Band 6 composition requires two points: the importance of innovation and measures to encourage people to innovate. I concentrate on writing.

Private enterprises seek development in the market gap, and every sum of money is hard-won. Of course, saving is the last word, but the opposite result often appears because of "saving". Many opportunities have been lost because of cost saving. Due to reluctance to spend money, insufficient advertising investment, intangible assets are difficult to form and brands are difficult to start; Because of saving labor costs, they are unwilling to pay corresponding wages, so it is difficult to introduce excellent talents; Due to the unwillingness to give travel expenses to salesmen, the market development is weak and the market competition is weak. Because of reluctance to ……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Of course, enterprises should pay attention to accounting costs, but they should also pay attention to opportunity costs. The so-called opportunity cost is a decision-making cost. Due to one-sided emphasis on accounting costs, a lot of opportunities have been lost, which has caused many intangible losses to enterprises. Once in a private enterprise, I met the salesman of the enterprise and asked the boss to sign for reimbursement of car travel expenses. The boss looked at the expense account and sighed for half a day. At that time, the salesman's vision was very wrong. Later, I told my boss that your exclamation value today is 1 ten thousand. The boss asked, "What do you mean?" I said, "Because you sigh, this salesman will pass on your attitude to all salesmen, and your salesman's morale will be greatly weakened." Next month, the sales volume will decrease by 6,543,800+0,000. "The boss seems to suddenly realize that his face seems ugly, but he didn't say a word. Things like this are quite common in private enterprises. Enterprise management is a very profound knowledge, especially as a leader, his every move will be seen by employees, remembered in their hearts and reflected in their daily work. Another time, when a private enterprise was investigating, a young manager said to me, "The boss is very stingy and promises are not fulfilled." I asked, "What do you mean? He said, "Last year, my boss often patted me on the shoulder and said, Boy, work hard. I won't treat you badly at the end of the year! "On the 27th of the twelfth lunar month, I asked my boss," Boss, we have a holiday! "The boss said," Yes, today is a holiday. Wish you a happy Spring Festival! "The young man said," I was so angry! " He went on to say, "I'm not as stupid this year as I was last year." As a business leader, either you don't promise, once you promise, you must keep your promise. However, many private business owners are always reluctant to pay for themselves.

I also met a boss who spent a lot of money to recruit talents in the talent market. He spent hundreds of thousands a year, but he was reluctant to give high wages to the recruited talents. I clearly know that a boss spent nearly 200,000 RMB to advertise in the talent market and related newspapers in order to recruit a vice president, but when the vice president entered the company to talk about the annual salary, the boss was reluctant to pay 200,000 RMB. It can be said that putting the cart before the horse is a small account, not a big one. It's not a place to save.

Seven, "busy leadership" in the effect of obstacles and countermeasures

It is natural for leaders to be busy, but many private enterprise leaders are too busy to find themselves. This "busy leadership" effect is almost everywhere, not just private enterprise leaders. They are busy signing accounts, they are busy arranging cleaning, they are busy arranging guests to eat, they are busy directing how to hang banners to welcome the arrival of a city's leading inspection team, they are busy holding various meetings, they are busy receiving advertisements from salesmen of an advertising company, they are busy answering all kinds of calls from all directions, … and so on, it's really busy! But I just don't have time to think about strategic issues and save my strength.

The so-called leadership, in short, is leadership and guidance. However, many leaders not only can't "lead and guide" all employees, but are led and guided by others and are confused by subordinates all day. What's the reason? First of all, I don't think they understand the difference between leadership and management at all. The management asked all employees to do what they should do within the scope of their duties. Management has the responsibility, and there is no distinction between superiors and subordinates. As long as the responsibilities are clear and the management supervision is in place, the work is not difficult to do. Management is a process of making plans, budgeting, perfecting organizations, staffing, supervising implementation, solving problems, completing plans and achieving goals, while leadership is a process of determining directions, proposing strategies, uniting subordinates, strengthening cooperation, motivating subordinates, boosting morale, summing up achievements and proposing new goals. A good leader must do five things. The first consideration is how to lead people with spirit, be a preacher and establish a good corporate culture. The second is to consider how to use ideological guides as mentors and put forward working ideas for enterprises and their subordinates; The third is to consider how to use the system to bind people, be managers, and implement them according to the system; Fourth, we should consider how to induce people with interests, be a businessman, and pay attention to motivating subordinates with material interests; Fifth, we should consider how to intimidate people with punishment. If necessary, we need to be a foreman and kill chickens or monkeys for chickens. The more senior leaders, the more they need to pay attention to the first point, while the lower leaders may use the latter points more.

