We Should Learn To "Look For Four" In Dealing With Financial Crisis.

Recently, from the central government to the local governments at all levels, the party committees and governments at all levels have made great efforts to launch a series of policies to promote economic growth, thus creating a new space for the development of the vast number of enterprises.

But in response to the financial crisis that is still spreading, the government has the responsibility of the government, and enterprises also have the responsibility of the enterprises.

Under the increasingly severe economic situation, the enterprises in our city are mainly manufacturing enterprises and face greater difficulties.

In the face of difficulties, there is no way to wait for the arrival of "spring". It is not advisable to act hastily. Where is the "road"?

We may as well follow the premier's thinking of "three days" and try to think more about "finding".

Find an example.

Enterprises are divided into different sizes. There are different categories of operations. The crisis is like an ebb tide, and no one can escape the impact of the storm.

But the same scale, the same type of business, the outcome is often quite different, some have been hit hard, others have little impact, some have not been shocked, but also maintained a good momentum of development.

It should be said that enterprises that still stand on top of the crisis can be regarded as examples of peer learning.

For enterprises, we should not be discouraged before the crisis. We should set an example and set a benchmark for ourselves.

Find out the deficiency.

At present, for some enterprises, the problems of their own have not yet been fully exposed, but everything is "pre established but not abandoned". Opportunities are always left to those who are prepared.

In view of the possible impact of the crisis, enterprises should promptly compare and find problems in their business philosophy, direction of operation, management mode, and industrial structure, so that they can have a clear idea of what they need to do, prepare for the rainy day, actively prepare for the response, and make early efforts to eliminate all kinds of malpractices that can not cope with the impact of the crisis.

Find out the reason.

Any problem has its causes.

The reason why some enterprises are at a disadvantage in coping with the crisis lies mainly in themselves.

This must be seriously analyzed and sorted out, which is also a prerequisite for reversing the passive situation.

Find out the reason for the problem and ask more questions for each question.

For example, why the competitiveness of the product is lower than others, why the economic benefit is worse than others, why the consumption of resources is more than others, and why environmental pollution is heavier than others, and so on, only by finding the right reasons, can we do something in a targeted way before we can take fewer detours and get twice the result with half the effort.

Look for the right way.

In times of crisis, it is easy to lose consciousness.

Coping with crisis is the key to finding the right way.

"The right direction, the bloody stick" is one.

Those enterprises with high added value and at the top of the industrial chain still face some difficulties, but they have great prospects for development.

"Independent innovation, focusing on the main business" is the second.

Those traditional industries that already have market space can create a way through independent innovation and focus on their main businesses.

If it is also a toy manufacturer, its super toys will stand upright because of its independent innovation and firm commitment to the main business, while the handsome toys will fall down due to lack of innovation and involvement in mining industry, according to the November 19th people's daily.

It is the third step to do something skillfully and skillfully with external force.

Some small businesses have their own "fist" products, but are highly dependent on others. If they can catch up with the "downwind boat" of large enterprises at crisis times, they can also go against the wind with the help of other people's information, orders, funds, technology and talents. Then, various supporting policies promulgated by the party committees and governments at all levels are also good "external forces" and enterprises should borrow them well.

"Active action, internal tap the potential" is its fourth.

The external impact can not be changed, and the internal potential can be deeply explored.

Meticulously manufacturing, reducing costs, reducing energy consumption, improving efficiency and improving services, there are always some efforts to make things happen.

Of course, the way to deal with this is far more than that. Enterprises should start from their own reality and act on the positive trend of time.

The law of economic development shows that every crisis is a process of survival of the fittest. The crisis will breed and give birth to many new opportunities.

But opportunities will not come to us. Only those who know "find", "look for" and "look for" can seize the opportunity to strengthen their health, enhance their market competitiveness and resist risks, and seek new and bigger development.

Yang Jing: editor in charge