What are the most difficult moments in the development of a business?

Dealing with corporate crises. The development of the enterprise is driven by various confrontation movements inside and outside the enterprise. However, there are two directions as a result of the contradictory movement of enterprises, one is the development of enterprises, and the other is the crisis of enterprises.

In a sense, enterprise management is the process of constantly dealing with the crisis, and through the handling of the crisis, the development of the enterprise is promoted, however, the improper handling of the enterprise crisis will affect the development of the enterprise, and sometimes lead to the demise of the enterprise. A truly good entrepreneur must learn to manage a crisis and turn a crisis into an opportunity.

The most difficult moment in the development process of an enterprise is its initial stage, because in the initial stage, the enterprise must still not have a firm foothold in this industry, and many resources are not particularly sufficient.

The most difficult time is when the capital chain is broken, because at that time we may not have the means to make up for this shortcoming in time, and there are other things that will cause great difficulties.

It should be the most difficult in the early stage of the development of the enterprise, at this time, your business should not have too much capital, it is more difficult to run, and the development direction of your enterprise has not yet opened.

The most difficult thing in starting a business is to raise funds, because it is difficult for others to trust you and invest in you when a small business is just developing, so if you survive this difficulty, the future development should be much smoother.

External environmental factors. The phenomenon of "reluctance to lend, fear of lending, and refusal to lend" of financial institutions still exists, resulting in a lack of financial support for small and medium-sized enterprises and difficulties in financing. The cost of the business is high, but the profit is low. There is also a lot of competitive pressure on enterprises.

Enterprises in the process of development to encounter the happiest moment, that should be no financial sponsorship, a business want to develop, then there must be financial sponsorship, if there is no financial sponsorship, then it is difficult.

When you want to find your capital chain, it is likely that the company you fancy or the partner has been snatched away by others, or the contract has been signed first, and if your capital chain is incomplete, the company will face bankruptcy.

That is, when an enterprise is in the middle of development but encounters economic difficulties, and there is no other bank or enterprise to invest in its own enterprise, in this case, the company's funds cannot be operated.

Transformation is the eternal theme on the road of enterprise development, but "the ship is difficult to turn around", the larger the scale of the enterprise in the industrial transformation and innovation will face greater difficulties, at this time it is necessary to lead the enterprise to break through adversity.

There are external environmental factors in the development process of the enterprise; Internal environmental factors. and so on.

There are mainly the following points of the bottleneck problem of enterprise in human resource management for detailed analysis, "human governance" color, the bottleneck problem on understanding: the wrong understanding of the function of the enterprise human resource management department; misconceptions about human resource development; "disregard for input"; Ignoring corporate culture.

The main bottlenecks in the human resource management mechanism of construction enterprises; Enterprises generally lack strategic planning for human resource development and management; Single incentive means of human resource management; The employment mechanism is not scientific,"; The organizational system is not perfect, and I hope it will help you. In fact, it is back to a point into the growth period, which is the period when the enterprise quickly occupies the market: including the establishment of the enterprise period, the former focus on recruitment and performance, and the latter focus on the development and cultivation of the mature period, incentive, decay period, and mature period, and generally adopt a variety of business strategies and self-worth.

The embodiment of self-worth, the realization of the decay period and the transition period, fair competition, the shaping of corporate culture, the transition period here does not refer to the abandonment of the original products, must face the transition period of the enterprise manpower supply and demand balance, related welfare enterprises are generally divided into four stages: at this time the enterprise has a good market share.

The problems faced by human resources in different periods are also different in the growth period: the so-called extremes must be reversed: in the growth period and the transition period, when the enterprise reaches a peak, it pays more attention to the improvement of the system and the growth and development of talents.

Difficulties and suggestions for the development of small enterprises: it is difficult to obtain financing. According to the survey, the current credit services of banks to small and medium-sized enterprises are still mainly based on real estate mortgage guarantees, and the risks borne by banks are relatively small, but most of them are large.

