1. Contents of corporate development, growth, and change The changes of enterprises include both implicit and explicit aspects. Explicit changes are visible to people at a glance, and hidden changes are not easily seen by people.
The dominant changes in the enterprise include enterprise scale, industrial structure, business direction, market scope, resource allocation, business operation mode, organization operation mode, organizational structure, work flow, and management program. The enterprise scale, market scope, industrial structure, and business direction are the external frameworks for the development, growth, and change of the enterprise, and are also the premise and basis for the operation and management of the enterprise. The resource allocation, business operation mode, organization operation mode, organizational structure, work flow and management program are the specific realizations and manifestations of enterprise changes.
1) The scale of the company, including the size of fixed assets, staff size, sales scale, and profit size, etc., because there is a certain proportional relationship between the various indicators of the scale of the company, especially for a specific enterprise, The changes in the scale of enterprises in different industries are not the same in the relationship between the various aspects of measurement, but its scale is still integrated in all aspects. Hand-made enterprises, equipment-intensive enterprises, financial industry, securities industry, and logistics industry have different scales of funds, personnel, and sales scales. The securities industry is the least capital-intensive, the number of personnel and the scale of funds, while the hand-made enterprises are the largest. Changes in the size of the enterprise refer to changes in the fixed assets investment, offices, production capacity, personnel, sales, and profits of enterprises that are controllable (wholly-owned, controlled, authorized, etc.).
2) Industry and industry structure, industrial structure refers to the specific industries and industries that the company is involved in. The industry relations the company is involved in can be divided into market-related (consumption-related, consumer-related), technology-related (product-related, production Technology-related), upstream-downstream industrial chain-related, irrelevant industries and industry composition and composition. The change of the industrial structure of an enterprise refers to the change in the content of the industry and industry in which the enterprise is involved. This refers to the change in the industry. For example, if a household appliance company enters real estate, it also refers to changes in the industry, such as television companies entering the refrigerator industry.
3) Business direction, business direction refers to the specific business content that the company engages in each specific industry and industry it is involved in. This includes the business category in the industry chain, such as whether the color TV company has entered the production of CRT and the color TV module. produce. Also include the specific positioning of the business, such as air-conditioning business is to do home air-conditioning or do central air-conditioning, clothing companies do men's or women's clothing, women's clothing companies do winter or summer clothes and so on. Changes in business direction refer to changes in the business content and categories that companies are engaged in.
4) Market scope. The market scope mainly refers to the regional orientation and the category of product categories such as whether the domestic market is to be an African market or whether to do high-end products for low-end products. Of course, changes in market scope often also bring about changes in business content. The change in market scope is the change of regional scope and product category.
5) Resource allocation, resource allocation includes fund configuration, personnel configuration, material allocation, customer configuration, and so on. Changes in the above four aspects of the enterprise will bring about changes in the allocation of corporate resources.
6) Changes in organizational structure, work flow, and management procedures are all aimed at realizing changes in the above aspects.
The hidden changes of enterprises include business operation mode, organization operation mode, personnel quality structure, management and control mode, business strategy, competition strategy, management mode and value mode. These changes in content are achieved through the above external changes. In fact, the concepts of management and control model, business strategy, competitive strategy, management model, and value model are not a kind of material existence. They are a way of thinking that people consider business management, and they appear when the business becomes more complicated. Thinking concept.
1) The value model refers to the mode and method of the enterprise to create value, that is, the way and method that can increase the enterprise's profitability and future profitability creation ability, or that it can make the enterprise gain more, greater value and profitability now or in the future. The methods and methods. This requires companies to consider from the perspectives of competitive advantage, control ability, monopoly ability, and business skills.
2) Business strategy and competitive strategy refer to how the company adopts appropriate countermeasures in the business process according to its own resources and external environment. The content includes how to deal with competition, how to deal with customers and consumers, how to deal with industrial policies, and how to deal with Industry trends, how to use the advantages of their resources, how to avoid their own disadvantages, how to make their own faster growth, how to avoid the crisis; the final decision is to which customers at what price to provide what kind of products and services , what kind of ways to obtain customer's recognition, reserves and what aspects of technology and resources, through what kind of way to achieve the established strategy and so on.
3) Business operation mode: Under a given business strategy and competitive strategy, what kind of methods will be adopted for specific business operations, including who will be responsible for sales, who will be responsible for production, what kind of raw materials will be used for procurement, and how will logistics warehousing and transportation be used? Management, how to obtain funds, how to position the talent structure and so on.
4) The organization operation mode refers to the setting of the organization structure, the setting of the division of labor relationship, the setting of the authority, the setting of the job, the arrangement of the process, the arrangement of the operation procedure, the setting of the production process, the setting of the service method, and the working standards. Settings and so on.
