inventory, which reduces the capital turnover rate and creates storage risks.
Preventive measures for enterprise material procurement
(1) Establish and improve the material procurement management process
From establishing and improving material requirements to purchasing plans and contract signing ( Starting from the management system of procurement methods, procurement channels, procurement prices), cargo transportation, product acceptance and storage, we will improve the "Material Procurement Management Measures" and adopt scientific and reasonable procurement strategies by strengthening procurement strategy research. By strengthening research on procurement strategies, adopting scientific and reasonable procurement methods, and increasing management measures such as process control, we can achieve "safe, timely and economical" material supply and plug various loopholes. Pay attention to three clarifications: Clarify the purpose of procurement. The purchased materials must be what the enterprise needs. The purchasing department should not blindly pursue price minimization during the procurement process. The quality and effectiveness of the purchased materials should be considered as a whole, so as to save money for the enterprise while ensuring the quality of procurement. Clarify supplier qualifications. Before signing a procurement contract, conduct a qualification review of all suppliers participating in the bid, including pre-qualification, re-qualification and post-qualification review, so that the uncertainty in procurement risks brought by suppliers can be controlled to a minimum in the early stages of procurement. Clarify the margin system. Set up a bid bond to prevent bidders from withdrawing their bids after the bid opening; set up a performance bond to prevent suppliers from not performing the contract and causing losses to the enterprise. In addition, it is necessary to establish and improve the procurement information disclosure system and plan disclosure system to facilitate suppliers to understand the situation in a timely manner.
(2) Effectively strengthen the management and supervision of material procurement
To prevent material procurement risks, the focus is on strengthening management and supervision. First of all, establish performance assessment methods for material procurement personnel, improve the assessment incentive and restraint mechanism, revise and improve the "Material Procurement Business Supervision Measures", and adopt effective measures such as regular work inspections, professional division of labor, and job rotation to strengthen the management of procurement personnel and strengthen the enterprise Internal risk prevention capabilities. The second is to strengthen the supervision of material procurement bidding and contract signing. Check whether procurement and tendering are conducted according to procedures and whether there are any violations of regulations; whether suppliers are reviewed annually; whether contract terms violate policies and regulations. Whether the contract terms are complete, whether the rights and obligations are correct, and whether the procedures are in place. The third is the entire process of material procurement and comprehensive review. Focus on strengthening the review of material demand plans, material procurement plans, contract visas, contract ledgers, contract summary, contract execution and information feedback. According to the review procedures and requirements, understand whether the procurement work is standardized, whether the measures are in place, and whether there is any deviation from the actual situation. Through review and evaluation, problems in the material procurement process will be discovered and corrected in a timely manner to ensure the orderly and efficient operation of the procurement work.
(3) Strengthen the current... >>
Question 7: What risks does risk identification mainly include? Risk identification methods currently used can be divided into macro Decision-making analysis in the field (feasibility analysis, input-output analysis, etc.) and specific analysis in the micro-field (asset and liability analysis, loss list analysis, etc.). The following are several main methods: Production process analysis method Production process analysis method, also known as flow chart method. The production process, also known as the process flow or processing flow, refers to the continuous production process from raw material input to finished product output through certain equipment in sequence. This method emphasizes investigating and analyzing each stage and link one by one according to different process flows to find out the reasons for the existence of risks.
The risk expert survey and enumeration method requires the enterprise's risk management personnel to list the risks that the unit may face one by one and classify them according to different standards. Experts should be as broad as possible and have a certain degree of representativeness. General classification criteria are: direct or indirect, financial or non-financial, political or economic, etc. The asset financial status analysis method means that based on the company's balance sheet, profit and loss statement, property catalog and other financial information, risk managers conduct actual investigation and research to analyze the company's financial status and discover its potential risks. The decomposition analysis method refers to decomposing a complex thing into several relatively simple things, decomposing a large system into specific components, and analyzing possible risks and threats of potential losses. The fault tree analysis method uses a graphical method to investigate various faults before the loss occurs, or decomposes and analyzes the causes of various accidents to specifically determine which faults are most likely to cause risk losses. There are other methods for risk identification, such as environmental analysis, insurance investigation, accident analysis, etc. Enterprises should use multiple methods interchangeably when identifying risks.
Question 8: What factors should be paid attention to when identifying internal risks? Enterprises should pay attention to the following factors when identifying internal risks:
1. Human resource factors, such as the professional ethics of directors, supervisors, managers and other senior managers, and the professional abilities of employees;
2 .Management factors such as organizational structure, operating methods, asset management, and business processes;
3. Independent innovation factors such as research and development, technology investment, and information technology utilization;
4. Financial status , operating results and cash flow and other financial factors;
5. Safety and environmental factors, such as operational safety, employee health and environmental protection;
6. Other related internal risk factors.
Question 9: What are the environmental risks of enterprises? According to different sources of risks, they can be divided into external risks and internal risks. (1) External risks include: customer risks, competitor risks, political environment risks, legal environment risks, economic environment risks, etc.; (2) Internal risks include: product risks, marketing risks, financial risks, personnel risks, organizational management risks, etc. . Carry out enterprise risk assessment based on the enterprise's production and operation activities, mainly assess the internal risks of the enterprise, and take into account external risks.
