Large enterprises generally have a long industrial chain, high upstream and downstream correlation, the radiation driven by the role of the characteristics of a large, in the national economy and social development has a pivotal role. In the face of the severe impact of the international financial crisis, it is necessary to promote the healthy development of large-scale enterprises, adjust the development strategy, improve the institutional mechanism, enhance the ability to innovate, strengthen risk prevention and control and other aspects of greater efforts to promote stable and rapid economic development.
One of the countermeasures: adjust the development strategy according to its own characteristics
Enterprise development strategy has a forward-looking, global, directional and long-term characteristics, and thus is extremely important for the sustainable development of enterprises and bigger and stronger. Facing the challenges of the international financial crisis, enterprises should re-examine their development strategies and adjust them according to their own characteristics.
Enterprise development strategy refers to the vision and goals established around the future survival and development of the enterprise, as well as the development direction, development mode, and competitive strategy chosen to achieve the established goals. Enterprises that lack a clear and well-defined strategy are unlikely to have efficient strategic management, sustained competitive advantage, or grow into an outstanding large enterprise. From the practice of some large enterprises at home and abroad in the implementation of development strategy, in the face of the serious impact of the international financial crisis, the implementation of the development strategy of the enterprise at least 3 points to grasp.
One is to re-examine the development strategy of the enterprise. The core of the enterprise development strategy is market positioning. To achieve sustainable development, enterprises must be based on changes in the external environment to amend their development strategies, re-define the market positioning, and resource allocation accordingly. The international financial crisis has brought significant and far-reaching impact on the world economy, and the market competition pattern is bound to undergo significant changes. In the face of major changes in the external environment, it is necessary for large enterprises to re-examine their development strategies, carefully assess the challenges and opportunities brought by changes in the external environment, analyze the prospects and countermeasures for enterprises to cope with the crisis, and amend their development strategies in a timely manner according to the changes in the situation. If the industry in which there is still a large space for development and their own considerable competitive advantage of the enterprise, you can take the contraction of the front, compression of production strategy, in order to tide over the difficulties, and then seek development; if the industry in which the serious downturn and their own no longer have a competitive advantage of the enterprise, to review the situation, if necessary, should be implemented in a timely manner to adjust the strategy, re-establish the enterprise's market position. 1997 the outbreak of the Asian The Asian financial crisis that broke out in 1997 hit the Samsung Group in South Korea hard, with debts amounting to more than 17 billion U.S. dollars and layoffs amounting to 30% of the company's workforce, almost to the brink of bankruptcy. In this life-and-death moment, Samsung Group decisively adjusted its development strategy from large-scale OEM manufacturing business in time to shift to the electronics, financial and service industries as its core business, the core of the operation to its own brand, digital technology-based, and ultimately reborn to guide the growth of the information age as a "digital enterprise".
The second is to continuously improve the competitiveness of the main business. The main business is the business with competitive advantage, is the main source of profits and the basis for survival. The development of the world's top 500, its main business are very clear, and most of them are concentrated in a limited number of main business, using specialized strategies to participate in market competition. Of course, while emphasizing the need to highlight the main business and continuously improve the competitiveness of the main business, moderate diversification is not excluded. For large enterprises, moderate diversification is conducive to expanding the scale of enterprises and diversifying business risks. In the process of becoming bigger and stronger, enterprises will encounter the strategic choice of whether to emphasize the main business or diversification. As the foundation of the enterprise, large enterprises should focus their limited resources on optimizing, strengthening and expanding the existing main business, and continuously consolidate and improve the competitive advantages of the main business. To recognize the main business to persevere, do not give up easily. On the basis of centralized resources to develop the main business, enterprises can, according to their own capabilities, select some of the main business and its core competencies closely linked to the business as a new development plate, through different business **** between the enjoyment of existing technology, brand, equipment, talent and management experience and other resources, relying on the dominant position of the existing main business and the formation of the core competencies, to lower the cost and risk of the new business as soon as possible to establish a competitive advantage. Advantage. Many excellent enterprises in the world choose business operation fields, basically in the establishment of the competitive advantage of the main business, the original main business as the basis for the choice of diversification strategy, into the relevant diversified business areas. The United States Apple Inc. in the growth process, is the use of Apple computers as *** with the "central system", the development of a series of high relevance products, have achieved success. From our country's situation, some enterprises in order to rapidly expand the scale or in order to seek high profits, keen on diversification strategy, blindly into some of its own is not familiar with or no competitive advantage of the industry and field, and the lack of relevance between the multiple business, the result is mostly unsuccessful, and even therefore in deep trouble. For enterprises that have entered into diversified business and are in a more difficult situation, in the face of the impact of the international financial crisis, it is necessary to take the initiative to divest non-competitive business, take the initiative to divest business segments unrelated to the main business, and focus limited resources on the most competitive business to further consolidate and improve the competitiveness of the main business.