5) Management and control mode, which is for enterprises with multiple and multi-level subordinate operating organizations, especially for group companies or large-scale single-business enterprises, subordinate business units with certain business nature and certain decision-making authority. The management method is often referred to as parent-subsidiary company control method or group control method. The reason why it is called management and control is relative to management. Management is the unblocking, specification, restriction and rationalization of work or business details. Pipes are pipes, they are given channels and channels, and they cannot run like floods. The reason is to comb and clean up and make it smooth. Control is control, and it should not deviate from established requirements and intentions. The rationale is the removal of chaos, the management is the correction of mistakes, and the control is the suppression of mistakes. Management and management are the guarantees for managers to ensure the details and behavior, and control is more of a manager's guarantee of results.
6) The management model is the measures and methods managers need to take in order to ensure the realization of the goals, strategies, methods, and intentions of the entire company. The management model is the situation of the company, the combination of management methods and the combination of The way to match.
In addition to the above changes, there are other factors that affect the development, change, and growth of the company, including the quality of the staff, the cultural atmosphere of the company, the regional environment in which the company is located, and the economic environment. All the above changes must be realized through the specific content of the enterprise operation management system, and ultimately it must be achieved through a specific management and control system.
2. The way companies develop, grow, and change The ways in which companies develop, change, and grow are also different, but are determined by their own resource conditions and logic of judgment. From the perspective of change, adjustment, and establishment of the enterprise operation management system (of course, there is also the perspective of strategic success - related and non-relevant, etc.), the general ones include the following several methods:
1) The expansion of acquisitions is mainly the acquisition of other companies into their own ownership, control or control, in which case they need to manage their own companies.
2) Joint-venture mergers, through investment, cooperation with others, joint ownership, control, and management of companies with other companies or individuals, in which case companies that need to participate in management cooperation.
3) A one-time investment to establish a branch is to invest in a newly established company or branch. In this case, you need to appoint personnel or recruit personnel for the new organization.
4) Technical renovation and hardware replacement. This is mainly due to the improvement of the state of technology and equipment. Workers need to have better skills to operate and execute.
5) Chained franchise, from branch offices with property rights to franchised branches, their business methods and management methods must undergo major changes.
6) The sale of business is to stop or sell unneeded business, and the corresponding institutions, personnel, equipment, customers and management will cease to exist.
7) The replacement of business structure means that some businesses will be added or replaced, and the corresponding structures, personnel, equipment, business operation methods and management methods will all be adjusted and changed.
8) To reduce the scope of the market is to stop or withdraw from the unneeded market, and the corresponding institutions, personnel, equipment, customers, and management will all disappear with the cancellation.
9) Shrinking a product (service) line means stopping or selling unwanted products or services. The corresponding institutions, personnel, equipment, customers, and management will all disappear with the cancellation.
10) Changing the business operation mode and management method is to change the way of business operations and management methods, including changes in functions, changes in organizations, changes in processes, and changes in standards. (Deng Chenghua)
The dominant changes in the enterprise include enterprise scale, industrial structure, business direction, market scope, resource allocation, business operation mode, organization operation mode, organizational structure, work flow, and management program. The enterprise scale, market scope, industrial structure, and business direction are the external frameworks for the development, growth, and change of the enterprise, and are also the premise and basis for the operation and management of the enterprise. The resource allocation, business operation mode, organization operation mode, organizational structure, work flow and management program are the specific realizations and manifestations of enterprise changes.
1) The scale of the company, including the size of fixed assets, staff size, sales scale, and profit size, etc., because there is a certain proportional relationship between the various indicators of the scale of the company, especially for a specific enterprise, The changes in the scale of enterprises in different industries are not the same in the relationship between the various aspects of measurement, but its scale is still integrated in all aspects. Hand-made enterprises, equipment-intensive enterprises, financial industry, securities industry, and logistics industry have different scales of funds, personnel, and sales scales. The securities industry is the least capital-intensive, the number of personnel and the scale of funds, while the hand-made enterprises are the largest. Changes in the size of the enterprise refer to changes in the fixed assets investment, offices, production capacity, personnel, sales, and profits of enterprises that are controllable (wholly-owned, controlled, authorized, etc.).
2) Industry and industry structure, industrial structure refers to the specific industries and industries that the company is involved in. The industry relations the company is involved in can be divided into market-related (consumption-related, consumer-related), technology-related (product-related, production Technology-related), upstream-downstream industrial chain-related, irrelevant industries and industry composition and composition. The change of the industrial structure of an enterprise refers to the change in the content of the industry and industry in which the enterprise is involved. This refers to the change in the industry. For example, if a household appliance company enters real estate, it also refers to changes in the industry, such as television companies entering the refrigerator industry.
3) Business direction, business direction refers to the specific business content that the company engages in each specific industry and industry it is involved in. This includes the business category in the industry chain, such as whether the color TV company has entered the production of CRT and the color TV module. produce. Also include the specific positioning of the business, such as air-conditioning business is to do home air-conditioning or do central air-conditioning, clothing companies do men's or women's clothing, women's clothing companies do winter or summer clothes and so on. Changes in business direction refer to changes in the business content and categories that companies are engaged in.
4) Market scope. The market scope mainly refers to the regional orientation and the category of product categories such as whether the domestic market is to be an African market or whether to do high-end products for low-end products. Of course, changes in market scope often also bring about changes in business content. The change in market scope is the change of regional scope and product category.
