How can traditional enterprises achieve strategic transformation and upgrading?

If you don't understand, it's good to find Chengdu Shimmer.

The Internetization of traditional enterprises has to go through the following four stages:

The first is the Internetization at the communication level, that is, network marketing in a narrow sense, which realizes functions such as brand display and product promotion through Internet tools;

The second is the Internetization at the channel level, that is, e-commerce in a narrow sense, through the Internet to achieve product sales;

Then there is the Internetization at the first chain level, through the C2B model, consumers participate in product design and research and development;

Finally, we need to restructure our business with Internet thinking.

At present, the vast majority of traditional enterprises are still hovering in the first and second stages, still struggling with opening WeChat or Weibo, entering Tmall or JD.com, and have not formed a complete set of Internet transformation ideas, which has led to the vast majority of traditional enterprises to stop at the Internet.

Many traditional enterprises have not even taken the first stage, they know that the Internet is the trend but do not know where to start the transformation, they have participated in one Internet summit after another, and have seen one set of digital transformation plans after another, but in the end they have not even used the most basic network marketing tools.

As we all know, the so-called Internetization and digitalization are actually the use of Internet thinking to run through the operation of traditional industries, and the most basic step in accessing the Internet is that you must have the tools to collect data.

From the beginning of the product design to production to marketing to purchase to consumer use and then feedback, there is a lot to be done in this whole set of processes, which must be combined with different tools to use, collect data precipitation, optimize the process around the data, continuously improve efficiency, and constantly adjust the direction, which is the convenience brought by the Internet, and the reason for the Internet + of traditional enterprises.

Summary. Hello dear, the challenges are as follows: 1. The profitability crisis of the value chain of traditional industries 2. Consumers who come and go without a trace 3. Activate traditional industrial resources 4. Simple industrial thinking and original business thinking.

Hello dear, the challenges are as follows: 1. The profitability crisis of the value chain of traditional industries 2. Consumers who come and go without a trace 3. Activate the resources of the traditional tremor industry 4.

1. The profit crisis of the value chain of traditional industries Traditional enterprises have their own value chain profit model, and this model is facing the challenge of the Internet and industry latecomers. 2. Consumers who come and go without a trace E-commerce has been able to grow so rapidly in China largely due to the credit of those consumers who have gone offline to online. For traditional businesses, how can they reach consumers who are changing locations anytime and anywhere?

Where do marketing resources go? How to build a brand? It's all about the imminent challenge of a new model.

3. Activate traditional industrial resources Are the channels, resources, customers, and distributors accumulated by traditional enterprises still valuable in the process of transformation to the Internet? Is there a loss if I don't keep it? How to activate the resources of traditional industries is a challenge for traditional enterprises that want to use the Internet.

4. Simple industrial thinking and original business thinking The most important pain point in the reshaping of the Internet ecology of traditional enterprises is that the team and organization need to be reshaped, and they need to have a composite team and partners with Internet and industrial thinking. The most common mistake for traditional enterprises is to use simple industrial thinking and original business thinking to manage the business model of the Internet; Or blindly superstitious Internet thinking, both of the above will bring about the failure of Internet ecological construction.

If enterprises do not transform and upgrade in this aspect, then sooner or later enterprises will be submerged in the marketing model.

in the history of the Reformation.

Many traditional enterprises have to spend a lot of manpower and material resources to complete the entire chain system of the enterprise, which not only wastes a lot of people and money, but also is not efficient. At present, the society has entered the Internet + era, even farmers are surfing the Internet, and even farmer enterprises are taking the Internet marketing model.

Scale and market share.

It used to be the main goal pursued by many Chinese companies in the initial stage of the market, but after rapid expansion, many companies found that they did not achieve satisfactory profit levels and create more value for shareholders, and the core competitiveness of the enterprise.

It's also not clear. Although many enterprises have expanded rapidly in a short period of time, they have been able to expand rapidly from the company's comprehensive capabilities, strategy formulation, innovation, and execution.

and process reengineering.