Thirdly, the implementation of mergers and acquisitions should be prudent. Enterprise scale is an important aspect for enterprises to gain competitive advantage in the market. Enterprises to be bigger, generally face the strategic choice of whether to rely on self-accumulation rolling development or mergers and acquisitions. From domestic and foreign experience, mergers and acquisitions is a double-edged sword, successful mergers and acquisitions are conducive to the strength of the enterprise, unsuccessful mergers and acquisitions will become a heavy burden on the enterprise, and even drag down the enterprise. Large enterprises in the implementation of mergers and acquisitions and reorganization, we must focus on the long-term development strategy of the enterprise, taking into account the enterprise's own ability to withstand and integration capacity. In recent years, many of China's large enterprises to develop faster, has accumulated considerable strength, but also to enhance the confidence of the larger, at the same time the international financial crisis has also given many enterprises to provide a good opportunity for mergers and acquisitions, enterprises not only to seize the opportunity to make full use of the opportunity to take advantage of the lower cost of mergers and acquisitions of the favorable time to strive for leaps and bounds to achieve the development, but also to remain sober, can not be divorced from the ability of the enterprise for the expansion of the merger and merger, in order to Mergers and acquisitions for the sole purpose of expanding and acquiring, laying hidden dangers to the sustainable development of enterprises.
Countermeasure No. 2: Improve the effectiveness of the corporate governance structure
The international financial crisis has exposed many problems, such as the serious lack of government supervision, corporate governance and incentives and constraints of large enterprises there are systemic deficiencies. Large enterprises should draw lessons from it and accelerate the formation of a sound and effective corporate governance structure.
Sound and effective corporate governance is the key and core of the modern enterprise system. The essence of the U.S. subprime mortgage crisis can be analyzed from the micro level as a crisis of corporate governance in financial enterprises. Large enterprises should learn a lesson from it and accelerate the formation of a sound and effective corporate governance structure.
One is to accelerate the reform of corporate shareholding system. International experience shows that so far, the corporate system is the most effective institutional arrangement to realize the separation of ownership and operation. Large enterprises generally adopt the form of corporate system. Enterprises suitable for the establishment of the shareholding system are actively introducing strategic investors to realize the diversification of property rights, and those that meet the conditions are listed on domestic and foreign capital markets. Analyzing the world's top 500 enterprises, basically all of them are listed companies managed by professional managers. The reason why most of the world-class big enterprises adopt the shareholding system as the form of capital organization is that the shareholding system is conducive to the separation of ownership and operation rights, so as to make the organization form of the enterprise compatible with the socialized mass production and the market economy; it is conducive to the concentration of the scattered social capital, and the rapid expansion of the scale of the enterprise's production and operation; it is conducive to the dispersal of the investment risk, and to the enhancement of the operation efficiency of the enterprise and the capital; it is conducive to the enterprise's capital flow, in a wider range of industries and fields with higher returns on capital.
The second is to establish a sound corporate governance structure. The corporate governance structure is used to deal with the ownership and operation of the separation of the proxy relationship arising from the institutional arrangements, is the basis for the functioning of the corporate system. In order to achieve sustainable development, large enterprises must establish a sound corporate governance structure, in accordance with the requirements of the Company Law, standardize the duties of the shareholders' meeting, the board of directors, the supervisory board and the managerial layer, so as to ensure that each of them is responsible for its own responsibilities, coordinated operation and effective checks and balances. China's large enterprises should analyze the development trend of corporate governance, learn from the common practice of foreign enterprises, and actively introduce the system of outside directors or independent directors, optimize the structure of the board of directors, give full play to the role of outside directors and independent directors, regulate the operation of the board of directors, and improve the board of directors to make scientific decisions and improve the ability and level of internal oversight.
