How to run a company?

How to run a good company and want to run a good company is inseparable from innovation. You have to have certain ideas to find a way out, and you have to accumulate certain resources, which will affect the future development direction of the company. Let's share how to run a company well. Let's have a look.

How to run a company well 1 first, innovation should be based on ideas rather than routines.

The way of thinking determines the way out, and it seems that it has gradually become a * * * knowledge, but routines are more popular, especially when others use successful routines, there are always people behind them. Without thinking, divorced from the reality of their own enterprises, the result is either learning East or Handan. It's good to see Qiqi, but it's wrong to think differently.

Innovation cannot be lazy, and innovation cannot be copied. Innovation must proceed from the reality of one's own enterprise, and innovation must be one's own unique feeling. In the orchard of innovation, there is no fruit called "shortcut".

Find ideas from the reality of the enterprise and cut corners from other people's routines. Without innovation, it is easy to get trapped.

Second, the breakthrough requires brands not to deck cards.

In the post-crisis era, enterprises should be transformed and upgraded, otherwise they will be swallowed up by the Red Sea. In the pre-crisis era, enterprises without brands died quickly and much more. People were shocked at that time, and they should remember it now. Like Foxconn, OEM enterprises are huge, and they don't have much say in the division of labor in the international industrial chain. Enterprises without their own brands just have no status. On the other hand, some small enterprises with their own brands are still living well when the financial turmoil strikes.

Enterprises with brands can be tottering, while enterprises without brands are often tottering. Please start by building your own brand.

Third, advertising wants staff, not actors.

The best spokesman for corporate brand image is employees, not actors. Why do advertisements ask employees not actors?

No matter what role he or she plays, the actor's morality has not improved and his or her selfishness has not disappeared. On the contrary, with the improvement of his/her popularity, he/she becomes domineering, arrogant or daring. Pity his (her) endorsement company, not only didn't get credit, but also suffered losses. Second, consumers are not fools, and often spend millions of endorsement fees. Who doesn't know that wool is on sheep?

Employee endorsement is not only a waste of money, but also approachable and authentic. Why not?

Four, choose and employ persons should be really talented and practical, and can't be much ado about nothing.

Factories are not officialdom, enterprises are not political parties. Don't copy vulgar social relations to your enterprise. A radish is a pit, and there is a price to pay for selecting people. It is not cronyism, but meritocracy. If you like to listen to good words, you should find more fortune tellers. As long as you pay, there is nothing to make you uncomfortable and the cost is low. Think about it, how much does it cost to raise a few flatterers in the enterprise? What's more, there are many mediocre talents in an enterprise. Bad money drives out good money, bad people suppress good people, and mediocre people drive away talents.

How to run a company well? 1. Find the right method.

Small enterprises should also talk about strategy. Enterprise development also has processes and stages, not because the enterprise is small, so the requirements for entrepreneurs can be lower. The main characteristics of small enterprises should be reflected in their own operating stages, market positioning, economic strength, operating scale and management methods, rather than "small enterprises can lower their requirements." But it can't be ignored. Because it is small, many entrepreneurs have really limited vision and ideas. Confusion in strategic thinking is a common problem in many small enterprises. It is precisely because of the double pressure of "starting a business hard" and "living at the end of the year" that small entrepreneurs are generally not "peace stewards" who keep their jobs, which makes it more difficult for many small entrepreneurs to handle the relationship between strategy and tactics. Although small enterprises occupy an absolute advantage in quantity in society, it is indeed necessary for small and medium-sized enterprises to exist in social and economic life. Not every small enterprise must develop into a large enterprise, but this does not mean that "I am a small enterprise anyway, and I have no ambition to survive and develop myself". Many small enterprises do not pay attention to market trends and changes, have no development direction, no development goals, let alone any planning. In fact, the whole operation is carried out in a fog, and there are many drifters in the market competition, and there are few clear ideas. I can't say clearly what I want to do, what I am doing now, what is the key, where is the key, what is the purpose and how to achieve it. In an enterprise contacted by the author, some put forward three completely different development goals after three contacts, and even changed their goals within three to five days, and never intended to refine them; Another enterprise rarely "matches" its plan with its own strength, and it is also very casual and its ambition is sparse. Enterprises with more than a dozen people are constantly talking about "being the number one in the industry" and "advertising communication", and there are often jokes such as "be quick, call and fax when I hear that a customer in Beijing needs 6 million": his full horsepower is only a few hundred thousand output values; There are also some enterprises that are too good at "subsistence", even if they are out of a promising industry, they don't think about development, and their income is definitely much stronger than that of ordinary people. At an experience exchange meeting held by the association, they also introduced that "their business is good, and couples count money until late at night every day". The author once made a joke: "Don't count those fine copper cymbals, you should fry them for hundreds of dollars"; What is even more incredible is that being in an enterprise with good development prospects has a bright future, not only from the current management effect, but also from the development direction planned for him. You have chosen the location of the new store for him, contacted the media and sorted out the internal management. The opening speech of the new store has been written, and the entrepreneur calls you: "I think it's good to open a restaurant. After being introduced, I have already bought it and helped me get it. " So fickle. What is the market like? What do you like? How do you want to survive and develop, and by what purpose and means do you want to achieve good survival and development? Need a clear and coherent train of thought.

Second, resource accumulation.

In addition to the survival of enterprises, small entrepreneurs generally have to "save capital" and "accumulate" if they want to develop, not just "capital accumulation".

1. The quality training and exercise of entrepreneurs is to hone and work hard in their business, to be constantly mature, to constantly test and correct their understanding of the environment, market and enterprises, to constantly improve themselves, to hone their perseverance, to enrich their knowledge and to enhance their ability to do things. If the quality of entrepreneurs is not improved, the development of enterprises will have no stamina, so we can't ignore the continuous summary and learning in business.

2. Capital-accumulating enterprises gain value growth through continuous input and output, and constantly enhance their capital capacity, so small entrepreneurs should be good at financial management.

3. The market accumulates painstaking efforts, acquires or occupies or continuously develops a market, and gradually forms its own reputation, brand or market influence. In addition to "profit" and "making money", this is a problem that needs to be seriously considered in the long-term development of enterprises.

4. Accumulation of technical level and management experience The technical level and management level of an enterprise will play an important role in the more intense competition in the future. Therefore, it is necessary to continuously improve technology and management level. When starting a business, you can be "sickle and hoe, scissors and hammer, courage and brain", but you must be clear that such enterprises do not have strong viability.

5. The accumulation of human resources must be noted that small enterprises generally ignore human resources. The management process of small enterprises is actually a process of cultivating and training people.

6. The development of social relations will have more or less contact with customers, media, government departments and social groups. In the process of business operation, we will take advantage of these opportunities to continuously cultivate relationship resources and create a good environment for the development of enterprises.

Third, the management of adaptation.

The management level of small enterprises is not deep, and the management affairs are cumbersome but not profound. In many enterprises, it is impossible to cover all business functions with a complete set of people and a complete set of models. Therefore, "adaptive management" is very important. Management has a strong pertinence to people, events and processes, and sometimes there will be an "event-driven" phenomenon, especially for start-ups that can "come at once" around an event or process. Therefore, at this time, the "leadership" role of entrepreneurs and the "adaptability" of subordinates are very important. The adaptability of management methods is also very important. Fourth, seizing opportunities will generally promote what entrepreneurs call "the first step" or "the second venture". Therefore, we should pay special attention to the opportunities in the business environment, and keenly detect, discover and use the opportunities brought by market demand, policies and laws, competitors' weaknesses and blind spots, resources, technology, cooperation and capital investment. To promote the better survival, development and prosperity of enterprises.