It is very important to solve the problems existing in the development of SMEs and take measures. According to the characteristics of small and medium-sized enterprises, the main obstacles from the establishment of small enterprises to the development of large enterprises are strategic problems, management transformation problems and lack of core competitiveness. Then, the measures for small and medium-sized enterprises to solve these problems and obtain sustainable competitive advantages are as follows:
1. Integrating enterprise resources
For an enterprise, there are always various rich resources inside and outside. Whether these resources can be integrated well, used reasonably and effectively, and given full play to their advantages and functions plays a very key role in the survival and development of the enterprise. Because specific resources and capabilities are the source of competitive advantage, an important reason for a successful enterprise is to be good at integrating its internal and external resources.
integration is productivity. Enterprises are a collection of resources, and the competition among enterprises is around the competition and utilization of resources. In a certain sense, being an enterprise is the integration of various resources. Therefore, the market position of an enterprise depends not only on the quantity and quality of its resources, but also on its utilization efficiency. The former is a necessary condition for the production and operation of enterprises, but it is not directly proportional to the market position of enterprises, otherwise there will be no phenomenon of gaining more with less and defeating the strong with the weak; The latter is the key to maintain the lasting competitive advantage of enterprises, the real reason for defeating the strong with the weak, and the concentrated expression of entrepreneur management efficiency. Therefore, in the fierce market competition, being good at integrating internal and external resources is the only way for enterprises to win competition and accelerate development, and it is a key measure with less investment and quick results. The purpose of integrating resources is to make the existing and potential resources cooperate and coordinate with each other to achieve the overall optimization.
2. Enterprise Innovation
In the era of knowledge economy, the development and competitive advantage of enterprises depend more on their innovation ability. The competitive advantage of an enterprise will mainly depend on its technological advantage and management advantage. Therefore, the competition among enterprises is the competition of innovation ability of enterprises, that is, the competition of innovation ability is the competition of enterprises in the production, possession and effective use of knowledge in the final analysis. Only through persistent innovation can enterprises transform existing and available knowledge resources into realistic productivity and real competitive advantage. At the same time, new knowledge resources are continuously produced, which further promotes the innovation of enterprises.
in the era of knowledge economy, the production and operation of enterprises will gradually realize networking, informationization and internationalization, and the speed of information dissemination and exchange will be accelerated. It requires enterprises to innovate constantly to make their products competitive and form the advantages of their own products. In a word, innovation is the source of its vitality, the inevitable choice for its survival and development in the fierce market competition, and the foundation for its survival.
3. Establish a learning organization
A learning organization means that by cultivating the learning atmosphere and culture of the whole organization and promoting collective learning, every employee in the organization can continue to learn, give full play to the creativity of employees, and continuously improve management, technology and services, so that the organization can gain a sustainable competitive advantage. In today's knowledge economy era, employees have become the most valuable assets of small and medium-sized enterprises. Due to the rapid depreciation and innovation of knowledge, the continuous learning and updating ability of employees for professional knowledge will determine the competitive strength of a small and medium-sized enterprise.
American Fortune magazine pointed out: "The most successful companies in the future will be those based on learning organizations." Learning organization is the future development trend of enterprises. Only when an enterprise is a learning organization can it ensure a steady stream of innovation, have rapid market adaptability and give full play to the role of human capital and knowledge capital. Therefore, small and medium-sized enterprises should establish learning organizations to meet the needs of fierce market competition.