Not large, land, factories and other fixed assets.

Less, more liquid assets.

There is a general lack of effective collateral assets that can be used for loans, and it is difficult to obtain bank loans in a timely manner.

Although it was difficult for my company in the past three years, it still survived, and there was no other side business, so it should have better development in the main business, which will distract the company's attention and have a great impact on the company's main business.

You first have to keep the sales revenue.

Everything is based on the market, increasing market investment and market incentive policies, full marketing, online and offline development, so that all employees can contribute to marketing in their own positions, and everyone pays attention to the business performance of the enterprise to ensure the growth of sales revenue and no major landslide.

In new fields and new industries, such as 5G-related, digital, intelligent, environmental protection, life and health, etc., new industries will generate new customers with strong demand.

Because cash flow can only be guaranteed if the growth of sales revenue does not decline, or if a certain sales revenue is maintained.

2. Reminder payment.

In the past, the boss could ignore these three elements and think that these three indicators were financial problems, but now, these three problems are actually no longer financial problems, but indicators related to the life and death of the enterprise.

Therefore, enterprises must strengthen the management of the following three elements.

1.Strengthen accounts receivable** and management.

At the moment of crisis, it is necessary to strengthen accounts receivable, for example, Huawei's accounts receivable in the current year are large, resulting in tight cash flow, so the company's senior management has set up a leading group for accounts receivable and collection, which is to focus on accounts receivable, requiring everyone to shoulder the responsibility of returning the money, and must get the money back regardless of the cost.

In addition, it is necessary to increase the intensity and incentive of the accounts receivable that should be suspected, and send elite soldiers to be responsible for recovering the money, as long as the money is recovered, the enterprise will give heavy rewards.

1. Rapid development. Rapid development means that the turnover grows rapidly, and the inventory and accounts receivable also grow accordingly, and the latter two growth is faster than the turnover, the company's working capital demand increases, but the enterprise does not have enough funds to meet the growth of capital demand, which causes the company's cash payment difficulties.

2. Out-of-control development. Runaway development means that the market demand is growing rapidly, and the company expects the growth to continue, so the company borrows to support this growth, and the working capital is negative. Once the market demand decreases, because the production capacity has been expanded, the fixed expenses have increased, but the enterprise has sales difficulties, and the capital structure is extremely unreasonable and difficult to change, resulting in uncontrolled development.

3. Debt development. Corporate earnings are low, but they decide to borrow heavily to invest, working capital is positive, and working capital needs have increased significantly, but corporate profits have grown slowly. This is an uneven adventurous development. The ability of enterprises to develop themselves is very low, but they have a lot of borrowing.

4. Cyclical development. The development of enterprises changes with the changes of the economic cycle, such as the metallurgical industry, enterprises develop rapidly and make good profits during the period of economic expansion, and in the period of insufficient demand, profits decline and develop slowly. Such investments should be based on long-term trends to avoid getting bogged down by increased fixed costs.

5. Low-speed development. The profitability of enterprises is low, there is no new production capacity, no new products have entered the market, corporate investment has been recovered, and current assets and current liabilities have not increased. These enterprises are very sensitive to competition, and there is no guarantee for the investment and development of enterprises.

6. Slow development. The active investment of enterprises has decreased, and the growth of corporate turnover has slowed down, but the current assets of enterprises have still increased. It may be that the competitiveness of the company's products is reduced, or it may be that the profitability of the enterprise is reduced, and it is difficult to reinvest.

Some enterprises often rely on increasing foreign investment to solve the problem at this time.

First, the external environment is due to bai.

The first is the "reluctance to lend, fear of lending, and refusal to lend" by financial institutions

The phenomenon of "loans" still exists, resulting in a lack of small and medium-sized enterprises.

Financial support and difficulties in financing capital are still bottlenecks restricting the development of small and medium-sized enterprises.

