The second characteristic of knowledge operation is to regulate economic activities with scientific laws. We use more and more words such as "standardized management", "standardized competition" and "conforming to international practices", among which "standardization" and "international practices" are the "rules of the game" of economic activities or the scientific laws of economic activities summarized by human beings in long-term economic practice. Although these laws exist in the form of rules, laws and other concepts, they are all reflections of objective laws. Knowledge operation is to help people consciously discover, formulate and apply scientific laws to guide people's economic activities in order to maximize the benefits of economic activities. 20 12 On the eighth day of the first month, Governor Su led the leaders of relevant provincial departments to attend the "Second Venture" Thousand Entrepreneurs Conference of private enterprises in Quanzhou. At the meeting, Governor Su not only brought a "policy spree" to Quanzhou private enterprises, but also explicitly asked Quanzhou to build a paradise for private economic development and a private special economic zone. Quanzhou has a great responsibility and a glorious mission.
The Fujian Provincial Party Committee and the provincial government identified Quanzhou as the experimental area for comprehensive reform of private economy in the province. The provincial party committee, the provincial government, the municipal party committee and the municipal government have issued many policies for the transformation and upgrading of enterprises and the promotion of the second venture. After the introduction of a good policy, the key lies in whether enterprises understand and make good use of the policy, and whether the policy effect can be effectively transformed into an effective thrust to promote the transformation and upgrading of enterprises and an effective driving force for private enterprises to "start their second business".
Notice of Fujian Provincial People's Government on Ten Measures to Further Promote the Development of Private Economy in Quanzhou (No.20 [2012]);
Support Quanzhou to carry out the comprehensive reform experiment of private economy; Further give Quanzhou greater project approval authority; Promote the expansion and upgrading of various development zones in Quanzhou; Implement land support policies; Support Quanzhou private enterprises to expand the scale of direct financing; Increase financial support for private enterprises in Quanzhou; Support Quanzhou private enterprises to become bigger and stronger; Strengthen employment services; Support and encourage private enterprises in Quanzhou to build employee apartments; Innovating the residence permit system of floating population in Quanzhou.
What greater project approval authority does the provincial government give Quanzhou?
A: First, except for cross-administrative projects, projects applying for central financial subsidies, important resource development projects and projects involving major planning and layout, all other enterprise investment projects will be delegated to the Quanzhou Development and Reform Commission and the Economic and Trade Commission for approval, and reported to the Provincial Development and Reform Commission and the Provincial Economic and Trade Commission for the record. The second is to implement special approval policies for Taiwanese investment projects in quanzhou taiwanese investment zone. For encouraged and permitted projects with a total investment of less than US$ 500 million in the Catalogue of Industries with Foreign Investment, the Quanzhou Municipal Development and Reform Commission and the Foreign Trade and Economic Cooperation Bureau shall go through the relevant examination and approval procedures, except for the Catalogue of Investment Projects Approved by the Government and the projects explicitly requested by the State Council to be approved by the relevant departments in the State Council. Opinions of Quanzhou Municipal People's Government on Promoting the Second Entrepreneurship of Private Enterprises ()
In the process of implementation, if the same enterprise meets the conditions of enjoying the new tax preferential treatment of this opinion for many times, it will only be rewarded once (the applicant chooses one); Enjoy the new preferential tax policies stipulated in the Opinions and other policy documents, and the total amount of awards in that year shall not exceed the local retained part of the new tax (non-tax preferential policies are not subject to this restriction). This opinion shall be implemented as of the date of issuance and valid until 20 17 10 3 1. In 20 12, 500 million yuan of special funds were invested, and the scale was expanded year by year. Integrate financial funds such as industrial guidance, technological innovation and technological transformation at the city and county levels to support the development of enterprises, set up special funds for the transformation and upgrading of private enterprises, and promote the high-end of traditional industries, the clustering of growth industries, the scale of strategic emerging industries and the modernization of service industries. For the first enterprise in our city that imported a single foreign production line or single advanced equipment with a value of more than US$ 6,543,800+0,000, which conforms to the National Catalogue for the Guidance of Industrial Structure Adjustment, the beneficiary finance will reward it according to 50% of the local retained value of value-added tax and enterprise income tax over the previous year, and the total reward amount will not exceed the total equipment price (subject to the invoice or customs declaration), so as to specifically support enterprise R&D and talent investment. City and county governments set up special funds for energy conservation and circular economy, and give appropriate financial support to energy conservation and circular economy projects that are in line with national industrial policies, with remarkable energy conservation effects and obvious demonstration and driving effects. Encourage the elimination of backward production capacity, guide enterprises in stone, umbrella, leather, petrochemical and other industries to enter centralized control areas, industrial parks and circular economy industrial parks, and give a one-time reward to the local retained part of value-added tax and corporate income tax paid by the relocated or closed enterprises according to the beneficiary fiscal year. An enterprise already has a strong strength after starting a