&Nbsp In The Post Crisis Era; How Should Entrepreneurs Respond To Future Economic Trends?

With the advent of the post economic crisis era, the sustainable development of economy has become an inevitable choice. Under such circumstances, what actions should our entrepreneurs do to cope with the future economic development trend?

In August 1st, Singapore The Nanyang Technology University economic summit forum, entitled "strategic thinking of sustainable development", hosted by the Business School of Nanyang Technology University, was held in Henan.

At the forum, Professor Huang Zhaohu, director of marketing and international business management policy department of Nanyang Technology University, and Professor Xu Fei, vice chairman of Shanghai Jiao Tong University Party committee and brand and strategy expert, delivered the keynote speech on the topic of "strategic thinking and action of sustainable development: establishing global competitiveness" and "enterpriser's strategic innovative thinking".

Thinking of a pair of jeans

Over the years, the story of a pair of jeans has always been a classic case of Huang Zhaohu's training for enterprises.

A few years ago, Huang Zhaohu was attracted by a booklet attached to a pair of jeans during his travels, and eventually bought the jeans.

This pair of jeans comes from Sweden's Nudie jeans professional company. They hide a pamphlet in the back pocket of each pair of jeans. The brochure first explained that the jeans were designed by Sweden and made entirely in Italy. In addition, the pamphlet also explained in detail a question: what is denim? Later on, the relationship between Swedish company and jeans was also described. The pamphlet tells customers that jeans are one of the few products that can grow with your friends.

It also affirmed that the company only made jeans and a product. Their raw materials come from Italy, Turkey, the United States and Japan. They are the highest denim in the world. At the same time, it also guides customers how to wear, maintain and wash jeans. And further introduce the methods of selvage and spinning of jeans, and the difference from other textiles.

As for Huang's most important environmental issues, the brochure says that the denim comes from Turkey's cotton and has 100% natural ingredients. And the entire manufacturing process uses natural materials. The booklet also affirmed the position of the manufacturer on Social Responsibility: it would not ignore the concern for life in pursuit of profits, and would not ignore environmental protection in pursuit of mass production and carefully select suppliers who meet the company's policies.

"Strict sustainability policy has made this jeans company very successful." Huang Zhaohu introduced one. Jeans It can sell more than 1500 yuan, and make an obscure cowboy factory in a short span of 5 years sales to 25 million euros, of which 2/3's performance from overseas.

"An enterprise can not ignore the sustainability of development until it reaches a stage." Huang Zhaohu said that even if a business manager sees profitable, he should take into account the improper use of the means and the way he uses it.

In order to achieve sustainable development, the most important thing is to take an initiative attitude to deal with problems, no matter what they do. If they are treated dynamically and when problems arise, they will not be the best ones. They will also bring a lot of pressure to the enterprises.

The strategy cannot be instrumentate.

At the forum, Xu Fei discussed in detail the strategic "potential" thinking. Converse thinking After the various thinking patterns and characteristics of judo's lever thinking, this paper expounds the meaning of innovative thinking mode: innovation is not only about behavior, but also attitude. Innovation can take up any field. In addition to business mode, there are technology, market, culture, system, management mode and incentive mode. Any innovation in every aspect can bring huge business opportunities. The key lies in the strategic thinking and strategic vision of the enterprise.

If we want to build up our strategic competitiveness, we must use systematic strategic thinking to innovate management from the core concept, enterprise culture, innovation ability, learning ability, the ability to integrate and utilize resources most effectively, create new competitive advantages by quick action response, and so on.

Xu Fei believes that management styles such as zero defect management, business process reengineering, customer relationship management, change management, learning organization and so on are always aimed at solving some local problems in the overall problems of the enterprise, giving managers more inspiration and reference, and can be used as management tools at best. As to whether these tools are used alone or in combination, they must not be generalized according to the specific circumstances of enterprises.

For example, total quality management, zero defect management and six sigma are mainly targeted at quality problems.

These management tools can not be regarded as strategies; conversely, they can not be instrumentalism.