Private Enterprises Urgently Need Five Innovations

During the 12th Five-Year, there are more opportunities for private economic development. Because " The 12th Five-Year During the period, it is necessary to expand domestic demand, especially to expand consumption demand, which is the long term term of private enterprises. Private enterprises start from food and clothing.

However, the development of private economy needs to break through two internal and external constraints. There are many restrictions on the external environment, such as obstacles from ideas, obstacles from the system, especially monopoly. All these need to be solved through deepening reform. However, we should not ignore the shortcomings of private enterprises, and integrate the practical experience of different places. I think private enterprises should reform in the following five aspects. innovate 。

First, institutional and institutional innovation. privately operated enterprise The biggest advantage is clear property rights and strong driving force. But the other side of this advantage is the closed property right and the weak potential. Under the impact of the financial crisis, many private enterprises saw their weaknesses and began to restructure their assets and integrate resources. Some of them formed joint stock companies and some enterprises were listed on the stock market. It is a qualitative leap to transform private enterprises into listed companies from single capital to social capital. Unfortunately, many private enterprises do not see their weakness. They are unwilling to cooperate with others because they hold the old idea of "rather than chicken tail". This is a matter for private enterprises. Can we go beyond this threshold? Can we turn from a single capital to a social capital and from a business owner to a real entrepreneur? This is a test. Now about 8000000 private enterprises, only more than 20 thousand of the truly shareholding enterprises, accounted for only 0.0%, too little.

Second, management innovation. In private enterprises, family businesses account for more than 70%. Family businesses can not be denied, but family management will not work. Husband, chairman, wife general manager, son as an accountant. How can you attract high-quality talents? If you don't trust others, people will not trust you. Even after attracting them, how can you retain talents? The management of private enterprises should break through family constraints and take the new concept and culture as the link, and implement the modern enterprise system. A number of private enterprises have already passed this point, for example, new hope, new Austrian, Lenovo, Wan Tong, Fosun and Heng An group have all been restructured and listed. Through the integration of resources, the enterprise becomes a community of interests, so that every employee has the opportunity to develop, so that every employee can see that this enterprise is both yours and mine, and has a sense of belonging and belonging to the enterprise.

Third, technological innovation. Private enterprises have "motivation and lack of strength" for technological innovation. They have to give OEM OEM to others, so they really have little to do with their own research and development, so they have no pricing power. Technological innovation of private enterprises needs a lot of input. This problem is interrelated with the first and second problems. Your system has not changed, management has not been changed, and the problem of innovation is not easy to solve. In the process of solving system and management problems, attract a large number of people to innovate with you. For example, the "Patriot" is that a large number of technicians are doing research and development there, and they dare not doze all day long, for fear that if they take a nap, they will catch up with them. In addition, do not look at the mystery of innovation. For the vast majority of private enterprises, as long as you have their own expertise on what point, to play this expertise to the most incisive, this is innovation.

Fourth, business innovation. The biggest skill of many private enterprises in our business is to fight "price war". We often get "lose lose", what to sell, what to fall, what to buy and what to raise. Many enterprises do not form a chain, without their reliable, characteristic supply and sales channels. People all talk about smiling curves, one is research and development, and the other is marketing. In addition to research and development, marketing. Channels are very important in marketing. Now China's large number of export products are controlled by people. For example, Zhejiang's ties, the price of shipping is 200 yuan, of which 100 yuan is taken away by the channel operators, and dozens of dollars are retail profits, we only take 12 yuan. Without sales channels, their brands can not be done, and can only be controlled by others.

Fifth, risk prevention innovation. Nowadays, some private enterprises usually feel very good about themselves. When a crisis comes, they are defeated. There are many such cases. In the information age of Internet development, good news does not go out and bad news spreads. Therefore, private enterprises must have measures and mechanisms to prevent risks. In this regard, private enterprises can not blindly complain about the bad environment, find their own reasons, and carry out their own reform. {page_break}

Innovation is related to the competitiveness and development potential of enterprises, and the size of innovation determines the size of the development space. This principle applies not only to state-owned enterprises, but also to private enterprises.