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The first bottleneck: how to keep the foundation in the economic crisis, we must keep the corporate culture in a healthy state.

In 2009, it will enter the climax of global layoffs. Major companies around the world are laying off employees, and many domestic companies are also laying off employees. China Lenovo Group will lay off 1 1% in 2009, about 2,500 people. In this cold winter, many enterprises should improve their corporate culture, so that employees have home, love and a sense of belonging. Regarding corporate culture, there are four symptoms in private enterprises in China at present:

First, enterprises have no clear corporate culture expression and no corporate culture. Enterprises don't care about this topic from top to bottom, fundamentally denying the role of corporate culture and even denying the existence of corporate culture. Let alone make the corporate culture healthy.

Second, corporate culture is for outsiders to see. Corporate culture is a means of publicity, a face-saving effort, a fashion and a fashion. Enterprises have many slogans, propaganda films, brochures, and organize some public welfare activities and fun activities. The content of propaganda and the slogan shouted have nothing to do with the strategic decision of the enterprise. As soon as the sales performance of many enterprises declined, they began to reduce salaries, lay off employees and reduce welfare. Such enterprises should be more correct in the economic crisis, or they will get hurt in the end.

Third, the corporate culture is "talking", mainly "recalling bitter experience and thinking sweet". Corporate culture often only pays attention to oral education, and cannot be reflected in the daily work of enterprises through workflow regulations and system rewards and punishments. Corporate culture is mainly strict with employees, telling the hard stories of the "older generation" to start a business, and carrying out activities, documents and slogans of "recalling the bitter experience and thinking sweet" education. It lacks the necessary motivation, but blindly instills it in people.

Fourth, corporate culture is to learn from others, and it is to "draw a tiger according to a cat". The expressions of "people-oriented", "customer first" and "innovation" are popular all over the country. For a time, many enterprises have written these slogans in employee manuals and promotional materials, regardless of whether or not these expressions can be implemented in enterprises. The expression form of corporate culture is parrot-like, lacking the consanguineous connection with the founder or senior manager of the enterprise, unable to aim at the essential characteristics of the enterprise business and having no guiding significance for the actual operation of the enterprise.

The second bottleneck: I want to make the enterprise sustainable development and do a good job in its strategy (goal). No matter how depressed the economy is now, spring will definitely come back after the cold winter. Therefore, enterprises should think of the spring when flowers rot in the snowy winter. Therefore, enterprises should do a good job in strategic positioning, willingness planning and localization of enterprise development in 2009. Once spring comes, enterprises can have more opportunities. Only those well-prepared enterprises can cope with any crisis and achieve greater glory after the crisis. At present, China's private enterprises usually have the following five common problems in strategic management:

First, there is no strategy at all. There was a time, some time ago, some spokesmen of frontier management and new economy thought that the market environment was harsh, because the market environment changed rapidly, and there was no need for any strategy (management). What was important was the ability to improvise. For many private entrepreneurs, this is not a new idea. In the eyes of a large number of private entrepreneurs, making money is a strategic goal and management is a strategy. They think that there is no need to consider strategic issues at all. I think more enterprises should consider how to survive, not just how to survive, but how to survive better after surviving. This is the real function of strategic management.

Second, we can't just see the trees but not the forest, and take the business strategy as the company strategy. Because private enterprises are naturally sensitive to the market, private enterprises often fight their way out in the cruel market and then survive and develop. The top management of the enterprise is not only very familiar with the business, but also very affectionate. They often organize discussions on business issues and formulate business strategies, but they don't care about functional strategies such as human resources and capital operation because they are unfamiliar. Lack of overall vision, replace the company's overall development strategy with business strategy. Because the market is shrinking, sales are decreasing, customers are declining, and a large number of employees are laid off and production is reduced. I don't know if the company has thought about it. When everyone needs safety, your talents are gone, so who wants to join when the company is good?

Third, I like the clever idea of using enterprise tactics as enterprise strategic management. Without atmospheric planning and layout, entrepreneurs' shrewdness will often be biased. When private enterprises seize market opportunities and solve business problems, they always take ingenious measures based on case analysis, such as adding a department, introducing a system, opening a new branch, investing in a new business, closing a factory and so on. However, this kind of "tactical strategy" emergency management often makes enterprises unconsciously get sick in cheers again and again. Pattern determines the development of an enterprise, layout determines its survival, pattern is its strategy, layout is its tactics, and the final result is that pattern determines its success or failure.

