Virtual Operation Subverts Traditional New Mode

In the coming years, domestic enterprises are faced with the arduous task of completing product structure adjustment and industrial restructuring as soon as possible.

Due to the large scale of assets in the national economy, it is difficult to rely on incremental input to improve the structure. For small and medium enterprises with limited resources, it is unrealistic to adopt vertical resource allocation mode and establish and purchase production lines in large quantities, and the operation cost and risk cost will all rise.

The new way out can only be internal and external large-scale mobility and reorganization.

Many enterprises in our country have problems of underemployment, and a large number of machine and equipment are in idle state. This provides good conditions for virtual operation, construction of cooperative network and utilization of external resources.

The concept of virtual operation

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To do business is to break through the visible boundaries in the organization, though it has the functions of production, marketing, design, finance, etc., but there is no complete organization to carry out these functions inside the enterprise, it only preserves the most crucial functions of the enterprise, such as knowledge and technology, and other functions can be virtualized.

In this way, enterprises can make full use of external force to make up for their weaknesses in a variety of ways with limited resources, thus putting the limited resources of enterprises into the most critical functions, so that enterprises can exert their advantages in the most efficient market competition and maximize their competitiveness in the fierce market competition.

As a new business mode, virtual operation is a revolution to the traditional production and operation mode of self-sufficiency of enterprises. It is the integration of a new and unique business mode and management mode.

At present, virtual operation is very common in foreign countries.

Many famous international brands have created brilliant achievements through virtual operation.

Boeing, the United States, is one of the best aircraft manufacturing companies in the world. It only produces aircraft cockpit and wingtip, and other important parts are made by virtual operation.

There is also PHILPS, the world's leading company in Holland. The enterprise itself does not own a production line, which relies on the virtual function to complete production. The main energy of the enterprise lies in casting brand and market operation.

In China, the concept of virtual operation is also gaining popularity and is being valued and adopted by more and more enterprises.

Especially for small and medium-sized enterprises, which are limited by resources such as capital, technology and equipment, virtual operation is becoming an effective way to give full play to their advantages and rapid development.

Mester Mester is one of the typical enterprises that successfully use virtual operation strategy in China.

Founded in 1994, the company has more than 1000 varieties and about 5000000 annual sales and sales volume. The scale of production and sales is large, and the enterprise is walking on the way of foreign enterprises. That is, all products are not directly produced by themselves. Instead, they are outsourced to more than 20 enterprises in Guangdong, Jiangsu and other places. Only this enterprise can save 300 million yuan of production cost per year.

In sales, the company mainly adopts the way of franchising, and pfers the franchise to the franchisee through the contract, and the company receives the royalty.

The main energy of the company lies in product design, market management and brand management, so as to concentrate on creating competitive advantages.

Five forms of virtual operation

1, virtual production.

This is the initial form of virtual operation, which is commonly referred to as "outsourcing processing".

That is, although the enterprise owns brand and market, it does not directly produce products, but entrusts it to other enterprises for processing and production.

For example, Nike, the world's largest sports shoe manufacturer, does not own shoes factories. Instead, it is entrusted to the developing countries with lower labor costs. Nike is only responsible for product design, development and marketing.

2, enterprise symbiosis.

Refers to the fact that the enterprise itself is not good at this aspect of work, but also considers the cost level or degree of confidentiality, and is unwilling to outsource. Therefore, several peer companies jointly form an operation center, jointly responsible for the cost, thereby reducing the cost and improving the efficiency with the advantage of scale operation.

3, strategic alliances.

It refers to several enterprises with different resources to carry out alliances, exchange resources and create competitive advantages together.

4, virtual sales network.

Mainly refers to the company headquarters high decentralization, so that the subordinate sales network has become an independent legal entity sales company, so that it enjoys full autonomy in operation.

5, the virtual administrative department.

That is, outsourcing the administrative departments of an enterprise, as a business unit, so as to create benefits and improve efficiency.