Second, the service system for small and medium-sized enterprises is not perfect. The financial and financial departments have little policy and financial support, and there is little support from intermediary organizations in socialized education and training, management consulting, marketing, technological development, and legal aid, and the socialized service system has not yet been fully established and improved.

Third, the cooperation and supporting relationship between enterprises is not coordinated. The organizational ties between large, medium and small enterprises are quite loose, large enterprises engage in "large and complete", and small and medium-sized enterprises engage in "small and complete", can not coordinate with each other, can not form small enterprises parts and intermediate products and large enterprise products matching, and large enterprises often only take care of themselves in the development, can not provide small and medium-sized enterprises with capital, technology and management support, large, medium and small enterprises generally fail to form a mutually coordinated, harmonious and shared supporting production.

2. Internal environmental factors (self-factors).

First, the knowledge structure of employees in small and medium-sized enterprises is unreasonable, the overall quality is not high, the family model is prominent, and the management is backward.

Second, the overall scale of small and medium-sized enterprises is small, the ability of technological innovation is insufficient, the brand awareness is weak, there are many rough processing products, few deep processing products, and a lack of famous and high-quality products.

The third is blind investment, rushing up, seeing others making money, regardless of whether they are suitable or not, and regardless of the market saturation of the product, they rush up, without their own development advantages, and finally go bankrupt in the fierce market competition.

Enterprises may have difficulties and problems in the process of development, including:

1. Lack. A set of thinking and methods to integrate the missing resources back;

1. First of all, the difficulties of the market, due to the goodwill and other problems of small and medium-sized enterprises, the market entry back encounters great problems, customers, channels, media, etc. are all he has to face;

2. Financial problems, small and medium-sized enterprises due to limited reputation, their financing channels are poor, and their development funds are what they must face;

3. Talent problem, small and medium-sized enterprises lack sufficient attraction to professional talents, so how to attract and retain talents is the key to their development;

4. Other problems such as technical problems, support problems, and procurement channel problems also cause difficulties in the process of its development.

Dilemma 1: I want to make the enterprise stronger and bigger, but I lack a lot of resources, and I lack a set of thinking and methods to integrate the missing resources.

Dilemma 2: There are good projects, but there is a lack of high-end network resources such as ** resources, bank resources, capital resources, and ** resources.

Dilemma 3: I want to make the company stronger, bigger and easier, but there is a lack of excellent talents.

Dilemma 4: You have good products and strong needs from customers in large markets, but you lack marketing, brand, and channel teams.

Dilemma 5: The increase in the cost of human resources, the increase in the cost of raw materials, the appreciation of the RMB, the increase in labor costs, the war has led to the intensification of peer competition, and the profit margin has been greatly reduced.

IQ Internet can guide small and medium-sized enterprises to solve the above dilemmas.

Difficulties in management, personnel, capital, market, business and other aspects may be encountered.

Small and medium-sized enterprises have encountered great difficulties in providing services such as entrepreneurship counseling, management consulting, investment and financing, technical support, enterprise informatization, personnel training, talent introduction, foreign cooperation, exhibition and sales, and legal consultation.

This is a very broad question. Because the nature of the enterprise is different, the scale is different, the industry is different, the problems encountered in the development will be very different, if these differences are put aside, starting from the common problems, the development of enterprises may encounter the following types of problems:

1. Development strategy. That is, the development direction of the enterprise, professional development or diversified development;

2. Talent strategy. That is, how to recruit talents, cultivate talents, motivate talents, and retain talents;

3. Institutional management, that is, the balance between institutionalized management and flexible management;

4. Brand management issues, that is, how to create a brand, operate a brand, and manage a brand;

5. Corporate culture, that is, how to create an excellent corporate culture;

6. Crisis management, that is, how to avoid crises, resolve crises, and turn crises into safety.

The development of enterprises in the market is like sailing in the sea, may encounter a variety of problems and dangers, only a high degree of vigilance, multi-party grasp of information, timely discovery and find ways to solve problems, in order to maintain a good momentum of development, in order to be invincible in the fierce market.