5) Resource allocation, resource allocation includes fund configuration, personnel configuration, material allocation, customer configuration, and so on. Changes in the above four aspects of the enterprise will bring about changes in the allocation of corporate resources.
6) Changes in organizational structure, work flow, and management procedures are all aimed at realizing changes in the above aspects.
The hidden changes of enterprises include business operation mode, organization operation mode, personnel quality structure, management and control mode, business strategy, competition strategy, management mode and value mode. These changes in content are achieved through the above external changes. In fact, the concepts of management and control model, business strategy, competitive strategy, management model, and value model are not a kind of material existence. They are a way of thinking that people consider business management, and they appear when the business becomes more complicated. Thinking concept.
1) The value model refers to the mode and method of the enterprise to create value, that is, the way and method that can increase the enterprise's profitability and future profitability creation ability, or that it can make the enterprise gain more, greater value and profitability now or in the future. The methods and methods. This requires companies to consider from the perspectives of competitive advantage, control ability, monopoly ability, and business skills.
2) Business strategy and competitive strategy refer to how the company adopts appropriate countermeasures in the business process according to its own resources and external environment. The content includes how to deal with competition, how to deal with customers and consumers, how to deal with industrial policies, and how to deal with Industry trends, how to use the advantages of their resources, how to avoid their own disadvantages, how to make their own faster growth, how to avoid the crisis; the final decision is to which customers at what price to provide what kind of products and services , what kind of ways to obtain customer's recognition, reserves and what aspects of technology and resources, through what kind of way to achieve the established strategy and so on.
3) Business operation mode: Under a given business strategy and competitive strategy, what kind of methods will be adopted for specific business operations, including who will be responsible for sales, who will be responsible for production, what kind of raw materials will be used for procurement, and how will logistics warehousing and transportation be used? Management, how to obtain funds, how to position the talent structure and so on.
4) The organization operation mode refers to the setting of the organization structure, the setting of the division of labor relationship, the setting of the authority, the setting of the job, the arrangement of the process, the arrangement of the operation procedure, the setting of the production process, the setting of the service method, and the working standards. Settings and so on.
5) Management and control mode, which is for enterprises with multiple and multi-level subordinate operating organizations, especially for group companies or large-scale single-business enterprises, subordinate business units with certain business nature and certain decision-making authority. The management method is often referred to as parent-subsidiary company control method or group control method. The reason why it is called management and control is relative to management. Management is the unblocking, specification, restriction and rationalization of work or business details. Pipes are pipes, they are given channels and channels, and they cannot run like floods. The reason is to comb and clean up and make it smooth. Control is control, and it should not deviate from established requirements and intentions. The rationale is the removal of chaos, the management is the correction of mistakes, and the control is the suppression of mistakes. Management and management are the guarantees for managers to ensure the details and behavior, and control is more of a manager's guarantee of results.
6) The management model is the measures and methods managers need to take in order to ensure the realization of the goals, strategies, methods, and intentions of the entire company. The management model is the situation of the company, the combination of management methods and the combination of The way to match.
In addition to the above changes, there are other factors that affect the development, change, and growth of the company, including the quality of the staff, the cultural atmosphere of the company, the regional environment in which the company is located, and the economic environment. All the above changes must be realized through the specific content of the enterprise operation management system, and ultimately it must be achieved through a specific management and control system.
2. The way companies develop, grow, and change The ways in which companies develop, change, and grow are also different, but are determined by their own resource conditions and logic of judgment. From the perspective of change, adjustment, and establishment of the enterprise operation management system (of course, there is also the perspective of strategic success - related and non-relevant, etc.), the general ones include the following several methods:
1) The expansion of acquisitions is mainly the acquisition of other companies into their own ownership, control or control, in which case they need to manage their own companies.
2) Joint-venture mergers, through investment, cooperation with others, joint ownership, control, and management of companies with other companies or individuals, in which case companies that need to participate in management cooperation.
3) A one-time investment to establish a branch is to invest in a newly established company or branch. In this case, you need to appoint personnel or recruit personnel for the new organization.
4) Technical renovation and hardware replacement. This is mainly due to the improvement of the state of technology and equipment. Workers need to have better skills to operate and execute.
5) Chained franchise, from branch offices with property rights to franchised branches, their business methods and management methods must undergo major changes.
6) The sale of business is to stop or sell unneeded business, and the corresponding institutions, personnel, equipment, customers and management will cease to exist.
7) The replacement of business structure means that some businesses will be added or replaced, and the corresponding structures, personnel, equipment, business operation methods and management methods will all be adjusted and changed.
8) To reduce the scope of the market is to stop or withdraw from the unneeded market, and the corresponding institutions, personnel, equipment, customers, and management will all disappear with the cancellation.
9) Shrinking a product (service) line means stopping or selling unwanted products or services. The corresponding institutions, personnel, equipment, customers, and management will all disappear with the cancellation.
10) Changing the business operation mode and management method is to change the way of business operations and management methods, including changes in functions, changes in organizations, changes in processes, and changes in standards. (Deng Chenghua)
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