How To Revive Enterprises

Businesses that fail will show signs.

For example, if you allow an enterprise to depend too heavily on a large customer, it suddenly goes bankrupt. You never miss paying the bank, but somehow the bank becomes nervous and suddenly cancels your credit limit. For years, you have been steadily and steadily controlling a niche market, and now a strong competitor has begun to squeeze in.

When the survival of enterprises is threatened, entrepreneurs will directly face the most fundamental question: why should enterprises survive?

After reflection, we convince ourselves and others that the value of an enterprise exists, and that the enterprise can rise from the hardship, the goal is clearer, and the road to success is broader.

Once entrepreneurs clearly define the purpose of an enterprise, they can more clearly distinguish the numerous development paths that lie ahead of them.

This is the most basic experience gained from the experience of many enterprises that faced failure.

They all benefit a lot from failure.

Here are some of their other lessons: in the face of adversity, the goal is clear, not only will they not fetter the enterprises, but it will make the enterprises free.

Knowing that the real key enterprises of their own business will have a new flexibility when they insist on their core business.

Beverly Paul (Beverly) and Ted Paul (Todd), owner of Beautiful America Publishing Co. in Oregon, USA, have overcome economic difficulties in this way.

A bank suddenly cancelled the company's $250 thousand revolving credit line and began to reduce its accounts receivable, making the company face a crisis at once.

Our company specializes in beautifully printed picture collections and calendars for all parts of the United States.

In desperation, they began to turn their eyes to customers outside the bookstore and actively expand their sales channels.

Ironically, their best new customers are banks.

Todd said, "banks all over the country want to customize calendars."

Because these calendars are custom-made, banks usually have to pay in advance.

"It helped us a lot in the cash flow," he said.

This kind of custom calendar business is so successful that sales through bookstores account for less than half of the company's annual sales.

They finally brought the company back to the right track, and this is exactly what they want.

If you understand the intention of the enterprise, write it out.

Judy Creiner (Judi)'s business purpose in Mobilefitness, Dallas, was drafted by Judi after the company got rid of two potentially fatal crises.

In 1987, an important customer of Judi closed her sports room and reduced her income by 60%.

In 1990, Judi only had two full-time employees, but within two weeks he was repeatedly poached by a competitor, making it difficult for Judi to realize contracts with many enterprises.

After these two crises, she learned her purpose of saving the business and integrated her new understanding of the role of the company into the vision of Yimei company.

Part of it reads: "in the field of health care and fitness, it is extraordinary; in a successful and supportive environment, it provides unlimited opportunities for members to turn to a healthy lifestyle."

This enterprise mission not only brings a stronger sense of purpose, but also enables enterprises to freely refuse the business that is profitable but contrary to the purposes of the enterprise.

Sometimes, it is necessary to retreat.

Enterprises sometimes forget that they almost believe that they are firm and firm goals and slide into crisis.

That's exactly what Cramer Products of Kansas, USA.

Founded in 1918, the company has been producing sports medicine and training facilities, and has long been the top player in the industry.

When Thomas K Rogge (Luo Ge) became chief executive officer in 1991, the company was still profitable, but sales were flat, and the company was marketing a series of products, Bo Med.

"At that time, the company was eager to play the role of retailing," he said.

But soon the situation is clear, and the product line is failing.

Worse still, "companies become arrogant and no longer face the market," adds Rogge.

Tom Wealand, vice president of marketing, Tom, said that after the failure of Bo medical products, he and Roger and other managers decided to return to the founder of the enterprise: "innovation and teaching."

They have set up a special department to cooperate directly with sports coaches and other users using Cramer products.

Tom said: "this is to find out the needs of customers, not to sell those things that are convenient for us to produce."

Tom said that a large number of new products in the Cramer company originally thought the dull market brought the heartbeat sales profits.

There is no doubt that user feedback has increased over the past few years, because "they know that our business leaders are back in welcoming innovative games," he said.

There is no real safe haven for small boats.

In the long life of enterprises, the threat of failure is accompanied by entrepreneurs, making it impossible to escape.

William L. Sage (Sai Qi) feels deeply about this.

He opened Assembled Products Corp. in Arkansas, USA (editor's Translation: integrated product company).

Production of single electric shopping cart.

In 1983, sage started in a garage.

By 1987, "we have some really good dealers," recalls sage.

He also bought his own workshop.

But shortly afterwards, his two main dealers filed for bankruptcy.

At the same time, a strong competitor has also entered the market. The price offered by sage is hard to compete with.

"We have to work closely with our customers because we have to extend the delivery date," said Mr sage.

Customers who want to get an electric shopping cart within a few weeks will have to wait for a few months.

Despite difficulties, he said, "I never thought I would fail because I knew exactly what I wanted to do and how to do it."

Today, the company has 50 employees and sells thousands of electric shopping carts to retail interlocking stores each year.