How to solve the four blind spots in the developme

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How to solve the four blind spots in the development of small and medium-sized printing enterprises in China

in recent years, bosses generally believe that their enterprise development speed is far less than the entrepreneurial stage. Although they are ambitious to make the enterprise stronger and bigger, it is difficult to cross a barrier on the way forward. Enterprise decision-makers seem to be wandering at the crossroads of blind spots, and can't make enterprises embark on the road of healthy and rapid development for a while. Chen Jiangyan said

Chen Jiangyan analyzed the characteristics of small and medium-sized printing enterprises and believed that, on the one hand, the system of small and medium-sized printing enterprises was flexible. With the adjustment of government policies, market mechanism plays an increasingly prominent role in the allocation of resources in China's printing industry. China's printing industry has transformed from an economic type dominated by the state-owned system more than a decade ago to a parallel development situation of multiple systems, and the main investors have shown a diversified trend. According to relevant data, in 2005, among the top 100 printing enterprises, there were 62 foreign-funded enterprises, 18 state-owned enterprises, 2 private enterprises and 18 joint-stock enterprises. This has fully confirmed that the economic model that dominates the printing industry has changed. Flexible system is not only the need of enterprise reform situation, but also the need of enterprise survival and development

on the other hand, small and medium-sized printing enterprises are mostly labor-intensive industries. At present, most jobs are provided by small and medium-sized enterprises. Although printing enterprises belong to high-tech industries, they are an industry integrating mathematics, physics, chemistry, machinery, electronic computers, and information and communication. They are applied by combining a variety of theories with practice. However, the printing process is complicated. From pre press to post press, the packaging factory has to go through multiple processes, which requires a lot of labor resources. It is a labor-intensive operation industry. In order to shorten the cycle time and win customers, printing factories have to increase the production cycle by prolonging the labor time. According to the analysis of the current employment situation of the social labor force, it is difficult to recruit workers in printing factories. Even college and technical secondary school graduates with professional counterparts often leave due to high labor intensity and choose relaxed and leisure jobs. Therefore, printing plants have lost the advantage of relying on cheap labor to make profits

at present, small and medium-sized printing enterprises are facing difficulties in Entrepreneurship and development, except for the impact of the printing environment. How to improve the competitiveness of small and medium-sized printing enterprises has always been the concern and exploration of the industry

there is a very important development blind spot in small and medium-sized printing enterprises, that is, strategic objectives and phased tactics. Chen Jiangyan believes that in China, most small and medium-sized printing enterprises implement phased tactics as planned after formulating long-term strategic goals. A good strategy can help enterprise managers see the market clearly and enhance their fighting spirit, but often the strategic objectives cannot be achieved due to the change of specific circumstances. At this time, the strategic objectives are easy to make enterprise managers ignore the information that contradicts the strategy, so as to affect the implementation of phased tactics

nowadays, many small and medium-sized printing enterprise operators are fashionable and like to talk about strategy, especially listening to the brand strategy, market strategy and competitive strategy of some people. They ignore their understanding of their own enterprises, their own business characteristics, and the services that others cannot provide but they can provide. If small and medium-sized printing enterprises are faced with strong local competitors, the macro strategic deployment is basically of little value. Because the enterprise is small, it has no initiative and is completely in a state of change due to each other. As a result, they can only change their original deployment to adapt to the competitive environment and powerful competitors at any time. On the contrary, tactics have more practical significance for the operation of enterprises

countermeasures: improve strategic management ability

small and medium-sized printing enterprises should overcome the development blind spot of strategic objectives and phased tactics. Chen Jiangyan said that small and medium-sized printing enterprises must establish a sense of strategic management and improve their strategic management ability in order to achieve long-term development and lasting success

first of all, we should clarify the overall strategy, business strategy and functional strategy of the enterprise. According to the changes of external factors such as domestic and foreign market environment, national policies and international rules, and in combination with the actual situation of the enterprise, clarify the development goals of the enterprise when the particle size of materials enters the nanometer range, put forward major policies and plans to achieve the goals, and determine the business type of the enterprise; We should determine the direction of industrial development and its competitive position, and avoid blindly following others, resulting in decision-making mistakes

secondly, we should prevent, control and resolve risks. It is necessary to establish a set of risk early warning mechanism centered on financial management, determine the key points of the enterprise's risk management, formulate the enterprise risk management framework, risk early warning and control mechanism, and conduct dynamic management. After receiving the risk warning information, immediately start the risk plan, build a firewall, prevent the risk from spreading, and take decisive measures to resolve the risk

in addition, we should prudently promote the diversification of enterprise management. Theoretically speaking, diversification is conducive to sharing enterprise risks and realizing enterprise expansion. But the reality is not entirely so. After Michael Porter's research on the world's top 500 enterprises, he found that most of the acquired enterprises that had nothing to do with their core businesses were unsuccessful. Five years later, more than 70% of the companies divested these unrelated businesses again. Therefore, the diversification of enterprises should focus on the core business and implement the extended business strategy related to the main business in order to achieve synergy

improve marketing ability and advance to the international market

interview object: Tu Fahong, manager of Henan Xinxiang Tianrun Printing Co., Ltd.