Thirdly, we should continue to improve the effectiveness of the corporate governance structure. The U.S. subprime crisis has given us an important revelation: only the establishment of the framework of corporate governance structure is not enough, it is more important to ensure the effectiveness of the corporate governance structure. Facts show that even the best enterprise system arrangement will lead to system failure if it lacks effective government supervision. Summarizing the profound lessons of this international financial crisis, on the one hand, under the conditions of market economy, the government's supervision of enterprises should never be relaxed and an effective government supervision system should be formed; on the other hand, in order to achieve sustainable development of enterprises, it is necessary to continuously improve the corporate governance and enhance the effectiveness of the governance structure.
Countermeasure No. 3: Comprehensively enhance the independent innovation ability of enterprises
Economic globalization and knowledge-based economy have brought about fundamental changes in the main factors of enterprise competitiveness, and innovation ability has become the main factor determining the sustained competitiveness of enterprises. Only by combining the resource advantage and labor cost advantage with the innovation ability can enterprises really form a sustainable competitive advantage.
The international financial crisis, some of China's labor-intensive export enterprises and traditional technology enterprises by the impact of the larger, at the same time, some of the independent innovation ability of enterprises and high-tech enterprises have shown a stronger ability to withstand risks and market competitiveness. Facts once again show that innovation is the source of life and inexhaustible power of enterprise prosperity and development.
It is usually believed that the independent innovation of enterprises includes three types of system innovation, technological innovation and management innovation. Technological innovation is an important way for enterprises to form core competitiveness and unique competitive advantages, and it has a special role in coping with the international financial crisis. Facing the impact of the international financial crisis, enterprises must accelerate the pace of technological innovation, speed up the development of new technologies, new processes, new materials, new equipment and new products, and improve the technological content and added value of products and services. In the 1970s, Japanese automobile enterprises seized the oil crisis on the urgent demand for small energy-saving cars, and quickly organized the development of new models that could save 25%-30% of fuel, successfully occupying the global market and ushering in the golden period of rapid development. To accelerate technological innovation, we must have sufficient technological innovation capability, including original innovation capability, integrated innovation capability and introduction, digestion, absorption and re-innovation capability. In recent years, the independent research and development capability of Chinese enterprises has improved significantly. However, from a general point of view, the technological innovation capacity of Chinese enterprises is still not compatible with the scale of development, a large number of key and core technologies are dependent on imports, and the lack of technological innovation capacity has become a bottleneck for the sustainable development of Chinese enterprises. Therefore, enterprises must put the enhancement of technological innovation capacity in a prominent and central position. But enhance the independent innovation ability of enterprises only technical innovation ability is not enough, but also must be system innovation as the driving force, management innovation as a guarantee, to system innovation and management innovation to promote and facilitate technological innovation, accelerate the establishment of innovative enterprises, comprehensively enhance the independent innovation ability of enterprises.
One is to establish and improve the system and long-term mechanism of independent innovation. Enterprises should enhance the ability of independent innovation as a core strategy, into the long-term development strategy of enterprises. To improve the employment mechanism conducive to independent innovation, improve the selection and evaluation mechanism of talents; to establish incentive mechanisms conducive to independent innovation, improve the salary distribution system, accelerate the establishment of incentive systems centered on the protection of intellectual property rights. To build a clear authority and responsibility, effective operation of the enterprise innovation management system, clear innovation responsibilities and division of labor between the various levels within the enterprise, integration of various types of innovation resources, and constantly improve management efficiency, enhance the overall innovation capacity of enterprises.
The second is to continue to increase investment in research and development. Enterprises to enhance the ability of independent innovation, must increase the proportion of R & D expenditure in sales revenue, and to continue to increase R & D investment.