The fourth is that the enterprise's goal is too high, or it is eager for quick success, so it can't control strategic management well and can't balance "worrying about the future and worrying about the near future" well. The fundamental purpose of strategic management is to control the overall situation, not only the reality of the enterprise, but also the future of the enterprise. It is necessary to "think far" and "worry near". The viewpoint of strategic management requires that private enterprises should not aim too high and expand blindly under the condition of insufficient income support; Private enterprises should also plan ahead, be prepared for danger in times of peace and make long-term plans. Through the alternate layout of cash business, growth business and seed business, the "survival and development curve" of the enterprise is drawn at the same time. Unfortunately, this enlightening view does not have much market in private enterprises, let alone practice. So now some enterprises have lost opportunities and even lost their lives in this crisis.

The fifth is the implicit strategic information of the enterprise. The source of strategic information is single, incomplete and untimely, so it is impossible to implement effective strategic process management. The strategic decision-making of enterprises is often based on many assumptions, and once the strategy is formulated, these assumptions, or strategic information, will change constantly during the implementation process, and at the same time, many new strategic information will be produced. This information should naturally become important information for strategic adjustment. However, in most private enterprises, decision-making hypothesis information (excluding intuition) is mostly invisible, and its source is mostly fragments of words heard by high-level officials on various occasions, which are triggered by sudden inspiration, and there is no real-time monitoring of the process performance of strategy implementation. Naturally, there will be a situation of "changing strategy into tactics" and constantly "flexibly" adjusting. Many European and American companies have a very high position called Chief Information Officer.

The third bottleneck: whether your management is perfect, smooth, in place, and how to become a century-old shop, the most prerequisite is that the enterprise must have a successful management.

Then through investigation, I think that at present, China's private enterprises often encounter the following three levels of management bottlenecks in the process of continuous development and growth:

The first is the most direct and superficial management bottleneck of enterprises at present-the bottleneck of human resource shortage. Especially in 2008, many human resources directors told me that Mr. Li found it particularly difficult to recruit people this year, and we didn't want to recruit people. Private enterprises tend to be "vicious" in employing people, and generally there will be no overstaffing. However, in the process of rapid development, they often find that the shortage of human resources restricts the promotion of the horizontal line of "enterprise barrels". This situation will probably stimulate enterprises to vigorously recruit external talents, but also vigorously cultivate internal talents. However, because talents, especially those suitable for specific enterprises, always lag behind their input, their demand is always scarce, and they are often lost compared with their supply, and enterprises are always in a state of shortage of human resources.

The second is the most fundamental and complicated management bottleneck of enterprises at present-the bottleneck of standardized management system. The management system of private enterprises is very irregular. Decision-making is arbitrary, and family members are all over the enterprise. The establishment of departments lacks scientific checks and balances, but there are many things that are constrained everywhere. The proportion of post preparation is often too dense, and one person is used by two people, so employees have no time to learn and progress. The management system has no great ambition and cannot attract, train, retain and appoint talents well. In fact, it is the root cause of the shortage of human resources. With the rapid development of enterprises, the original management system must be completely updated to meet the needs of new strategic development, and not only the human resources problem should be fundamentally solved step by step, but also the development mechanism, branches and business strategy problems should be solved. But if we want to establish a standardized management system, we will encounter two biggest problems. First of all, the ideological obstacles of the top decision-makers of enterprises are bound by the irregular management system; Secondly, the impact of standardized management system construction on immediate business development. Many enterprise conservatives often oppose the construction of management system on the pretext of hindering business development. In the "business is king" private enterprises, they are always successful, which has become the biggest obstacle to establishing a standardized management system.

The third is the key management bottleneck-functional management bottleneck, which is easily overlooked by enterprises and is also the most lacking in enterprises at present. Due to the hardships of starting a business and years of market tempering, private enterprises often attach great importance to the investment in enterprise management and business development. In some middle and senior managers, they carry out systematic and comprehensive functional management through internal performance promotion, but because the economic effect of functional management is difficult to directly reflect, they do not pay enough attention to functional management-strategy, human resources, capital operation and other fields. As a result, functional management has become a weak link in the management system, affecting enterprises to further expand their territory and seize the opportunities, forming a situation of "being able to attack but not defending", "being empty in the rear", "being weak in support" and "being extensive in management". Although some private enterprises realize the necessity of strengthening functional management, first, they don't know the method, but only know the mode; Second, we don't respect scientific laws, and we are eager for quick success. Once the application of the model fails, the effect will not be achieved in a short period of time, the efficacy of functional management will be doubted, the attention of leaders will be reduced, and the investment of enterprises will be reduced, thus making the functional management of enterprises become a "handyman" and "decoration" position, which will become the fundamental reason why private enterprises cannot achieve a leap in management quality.

