Two Polar Era Of Small And Medium Enterprises

Editor's note, since 2008, a large number of small and medium-sized enterprises in the Pearl River Delta region have been closed down or pferred to production sites, indicating that under the complex external situation, SMEs have become the first economic group to lose resistance and viability.

Unfortunately, more tests are still waiting for them.

The small and medium-sized enterprises suffering from survival have now reached the crossroads.

The business risks of small and medium-sized enterprises have attracted more and more attention from all walks of life. In May 15, 2008, in the forum of "SME risk elimination" forum, people from all walks of life, including government, academics and financial institutions, gathered from various aspects such as interpretation of national macro policies, analysis of economic trends, opportunities for listing of gem, market opportunities, and comprehensive cost reduction.

In the long run, industrial pfer is only an effective allocation from an industrial perspective. From an enterprise perspective, upgrading the competitiveness of products from low to high value-added products is probably the safest way to survive.

The cold wave hit the end of 2007, and the news of the collapse of the footwear enterprises in the PRD region brought the majority of small and medium business owners to the early realization of the cold spell.

According to the statistics of the footwear association of Asia, there were more than 1000 large and medium-sized shoe enterprises in the Pearl River Delta region.

In Dongguan, more than 1/5 of shoemaking enterprises have been closed.

There are more than 3000 shoe factories in Huidong, which are relatively concentrated in shoe enterprises. In two or three months, four hundred or five hundred small and medium-sized shoemaking and shoe factories have been closed.

Under the attack of this cold current, some enterprises have embarked on the road of migration. Many small and medium-sized enterprises have pferred production bases to the central and western regions and even Southeast Asia.

The willingness to withdraw from foreign-invested enterprises is particularly strong. A survey conducted by the Federation of Hongkong industries for the Pearl River Delta businessmen shows that 37.3% of the 8 or so Hong Kong enterprises are planning to move all or part of their production capacity away from the PRD, and more than 63% of them plan to move out of Guangdong.

Liang Bai, director of the Hongkong economic and Trade Office in Guangdong, also predicted that in the next two years, the 80 thousand processing trade oriented enterprises in the Pearl River Delta will face a life and death decision.

He appealed to Hong Kong enterprises to upgrade or pfer as soon as possible, and the sooner they act, the better.

At the beginning of 2008, the cold current began to blow to the Yangtze River Delta and Jiangsu and Zhejiang provinces.

According to Sun Xiuchun, Secretary General of China Association of small and medium enterprises, "the development of local SMEs is also facing great challenges. The average profit of many small and medium enterprises has dropped to below 5%. Some enterprises that are sensitive to the price of raw materials and export oriented enterprises have been struggling.

"At present, there are more than 30 SMEs in Wenzhou, and 20% of them are facing bankruptcy.

In some areas of Zhejiang, small and medium-sized enterprises, which are already at the disadvantage of financing, face more severe financial difficulties at the end of their lives.

In Sun Xiuchun's view, the development of regional small and medium-sized enterprises will affect other areas sooner or later, but only by the various degrees of adverse factors.

"Small boat is good to turn around, but small boat is also difficult to resist big risks.

In complex situations, SMEs may become the first economic group to lose resistance and viability.

"Ice and fire" on the one hand, small and medium-sized enterprises are falling down in batches, but on the other hand, they are reborn.

Sun Xiuchun, Secretary General of the association of Chinese small and medium enterprises, said: "from a positive point of view, there have been some changes in the Pearl River Delta enterprises. Objectively, it has also promoted the upgrading of enterprises, eliminated backward enterprises, and enabled powerful enterprises to stand out.

"Small and medium-sized enterprises that fail in the Pearl River Delta are mostly labor-intensive and energy intensive enterprises. They lack brand awareness, lack of innovation ability and lack of contingency.

In the case of market labor, raw materials, land and other resources re prepared, the first elimination is inevitable.

Under such circumstances, there are only two ways for small and medium-sized enterprises to survive: they either migrate or upgrade.

As a result, a number of enterprises began to travel far away to the lower cost of China's central and western regions, even Vietnam, Kampuchea and other Southeast Asian regions.

"Industrial pfer to low-cost areas is only a phased solution. Five to ten years later, the same problem will be faced.

Chen Naixing, director of the SME research center of the Chinese Academy of Social Sciences, believes that in the long run, industrial pfer is only an effective allocation from an industrial perspective. From an enterprise perspective, upgrading the competitiveness of products from low to high value-added products is probably the safest way to survive.

"There is no sunset product, there is only the sunset technology and production mode.

In his view, becoming a world factory is a necessary stage for China's economic development.

But it is definitely not the ultimate goal. After mastering the channels, brands and technologies, the upgrading of the industry is an inevitable choice.

"Some small and medium enterprises that are not actively changing will be eliminated, and enterprises that rely on industrial upgrading can steadily improve in the process of training, and will gain greater room for development and even become leaders in the industry.

"A person in the industry is analyzing.

With the help of the external brain, rebirth is painful for SMEs.

In this process, how to speed up the pformation process with the help of external brain is obviously a shortcut.

All along, the performance of SMEs is not very good in this respect.

As Wang Liming, deputy director of the small and medium enterprises Division of the national development and Reform Commission, said, "our entrepreneurs often have the spirit and courage to fight independently.

Sun Xiuchun, Secretary General of the association of Chinese small and medium enterprises, suggested that small and medium entrepreneurs should make full use of the external brain and professional institutions to integrate various resources and enhance their ability to resist risks.

"In her view, today, with the rapid development of social economy and information, no one is likely to be versatile or versatile, nor can it be Superman and perfect person.

Introducing professional service organizations to help enterprises improve their management is not only needed by large enterprises, but also needs more by small and medium-sized enterprises.