business. According to the objective law of the development of things, if it does not change, then the enterprise will definitely decline. In order to make enterprises continue to develop and achieve higher goals, only by fundamentally transforming enterprises can they start to develop again at a new level. The second venture is an internal reform process for enterprises to seek further development after achieving rapid growth. Its essence is the strategic transformation when the enterprise develops to a certain stage, and it is a revolutionary change in the process of enterprise development. If an enterprise wants to develop, it must start a second venture, carry out scientific management on the existing basis of the enterprise, continuously tap its internal potential and further develop. According to the analysis of the problems faced by enterprises, it can be seen that the first thing to be solved in the second venture is to abandon the practices that have made enterprises successful in the past, innovate and replace the old models with new management models. If an enterprise wants to succeed, the key to starting a second business is to bid farewell to the past era of relying on individual quality to win and seize opportunities, and to re-establish a management system that relies on the overall quality of enterprises to achieve sustainable development. This change is a thoroughly remoulding process for everyone in the enterprise.
At present, the slogan of "Second Venture" is circulating in many enterprises in China. The leaders of enterprises all hope that under the condition that the market environment is stronger than at the beginning of their own business, they can lead the old department to create greater value in a good situation and realize the substantial improvement of enterprise value and their own value. However, from the current observation results, most enterprises that put forward this slogan ended up with nothing, and enterprise leaders had to recognize the reality and continue their original days. Why did it end like this? This requires us to find the answer from the source of the problem. First of all, we must make clear what is the second venture, that is, what is the core content of the second venture?
The second venture is a great leap in the development of the group's productive forces. As we all know, the development of things is a process from low to high, from quantitative change to qualitative change. When things develop to a certain stage and conditions are met, there will be a qualitative leap. The second venture is to build a higher platform and framework for enterprise development on the basis of the first venture, and it is an extraordinary and leap-forward development process. Therefore, in the second venture, we should seize all available opportunities, speed up and develop in an all-round way, so as to make a big leap in the scale of operation and the quality of economic benefits. For example, in three to five years, our annual sales revenue will reach more than 5 billion yuan, our annual profit will reach more than 600 million yuan, and our annual export earnings will reach more than 300 million US dollars. Our comprehensive strength will always be in the top five in the same industry in China, and reaching this level can be said to be a great leap. ?
The second venture is generally a top-down enterprise reform activity recognized and initiated by enterprise leaders. Its core content is that enterprise leaders require the working state of enterprise members to be adjusted to the working state when starting a business. In addition, business leaders usually set a grand medium-term goal for their business, and hope that business members can build their business stronger like entrepreneurs from scratch. 1 The average life span of the enterprise is greater than 10 years;
2. The middle and senior management team of the enterprise has been stable;
Enterprises have gained a certain share in the existing market, but there is still a big gap from the leaders, which is the dream of enterprise leaders;
Business leaders firmly believe in their own strength and that the future of the enterprise still needs their own guidance;
5. All enterprises have a wonderful entrepreneurial history from scratch;
6. The enterprise has a strong personal culture; Is it more difficult to start a business twice than once? Is it more difficult for enterprises to grow from scratch than from strong to strong? These problems have been puzzling the leaders of these enterprises. According to our understanding of the heads of these enterprises, they generally believe that the current market situation and enterprise configuration are more qualified to implement the second venture.
These reasons are:
1 The current core team members are more experienced and have more market fighting ability than at the beginning of their business;
At present, the financial ability of enterprises is stronger than at the beginning of their business, which enables enterprises to find more opportunities and provide sufficient support in the market;
The current helmsman of the enterprise has a deeper understanding of the industry and a clearer understanding of the future positioning of the enterprise;
At present, the stability of the enterprise is more stable than at the beginning of the venture, and its ability to resist risks is better;
But these are just the wishful thinking of the leaders. In the middle and low-level leaders of enterprises, employees' reaction to this slogan is more incomprehension or even indifference. Their general reaction is:
1 I'm just a coolie. Starting a second business is the boss's business, not mine, and I can't get anything from it (from the perspective of grassroots employees);
2 The above positions (management positions) are all full, and the second venture only allows them (executives) to gain greater benefits, while we are only hourly workers (middle managers);
The boss's appetite is getting bigger and bigger, and the indicators set for us are getting higher and higher. This growth is somewhat unrealistic (senior management team members); Through these understandings, we can initially draw some problems that hinder the smooth implementation of the second venture:
1 is obviously better, but everyone's enthusiasm has weakened;
Everyone in the enterprise has obvious differences on the second venture;
This is just the appearance of many problems, and we need a more systematic analysis to get the institutional environment about how to successfully introduce the second venture, otherwise the second venture can only be synonymous with glitz and dreams.