4. Cultivating enterprise's core competitiveness
Core competitiveness, also known as core competence or core expertise, is an inherent ability resource which is uniquely owned by enterprises, brings special effects to consumers, and enables enterprises to have a competitive advantage in a certain market for a long time and obtain stable excess profits. In today's world, in the increasingly fierce market competition, what do enterprises rely on to win market recognition and remain invincible in the competition? That is, enterprises must form core competitiveness. In the past, enterprises always simply talked about market strategy, product strategy and technology strategy, etc. These functional strategies are external and explicit strategies of enterprises, and they can only gain temporary advantages at most. Only the strategy of combining the cultivation of core competitiveness with enterprise strategy is the fundamental strategy to make enterprises invincible.
so how to comprehensively cultivate the core competitiveness of enterprises? We can start from the following aspects: improving the awareness of core competitiveness of business leaders; Master the core technology; Concentrate resources for differentiated operation and management; Create well-known brands. Only when enterprises are good at cultivating their core competitiveness can they remain invincible in the future market and have a sustainable competitive advantage. Third, choose a competitive strategy suitable for the development of small and medium-sized enterprises
If small and medium-sized enterprises want to gain a foothold in the market competition, give full play to their advantages and adopt a set of effective business countermeasures and reasonable competitive strategies. Therefore, small and medium-sized enterprises should focus on the following strategies.
1. Give full play to the expertise strategy
Under the condition that their own strength is not very strong, small and medium-sized enterprises should strive to find their own advantages, try their best to enable enterprises to have unique technologies and production skills, and use the legal system of intellectual property rights to protect their existing proprietary knowledge and technology, thus forming a "expertise survival field" conducive to the growth of small and medium-sized enterprises.
in the process of production and operation, small and medium-sized enterprises can obtain scientific and technological inventions with novelty, advancement and practicality through technological development and technological innovation, or design products with new structure, new specifications and new styles. These can be used as a means for small and medium-sized enterprises to explore new market segments, meet new social needs, reduce product production costs and expand product differences, so as to gain the initiative in competition with unique advantages. However, in the fierce market competition, large enterprises have stronger scientific research ability, commercialization ability and market control ability than small and medium-sized enterprises. When using the "expertise" strategy, small and medium-sized enterprises should pay attention to protecting weapons with property rights, and safeguard the exclusive rights and monopoly rights of the know-how products they have obtained through legal means, so as to avoid being expelled and squashed by other enterprises, especially large enterprises, and win a relatively stable development environment. Small and medium-sized enterprises should also pay attention to the competition of the same type of enterprises when implementing the know-how strategy. Because not only a few small and medium-sized enterprises can obtain the ability of expertise, many small and medium-sized enterprises can also obtain the advantage of expertise by purchasing patents. Therefore, all small and medium-sized enterprises that want to adopt this strategy must choose and protect their own fields of expertise and try to form monopoly rights in a certain market.
2. Market concentration strategy
Market concentration strategy refers to that enterprises seek limited resources to concentrate on the most favorable market and form a specialized and sophisticated competitive advantage in the limited market. Because small and medium-sized enterprises must invest heavily to keep up with the rapid growth of the market, it is a very arduous task for strategic decision makers to find additional resources to develop new technologies and capabilities. Therefore, enterprises with weak competitive strength in rapid growth may consider choosing the market-focused strategy in order to consolidate their market position in the absence of investment. To adopt the strategy of market centralization, small and medium-sized enterprises should strengthen the choice of products and markets, narrow their product range, reduce the number of customers they serve, and withdraw from the market with relatively small profits, so as to re-allocate resources in a more profitable market more effectively and improve their competitive position.
3. Service strategy to meet needs
Due to the large number of small and medium-sized enterprises and wide market distribution, their business activities can touch all levels of market competition. It can expand its business scope by opening up the service field. It can provide all-round service for some large enterprises because of the phenomenon that the service after the new products are sold is not in place, and provide products and services for the services of large enterprises. On the other hand, according to their own characteristics, small and medium-sized enterprises can also draw a relatively safe business field in the indifferent market by providing special pre-,mid-and after-sales services. For example, small and medium-sized enterprises can implement packaging and delivery in product sales, and are responsible for product installation, debugging, troubleshooting and maintenance after product sales. The establishment of service network needs more manpower, material resources and capital investment, and it is difficult for large enterprises to involve all these service activities. Therefore, small and medium-sized enterprises can take advantage of their own advantages to establish a service network with comparative advantages in the market area where the service network of large enterprises is difficult to reach, and divide a niche for themselves.