The fourth bottleneck, which is also the bottleneck that private enterprises in China should pay most attention to at present, is whether the enterprise has sustainable core competitiveness. Accurately judge what kind of core competitiveness an enterprise has. Or what kind of core competitiveness should be shaped, this is a strategic judgment and a strategic issue for enterprises.

Most private enterprises in China started from "Chrysanthemum morifolium", and then entered the room, "paying homage to each other". For foreign competitors, the success of enterprises is largely due to the natural barriers formed by China's market, culture, system and other characteristics, including resource supply, labor cost, market space distance, consumer psychology, etc. Internally, success is largely due to the courage, connections and wisdom of the operators, including the daring in the early 1980s, the networking in the late 1980s and early 1990s, and the knowledge management in the late 1990s.

Judging from the overall quality of China's private enterprise groups, neither market, culture, system, courage, relationship and wisdom can promote the success of transnational operation of private enterprises. They can only be confined to "civil war experts" and it is difficult to "copy across generations" because "personal heroism" is too heavy to become the core competitiveness of enterprises. In addition, some domestic private enterprises now pursue big and many things. Once an industry and an enterprise succeed, they begin to pursue diversification. Some time ago, I worked as a guide in a company in Heilongjiang, engaged in foreign language training, and then entered the real estate and enterprise industries. As a result, it is conceivable that each industry does not have the best combination, the best resources and the strongest talent collocation, which is far from the best core competitiveness.

According to the standard academic language, the core competitiveness is the ability that enterprises gradually accumulate and form in the long-term competition process to distinguish themselves from competitors. It may be research and development ability, manufacturing ability, marketing ability, brand appeal, innovation ability and so on.

Personally, private enterprises in China still have a long way to go on the issue of core competitiveness. Whether trying to determine what is the core competitiveness of an enterprise or trying to shape the core competitiveness of an enterprise, we must make correct strategic judgments and decisions on the premise of careful consideration. Otherwise, it will only be successful for a while and become accidental and inevitable.

The fifth bottleneck is the bottleneck of the development speed of private enterprises. Some time ago, I went to the south for training, and many companies asked me if his company could expand replication.

Then I would like to ask, what standard is used to measure the development speed of an enterprise? Is it sales growth rate or market share growth rate? The growth rate of staff size or number of branches? What kind of development speed is appropriate? Is it compared with its own resource conditions, or with the speed of market development, or with the development of competitors? Some small and medium-sized enterprises now believe that only diversification can develop better and only diversification can survive this economic crisis.

Personally, to judge whether the development speed of an enterprise is appropriate, we should mainly consider the following three aspects.

First, whether the human resources situation of the enterprise is seriously unbalanced and whether the management system is seriously unbalanced. This is pure internal self-diagnosis, which is a sufficient condition for the inappropriate development speed, but not a necessary condition. Whether an enterprise is fast or slow, as long as it is not suitable, it will be reflected in the human resources situation at the first time, either busy or idle. Secondly, the friction between departments, disputes over management affairs, picketing of accident responsibility and customer complaints will directly reflect the serious imbalance of the management system.

Second, whether the development speed of the enterprise is consistent with that of the market. Under the excellent market situation, some private enterprises feel good about themselves when facing a arachis duranensis market, just compared with their historical sales and market scale. But as everyone knows, this speed is frothy, and it is a free ride, not the result of the enterprise's own operation, and it is likely to be in extremely chaotic operation. Once the market situation is reversed, it is easy to be beaten back to its original shape. Therefore, judging whether the development speed of an enterprise is appropriate and investigating the difference between the change rate of enterprise market data and the change rate of market aggregate data, we will get some powerful proofs about whether we have "missed a major opportunity" or "had a super-high vision".

Third, whether there is a big gap between the development speed of enterprises and similar competitors. Enterprises always want to monopolize in order to obtain the highest monopoly benefits, so they always want to kill their competitors at all costs (although it is difficult). Under the guidance of the IT industry that "speed wins", the competition rules have changed from "big fish eat small fish" to "fast fish eat slow fish", and the speed struggle between competitors often becomes the key to winning. With the increasing global surplus economy, the era of arachis duranensis is gone forever. When considering the development speed of private enterprises, we have to consider their competitors. Of course, this kind of consideration should be targeted, and different enterprises in different industries are similar or related, rather than the so-called world-class and domestic leading.