Leaders should be good at delegating power, which is the basic way to extend a hand of power. Be good at decentralization and leadership. The most important thing for senior leaders is to optimize corporate culture and establish development strategies. Some of our business leaders don't delegate power, they do everything by themselves, and they have to do everything by themselves. There are many private enterprise operators who are busy signing for reimbursement all day under the pretext of "a pen" and have no time to consider the development strategy of the enterprise. I once did a survey in an enterprise and found that all the underwriting of the enterprise was signed by the boss himself. After careful investigation, it is known that the enterprise has no budget management, with fixed assets of more than 200 million yuan and sales income of more than 300 million yuan, and actually adopts the "reimbursement system". The boss has been thinking about why the cost of the enterprise can't come down. In fact, it is a budget management problem. There is no budget, no work plan behind it, let the work follow the feeling, the division of responsibilities between departments is unclear, the assessment of work results will inevitably be impossible, and all work will be affected. Leaders are too busy to study, and the "barrel bottom" effect is further strengthened, which has a chain reaction and restricts private enterprises from becoming bigger and stronger. Ten obstacles and countermeasures for private enterprises to become bigger and stronger (II) IV. Obstacles and Countermeasures of "Zhang Lao Guo" Effect

It is said that I met Zhang on the way to Huashan. Q: "Zhang, where are you going?" Zhang Dui said, "Lu, I'm going to Penglai." Lv Dongbin asked in surprise, "Then why did you go to the west?" Zhang Gu replied: "Isn't my face facing Penglai Island?" Lv Dongbin went to Huashan with a smile. As we all know, Zhang Gu always rides a donkey backwards, so he can't go to Penglai Island. This story is used to describe some business activities, that is, some enterprises have clear business objectives, but it is difficult to achieve them because all the measures and means to achieve them are wrong.

Most private enterprise operators lack systematic management theory training, and rely on experience and feeling to run enterprises in business. In the process of starting a business, the enterprise grows through exploration, the organizational structure is relatively loose and unsystematic, the setting of various functional departments is very random, the division of functions is vague, and the internal coordination mechanism is not perfect. In addition, many private enterprises only count if the boss says so, and the coordination between departments is very difficult. Some business owners don't know the basic management knowledge, don't know or don't want to delegate power, and can't use management methods. It is quite common for enterprises to leapfrog command and report, and it is also quite common for those with positions to delegate power, those with power to be irresponsible and not fully managed. There is no way to manage human resources, at most, just do some employee file management; Financial management only plays the role of bookkeeping, even there is no financial management at all, and there are still many phenomena of collecting money in the left pocket and paying in the right pocket. Production management is slightly better, but quality control, site management and production process management are generally extensive. The marketing management system is not perfect, and a group of salespeople are recruited, but they dare not let go, or they can't manage it. This phenomenon is quite serious, especially in a few private enterprises. The sales management is not in place, the assessment system of salespeople is not perfect, and the sales commission is not in place, which leads to the failure to meet the standards all the time, which seriously affects the goal of "becoming bigger and stronger" of private enterprises. In addition, the management communication is not in place, the boss is superior to others, and employees only regard themselves as wage earners, so their work enthusiasm cannot be mobilized, which also affects the development of enterprises.

In view of these imaginations of enterprises, I believe that private enterprises should first correctly formulate development strategies, on this basis, clarify the strategic realization ideas, establish strategic guarantee mechanisms and implementation rules, and build a modern enterprise management platform. To be willing to invest in the management of enterprises, management is the eternal theme of enterprises, and management bottleneck is another important key point that restricts private enterprises to become bigger and stronger. Anyone who doesn't pay attention to this theme, or doesn't know how to pay attention to management, will find it difficult to make his enterprise bigger. Only by paying attention to the business strategy and building the management support system can private enterprises develop rapidly. Otherwise, it will always be a workshop-style operation, and the store will never grow up if it is managed.

V. Obstacles in the "Experience" Effect and Countermeasures

What is "manager"? I think it can be explained by a formula, that is, manager = experience+theory. Experienced people can't be excellent managers, and theoretical people can't be excellent managers. Only those who have both experience and theory can become excellent managers. Drucker said, "the successful experience ten years ago is often an obstacle to success ten years later." This sentence is too philosophical. We often hear some private enterprise operators say, "I have successfully done this in the past, but I don't believe I can't do it now." As we all know, the times have changed and the environment has changed. If we still use old experience and old methods, failure is inevitable. We cannot measure the present or the future by the standards of the past. We must put forward new solutions or new development ideas for new problems.

