How can small and medium sized jewelry companies break through the bottleneck of development?

In the process of development, every enterprise will encounter more or less management problems, if the development of the enterprise encounters a bottleneck, it is also necessary to understand what bottlenecks the enterprise is currently encountering, such as human resource allocation problems, business process shortcomings, etc., the company's development prospects are uncertain. Generally speaking, the occurrence of bottlenecks in the development of enterprises is likely to have risen to the level of corporate strategy. If this problem cannot be effectively alleviated after in-depth communication between the leadership and the human resources department, it is recommended to seek help from a third-party professional consulting agency.

It should be noted that when choosing a consulting company, we must consider the actual situation of the enterprise itself and the problems that need to be solved, and comprehensively examine the quality, experience and value of the consulting company. The quality of a consulting firm includes the quality of its personnel, professional expertise and professional ethics. Management consulting companies provide intellectual output services for enterprises, and the quality of personnel directly determines the level of their consulting services.

Companies must have in-depth meetings with consultants from management consulting firms to make a comprehensive assessment of their capabilities.

All in all, the professional orientation of the counterpart consulting company can help the enterprise solve the problem in most cases, as the so-called authorities are riddles, and bystanders are clear. On the other hand, while serving the enterprise, the consulting team's unique intellectual resource sharing can also help enterprise managers clarify the future development direction of the enterprise and gradually improve their core management capabilities.

If you want to break through the bottleneck of enterprise development, first of all, as a manager, you must learn professional knowledge in the operation and management of the enterprise. When you learn the above professional knowledge of operation and management, it is natural to improve the management ability of the enterprise.

Can the landlord tell me what the bottleneck you are experiencing? What kind of small and medium-sized enterprises?

What aspect of management is the problem?

The thinking mode of enterprise managers determines the behavior mode of managers, and the behavior mode of managers determines the final result of the enterprise.

Bottleneck 1: I only want the present, I don't want the future, and the strategic goal is too short.

The strategic direction of small and medium-sized enterprises is largely determined by the business owners. The focus of the problem is that many founders have not seriously thought about the future of the enterprise when they founded the company, and it is easy for a company to make a profit in the short term, but it is difficult to operate in the long run.

If an enterprise wants to expand in scale, the boss must clarify his business goals, deeply analyze his position in an industry, and how to ensure the long-term operation of the enterprise in the future, which is the guarantee to win the competition and the key to rapid development.

Bottleneck 2: Employees are costs, and "manpower" is not "resources".

Most small and medium-sized enterprises due to their small scale, so they generally attach great importance to the cost, from the purchase of computer equipment, to the purchase of a bottle of glue, will involve the expenses of the enterprise, which makes small enterprises everywhere budget-conscious.

Of course, as a company's administrative expense, this aspect needs to be taken seriously and carefully, because money that should not be spent should never be spent indiscriminately.

Bottleneck 3: The system is incomplete and the division of labor is not precise.

There is a saying that "although the sparrow is small, it has all the organs", which is implemented in the practice of enterprise management, which means that no matter how small the enterprise, a relatively complete organizational structure is also needed.

If an enterprise has a good organizational framework, it can set up corresponding standards to equip talents in each position and make the best use of their talents.

Nowadays, many small enterprises do not even have a simple department setting diagram and job description, and the setting of employee positions depends on the interest of the boss, and the result has become a post set up by a few people, and a few people will set up a few posts, and if the person leaves, the post will disappear.

Tracing back to the source, the imperfection of the enterprise in the mechanism makes it inevitable that it will become inflexible when it operates, so that the enterprise repeats the same problem over and over again.

Bottleneck 4: Grant positions, not power.

When the enterprise develops to a certain extent, the boss cannot personally do everything and take all the affairs in his own hands, so the enterprise needs to grant the following personnel a certain decision-making power.

For authorization, some small enterprises have barely done it, but the more prominent problem is that the boss is not completely assured to do it for the department managers below, and many things are not given decision-making power, and finally the department managers are in name only.

Authorization actually represents the boss's construction of the middle-level team, and it is also a sign of whether a small business can operate well. Small enterprises must admit that in order for enterprises to develop healthily, the boss's "decentralization" is a major trend, and the prospects of those bosses who cling to their own power and are content with the status quo are not optimistic.

First, there is a lack of a high-tech enterprise leadership collective;

Second, there is a lack of a practical strategic plan of strategic significance;

the third is the lack of a real team of employees;

Fourth, the lack of capital, technology and technology R&D talent institutions is also one of the important bottlenecks.

Now this market is definitely an unstable market, so I think information should definitely be put in the first place in the company, especially some small companies, so to speak, first of all, we must pay attention to what kind of situation those large companies are, often pay attention to their movements, as well as small companies, how to obtain the information of those small companies is also very important, now this period is a period of survival is to develop, long-term planning must have, but we must put survival in the first place, Because there are many cases of small and medium-sized and even large enterprises going bankrupt every day, of course, it is best not to compete maliciously, since we cannot change the strength of external reasons, then we can only start from the inside, enrich the skills and professionalism of employees, that is to say, your ground forces must be cultivated. If you are professional and strong enough, you can decentralize and open up dealers and markets around the country.