Question 10: Risk enterprise operation and management 1. Elements of successful enterprise operation Risk enterprise operation and management is to achieve operational safety to the greatest extent by investing in reasonable risk costs through the identification, selection and control of risks. Looking at the more successful venture companies, we can summarize some **** the same characteristics: First, all venture companies are based on high-tech breakthroughs. Most contemporary venture companies are venture capital investments in the high-tech field, and this investment is first of all an investment in high-tech development. In today's era, it is almost impossible to use original technology to seek higher risk profits, and it is impossible to develop new products without technological breakthroughs. Therefore, technological breakthrough is the first hurdle for entrepreneurial enterprises to successfully break through. Entrepreneurial enterprise operators must grasp the difficult problem of achieving technological breakthroughs. Secondly, the operation of entrepreneurial enterprises must have high-quality entrepreneurial entrepreneurs and a large number of outstanding management talents. Venture business activities are highly creative, pioneering and risky business activities, and the key to the success or failure of all these activities lies in people. Whether it is experimental research in the early stages of establishing a venture enterprise or occupying a certain market in the production of new products, it must rely on a group of the best talents in society. Third, the operation of venture enterprises must adhere to a forward-looking awareness guided by potential market demand. Being market-oriented is the basic concept of modern enterprise business activities. The operation of venture enterprises is not simply market-oriented, but requires research, analysis and forecasting of the current market situation and potential demand. Find existing gaps in the market. Fourth, venture business operations must effectively seize and utilize risk opportunities that arise in the market, and occupy the market through offside and technological innovation. To be ahead of the curve, you must be highly efficient. Therefore, a venture enterprise must have a style of being vigorous and resolute and dare to tackle difficulties. At the same time, it must be a highly integrated and unified complex of scientific research, production, management, and marketing. Only in this way can the operation of venture enterprises be in an invincible position. Risk Assessment System 2. Reasons for business failure Since risky companies are often accompanied by high risks in the early stages of business operations, finding the reasons for business failure is an important lesson in risk business management. The business failure of risky enterprises mainly refers to the liquidation of enterprises and the stagnation of development.
Entrepreneurship failure is mainly caused by management, product development, market and competition. When a venture enterprise fails, the countermeasures of venture capital institutions mainly include replacing senior management personnel of the enterprise, seeking mergers and acquisitions of large companies, and participating in the decision-making of venture enterprises. The reasons for the failure of venture enterprises in my country are basically the same as those abroad, but the countermeasures to prevent failure are relatively lacking. Therefore, China's venture capital industry needs to improve the manager market, activate property rights transactions, and improve the effectiveness of national industry organizations to better respond to the failure of venture companies. (1) The reasons for the failure of foreign ventures are management problems, extremely limited corporate resources, and high environmental uncertainty. This is an important reason for the high failure rate of foreign ventures. The failure of venture companies not only includes bankruptcy and liquidation, but also includes the so-called growth stagnation in which venture capital cannot obtain satisfactory returns within a reasonable period due to low growth rates, that is, profit margins between 0% and 10%. Regarding the reasons for the failure of venture companies, foreign risk research scholars have conducted a survey on 96 technology venture companies from 49 venture capital institutions in the United States. The results show that management problems are the most important reason for the failure of venture companies. Ineffective top management ranked first among the reasons for the failure of venture companies. The reason was recognized by 95% of people: product development delays or failures were recognized by 51%. The second most important reason was: ineffective functional management (such as marketing). , Finance) ranked third with a recognition rate of 50%. Production failure is only recognized by 11% as the reason for the failure of venture enterprises, but its importance is as high as 2.9. This shows that the probability of venture enterprises failing due to production is very low, but once production failure occurs, the consequences are very serious. According to a 1992 study of 80 venture capital institutions in the United States, venture companies were divided into three categories based on growth: successful companies, stagnant companies, and loss-making companies. Successful companies accounted for 55.2% of all surveyed companies, and 20.6% of stagnant companies were loss-making companies. . (2) Reasons for the failure of Chinese entrepreneurial enterprises. According to a survey of China’s venture capital industry in 2006 by the Ministry of Science and Technology and the Ministry of Commerce, there are seven main reasons for the unsatisfactory investment results of invested institutions. Among them, internal management level is limited, 24.9% The low recognition rate of venture capital institutions has become the primary reason for poor management of invested institutions: lack of integrity and ineffective follow-up financing ranked second and third, followed by changes in policy environment, immature technology and fierce market competition. Although the above survey does not clearly define... >>.