Many professional organizations are now paying attention to the SME market, providing targeted services and products for them.

Wang Feng, vice president of consulting partners, said that in order to cater to the needs of SMEs in management, the strategic path model of SMEs was specifically launched: first, to enhance their management capabilities; second to obtain important resources in the industry; third to make certain positions in the industry; fourth, to graft capital strength.

However, Wang Liming, deputy director of the small and medium enterprises Division of the national development and Reform Commission, is not perfect enough for the current intermediary structure, which is specialized in serving small and medium-sized enterprises. "Drawing on and using it, we should pay the cost and the cost. We are afraid that we often get consulting and research services from these enterprises, so that the enterprises can not get tangible benefits.

"In terms of content, there are still some places which do not meet the actual needs of SMEs.

For example, whether we can provide comprehensive and authoritative information services for specific fields and industries, and whether we can provide real and accurate value judgments on the choice of talents, all these require intermediary organizations to provide perfect services.

Wang Liming pointed out that the government is also studying how to integrate the needs of consultants and entrepreneurs closely, and introduce the latest research results, management tools and management methods to SMEs.

The opportunity for SMEs to pform in depth is still the starting point of the upgrading strategy of small and medium enterprises, and the second is the integration of resources in the industry, the establishment of industrial status, and the comprehensive distillation of capital strength after grafting.

"This is the best era and the worst.

Dickens's opening remarks in Shuangcheng can express the situation of SMEs nowadays.

On the one hand, it is affected by unfavorable factors such as inflation, rising costs and macro tightening. A large number of small and medium-sized enterprises are facing a survival crisis. On the other hand, with the rise of China's economy, some small and medium-sized enterprises will take off with the opportunity of China's rise.

Just as an enterprise owner said, "the general trend has come to a stop, and there is no way to stop it.

But if you do not seize this opportunity, you will lose the general trend.

The era of "pformation opportunities" is a pitional era for small and medium-sized enterprises, and is an era of survival of the fittest.

Jan Lamb, vice president of Xinhua trust, said that the impact of inflation in recent one or two years on SMEs is bigger than that of large enterprises, especially for small and medium-sized enterprises. In Guangdong, Jiangsu and Zhejiang, many SMEs face serious business difficulties, and some even have gone bankrupt.

In his view, the biggest challenge is the rise of comprehensive costs, and this cost increase is a comprehensive and high proportion.

It includes labor production cost, capital cost and raw material cost increase.

All these costs are very acute for any enterprise.

"The problem we are facing now is to turn to the high-end market, and also have such basic conditions.

"Jan Lamb believes that high-end products profit space is also relatively large, the cost of consumption is relatively strong.

In addition, under the same value condition, the resources consumption of high-end products is relatively small, so the flexibility of enterprise operation is relatively large, and the risk is relatively low.

But the high added value of this product is not falling from the sky. There are certain natural requirements: first, there is a relatively high demand for specific resources of brand, technology and talent; second, higher requirements for the operation system, R & D, production, quality and procurement of enterprises are required; third, the service level of enterprises must reach a certain height.

"The current pformation is a strategic opportunity.

"Jan Lamb believes that we must seize this era.

Although we are in this beautiful era, we must face up to the reality of China's small and medium-sized enterprises.

"Wang Feng, partner general manager of the consulting group, believes that under the opportunity of market explosion, China's small and medium-sized enterprises have brought about pragmatic management of business, focusing on short-term returns, and no generally mature business models and management models.

This has become a fatal bottleneck for SMEs to upgrade.

In his view, the starting point of the upgrading strategy of SMEs is still to do management, and the improvement of management capability is still a foundation for the development strategy of SMEs. Secondly, the integration of resources in the industry, the establishment of industrial status, and the comprehensive distillation of capital strength after grafting.

And a case of service that Jun has just served is a good example of the strategic upgrading of SMEs in China.

This enterprise is engaged in jewelry industry.

The jewelry industry in China is basically a current situation: the order of the whole industry is rather chaotic, the most orderly one is occupied by foreign brands, and the most profitable market is occupied by several companies in Hongkong. Thousands of Chinese SMEs are only fighting in the low-end market.

"When we take over the company, the first step is to consolidate its management base and improve its management capability.

"Wang Feng said that in this industry, when everyone copied and copied, the company set up the design department from 2001, and invited the director of the Department of technology and design of Shanghai Jiaotong University to come to the design.

In addition, it has also made informatization, becoming the first enterprise in jewelry industry to do ERP system.

After consolidating the management foundation, it is natural to obtain industry resources and achieve industrial positioning.

Based on its original design, in 2006, at the Basel world watch and Jewellery Fair, the company became the first Chinese jewelry enterprise to be specially exhibited by the international top stage exhibition.

Subsequently, capital access was also opened up.

It is now in operation and may be listed in the small and medium board market in Shenzhen within the next year.

Wang Feng said: "through the development process of this enterprise, we can see a very clear strategic upgrading path, and the effect is obvious.

"Innovation is the motive force and catalyst for the progress of the enterprise if the strategic upgrading is the direction of the small and medium enterprises.

Of course, today's innovation has not only confined to the "traditional" category of technology and management, but also penetrated into all aspects of enterprise operation.

Jan Lamb believes that the so-called innovation does not mean that we must invest heavily.

Many times, a small cross industry reference can often bring unexpected results.

TOYOTA's "visual management" draws on the business philosophy of American supermarkets.

In the 50s of last century, Ono Chi, known as "godfather of production management", visited the supermarket in the United States. In the supermarket, he saw the display of the goods at a glance. Buyers and sellers, demand and supply were completely pparent, and suddenly came up with an idea: is it not a warehouse?

Why can't my warehouse be managed like this?

The idea of "visual management" was born.

Of course, the above example is more of a method.