Interpretation Of The Four Major Responsibilities Of Leaders Of Enterprises

< p > we all know that innovation has independent innovation, management innovation and technological innovation.

I will take this time to talk about the issue of < a href= "http://www.91se91.com/news/index_c.asp > management innovation < /a >.

Because everyone is the leader of the enterprise, what is the responsibility of the leader of the enterprise? I think the main responsibility of the head of the enterprise is to think about what to do next, not what to do today. What your deputy should be able to do today? What is your duty to do next?

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< p > then what we need to do next is actually the need for innovative thinking and strategic vision, so I want to focus on this issue.

The first problem is how to adjust the structure of your product and how to develop new market. This is a very important issue.

The next step depends on two aspects: one is your current strength.

One is the possibility of the future.

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< p > some enterprises are keen on pursuing new ones, that is, following the trend, they can not be said to be wrong, but you have to consider the first item, that is, you have to keep your main business, if your main business is not keeping it, because your main business is to create the source of cash flow for you. If you don't keep your main business, you will probably lose your main business if you fail in the new field.

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< p > when you choose a new field, you must also consider the ability to enter the field. You may enter the field very quickly, but whether you can get the leading competitive advantage in this field is also something you must consider.

There are too many lessons in this respect. We have many successful private entrepreneurs, who are swollen to enter new fields that are not familiar to him in the successful situation, do not keep their main business, and eventually lose their main business.

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< p > there is an enterprise that does a good job in medicine, but he is going to do other fields, but he is not familiar with other fields, and eventually even sell his main business. I think you know it is "white + black".

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< p > another company is also a drug manufacturer. He bought a department store and bought a trust company. As a result, he did not have the strength to do these things. Finally, he had to give up and his main business was almost lost.

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< p > therefore, keeping the main business should be the first one.

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< p > but this does not mean that you do not want to open up new fields. You have to open up new fields, but you have to consider two points in opening up new fields: one is the development prospects of the development areas, the other is whether you have the strength to enter the field. This is also very important.

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< p > you know that for a long time, the mobile phone is hot. Many companies are going to make mobile phones. Some of them are also making mobile phones. But now look at the brands that can truly compete in the leading position of domestic mobile phones, and compete with apple and Samsung.

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< p >, so you have to enter the new field. Don't just look at the field. It seems that the prospect is very good. You have to see if you have the strength to enter.

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< p > another is its own product structure. There is a product that has a bad future and a low market share. This product may still make money, or even draw, but it is likely to be the source of loss in the future. At this time, you must have the spirit of making up your mind and be willing to take it away.

This is often the case in the United States. DuPont Co's dyestuff was also an important product category of the company, but it felt that its competitiveness was inferior to that of other companies, so he simply sold the Department.

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< p > in China, I am afraid that the enterprises do not sell the product department very much, but you have to pay attention to it. If you think it will go wrong, it may become a burden for the enterprise and may cause losses.

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< p > so it is very important that you analyze the product structure of the enterprise, keep your main business, cautiously enter the new field, and then decisively cut down those products that are not promising.

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< p > this is what you often think about.

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< p > the second problem is that today's enterprises want to develop, one is integration, that is, facing the market, pushing your products further to the market, or advancing to the direction of your raw materials.

For example, the photovoltaic industry has encountered great difficulties in the past few years. Some enterprises have adopted such a practice. Originally exported silicon batteries, he wanted to simply export the power plant and the entire power plant outlet, so that the efficiency of the silicon battery was much higher than that of the export.

It turns out that his polysilicon is bought, and now he is going to make it himself and adopt such a way to achieve integration. This is called vertical integration.

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< p > there is another kind of "a href=" http://www.91se91.com/news/index_c.asp "integration" /a > horizontal integration, that is to say, using the same equipment and similar technology to produce new products.

This is also a strategic consideration in enterprises.

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< p > the third problem is brand.

What is the biggest difference between a general product and a fine product and a famous brand product? That is, the selling price of the general product is calculated according to the cost plus profit, and the selling price of the famous brand product is priced according to the cost plus the brand value. In some cases, the brand value may actually be greater than the production cost.

So, as an enterprise, if you can't create famous brand, then you will always be trapped in small profits and quick turnover, because you can only produce production costs plus profits, then this profit can not be too high, because the same enterprises are competing with you, so you are at most 5% to 10%., and if you are a famous brand product, your profit margin may be 100%, 50%. < /p >

< p >, therefore, as an enterprise, it is very important to cultivate its famous boutique brand.

The quality brand is mainly based on goodwill, that is, product quality, after sale service, in the design of products. In these areas, we must spare no efforts to spend money, hire famous designers, and strengthen the quality and management of enterprises.

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< p > > when I was deputy minister in the Ministry of Commerce, we all know that at that time was the era of film. Kodak and Fuji both have joint ventures in China. We also have an enterprise called lucky Kai. When I went to visit LK, they told me that Kodak and Fuji both sold 22 yuan and a volume. We could only sell 14 yuan a volume and sold badly.

I said, do you know what is the reason? Because your goodwill has not been set up, people bought your film to travel, take pictures, come back, if you rush, the film is green and tusk, this is not a question of losing a film. How much time do people spend on tourism and spend so much time? How can you calculate the quality of your product? So the quality of your product is not foolproof, but there is no need for a million to lose. No one user accuses you, so that you can really establish your brand value. Otherwise, you would rather spend 22 yuan on Kodak, Fuji, and not willing to spend 14 yuan on buying you, because he does not trust your quality, because you do not trust your quality, you have not set up your brand value.

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< p > therefore, for enterprises, < a href= "http://www.91se91.com/news/index_c.asp" > Quality Management > /a > is a problem that we often have to think about. It is a very important factor for establishing goodwill of enterprises. But now many enterprises do not attach enough importance to quality.

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< p > finally, the current international competition is not the competition between individual enterprises and single enterprises, but the competition between supply chain and supply chain, that is to say, you and your home and home should form a close alliance, and this close alliance should be based on mutual trust and mutual support.

First of all, we should share information, because there is always a bullwhip effect in market changes. For example, when a supermarket suddenly finds out that a product is out of stock, he will increase the order to the supplier. When the supplier looks at it, he increases the order, he thinks that this thing may have more sales in the future, and he will increase production in addition to the original order quantity of the supermarket in his production plan.

His home also asked for his raw materials supplier, and you need to increase the supply.

Such a link has a magnifying effect. We call it the bullwhip effect. The whip throws away the whip, but it is often false.

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< p > for example, it has been heard for some time that the price of food oil is going up, so suddenly everyone buys oil, and the sales volume of supermarkets suddenly increases.

But if the population is not increasing, how will the amount of oil increase suddenly? This is impossible. So if we can share information in a supply chain, we will know that we will not blindly increase output.

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"P" and "upstream and downstream" support each other is also very important, because whenever any enterprise is confronted with a shortage of funds, when your home fund is in short supply, you have the conditions, then you will pay in advance and support him to tide over the difficulties.

When you are in short supply, he will support you too, so build up a supportive relationship between the upstream and downstream.

Because the supply chain is a loser and a proud one. If your upper family is running, you will not be able to go anywhere.

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