Of course, open source is fundamental, and the crisis should not be the only problem facing your enterprise. I believe that if other enterprises can survive, so can you.
The key is to find out the differences in the same industry and then integrate them. Finding a way out is not a problem.
Small measures: capital joint venture method, small-scale expansion, manual operation into mechanical operation, workshop expansion, office space expansion. In order to survive, we can find other small-scale joint ventures, and it is not difficult for one enterprise to share difficulties with two or more. You can also set up a private joint-stock system through joint venture, learn from each other's strong points and make the enterprise last forever.
Hello, the landlord, I wrote an article, hoping to help the landlord's enterprise:
Revitalize enterprises first, then revitalize people.
The market is ruthless, and the fittest survive. From scratch, from weak to strong, what kind of management can make the enterprise maintain eternal vitality and realize the everlasting foundation? This has become a problem that many enterprise managers think about. In my opinion, from the initial stage to the group scale stage, the change of management mode is nothing more than from personnel management to talent management, and then to human resource management. The essence and essence of management is the management of people, in other words, the management of corporate culture, that is, through the management of people to promote the development of enterprises, and guide employees and enterprises to grow and progress together under the unified values.
1 1 years ago, when Hengxin was just established, it just happened to catch up with the fourth spring of private enterprises in China. The national policy makes it clear that the non-public ownership economy is an important part of China's socialist market economy, and private enterprises that have withstood the "big waves and washed sand" have begun to enter a stage of rapid development. At that time, most of the entrepreneurial teams of private enterprises still had very strong Jianghu characteristics, and everyone came together with their dedication to their careers and the friendship of "like-minded" buddies. At that time, management could only be regarded as a necessary derivative of enterprise development, and it was nothing more than division of labor. Everyone has several business lines and a few simple rules and regulations, which is great. The most important thing in enterprise management is self-management. Therefore, for private enterprises in China, the initial management is "personal management" in a sense.
With the continuous development of enterprises, when enterprises get rid of the initial start-up period and the business and team begin to expand, such extensive management methods can no longer keep up with the normal needs of enterprise development. So is Hengxin. With the continuous subdivision of the brand and the continuous expansion of the national business, more and more professionals join Hengxin. As the founder of the enterprise, I realized that the characteristics of each employee are different, and it is difficult to ensure the effective operation of the whole company by relying on the original "small-scale team temperament". The initial simple and extensive management methods can no longer support the rapid development of enterprises. At this time, Hengxin is faced with a management upgrade problem-the introduction of systematic management system: perfect organizational structure, professional performance appraisal system, stepped talent training mechanism and various standardized administrative management systems. When the scale of "people" rises to a certain stage, it needs to be managed by "system" to be scientific, orderly and efficient, and to promote the benign operation of enterprises. This stage can be understood as the second stage of private enterprise management-system management.
There is a saying that "there is no fixed law", and every system and regulation has a certain blind spot. The object of management is "people". When an enterprise is in the primary development stage, it is undoubtedly one of the most effective ways to rely on the system and organizational structure. However, when an enterprise grows into a mature large-scale enterprise, covering the whole country and expanding overseas business, the situation will change. People and things that are easy to manage can be managed through rules and systems, but there are more people and things that cannot be managed by rules and systems. At this time, we need to have the same values, that is, corporate culture. The strength of an enterprise is not the superposition of the number 1 1, but the multiplication of corporate culture and values.
In today's market economy, the competition among enterprises has gradually shifted from hardware competition such as brands, products, services, channels and technologies to soft competition of corporate culture and corporate values, and corporate culture has become the soul of enterprise management. We often say that third-rate enterprises rely on price, second-rate enterprises rely on quality, and first-class enterprises rely on culture. Only by continuous precipitation and forming a unique corporate culture can we give full play to and embody the core competitiveness of enterprises. This stage is the corporate culture management stage of private enterprises, and it happens to be the highest king of enterprise management in my opinion.
Hengxin has developed from a small team more than ten years ago to a family of thousands of people today. From Hengxin Diamond Palace in Wangfujing Oriental Plaza in Beijing, it has developed to I DO, which basically covers first-tier cities, provincial capitals, municipalities directly under the Central Government and economically developed cities in China. Jewelry e-commerce has made a new attempt to realize Oohdear, supported by Hengxin's corporate culture. The essence of Hengxin's corporate culture is gratitude. As an entrepreneur born in 1970s, I thank this era and society for catching up with the economic growth trend of China's reform and opening up. Thank you to every employee and colleague who helped me build today's Great Wall and supported Hengxin to come today. I thank every customer, every partner and even every competitor. Are indispensable factors for the growth and progress of Hengxin. ...
It is precisely because of this grateful attitude that Hengxin has also formed the corporate cultural values of "gratitude". Of course, there are brothers and sisters who are "like-minded" and fight side by side with me in the world, and there are also a large number of employees who are attracted to join Hengxin because of the system and talent mechanism. More employees who recognize Hengxin's corporate culture and are grateful stay in Hengxin because of their recognition of values and contribute to the development of Hengxin.
To revitalize enterprises, we must first revitalize people. The development of enterprises depends on people, and the retention of people depends on culture. This is a constantly changing world, but no matter how the world changes, what will never change is human nature and people's desire for freedom, equality and happiness. In the complicated management philosophy, a perfect corporate culture is the king of management.