The sixth bottleneck is the most imperfect and prone problem of private enterprises in China, that is, whether the financial strategy of enterprises is reasonable.

To truly describe whether an enterprise's financial strategy is reasonable and perfect, and whether it is suitable for the development of the enterprise, it can be expounded from three aspects, which can not only explain the reasonable side of the financial strategy, but also explain the unreasonable side of the financial strategy.

First, the financial management system-standardization/intensification? Casual/extensive? Due to historical reasons, most private enterprises are in charge of finance by family members, especially some small and medium-sized enterprises in Jiangsu and Zhejiang provinces. Chief financial officers are usually their own relatives, even husband and wife. There is little systematic analysis of the financial situation of enterprises, and there is a lack of timely and systematic scientific analysis. The boss approves one by one, lacking multi-level calm and multi-angle audit supervision. In addition, in the process of rapid development, private enterprises generally adopt the expansion strategy of high debt, but often have the burden of high accounts receivable. This makes enterprises often face great risks. A reasonable financial strategy must be supported by a standardized and intensive financial management system, and must ensure the seriousness and responsibility of all examination and approval links, and ensure the timeliness and accuracy of enterprise financial security data analysis and submission; Ensure the balance and skill of arrears decision-making and payment reminder procedures.

Second, the asset structure strategy-high debt/low debt? High cost/low cost? In order to meet the capital demand of business development, what financing options do private enterprises face, equity financing or debt financing? High cost financing or low cost financing? For these two problems, ordinary private enterprises tend to have the mentality of "rushing to the hospital" or "gambling", and lack of rational analysis will often bring great risks and losses to enterprises. Contrary to the common sense of high income and high risk, when a financing has clear business investment and relatively credible income, it will be the best choice to choose debt financing, maximize the use of financial leverage, obtain high income and pay low cost; If the situation is the opposite, it is advisable to raise funds in the form of company shareholders or project shareholders, although the cost is high and it involves many management troubles. As far as specific financing is concerned, it basically depends on the commercial profit judgment of financing purpose. As far as the company's asset structure is concerned, the determination of debt ratio mainly depends on the dispatching ability of financial resources, the regularity of capital flow and the risk tendency of senior management of private enterprises.

Third, the investment and financial management strategy-position utilization/investment profit/industrial investment? Private enterprises are prone to ubiquitous "investment enthusiasm", which is supported by the boss's omnipotent management ability and free decision-making without strategic direction constraints; Private enterprises are also prone to the obsession of "greedy for money" and the fashion of "catching waves", and are willing to try the fog of stock market, futures market, network economy, energy industry and infrastructure industry; Of course, some companies carefully let their funds lie in the bank to sleep, and occasionally use their positions to use their brains. Three investment and financial management strategies, right? Wrong? It all depends on the company's financial structure and development strategy. The premise of investment and financial management is that the company's financial structure conforms to the principle of stability, and the utilization of positions is the main goal of investment and financial management. Unless the company's development strategy is an investment-oriented company, it should not aim at investment profit; Unless the company has a clear strategic task of diversified exploration, it should not be oriented to industrial investment. I have seen a traditional enterprise in Inner Mongolia. After years of operation, the enterprise has a certain amount of funds. As a result, the boss entered the futures market in 2006 in order to "chase money". As a result, enterprises have gained income. Results In the second half of 2007, the global economy declined and the economy declined. As a result, a large amount of funds are nested in the futures market, which leads to the break of enterprise capital flow. At present, this enterprise has only been acquired by another (competitor) enterprise.

The seventh bottleneck, private enterprises are suitable for diversification, can they be diversified, can you be diversified?

"Don't put your eggs in one basket" once became the philosophical basis of diversification of most private enterprises, and enterprise diversification once became the choice of many private entrepreneurs. However, the phrase "do what you are familiar with, not what you do" in the business field, as well as the discussion of related business benefits such as cost, brand and channel by management experts, really make entrepreneurs confused about how to choose from theoretical analysis. On the issue of diversification, especially private enterprises, they can only make decisions according to their own feelings and status quo.

Personally, I think that to judge whether an enterprise should diversify, the enterprise can conduct an all-round analysis from the following five aspects:

First, analyze the industry your company is in. If the prospect of the industry in which the enterprise is located is very clear, the opportunities outweigh the threats, the benefits are enough to make up for the risks, and there is a good development space in the long run, and the industrial chain is long, involving multiple industrial links, then objectively, it should not engage in irrelevant diversification, but at most, it can be limited diversification to realize the sharing of brands, channels and costs. But this is only a necessary judgment condition, not a sufficient condition for non-diversification, but also depends on the position and competitiveness of the enterprise itself in the industry.