Third, we must cultivate and create a team of talents who dare to innovate and are good at it. We should be good at discovering innovative talents, so that outstanding talents who dare to innovate and are good at innovation can stand out. We should formulate long-term and effective cultivation plans, accelerate the cultivation of high-level innovative talents, and actively attract high-level innovative talents from overseas. To strengthen the training and education of talents, and constantly improve the quality and ability of employees, in order to create innovative enterprises to cultivate a reasonable structure and good quality of all kinds of talents.
Fourth, we should strengthen the construction of infrastructure for independent innovation. To accelerate the construction of internationally competitive enterprise research and development institutions, to build the base and platform for independent innovation. To improve the level of equipment required for independent innovation, and establish a sound information network.
Fifth, we should vigorously create a culture of innovation. Through the construction of innovation culture, we should cultivate the spirit of innovation, stimulate the enthusiasm for innovation, make independent innovation become the conscious behavior of all employees, and form a cultural atmosphere in which everyone participates in innovation, cares about innovation, protects innovation, and supports innovation. We should vigorously publicize the scientific and technological personnel and management personnel who have devoted themselves to innovation and made significant contributions, advocate the courage to innovate, tolerate failure, and dare to be the first, and strive to create a breakthrough, harmonious and inclusive innovation environment.
The fourth countermeasures: optimize the structure to form a new competitive advantage
The international financial crisis has brought a serious impact at the same time, but also brought the opportunity for adjustment, enterprises should be passive to active, market-oriented, accelerate structural adjustment, focus on transforming the mode of development, effectively overcoming the impact of the crisis, and continue to maintain a relatively rapid development.
After 30 years of reform and opening up the rapid development of China's enterprise development as a whole has entered a new stage, relying solely on low-cost competition business model is losing its traditional advantages, a large number of production of low value-added products and labor-intensive enterprises are losing the market space, China's enterprises urgently need to accelerate the pace of the industrial structure and technological upgrading. In the face of the severe survival and development environment, enterprises must speed up the pace of structural adjustment, through structural adjustment to win new competitive advantages.
One is to adjust the product structure, improve the value-added products and technology content. According to the market demand, targeted adjustment of the existing product structure, the development of market demand, profitability of the product, eliminating those without sales, poor economic efficiency of the product. Differentiation is an important strategy for enterprises to participate in market competition. The so-called differentiation strategy refers to the enterprise to provide differentiation from competitors and in the industry has a unique product strategy. The core of the differentiation strategy is to win a competitive advantage with the characteristics of the product, so that their products or services in the industry is unique, so as to win the user, win the market, to achieve higher than the competitors' revenue, with the superiority of the product or service to lock the customer base. At present, some of China's enterprises tend to the same means of competition, the most common is the price war and product assimilation. In this case, the enterprise should be based on the enterprise's core competencies and market changes in strategic positioning, the implementation of differentiation strategy, to avoid strategic convergence and vicious competition, so that they can have an independent development in the market, reduce the short-term environmental changes in the impact of corporate strategy, and then maintain and improve the competitive advantage of enterprises.
The second is to adjust the industrial structure, improve the enterprise value chain and industrial chain. Industrial upgrading is an important measure for enterprises to win new competitive advantages and gain more profits, as well as an important countermeasure for enterprises to cope with the crisis and tide over the difficulties. During the 11 years before and after the Great Depression in the 1930s, DuPont invested 22 million US dollars and 230 scientific and technological personnel to devote to the development of synthetic fibers, and successfully developed the world's first synthetic fiber, nylon, in 1938, which has laid the foundation of the global synthetic fiber industry and DuPont's position in the industry and the world. To cope with the international financial crisis and realize the sustainable development of enterprises, enterprises must adjust the industrial structure at the right time. To adjust the investment structure, the long construction cycle, slow results of long-term projects, must be prudent decision-making, limited funds to the construction of key projects, focusing on the development of the main industry, to maintain an appropriate scale of investment. To extend the industrial chain and value chain around the main industry, make the industrial structure more perfect and reasonable, access to the front and back end of the industrial chain and the high-end value chain revenue distribution, and cultivate new economic growth points. In accordance with market principles, to accelerate the promotion of strong combination, upstream and downstream integration and other forms of mergers and acquisitions, to promote industrial concentration, large-scale, and conditions should be gradually from the domestic enterprises to multinational corporations and then to the transformation of the global enterprise to improve the ability to configure resources globally, and enhance the ability to withstand the risks of the international market. To establish strategic partnerships and strategic alliances with enterprises in related industries, interacting, supporting, promoting and developing together. To accelerate the technological transformation of enterprises around the structural adjustment and industrial upgrading, and improve the level of equipment. To strive to break through the core of the industry's key technologies, the development of high value-added, low resource consumption, high productivity, low production costs of products, the formation of a number of independent intellectual property rights and well-known brands, as soon as possible to occupy the frontier of industrial technology and the market, and to improve the core competitiveness of enterprises.