problem: small and medium-sized printing enterprises are troubled by low profits

at present, small and medium-sized printing enterprises are suffering from low profits. Tu Fahong said that the technical level of China's printing industry is approaching that of developed countries. When an industry is in a mature stage, it indicates that the technology of the industry is stable, which also means that the technical means are open and popular. Up to now, printing enterprises, as a special industry, still belong to the cultural processing industry, eliminating the link of general enterprise sales, and it is believed that as long as there is work, they can make money

therefore, printing manufacturers flocked to introduce foreign advanced printing equipment, such as Japan's Akiyama eight color offset press, Germany's Heidelberg four-color offset press, etc. In order to compete for printing business resources from other manufacturers, many manufacturers compete at low prices, price wars, brutal fighting, exhausted, and compete for a limited number of living resources. The change of printing price can best explain this problem. The original price of each color is nearly 30 yuan, but now it is generally about 20 yuan, and the low price has even been reduced to about 15 yuan. This low price competition will inevitably damage the interests of all enterprises in the industry and ultimately affect the development of the whole industry

Tu Fahong believes that this situation is due to the failure to deal with the relationship between market competition and Industry Alliance. Market economy is a competitive economy, and competition in the industry is inevitable. The competitiveness of enterprises determines the fate of enterprises. In order to strengthen the market competition, printing enterprises must improve the quality of printing products, reduce the price of products, shorten the production cycle and optimize the service quality. Small and medium-sized printing enterprises are constrained by enterprise scale, technology and equipment, production costs, personnel and funds, and it is difficult to compete with large enterprises

how to develop strengths and circumvent weaknesses and overcome the enemy is the key to the development and growth of small and medium-sized printing enterprises. Improving the quality of printing products and shortening the delivery time of products largely depend on printing equipment, production technology and enterprise scale. Therefore, enterprise operators do everything possible to increase the investment in high-tech and strive to make the enterprise stronger and bigger as soon as possible. Due to the decision-makers' haste, lack of thorough market research and prudent scientific analysis, acting rashly, they often go on two wrong roads: first, large-scale financing, blind expansion, the equipment imported with huge funds can not be fed, resulting in excessive debt, unable to circulate funds and the collapse of the whole line; Second, low-level repeated construction and technological transformation have fallen into vicious competition with peers. Nowadays, the concept of global multilateral win-win has gradually replaced the idea of unilateral egoism, and the industry alliance with complementary advantages has created a good space for common survival and development. In the face of a complex and volatile international environment, with many higher-level and stronger competitors, no enterprise can be in an advantage in all aspects, not to mention the largest domestic small printing enterprise with a stretching ratio of 3.8:1

countermeasures: improve marketing ability

how to deal with the current problem of low profits? Tu Fahong stressed that small and medium-sized printing enterprises should focus on improving their marketing capabilities

first, small and medium-sized printing enterprises should pay attention to brand management and use good brands. We should integrate other brands in the block economy with excellent brands, and use excellent brands to drive the industrial agglomeration and overall level improvement of the block economy

second, small and medium-sized printing enterprises should innovate marketing methods and means. Actively expand e-commerce, pay attention to marketing and virtual operation, and expand marketing channels. In fact, saving e-tension testing machine is not just simply doing tensile testing to save marketing costs. Pay attention to direct sales to key customers. Establish and maintain good business relations with large retail enterprises, pay attention to the possible impact of their marketing strategy adjustment and change on printing enterprises, and take countermeasures in time. Qualified printing enterprises should establish and expand their own marketing networks and enhance their initiative

third, small and medium-sized printing enterprises should advance to the international market. At present, the State implements the policy of actively encouraging enterprises to go global, which provides an important opportunity for small and medium-sized printing enterprises to promote their internationalization strategy. Small and medium-sized printing enterprises should seize the opportunity, enhance their ability to undertake international industrial transfer, actively introduce and digest international advanced management and technology, be good at using international capital, talents and other resources and markets, and adopt cooperation, joint venture and other ways to improve their international level and international competitiveness. However, in the process of cooperation and joint venture, we should beware of internationalization traps and pay attention to avoiding risks

cultivate successors and improve the inheritance of printing enterprises

interview object: Wang Weicheng, general manager of Qingdao xianjunlong Color Printing Co., Ltd.

question: family operation restricts development

most small and medium-sized printing enterprises are private or private enterprises. At present, these enterprises lack innovation ability and talents. Even if some small and medium-sized private printing enterprises recruit talents, they will lose due to pay, working environment and other reasons

according to relevant data, there are more than 30000 printing employees in a city in the south, of which the graduate degree accounts for 0.1 impact magnitude. G's conditioning is mainly to adjust the pendulum to improve the angle, undergraduate students account for 4.3%, college students account for 11.2%. The phenomenon of talent shortage in backward areas is more prominent, and these personnel are basically concentrated in a small number of large-scale printing enterprises. Therefore, most of the small and medium-sized private printing enterprises linger in the low-level operation, and their competitiveness and independent innovation ability are not strong, which affects the development of the printing industry. In this regard, a very important reason lies in the failure to straighten out the relationship between modern enterprises and family enterprises. In the initial stage, small and medium-sized private printing enterprises generally follow the operation mode of family enterprises and operate hard. Although they have made some achievements, it is difficult to expand the scale of enterprises, mainly due to problems such as capital, decision-making and management

Wang Weicheng said: due to the influence of traditional concepts, China's private enterprises are often branded with the thinking mode of family enterprises such as inheriting their father's business and fighting tiger brothers. Many small and medium-sized printing

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