From the perspective of management, experience management is very backward management. With the development of management science, enterprises all over the world have applied management science to their own operations and optimized their management, which has made remarkable achievements. It would be foolish if some of our private enterprise operators still violate the scientific management theory. As early as the early 1980s, the State Economic and Trade Commission popularized the 18 advanced management model throughout the country. Up to now, enterprises that pay more attention to this point and use it well will develop better. On the contrary, management will be chaotic or unsatisfactory, and development will be limited. In the middle and late 1990s, many people thought that Hangang had great innovation. Actually, it's not. Hangang's "simulating market accounting and pushing back costs" is only a theoretical achievement of target cost management, which is carried out to the letter in enterprises. We learn from Hangang, not innovate. Even Lamian Noodles, who sells beef on the street, knows the truth of management. A bowl of Lamian Noodles beef costs three yuan, and if you want to make a profit of thirty cents, you should control the cost at two dollars and seven cents. Everyone understands this truth. Learning from Han Gang is to learn from his spirit of carrying out the target cost management method in the enterprise to the end. Only in this case, we know the important role of scientific management.

The governance of enterprises needs the rule of law rather than the rule of man, and the rule of man by private enterprises is quite common. Private enterprises urgently need to establish a scientific management system, do a good job in "legislation" of enterprises, then carry out system education, that is, "popularizing the law" of enterprises, and then implement the management system to the letter, that is, "enforcing the law" of enterprises; Finally, there must be a supervision system, that is, the "judicial" work of enterprises. Four links are indispensable. In addition, specifically, we should realize six changes in system management: (1) management should be institutionalized; (b) The system should be improved; (c) Detailed rules should be written; (d) The text should be a table; (e) Tables should be quantitative; (f) Quantification should be clear. All employees of the enterprise understand the system, everything has a system, the system table is clear, and the work performance is quantified. Everyone knows his work performance and the gap between himself and his colleagues. Not only give all employees clear job requirements and standards, let employees feel fair and just, but also encourage and promote each other. Jointly promote enterprise development.

Six, "saving" effect in the obstacles and countermeasures

In order to prevent private enterprises from consulting failure, management consulting companies need to take preventive measures from the following aspects:

First, adhere to the principle of prudent cooperation.

After finding out the real intention of private enterprises to seek management consulting companies, we should instill and communicate advanced management concepts into private enterprises, reach a consensus to a certain extent, and form a common language in a certain category, so as to talk about further cooperation.

Second, implement the principle of timely stop loss in investment management.

No matter how perfect the contract is, no matter how firm the boss of the private enterprise promises, the management consulting company must let me stand firm ―― I won't spread the eagle until I see the rabbit, and then I will implement the next investment after receiving the phased project payment. Cooperation with private enterprises can only be cash on delivery, and all acceptance bills have great financial risks.

Third, the principle of limited consultation and cooperation.

For private enterprises, we can only discuss one case at a time. Don't let the other party have the illusion that the consultant is omnipotent. As long as the management consulting company enters the market, all the management problems of private enterprises will be solved. A cooperation will only solve a specific problem for the other party, and do not involve other issues. You can put forward ideas to solve related problems, and you must not get caught up in them, otherwise the project will end in the foreseeable future.

Fourth, the principle of clearly defining the scope of cooperation.

When signing a cooperation contract, don't be afraid of trouble. The clearer the scope of work, the more detailed it will be. The so-called "sharpening the knife without cutting the wood by mistake" has been clearly defined in the early stage. Only by adhering to this principle in the negotiation process can the project be completed on schedule. If we insist on the concept of value-added service to customers, we must make it clear that this is our value-added service, which can be provided after the project is over, so as not to destroy our ongoing consulting project.

Five, communication is higher than the scheme principle

One key point: in the consultation process, it is more important to adhere to the principle that communication is higher than scheme, and it is more important to communicate with the boss of private enterprises than to give him a perfect scheme! Therefore, in the process of consulting private enterprises, we should set aside a lot of time in advance to communicate with customers and fully understand their intentions. Don't pursue perfection excessively, solving practical problems is the best solution.

Sixth, concept propaganda is more important than program training.

Private business owners are smart, but it is more difficult for smart people to change their minds. Therefore, after the introduction of the scheme, we should not stick to the training and publicity of the scheme, but pay more attention to the publicity of the concept to help private entrepreneurs establish scientific management concepts, which is the forerunner of the implementation of the consulting scheme. Bigger and stronger private enterprises: an insurmountable hurdle

[Abstract] Being bigger and stronger is the ideal of every private enterprise, but it often backfires. Everyone's familiar "Giants" and "Aiduo" are both facing the crisis of growth, and more enterprises are wandering and even struggling for a long time. What factors restrict their development? 1, family management makes enterprises lack of talents. 2. Property right structure is not conducive to the construction of incentive mechanism. When private enterprises develop to a certain stage, if the property right structure is not adjusted, even if there is no survival problem, there will be stagnation. At this stage, private enterprises need to start a second venture, which is often said, to establish an incentive mechanism through the adjustment of property rights structure, rekindle the entrepreneurial enthusiasm of enterprises in all aspects, and enable enterprises to achieve self-transcendence. 3. The financing system encounters non-national treatment.

