Dealer: How To Achieve A Leap From Self-Employed To Enterprise?

Small and medium-sized enterprises have just won the market game through the development strategy of "striking the scale with speed". Based on this increasingly competitive society, the high rise building has been built on a flat basis rather than overnight. It is not easy for small businesses to develop into medium-sized ones, but many enterprises have come to the big wind and big waves, but they have turned a somersault in the face of victory. This is the so-called "thirty million threshold", that is, when enterprises are no longer the original enterprises, but the decision-makers of enterprises are still thinking and directing according to the original decision-making way, and have not yet realized the pformation from single competitive advantage to comprehensive competitive advantage, and the pfer of centralized growth strategy to differentiation strategy is naturally reasonable.

Small businesses have made rapid progress through their sensitivity to the market, rapid response to decisions, and focus on the market, but they will encounter various bottlenecks in the rapid development, especially the shortage of talent, shortage of funds and management.

For example, Z enterprises and X enterprises have entered the mobile phone distribution at the same time. With the rapid development of the mobile phone market, these two enterprises have faced the shortage of manpower after two years of development, resulting in poor management, and no time to be meticulous and solid.

Complaints are increasing, employees are tired of running, leaders are not satisfied with their subordinates' work, and the enterprises are full of gunpowder.

X business managers wake up like a dream for the first time, and find that the development of enterprises is not enough now, but they are not reliable enough. The owners of enterprises are becoming the minority members of the team relative to the core team of enterprises. Centralized management increasingly restricts the expansion of enterprises. How to mobilize the enthusiasm of employees, especially the sense of ownership and maintain the democratic management atmosphere of enterprises, is the motive force for the sustainable development of enterprises. That is to plan the core employee stock ownership plan, unite and unite a group of key positions of struggling enterprises, and prepare for the development of the enterprise's next round.

　　企業(yè)通過人才招聘可儲備一些人才，假于時日就能培養(yǎng)出企業(yè)自己的人才特別注意與企業(yè)業(yè)務(wù)周期循環(huán)結(jié)合起來，業(yè)務(wù)處于淡季之時加強隊伍建設(shè)，積極儲備人才、培養(yǎng)人才，到了旺季則通過高強度的工作來鍛煉出一批骨干，賽馬不相馬，自然選拔出一批優(yōu)秀人才；再就是通過空降型使用，直接委于重任，獨擋一面，但存在企業(yè)文化融合，小團(tuán)體與大集體之間的磨合；雖著企業(yè)的發(fā)展，特別是企業(yè)的二次創(chuàng)業(yè)，一些少壯派被委于重任，而原來的創(chuàng)業(yè)元老如何按排及如何與少壯派關(guān)系協(xié)調(diào)將提上議事日程，否則將形成新的內(nèi)耗和派系紛爭直接影響企業(yè)的戰(zhàn)斗力，縱觀一下中國國有知名企業(yè)股權(quán)改革，就會知道其艱辛與危害，以股權(quán)換取權(quán)力及MBO是一個不錯嘗試，總之保持經(jīng)營層利益取向與股東權(quán)益的一致性是關(guān)鍵。

Enterprises are the top leaders in recruiting, selecting and training talents. The top leaders of enterprises should attach great importance to them. Secondly, there must be professional human resource managers.

The mobile phone market in 2001 is just like "flesh and blood flies across the board", and the foreign brand led mobile phone market is plunged into a price war.

At this point, X is the main channel of NOKIA and the importance of Motorola.

Also suffer from the great environment, the company's profit situation is also not optimistic.

Great chaos must have great rule. Great rule must have great development.

X has carried out a large-scale recruitment of talents. Throughout the recruitment process of X enterprises, this is also the highest quality recruitment.

The recruitment was jointly attended by the chairman of the company, general manager, sales director and manager of the Department of administration. The employees selected after the initial interview, written examination and re examination were selected from 6 levels into the middle level of the company two years later, accounting for 40% of the company's middle level, and three of them were general managers of the division.

It is also aimed at the current market situation, X enterprises put forward the channel "flat and clear" direction of change, and carry out the "X franchise construction of the whole province chain, the quality of goods, the best price, star service".

Resource integration stage, has become Haier, Amoy brand mobile phone generation generation, NOKIA first batch manufacturers direct supply of PD; X enterprises with the rise of domestic mobile phones and two take-off; everything is just beginning, in order to implement the marketing strategy of "marketing wins, terminal is king", X enterprises set up a marketing department, and the market personnel from the original 35 to the highest period of seven or eight people, made a series of roadside props for tents, exhibition stands, air arch and mobile counters for various cities, and launched various colorful promotional activities in every place: every Saturday day's show, major festival road show, bar night culture and so on, so as to achieve X enterprise agency product activities continuously, the province is everywhere. And thus won the attention of the majority of mobile phone manufacturers, X enterprises have embarked on the upstream.

For distribution enterprises, talents are the assets of enterprises and the core competitiveness of enterprises.

Whether an asset is a good asset or a bad asset depends on how the enterprise manages the asset. The key is to establish an employment mechanism, and what is the incentive mechanism to form the core competitiveness of an enterprise.

X enterprise is facing the bottleneck of agency resources, the bottleneck of sales volume, the bottleneck of management, and the supplement of fresh blood as the turning point. It has launched a huge activity of "Monopoly chain" mobile phone retail platform construction, thus winning the first resource of distribution enterprises: agents with promising products.

