In recent years, with the rapid development of economic globalization, market competition has shown some new characteristics, mainly as follows: First, competition in local markets has become increasingly globalized. In most regions and most Once a competitive market is formed in the industry, multinational companies from all over the world will soon flood in, and the intensity of competition will be greatly increased. Secondly, the life cycle of products will be greatly shortened. Only by continuously launching new products can companies survive in the fierce market competition. Third, in order to gain an advantage in market competition, companies must increase their growth rate, because companies that develop slowly will not only lose their growth space, but their existing market share may also be lost in fierce competition.
Changing business management concepts
The new characteristics of market competition in the context of economic globalization have put forward new requirements for business management. Entering the 21st century, my country's corporate management concepts are undergoing four major changes. The first is to shift from "management is control" to "management is guidance and motivation, and creating a high-quality working environment for employees." The main task of traditional management is to achieve corporate goals by controlling the behavior of employees. In modern society, information and technology networks have accessed the entire process of production and circulation. The professional division of labor has gradually shifted from pyramidal vertical management to matrix organizations. The flattening and The improvement of information transparency requires managers to pay more attention to humanized management, that is, to pay more attention to providing employees with necessary working conditions and environment, and to stimulate employees' creativity through relatively complete material and spiritual incentive mechanisms. The second is to shift from "management is planning and approval" to "management is focusing on establishing the internal market of the enterprise". The "internal market" management method divides the enterprise into management units that are each responsible for operating results. The various units with decentralized operations are integrated around the corporate goals of reducing costs and improving efficiency, and can quickly respond to the fiercely competitive external market environment. , improve the flexibility of corporate organizations. The third is to shift from "the important goal of management is to defeat opponents in competition" to "management must form a unified organization strategic alliance and achieve strategic win-win". When industrial concentration is achieved and industrial concentration has reached a certain level, defeating competitors to form an industry monopoly is no longer acceptable to the market. At the same time, some far-sighted large companies also cultivate and expand product markets by cultivating small and medium-sized competitors in order to achieve long-term sustainable development. Therefore, more and more business managers regard cultivating development-oriented collaborative economic groups as one of their main strategic goals, cooperating in competition, and striving to achieve strategic wins. The fourth is to shift from "management is the coordination of relationships in the enterprise's production process" to "management is the coordination of strengthening relationships with customers." Customer demand is the market and the driving force for business operations. Enterprises focus on collecting and monitoring customer demand information at any time, which means that enterprises are always at the forefront of the market. The meaning of "customers" here includes not only external customers such as buyers of products and services, but also internal customers such as employees, raw material suppliers and related product manufacturers. The relationship between them constitutes the "customer relationship system".
Improving the level of credit and knowledge management
The above four changes are the result of enterprises improving their management level in order to adapt to the fierce market competition under the conditions of economic globalization. For Chinese enterprises, in order to further improve their market competitiveness, they must also strive to improve their credit management and knowledge management levels.
The modern economy is essentially a credit economy. In developed countries, companies generally set up the position of credit management or credit manager. This is because, under buyer's market conditions, sellers mainly rely on three means to improve market competitiveness: improving product quality, lowering product prices and providing preferential settlement methods. Under the conditions of economic globalization, the competition space between the first two is getting smaller and smaller, and settlement methods have become a key factor in gaining competitive advantage. However, whether the company can successfully use credit sales or credit sales to expand market share depends on the company's own ability to control customer credit risks, whether it has established a scientific credit management system and adopted advanced credit risk control technology. my country's domestic credit sales account for about 50% of the total trade volume, which is much lower than the more than 80% ratio in European and American countries; moreover, Chinese companies are in arrears with each other, and the amount of overdue accounts receivable accounts for more than 5% of the trade volume, while European and American countries are only 0.25%-0.5%. Therefore, the level of credit management of our country's enterprises should be further improved.
Especially after joining the WTO, some companies have adopted cash transactions in order to avoid credit risks. Although this avoids credit risks, it is easy to lose large customers with reliable reputations.
In the 21st century, with the advent of the era of knowledge economy, a new management revolution - knowledge management is quietly coming. Knowledge management takes the market as the core and changes the situation in which information management, technology development, market analysis, etc. are divided by functional departments by collecting, processing, integrating, and utilizing various knowledge resources related to business operations, thereby integrating knowledge resources with information and technology. It is organically combined with marketing strategies to turn corporate knowledge into corporate benefits. The competitive advantage of enterprises in the era of knowledge economy comes from the effective development and management of knowledge resources, which includes four aspects: first, the creation, use, preservation and transfer of intellectual assets such as patents, trademarks, copyrights, and reputation that reflect intellectual labor; second, The investment, development, management and application of human resources; the third is the refining, formation and promotion of corporate culture; the fourth is the collection, innovation, continuation and use of knowledge resources. At present, some multinational companies have established the position of "knowledge manager" in senior management and invested heavily in establishing a complete knowledge management system. Although knowledge management as a management model and management concept has not yet generally entered our country's enterprises, many of its characteristics have already appeared in some successful enterprises in our country.