Three characteristics of virtual operation

1, save resources.

When enterprises carry out virtual operation, they retain the most critical functions and virtualization other functions. If we can make use of external human resources to make up for their deficiency in intellectual resources, we can save a lot of resources and concentrate the limited resources on higher value-added functions, so as to avoid the weakening of some functions of enterprises and affect their rapid development.

2, the mode of collaborative competition.

In a virtual organization, the relationship among members is a dynamic combination. Although there is competition, they pay more attention to establishing a win-win cooperation relationship based on collaborative competition, sharing resources and interests, and sharing risks.

3, high flexibility of operation mode.

Virtual business pays more attention to short-term interests. Once the market changes or the strategic objectives change, it is often necessary to dissolve virtual organizations, combine new virtual enterprises, and create new competitive advantages.

As a new type of highly flexible enterprise management mode, virtual operation plays an important role in improving the resilience of enterprises, promoting the rapid expansion of products and promoting the competitive edge of the market.

Implementation of virtual operation

The successful practice of a large number of Chinese and foreign enterprises shows that enterprises are required to change their traditional investment methods and put aside the idea of "big and full" and "small and complete". They can no longer love the structure of dragons. They should be light and flexible, like building blocks.

In the future enterprise competition, in addition to who has the key resources, and who should be combined faster than any enterprise organization, not only should it take a lead in technology, but also show considerable superiority and advance in the management mode.

No matter what form of "virtual" is chosen, it must be built on the basis of its own competitive advantage, and must possess key resources, such as patent, trademark, marketing channel, R & D capability, product design and other intangible assets, relying on its core strengths to ensure that they are in the leading position.

Through the integration way of virtualization, we can get the cooperation of external resources and strength so as to achieve the purpose of complementary advantages. Only in this way can we benefit cooperation, mutual benefit and common progress.

"Virtual operation" is not the way that every enterprise can operate and operate. If the enterprise does not have its own resource advantages, it will not have the leading position. Its virtual cooperation is very difficult to work. Even if the cooperation is implemented, it is difficult to obtain long-term stable operation performance.

The essence of implementing the "virtual operation" is to concentrate the limited resources on the function of high added value, and virtualization of the low added value function.

At the same time, in order to maintain its advantages, we must pay attention to the balance of other abilities such as quality, cost and cycle.

The implementation of "virtual operation" is inseparable from intangible assets. Intangible assets are the magic weapon for the success of "virtual operation".

With the development of market economy, the role of intangible assets is becoming more and more obvious. It occupies an increasing proportion in the assets of enterprises. The value of intangible assets of advanced enterprises generally accounts for 50%~60% of total assets. The amount and value of intangible assets owned by an enterprise is a sign of technological level and competitiveness.

Enterprises occupy the market not by fighting for funds, but by intangible assets.

In the international competition of strong hands like forests, some big companies occupy the market of other countries by means of intangible assets.

In the era of knowledge economy, the role of intangible assets, namely knowledge capital, will dominate.

Knowledge capital is the sum of the intangible assets of an enterprise (including market assets, human assets, intellectual property assets and management assets). It makes all future oriented enterprises realize that their most important assets are no longer the factory, machine equipment or even the product itself, but the loyalty of the customers, the ability to cooperate with the collaborators, the intellectual assets, the information management system, the innovation ability, the education and professional level of the employees.

It is the main source of profit for the future enterprises.

The implementation of "virtual operation" must be operated by high-quality management personnel.

Tsinghua University, School of economics and management, Lei Jia said: "with information networking and economic contracting as the medium, enterprises can reduce the paction cost of innovation by means of" virtual organization "." virtual cost "will become as important as the entity, and entrepreneurs will increasingly become the core and soul of innovation.

Virtual enterprises, the new direction of future enterprises.

Virtual operation, a new mode of business operation.

Some foreign experts have asserted that virtual enterprises will become an important new mode of enterprise management in twenty-first Century.