Third, we should adjust the organizational structure and establish a scientific and reasonable management system. With the continuous expansion of the enterprise scale, the organization is bloated and rigid, slow market response, has become a common problem of many large enterprises. From the situation of China's large enterprises, some enterprises exist in the management of many levels, the management of the long chain of problems, this situation does not change in a timely manner, will inevitably reduce the management efficiency of enterprises, affecting the competitiveness of enterprises. To achieve sustainable development, enterprises must constantly optimize their organizational structure. It is necessary to clarify the management relationship and power distribution between the group headquarters and subsidiaries, and rationalize the division of responsibilities and coordination of the functional departments; to compress the management level and shorten the management chain; to rationalize the management process, so that the job responsibilities are clear and the procedures are scientific and reasonable.
Countermeasure No. 5: Strengthen management and sound risk prevention mechanism
Establishing a management style that suits the characteristics of the enterprise and is rich in efficiency helps to form the core competitiveness of the enterprise. In order to really win in international competition, China's large enterprises need to continuously strengthen quality management, cost management, financial management and risk management, and improve the ability and level of crisis response.
Management is the eternal theme of the enterprise, is the enterprise to achieve sustainable development of the foundation, the establishment of suitable for the characteristics of the enterprise and efficient management mode will help form the core competitiveness of the enterprise. Japan's Toyota Motor Corporation can rise, develop and grow in the strong world automobile manufacturers, among the ranks of the world's automobile giants, largely due to Toyota's production methods. This scientific lean production method, the core of the point is to continuously improve the management, and constantly tap the management potential, to the management of efficiency, to the management of competitiveness. China's large enterprises to really win in the international competition, on the one hand, should continue to expand and develop markets, on the other hand, should continue to strengthen and improve management. At present, we should focus on the following points.
One is to strengthen quality management, and constantly improve the level of products and services. Quality is the life of the enterprise, the relationship between the survival and development of enterprises. Quality is also the life of the industry, the survival and development of the industry. If the enterprise to see profit and forget the righteousness, quick success, neglect and do not pay attention to product quality, no matter how long the history of the enterprise, no matter how large-scale development of the enterprise, will certainly be abandoned by consumers. To firmly establish the quality is the life of the enterprise consciousness, establish a sound quality control system. To the people, the community highly responsible attitude of strict quality control, resolutely put an end to substandard products.
The second is to strengthen cost management, enhance the ability to control costs. Price competition is a competitive strategy most commonly used by enterprises. In the quality, service and other largely the same situation, the price of products and services has become an important factor in determining the success or failure of enterprises. And behind the price competition is mainly the competition of cost. In recent years, the comprehensive cost of enterprises in China has increased rapidly, many enterprises in the market space and profit space has been greatly squeezed, many neither technology nor brand, mainly relying on low-cost competition for labor to obtain export orders for processing and manufacturing enterprises are trapped in an existential crisis. It should be seen that, relative to developed countries, the future period of time, China's enterprises still have a certain advantage of the integrated production and operation costs, but this advantage will become smaller and smaller. Therefore, on the one hand, China's enterprises to make good use of the relative advantages of low cost; and this advantage into a competitive advantage; on the other hand, to change the development model, enhance the ability to control costs, more through institutional innovation, technological progress, optimize the structure, strengthen the management of the ways to improve efficiency, reduce costs, to obtain new competitive advantages.
