What problems should be paid attention to in the management of small enterprises?

classification: business/financial management > > Enterprise management

Analysis:

On the management of small enterprises

The State Economic and Trade Commission said that the criteria for the division of large, medium and small enterprises will change, and enterprises with assets and sales income below 5 million are all small enterprises. Personally, I think this standard is too high. By small enterprises, we mainly mean that the scale of enterprises is really small. These enterprises have just started their business, or they have worked hard with weak strength, or they cannot develop into large-scale enterprises due to market and industry restrictions. Many enterprises may be "meager livelihoods", and some of them are seedlings of large and medium-sized enterprises.

First, find the right way

Small enterprises should also talk about strategy. Enterprise development also has processes and stages, not because enterprises are 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 reduce their requirements." But it can't be ignored. It is precisely because of smallness that many entrepreneurs' vision and ideas are really limited.

The confusion of strategic thinking is a common problem in many small enterprises. It is precisely because of the double pressure of "struggling to start a business" and "struggling to make a living" that small entrepreneurs are generally not "peaceful 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", so I can make no plans for my own survival and development.

Many small enterprises don't pay attention to the market trends and changes, and have no development direction, development goals, and no planning. In fact, the whole operation is carried out in a muddled way, with many drifting in the market competition and 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" and "what is the purpose and how to achieve it".

In an enterprise that I came into contact with, some of them put forward three completely different development goals after three contacts, and even changed their goals within three to five days, and they never planned to refine their goals.

In another enterprise, its own plans are rarely "commensurate" with its own strength, and its arbitrariness is very strong, and its ambition is sparse. The enterprise of more than a dozen people is constantly talking about "being the leader of the industry" and "spreading advertisements", and the joke of "Quick, I heard that a customer in Beijing has a demand of 6 million, so he can make a phone call and send a fax" often appears: his full horsepower is only a few.

There are also some enterprises that are too good at "subsistence", even if they are from 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 the husband and wife count money until late at night every day". The author once made a joke: "Don't count those fine copper cymbals, you have to fry them for hundreds of dollars";

What's even more incredible is that being in an enterprise with good development prospects has great prospects, 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 managed the internal management. The opening speech of the new store has been written, and the entrepreneur gives you a call: "I think it's good to run a restaurant. After being introduced, I have bought it." So fickle.

what is the market like? What are you like? How do you want to survive and develop, and how to achieve good survival and development through what purpose and means? Is the need for a clear and coherent train of thought.

second, the accumulation of resources

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

1. Entrepreneur's quality training exercises are honed and worked hard in business, and they are constantly mature, and their understanding of the environment, the market and all aspects of the enterprise is constantly tested and corrected, so that they are constantly improved, their perseverance is honed, their knowledge is constantly enriched, and their ability to do things is constantly enhanced. If the quality of entrepreneurs is not improved, the development of enterprises has no stamina, so we can't ignore the continuous summary and learning in business.

2. Capital accumulation 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 has accumulated painstaking efforts to gain or occupy or continuously explore one market, and gradually form 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. Accumulated technical level and management experience. The technical level and management level of enterprises will play an important role in the more severe competition in the future. Therefore, the continuous progress of technology and the continuous improvement of management level are necessary. When starting a business, you can be "sickle and hoe, scissors and hammer, courage and brains", but you must be clear that such enterprises do not have strong viability.

5. Accumulation of human resources It must be noted that small enterprises generally ignore human resources. In fact, the management process of small enterprises is also a process of training and training people.

6. Social relations development will have some contact with customers, media, * * * departments, social groups and so on in the course of business operation. Take advantage of these opportunities to continuously cultivate relationship resources and create a good environment for the development of enterprises.

Third, adaptive management

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, things and processes, and sometimes there will be "event-driven" phenomenon, especially for start-up enterprises, which can "come at once" around an event or process.

Therefore, at this time, the "leader" role of entrepreneurs and the "adaptability" of subordinates are very important. The adaptability of management methods is also very important.

Fourth, seize the opportunity

Opportunities will generally promote "stepping up" or "starting a second business" as entrepreneurs say. Therefore, we should pay special attention to the opportunities in the business environment, keenly detect, discover and use the opportunities brought to enterprises by market demand, policies and laws, competitors' weaknesses and blind spots, resources, technology, cooperation, capital input, etc., and promote enterprises to survive, develop and prosper better.