The key is the leader's management awareness and innovation ability, which is the embodiment of ideas and methods; Coupled with the company's human resource management, as long as there are people, all problems can be solved. If these two aspects are solved well, we will certainly be able to develop into a modern large enterprise.

I feel that the bottleneck that affects the development of the enterprise is the system of the enterprise, although the corporate culture is also very important, but there should not be so much time for the construction of the corporate culture when transforming. It is recommended that you re-evaluate your strategy and make changes if necessary.

Since everything else is okay (including scale, capital, management, etc.), only the high-end customers are owed, I think the problem is still in your sales or public relations, sales is not just simply buying things, expanding customers is your biggest task at present, and the standard for measuring whether sales is excellent is whether it has achieved the goals set by the enterprise.

The most difficult thing for small enterprises is financing, and how to obtain financial support to improve the company system and expand the scale of production is a difficult problem. It is recommended to take the form of equity to absorb funds!

No one knows your products and your customers better than you. You will definitely lead your company to grow and develop.

See what your customers are saying?

The product *** is not good? Is the service attentive or not? Do you recognize your product brand?

Take a look at your products:

Is the market saturated? How much more potential is there?

And most importantly, is your target customer base accurate?

Do you now know what your core competencies are?

In the ranking of similar products in the market, how many products can your products rank?

What is the production cost of your company when the quality of your products is the same as that of other equivalent products in the market?

Is your R&D strength strong?

Has your company transitioned from OEM to ODM?

I don't know much about these, but I think it's not bad to find a franchisee, find a partner, in this way, isn't it the owner who has the final say? Are you afraid of no customers?

Technology, does your business have core technology? world-leading, otherwise don't think about it.

Now that there are the best sales and instructors, what else do you need?

I don't know, what industry is your company doing?

1. Institutional bottlenecks.

There are still many institutional problems in promoting the development of small and medium-sized enterprises in China

1) Many first-class departments are managing small and medium-sized enterprises, but they are not managed well, forming a situation of "multi-dragon water control".

Small and medium-sized enterprises are the international common term, but the 36th article of the non-public economy mentions "individual and private non-public enterprises", and the State Administration for Industry and Commerce uses "private enterprises" and "self-employed" to express them, etc., I think the concept of "small and medium-sized enterprises" is in line with China's laws. In the future, it should be referred to as small and medium-sized enterprises. At present, the Ministry of Agriculture, the State Administration for Industry and Commerce and other units are grasping, but there is no unified management.

2) The law is not sound.

China does not have a basic law on small and medium-sized enterprises, and the "Law on the Promotion of Small and Medium-sized Enterprises" formulated by the first country is not very operable, there are no substantive measures, and it is urgent to improve specific policy measures, and the 36 articles of the non-public economy are also more principled, and there is an urgent need for specific policy measures.

3) It is recommended to establish a management and service organization for small and medium-sized enterprises directly under the government.

At present, it is difficult for the Department of Small and Medium-sized Enterprises to complete the administrative management of small and medium-sized enterprises across the country, formulate policies, coordinate various departments and serve small and medium-sized enterprises.

4) It is recommended to establish a unified intermediary organization and social service system for small and medium-sized enterprises, such as industry associations, small and medium-sized entrepreneur associations and chambers of commerce, these non-profit organizations should be supported, and play a role as a bridge between small and medium-sized enterprises, provide information, personnel training and other services for members, formulate industry development plans, organize anti-dumping litigation activities, and organize the establishment of information, technology, consulting and other socialized service systems.

2. Conceptual bottlenecks.

Most small and medium-sized enterprises are now in the stage of starting a business for the second time, but the concept of a considerable number of small and medium-sized enterprise operators is still in the stage of starting a business for the first time, focusing on immediate interests, lacking strategic vision, and still staying in the stage of family management and experience management.

I believe that small and medium-sized enterprises should establish five concepts in the second entrepreneurship:

1) Tacit knowledge is more important than explicit knowledge; (2) intangible assets are more important than tangible assets; (3) the potential market is more important than the obvious market; (4) human capital is more important than physical capital; (5) The integration of external resources is more important than the integration of internal resources.

3. The bottleneck of the core competitiveness of small and medium-sized enterprises.

Small and medium-sized enterprises should also cultivate their own core competitiveness. There are four elements of core competitiveness: (1) the knowledge and skill level of employees; (2) the technical system of the enterprise; (3) the management system of the enterprise; (4) Corporate culture.

Judging from the above four components, the core competitiveness of most small and medium-sized enterprises in China has not been formed.