Three is to strengthen financial management, to prevent the capital chain break. Financial management is an important part of enterprise management. To cope with the international financial crisis, enterprises in financial management should pay particular attention to the management of cash flow, because the decision to survive is the cash flow. Some enterprises in China's rapid economic development, blindly expanding the scale, high debt operation, encountered an economic downturn, the enterprise's funds are generally more nervous, it is easy to cash flow breaks the problem. Large enterprises should learn a lesson from this and effectively strengthen financial management and cash flow management. They should implement centralized management of finance and funds as far as possible, strengthen the construction of information systems for financial management, and use information technology to realize real-time monitoring and management of the finance of their subsidiaries at all levels. It is necessary to implement sound financial strategies, maintain the necessary cash flow, strictly control the flow of large funds, and reasonably determine the structure of assets and liabilities. An early warning, monitoring and response system for financial crises should be established to effectively prevent and resolve financial crises.
Fourth, strengthen risk management, enhance the ability to deal with various types of risk. Enterprises in the business process will inevitably encounter such and such risks, these risks may come from major changes in the external environment or emergencies, may also come from internal decision-making errors or loss of control of management. From the situation of many enterprises in China, a lot of internal risk from the chaotic decision-making, investment, guarantee. Enterprises should effectively strengthen the construction of the enterprise internal control system, improve the prevention and response to various types of risks that may occur. To standardize and improve the investment decision-making procedures to prevent arbitrary decision-making and personal arbitrariness. It is necessary to strengthen the supervision of the whole process of enterprise investment and implement the responsibility system of investment projects. To strengthen the management of high-risk business, prudent use of financial and its derivatives tools.
Countermeasure No. 6: Strengthening cultural construction to improve the quality of employees
Firm confidence is a powerful weapon to cope with the current world economic turbulence and the international financial crisis. Entrepreneurs with a strong sense of enterprise and a high sense of responsibility, not only to establish a winning confidence in overcoming the difficulties, but also to boost morale, leading all employees to work hard and **** through the difficulties.
Corporate culture refers to the general acceptance of the staff for the enterprise and follow the values, moral norms and codes of conduct. Corporate culture is the soul and spiritual pillar of the enterprise, is an important part of the core competitiveness of enterprises. To cope with the international financial crisis, to achieve sustainable development of enterprises, are required to strengthen the cultural construction of enterprises to the important agenda.
Crisis and hardship not only test the entrepreneur's management ability and level, but also test the entrepreneur's will and quality. Crisis moments and challenges, the entrepreneur's confidence is particularly important. Entrepreneurs with a strong sense of enterprise and a high sense of responsibility, we must have the confidence of victory over the difficulties and indomitable tenacity, cohesion, morale, and lead all employees to work hard, *** through the difficult times.
For enterprises, integrity is not only to enhance the goodwill and establish a brand image of the necessary conditions, but also to achieve competitive advantage and invincibility of the important factors. Integrity is the enterprise to establish a good social image of the foundation and an important guarantee. An enterprise with a good social image can enhance its brand image, increase the degree of consumer recognition, enhance the value of intangible assets, thereby increasing the market share of products and promoting the long-term development of enterprises. Enterprises only honest and trustworthy, pay attention to reputation, strictly abide by the laws and regulations of the country, firmly establish the quality consciousness and safety consciousness, attach great importance to resource conservation and environmental protection, and actively fulfill the social responsibility, in order to make the sustainable development of enterprises become a source of water.
The strength of enterprise competitiveness depends largely on the quality of the workforce. It should be soberly realized that the response to the current crisis and the realization of the future development of enterprises rely on high-quality workforce, while the construction of corporate culture is to build a high-quality workforce of the foundation and guarantee. To this end, the enterprise should effectively strengthen the cultural construction, and strive to make the enterprise's values, moral code and code of conduct through cultural construction for all employees to identify, accept, and become the conscious behavior of all employees, and constantly enhance the professionalism of the staff to stimulate the entrepreneurial passion of the staff, for the enterprise to overcome the international financial crisis and to achieve sustainable development to provide a reliable team foundation and talent guarantee.