Since the second venture is a top-down activity, we assume that the gap between the real performance and the expected performance of the enterprise is the fundamental reason for the leaders to initiate the second venture. Generally speaking, the idea of starting a second venture arises because leaders believe that the current enterprise configuration can achieve their expected performance through some improvement, and the improvement of this configuration is within their acceptable range (including the investment of funds and personnel). The improvement of this configuration is as follows: (1) to improve the labor productivity level of personnel through a certain degree of morale improvement; In view of the current hardware configuration, with the improvement of labor productivity, it will be able to contribute more practical performance. Compared with the beginning of my own business, the current hardware configuration has reached a satisfactory level (if it needs to be improved, the enterprise can bear it), but the low morale still needs to be improved first. Therefore, from the perspective of enterprise leaders, we can see that given the matching of hardware facilities, what enterprises lack is only the labor productivity of personnel that needs to be improved urgently.
Enterprise leaders can't describe the expected adjustment target in detail, that is, they can't clearly describe the expected labor productivity level. He is just not satisfied with the status quo. In addition, there is a lack of clear understanding of how to improve this indicator. Because most leaders know their subordinates and always think that there is still a lot of room for improvement, the second venture is almost always aimed at improving their human resources. This is not accidental, but from the perspective of the leader, he can only realize this. According to the analysis of Jim's project management department, the second venture usually has the following characteristics:
1) The enterprise has completed the original accumulation and has its own workshop, equipment or business premises;
2) The main products and technologies of the enterprise are in the forefront of the same industry in China;
3) The enterprise is or will soon experience the alternation of two generations, which is manifested in the handover of parents and children in private enterprises and the handover of the retiring generation of entrepreneurs in state-owned enterprises to the new generation;
4) management transformation, for example, many enterprises introduce managers in ERP or directly in the position of general manager;
5) The establishment of a new team or the implantation of a new corporate culture. With the deepening of China's reform and opening up, the time has come for China enterprises to fully enter the world market. Jim's program management puts forward the concept of "three ventures", which refers to the industrial concentration process of large and medium-sized enterprises in China in the later stage of the second venture development, and the integration of various resources such as technological innovation in the scale market. In the final analysis, it is the process of how China enterprises really compete with world-leading enterprises and take the lead in mergers and acquisitions. At present, many private enterprises in China, including state-owned enterprises, have grown up, while large and medium-sized enterprises in China have the following problems and opportunities:
1, most industries have overcapacity, and low-level redundant construction is still prevalent; In these industries (chains), enterprises are too scattered and the concentration is not high;
2. Unreasonable industrial layout, nationwide chaos and even vicious low-price competition have done great harm to China's resources and industries.
3, industry joint restructuring is the solution, that is, Cody China said "three big business":
(1) subdivide products, industries and associations, and look for the leader; The industrial chain needs cooperation and peer resources sharing, and each link is a part of the value chain;
(2) Including Taiwan Province Province and Hongkong, 43 enterprises in China have entered the world top 500, including 37 mainland enterprises and 24 central enterprises. In the next 5- 10 years, whether China enterprises can grow exponentially every year depends on their competitiveness, but it is an indisputable fact that China enterprises are not competitive enough at present. To build competitiveness, we must rely on "scale and internationalization". The competition between countries is objective, and the competition between countries is the competition between enterprises!
4. Many domestic small and medium-sized entrepreneurs have walked out of the misunderstanding of "Better to be the head of a chicken than the tail of a phoenix" and are willing to enter the industry reorganization instead of "going it alone". The focus of the third venture is industry management, that is, the formation of leading enterprises and the joint reorganization of enterprises in the same industry and similar products. The most important thing is all-round marketing strategy and tactics management based on the dominant position of leading enterprises or advantageous enterprises in merger and reorganization. The core of the third venture is that the enterprise should build a reproducible marketing system culture through "building roads" and "creating people" so that the reorganized members can quickly enter the state of common competition, which is a process from "small family system" to "big family system".