Second, enterprises should analyze from their own competitive strength. If an enterprise has a relatively stable or leading position in the industry, great room for improvement and strong competitiveness among peers, it should stick to its core business and not blindly diversify. If the position of enterprises in the industry is in jeopardy, it is also an expedient measure to take diversification strategy as a transformation strategy. However, in the case of good industry situation, the mismatch between resource conditions and external opportunities leads to failure, so we should make careful decisions. In the case of declining industry situation, failure is the general trend, and it is advisable to make a quick decision.

Third, the potential analysis of resources owned by enterprises or resources that can be integrated. From the analysis of resource potential, private enterprises do not mean that they cannot be diversified. The key is to see what kind of resources the enterprise platform has gathered. Whether these resources can help enterprises to sustain or grow should be based on the strategic planning idea of resource orientation. The most frequent and relatively reasonable diversification of private enterprises is often limited related diversification, which should mainly lie in the utilization of original resources and tapping potential. In 2008, I directed an enterprise to develop diversification strategy. This is a private enterprise engaged in beauty salons. After 10 years of development, it has become a well-known local enterprise, so the business owner wants to diversify and develop in many industries. Therefore, when we analyze together, enterprises do not have the ability to integrate outreach resources. Therefore, it is to tap its own resource potential, so it develops in related diversification. Therefore, tap the resource potential of upstream and downstream industrial chains. Independent research and development of beauty care products in the world, the establishment of a number of high-end SPA beauty and body clubs around the world, the horizontal establishment of beauty and body training institutions. As a result, this enterprise has become more competitive. I once bought ten stores of my competitors at one go. It is still increasing rapidly.

Fourthly, from the analysis of enterprise risk avoidance. From the perspective of risk aversion, private enterprises are often easy to diversify. But whether it is diversified depends on what kind of industry the enterprise is in, the development trend of the industry and the position of the enterprise itself, and whether it is necessary and possible to avoid risks. Forward-looking enterprises always plan ahead, gradually transfer assets from sunken ships and carry out completely unrelated diversification strategic transformation, but the standard of successful diversification is not how many assets are transferred, but whether the transfer site is safe and whether it can continue to develop. What are your chances of success, how many risks of failure you can avoid, whether your core business can be enlarged, and whether the seed business of the enterprise can make up for the risks.

Fifth, we should capture and analyze opportunities. At present, many private enterprises in China are always chasing the profit opportunities that appear constantly in the market, and quickly capturing market opportunities is often the basic starting point for private enterprises to diversify. "This mountain is higher than that one" and "Eat what is in the bowl and think what is in the pot" are the wishes and dreams of most private enterprises or entrepreneurs. Being good at market sensitivity is the biggest advantage and the biggest disadvantage of private enterprises in China. Some enterprises try their best to catch new opportunities in another industry, and the result is a great victory, that is, they think their own enterprises can catch any business opportunities. From the perspective of opportunity capture analysis, is it correct to make decisions unrelated to diversification?

The key depends on three points:

The first is whether the original business of the enterprise has risen and there is not much room for expansion. If the space is not large or has shrunk, it can be done quickly if it can be caught and caught.

The second is whether enterprises should take up a lot of resources of old business, especially high-level decision-making resources, when capturing new opportunities. If so, how much risk this capture will cause to the growth of the enterprise should be analyzed.

Third, when enterprises seize new opportunities, they should consider whether there are suitable leading figures to take full responsibility and whether they can be clearly distinguished from the original management system and operation mechanism. If not, if it doesn't match the original management system, then don't catch it, otherwise it may not be a new opportunity, but a "new trap."

The eighth bottleneck is whether private enterprises can go public and when it is appropriate to go public.

Listing is always the dream of most private enterprises, whether international or domestic; Whether it is the main board or the Growth Enterprise Market, every change in relevant policies and regulations and every news of other companies' listing have touched the hearts of many private entrepreneurs.

In 2008, many western media reported that China will be one of the most active regions in the world economy in 2009, so it is possible that more overseas funds will enter the China market in 2009. Then, should China private enterprises go public in 2009, and when? Should private enterprises go public? Do we have to go public?

In my opinion, this should be considered from the value that listing can bring to enterprises, and then combined with the specific situation of enterprises to analyze, in order to answer the question of whether private enterprises should go public?

