Experts Point Out That Private Enterprises Should First Seek Survival And Seek Development.

Export volume has dropped sharply, consumer market has been weak, bank loans have been tightened, and capital chains have broken down.

The financial crisis originating in the United States has triggered a global recession, and many domestic private enterprises that rely on overseas markets feel the chill first.

How should private enterprises cope with the financial crisis and seek a road of sustainable development?

In the "forum on sustainable development of Chinese private enterprises" held recently, experts and scholars attending the meeting pointed out that in the face of the financial crisis, private enterprises should seize the opportunity to realize pformation, control costs, and strive for survival and development.

The little soldier who lives on is the general. "There's nothing terrible about economic recession. It's a normal phenomenon just like a cold."

Dr. Yu Shiwei, director of the Institute of international leadership at the Institute of overseas education, Shanghai Jiao Tong University, said that according to economic theory, there will be a "bottleneck" or "inflection point" every 20 to 30 years in the course of economic development. From this "inflection point", the pace of economic development will gradually slow down.

This year is the 30th anniversary of reform and opening up. It is just a node emerging from the "turning point".

Since the second half of 2007, small and medium-sized enterprises have encountered difficulties in the past 30 years.

First, the price of raw materials increased, the cost of labor increased, the appreciation of the renminbi rose sharply, and the export tax rebate rate was lowered.

Bao Yujun, President of China Private Economy Research Association, provided data from the end of 2007 to June this year, the growth rate of private enterprises dropped sharply.

By the end of June this year, the growth rate of private enterprises was 3.14%, and the growth rate of private enterprises had reached 80%.

"The turning point" is like a person who is ill and needs to rest.

Enterprises need to calm down and ponder: what should the growth of enterprises depend on?

Yu Shiwei believes that private entrepreneurs should reflect on the problems of wasting resources and developing rash in the process of development, making use of brand and technology to make enterprises stronger from weakness.

When it comes to how private enterprises should deal with the "inflection point" of the economy, Yu Shiwei said, "it is better to say" the winner is the king "than to say" the winner is the king ". Whoever consumes the least will be able to persist to the end.

As long as we can't fight, the little soldier who lives is a general. "

For this reason, he put forward four ways to reduce the cost of enterprises: first, use value analysis tools to cut down low profit products; two, formulate cost restructuring plan to reduce indirect costs; three, outsourcing products, components, talents and equipment; four, implement the modular management of enterprise departments and market.

If we do not do the top 500, we must do 500 years. Since the reform and opening up, the private economy has been developing rapidly, and its contribution to China's GDP has increased from less than 1% in 1979 to more than 60% in 2007.

However, private enterprises are mostly "short-lived", and survival is still the first priority.

China's private enterprise development report, written by the China National Federation of industry and Commerce in 2005, said that there were 15 new private enterprises in the country every year, and more than 100 thousand deaths each year. 60% of the private enterprises went bankrupt in five years, 85% died in 10 years, and their average life expectancy was only 2.9 years.

This is not the case in China. According to the survey, the Fortune 500 largest enterprise has an average life expectancy of only 40 to 50 years from its birth to decline. About 62% of the enterprises in the United States do not live more than five years old, and only 2% of the enterprises can reach 50 years of life.

"Do not do the top 500, 500 years."

Professor Huang Taiyan, director of the China Private Economy Research Center of Renmin University of China, believes that if domestic SMEs want to continue to grow, they must first ensure that they survive in the cruel environment of war.

SMEs have been plagued by problems such as financing difficulties, market difficulties and difficult employment. They should not only bear the pressure of large-scale state-owned enterprises, but also bear the pressure of policy.

This year, the global economic crisis has exacerbated the plight of SMEs.

Huang Taiyan pointed out the three way out: to rush to state-owned enterprises, sell foreign capital enterprises, and relax the mind to do well small businesses.

He believes that if private enterprises want to take the third road, they will not rush to expand from small to large, and how to survive is the most important.

"Chinese entrepreneurs should strive to be a good rooster.

When everyone calls at 5:00, a good cock calls at 4:59.

At present, many small and medium-sized enterprises are in pition from primitive capital accumulation to scientific development.

Huang Taiyan believes that in the pition period, we should not blindly engage in technological innovation and brand building, and seize the opportunity is most important.

"Changing from time to time" is the core of the scientific development of private enterprises.

Whether the bank loans can be "timely help", the analysis report of China's private economy development released by the National Federation of industry and Commerce in 2007 shows that, in terms of financing, China's GDP60% SMEs lack sufficient policy support and rely mainly on indirect financing.

Among them, the proportion of indirect financing of small enterprises is 98%, and direct financing is less than 2%.

The report also points out that private enterprises have difficulty in financing and financial products can not meet the development needs of enterprises.

Because of the lagging construction of multi-level capital market, the vast majority of small and medium-sized enterprises can not absorb social capital through equity or debt market, and the entrepreneurial mechanism has not yet formed.

In view of the difficulty in financing private enterprises, Chen Yongjie, director of the Research Institute of the National Federation of industry and commerce, believes that shrinking investment and keeping cash is a realistic countermeasure for SMEs to tide over the economic crisis.

However, if it is only the financial difficulties, the problem seems to be well resolved.

After investigating a large number of small and medium-sized enterprises and private enterprises, Chen Yongjie found that the fine-tuning and relaxation of macroeconomic policies can not solve the fundamental problems of SMEs. "Our financial system needs to have a mechanism specifically for small and medium enterprises, and there must be a systematic financial policy to support SME development."

Although the state has adjusted the loan interest rate and the deposit reserve ratio, Chen Yongjie believes that the general situation of enterprises is relatively difficult and completely reversed. There is a need for a process. The loosening policy plays a relatively limited role.

He said that there should be a systematic and systematic financial policy to support the development of small and medium-sized enterprises, including the tendency of loan quota, the establishment of small loan companies and village banks.

In addition, he suggested that we should establish a technology bank to provide services for small and medium-sized technology start-ups, and the two is to establish community banks.

The service object is a certain range of private, small and medium-sized enterprises, because banks are familiar with and understanding of enterprises, and can produce the effect of "acquaintance economy".

Yang Jing: editor in charge