It is our parents who live in the house and our home is our God ". Acting as a promising product resource is a success of 60%. Of course, the key to winning the product resources with" money view "lies in the comprehensive strength of the distribution enterprises.

X enterprises set up multiple business platforms, a management platform, a capital platform, and a logistics platform, providing a stage for many key talents, implementing the division of products with product resources as characteristics, opening up the organization and management space of the company, and making preparations for the company's business scale to go up to a higher level.

To build a business platform, we must achieve independent accounting first: use the authorized amount of the head office to manage the virtual internal business, and formulate the annual profit target according to the amount of occupied funds and the resources that govern the products. The excess use of funds should be balanced according to the rate of return on investment.

The accounting know its operation ability and efficiency, and also know the investment benefit of the project. How to share a capital platform and realize the full circulation of the limited funds is the first test that we have just split up. First, we should clearly understand the assets of each benefit branch (or capital occupation), and clearly distinguish the fixed assets, current assets and profit and loss classes, so that we can know the quantity and quality of the assets. Secondly, the profitability of each branch, especially whether the net cash flow of operating cash can be realized, otherwise, we do not have the basis of independent accounting. Then we calculate the capital profit rate, and then formulate the profit index of the next branch. Only independent

Second, full personnel rights, management rights and certain financial rights: self conceit is required to give people the right to mobilize the initiative and creativity of the person in charge, and to ensure that the management ideas are fully implemented, the manager of the company has been submitted to the general company for approval, the managers of the department and the managers are completely appointed and removed; the complete management right, the headquarters business management department is put on the record or the executive system; the work plan, the task breakdown table, the cost budget and the staff assessment package are submitted for the record approval system, the 3000 yuan signature right in the budget and the complete daily operating expenses.

Can the responsible person in charge take full account of the problem, deal with problems in the perspective of an operator, the daily operation and filing system, the cash flow daily system, and set off the receivables and inventory periods, and control the risk of non-performing assets in the operation by means of overdue and overdue inventory linked to monthly performance, as well as overdue collection of late fees and overdue inventories. Secondly, monitor market risks, market changes and whether the highest level companies can grasp in time and keep up with the market pulse; monitor the personnel assessment again, ensure that an open, fair and fair competition mechanism is established; finally, monitor the expenses reasonably and moderately, and create a frugal, efficient and dynamic profit center to prevent corruption and budgetary approval system. Third, integrated monitoring: early warning risk and corruption prevention: first, monitor the risks of branch operation and decision-making, and make new decisions.

Fourth, effective evaluation system: mobilizing the enthusiasm of management and management, the spirit of the master, the combination of short-term incentives and long-term incentives, long-term incentives must have a special incentive nature, and give incentives to the management and management, so as to produce talent aggregation effect.

The embodiment of shareholders' interests is guaranteed by the incentive mechanism of management and management. Only by designing the management incentive mechanism and the interests of shareholders can we urge the management to consciously guarantee the development of enterprises in the direction of maximizing the interests of shareholders.

If we emphasize on the basis of profit and appropriately assess the safety and quality of assets, such as receivables, overdue payments, inventory, overdue inventory, non-performing assets, other receivables, etc., the examination period should not only reflect the short-term vested interests in real time, but also reflect the long-term interests of long-term management and sustainable development. The short-term vested interests can be reflected through the link with the monthly performance, asset security, asset quality and salary changes. Long-term business needs conditional and relatively high returns to motivate the business performance promoter, and the annual salary system linked to the profit target is implemented.

Fifth, the establishment of people-oriented thinking: the past is a business unit, a pen, now authorized, pluralistic, shareholders have left the front line and the middle level, more work and services need more people to complete, the development of enterprises needs to absorb and cultivate more backbone members, which is decided by the satisfaction of employees.

Satisfaction,

Of course, the degree of satisfaction determines the effectiveness of the company.

Enterprises create an open, fair, fair and positive talent mechanism, and establish that the development of enterprises can not be separated from talents, and the development of enterprises should not be unfair to the concept of employing talents.

Sixth, the refinement and establishment of corporate culture: how to ensure that every employee can feel the concern of an enterprise and expand the company's development and personnel expansion, and feel that a corporate culture, a sense of corporate leadership, a deep understanding of the enterprise and a recognized enterprise can bring together every employee, keep pace with each other, and share the fate of employees and enterprises.

With the common enterprise concept, we should unite more talents, call on employees to move forward together with the mission of the enterprise, and encourage the staff to be positive by employing the personnel standards.

We should carry out the career design of enterprise employees, establish a human resource management system, and gradually establish a welfare system from management level to backbone to employees.

Following the 2/8 principle, superior resources tend to be high-quality talents.

The resources of an enterprise are limited, and the profits earned every year should not only be invested in the redevelopment, but also be allocated to the investment of human resources in time.

Because of the limited nature of resources, we must talk about input output ratio, and match different benefits distribution according to the evaluation results of talents.

Generally speaking, we will mainly invest 80% of the profit of human resources to 20% to 30% talents of enterprises.

However, while superior resources are tilted, we must maintain moderate internal competition.

We must compare and compete for jobs and jobs that can be competed in enterprises, reduce the irreplaceable position of each position and increase the moderate rotation of jobs.

Everyone can be replaced unless you are competitive.

Timely rewarding excellent talents with high quality economic returns and developing opportunities and timely rewards is better than countless sweet words. After all, this is a realistic economic society.

Of course, this requires enterprises to have strong development and profitability.

Business is business