First, create a "high-profile" aura of enterprises through listing and establish a capital operation platform. When private enterprises develop to a certain scale, in order to achieve greater development vision, they should pursue public listing. But it is worth noting that the original intention of creating this aura must be to serve the higher development of enterprises, not to serve the vanity of entrepreneurs. Another is that the scale of enterprise development, human resources and management level are enough to make good use of this aura, make good use of this platform, and make up for the huge listing cost through successful use.

Second, get rid of family intervention through listing and realize the standardization of management. The property right structure of private enterprises is mostly centralized, which makes private enterprises afraid to give their property to people who have no property relationship with them, unable to attract outstanding talents and unable to realize the standardization of management. Through the operation of public listing, borrowing the role of law and external forces, the assets of enterprises are partially made public, and standardized management has to be implemented to open the way for foreign talents to settle in enterprises. However, this may not succeed. The premise of success is that the founders and family executives sincerely hope to realize standardized management and make full preparations; Moreover, the business development of the enterprise is not based on personal relations, or there may be some personnel fluctuations that will not hinder the overall situation.

Third, through listing financing, gather social capital and realize rapid expansion or capital realization. The listing of enterprises can partially raise funds quickly, gather social capital, or cash out or expand, which is also the fundamental driving force for many private enterprises to pursue listing. However, this value contains the greatest risk. Before listing, the process was extremely complicated and the cost was extremely high. After listing, we have to pay huge related management fees and dividends every year. From the perspective of financing alone, it is "far from hydrolysis, not near thirst". From the perspective of cash-out, it is not necessarily the best way to cash out, and mergers and acquisitions between enterprises can also be realized. If the purpose of private enterprises is simply financing or cashing out, listing is not a good solution.

The ninth bottleneck, private enterprises, you are still family-owned. Is it necessary to run a family business? Will family-owned enterprises go bankrupt?

So what is a family business? Personally, I think the definition of family business is that a group of people with blood relationship jointly establish, create and operate; They * * * hold more than 50% of the total shares, or they still have control although they are less than 50%; At least two senior executives of the enterprise belong to the above-mentioned family members, generally including financial or personnel directors. I believe that most private enterprises in China belong to "family businesses".

Personally, I think "family business" is a product of history, which not only exists in China, but also flourishes abroad. For example, many century-old shops in the United States and Europe, and many of the world's top 500 companies are family businesses. For example, Amway, L 'Oreal, and so on.

Therefore, in European and American countries, the representative of family business is not synonymous with backwardness and irregularity, but a symbol of intelligence and shrewdness.

In China, the problem of private family businesses is that they adopt the "family management" mode, not the family business itself.

The hotbed and the most direct manifestation of "family management" is the lack of scientific and standardized management system. The lack of reasonable supervision mechanism and check-and-balance mechanism in enterprises leads to the atmosphere of suspicion within enterprises, arbitrary and changeable decision-making, cronyism, lack of incentives and high pressure, people-oriented management, lack of fair and open competition mechanism, continuous loss of outstanding talents and constant crisis of human resources shortage.

Personally, there is no contradiction between changing the mode of "family management" and appointing "family members", and the ancients also "did not avoid relatives" Family business is not necessarily a "family business". The key is to establish open and reasonable rules of the game, scientific procedures for employing people, decision-making procedures, assessment mechanisms and financial systems. Form a series of complete and correct views and practices in corporate culture, corporate strategy, corporate organization, process and management system, and implement them through group strategic adjustment, organizational change and system revision, and replace "family-style" management with "scientific and systematic" management.

The tenth bottleneck, private enterprises in China, you can market your enterprise, do you have marketing dependence?

Most private enterprises in China have tasted the sweetness of "shortage economy" and benefited from the immaturity of consumer psychology. Often a product is made, as long as the advertising campaign and marketing hype are started, it will earn a lot of money in a short time. In the first year, I won a CCTV advertising champion, and in the second year, I invested more advertisements and carried out crazy marketing hype.

With this experience, some private entrepreneurs tend to "carve a boat for a sword". In the era of "surplus economy", they still fantasize about the beautiful picture of "burying their heads in making products, advertising and bending over to pick up banknotes". Still obsessed with self-appreciation of products and services, not doing market research. Still obsessed with the value of short-term interests, not paying attention to quality input. Still obsessed with the "hands-off shopkeeper" mode, not caring about after-sales service. Still clinging to the concept of sales first, not paying attention to the maintenance of brand value of the image.