Being bigger and stronger is the ideal of every private enterprise. However, it often backfires. Everyone's familiar "Giants" and "Aiduo" are both facing the crisis of growth, while more enterprises are hesitating or even struggling for a long time. What are the factors that restrict their development?

1, family management makes enterprises lack of talents.

Private enterprises are usually founded by a family (or a few friends) in the early stage of development. At that time, the enterprise was small in scale, single in product, simple in structure and difficult in management and technical decision-making. Even if the decision is wrong, it will have little impact on the enterprise, because the boat is easy to turn around. However, once the enterprise is large in scale and complex in structure, if the management level, decision-making ability and technological innovation ability of enterprise managers can not meet the growing needs of enterprises, it may hinder the development of enterprises and even make enterprises fall into recession.

Because the bosses of private enterprises have experienced a lot of storms when they started their businesses, they have made a lot of efforts for the enterprises. They think that running a good business depends on their own families. "It takes brothers to fight tigers and fathers and sons to fight." They generally don't easily let others get their hands on the business management activities of the enterprise, and the main departments of the enterprise are controlled by family members or relatives. The low level of management decision-making and irregular system implementation may bring greater business decision-making risk and financial risk to enterprises. After all, the selection range of such enterprise management talents is too small to enable enterprises to choose better talents to manage enterprises in a wider range, so enterprises lack strategic vision and strategic operation ability. Such enterprises are highly speculative objectively, and it is inevitable to get quick success and instant benefit.

With the development of private enterprises, it is necessary to introduce a team of professional managers to provide a large number of senior management talents for enterprises to meet the increasingly complex requirements of enterprise management and technology and provide talent guarantee for the further development of private enterprises.

2. Property right structure is not conducive to the construction of incentive mechanism.

Private enterprises are developed from family (small workshop) enterprises, and the ownership or equity of enterprises are often concentrated in the hands of one person or a few people. Excessive concentration of equity often leads to one person or several people in the enterprise (company) having the final say. First, it is not conducive to the democratization and scientificization of enterprise decision-making management, and second, it is not conducive to the establishment of a linkage mechanism between the interests of employees, especially senior managers, and the interests of enterprises. Even if an enterprise hires a professional manager to manage the enterprise, its business behavior may be short-term because it does not hold shares in the enterprise (if the restraint and incentive mechanism for professional managers is not perfect, the risk of the enterprise will be greater). Therefore, in order to improve the democratization and scientificity of decision-making and management, disperse market risks, and give play to the enthusiasm and creativity of more people, enterprises should actively adjust the property right structure, that is, redistribute wealth and balance interests. Specific measures: major shareholders can transfer part of their equity to larger backbone groups according to their net assets (or slightly higher than their net assets), so as to form a linkage mechanism between the interests of enterprises and the interests of operators, solve the problem of establishing a community of interests, and ensure the long-term sustainable development of enterprises.

When private enterprises develop to a certain stage, if the property right structure is not adjusted, even if there is no survival problem, there will be stagnation. At this stage, private enterprises need to start a second venture, which is often said, to establish an incentive mechanism through the adjustment of property rights structure, rekindle the entrepreneurial enthusiasm of enterprises in all aspects, and enable enterprises to achieve self-transcendence. The boss of private enterprises should have such a mind and vision.

3. Financing system: suffering from non-national treatment.

In the process of transition from planned economy to market economy, due to people's ideas and policy system, the financing of private enterprises is more difficult than other enterprises, which is also an important reason why private enterprises are difficult to grow.

The collapse of Giant Group and Aiduo is inevitably related to their difficulty in obtaining much-needed funds. Analyzing the reasons for Aiduo's failure, the direct reason for Aiduo's withdrawal from the market is that the scale of the enterprise is expanding too fast, the funds are unsustainable and there is no bank credit support under the current bank loan system.

Under the existing bank loan system in China, the failure of Aiduo may be inevitable. Because Aiduo is a private enterprise, it is excluded from policy support. Although Aiduo has a perfect marketing network, stable and high-quality products, high popularity and a good record of accounts receivable recovery, its fixed assets available for mortgage are few and it is impossible to obtain necessary credit support from banks. If the western market economy system is relatively perfect, it may not be a problem for enterprises like Aiduo to obtain the necessary credit support from banks.