There is still a big gap compared to successful foreign companies. At this point, companies have to look beyond the specific business and market share to consider new vision setting and strategic adjustments.

Extended Materials. The concept of enterprise transformation can be understood in both broad and narrow senses. In the research work, I have read the relevant literature extensively, and found that the familiar words include transformation, transformation, transition, career change, strategic transformation, etc., which are used to describe the transformation behavior of enterprises.

Purely from the superficial understanding of the text, they can all be classified as enterprise transformation. In a narrow sense, the strategic decision of a company to transform is rooted in its deep motivation. Enterprises are often due to the reduction of their competitiveness in the industry and the decline of their competitive advantage, prompting enterprises to improve their capabilities in the industry through organizational changes; Or due to the recession of the industry, the development prospects of the enterprise are bleak, forcing the enterprise to actively or passively adopt the strategy of industrial transfer, seek new economic growth points, so that the enterprise can gain new vitality.

This kind of transfer between industries may be that the enterprise retains the business of the original industry and implements a diversification strategy, or it may completely withdraw from the original industry and enter the new industry.

Clause. 1. Clarify the direction and goals of enterprise transformation.

Clause. 2. Identify the major challenges and key capabilities needed for enterprise transformation.

Clause. 3. Evaluate the path to achieve the capabilities required for enterprise transformation (from the inside to the outside or from the outside to the inside).

Fourth, formulate a plan to attract external talents who meet the requirements of transformation capabilities and a plan to cultivate the capabilities required for transformation sooner or later.

How can enterprises transform and upgrade?

Enterprise transformation and upgrading is a very broad concept. There is no specific classification, and there are probably the following directions: (1) business optimization, the business direction is still the original business, but the level of the product is improved; (2) Expansion of business scope:

Focusing on its own core industries, the layout of upstream and downstream expansion; (3) Abandon the sunset industry and use the cash flow generated by it to become an emerging industry of Internet and medical care; (4) Integrate new technologies to improve operational efficiency: such as faster production.

1.Improve services, optimize the management structure of enterprises, the brand market is fiercely competitive, just blindly focus on the quality of products and the best products, has been unable to achieve the rise of the brand. Improving the service of the enterprise has become a major breakthrough point in the brand market, and the awareness of the enterprise service has been widely established.

2.Thinking, innovation enterprise competition mode innovation is the key to enterprise transformation and upgrading, no innovation there is no breakthrough.

3.Breaking down barriers, rebuilding the organizational structure of enterprises, and rebuilding the industrial organizational structure are important contents of realizing the transformation and upgrading of enterprises.

The transformation and upgrading of each enterprise is different, which depends on the enterprises involved and his direction, how to do this, you can find some consultants to carry out specific content operations.

How to do enterprise transformation and upgrading? Then you must be equipped with some of your own equipment, software, hardware, etc. after upgrading.

First of all, the goal of transformation and upgrading of traditional advantageous enterprises should be clarified. Traditional advantageous enterprises shoulder the historical mission of new industrialization and industrial modernization. The transformation and upgrading of traditional advantageous enterprises is not only the self-choice of enterprises to transform their development mode, improve efficiency and sustainable growth under the background of modern market economy, but also the objective requirements for China to implement a new industrialization strategy and transform the economic development mode around the theme of scientific development, improve the core competitiveness of the industry and build a modern industrial system.

The transformation and upgrading of traditional advantageous enterprises should establish the dual strategic orientation of "self-development" and "industrial boost", which leads to a dual goal, one is to achieve enterprise transformation and growth, including all-round innovation in market and product structure, technology and technology, system and management, and realize enterprise performance improvement and sustainable operation; The second is to promote industrial modernization and the improvement of industrial core competitiveness, which is reflected in leading the transformation and upgrading of the manufacturing industry, participating in the cultivation of strategic emerging industries, driving the integration of informatization and industrialization, and guiding the transformation of energy production and utilization. The above dual goals are not antagonistic and separate, but organically integrated into the whole process of China's new industrialization.

How can traditional enterprises transform and upgrade in the new era?