Problems encountered in the development of enterprises, solve!

Hehe, this is a bottleneck for an enterprise and a bottleneck for managers. 1；It's not a question of the people you use, it's a problem of a manager and a problem of an enterprise's system and the formulation of systems for different stages of development. 2；However, it is not a question of the system, but whether a manager can implement a system by more than 80 percent, not to mention 100 percent.

3.In fact, the problem of the enterprise is not a problem, you have to have the courage to give people trust and seriousness, but this is not to say that it can be done. 4.

You're right, you can't innovate if you can't welcome the new. But it will welcome the new students and will not use it, that is just a burden. It's not the employee's fault that the work can't be promoted, you want the new employee to see the hope and dare to promote the new employee, and arouse the enthusiasm of the whole.

5；Old employees are the source of internal strife in the company, but they have their purpose and cannot be discarded. You must know that killing chickens is respectful, but killing and respecting have a practice, and they cannot be blind. To be a manager, this is more than necessary.

You must know that management is a middle school, and the management of no enterprise is the same, but a small difference leads to the inability to run in another enterprise. We must learn to tailor ourselves, keep forging ahead, and have the courage to challenge.

1. This is your personal view of certain people in your heart. You can be generous, because after all, he is also paying for you. Then you have to implement a system, that is, the bonus system, you think it is good, the bonus is high, and the deliberate low point is not good, and you must make it clear that the bonus is confidential, please keep it secret, in fact, it is hell to keep it secret.

So these people have to follow your arrangement for the sake of the bonus. 2.Same as above.

3 can also be the same as above, in fact, one method can solve all your problems, what do you think...

There is a big problem in your business management, it is recommended to read the book of corporate culture construction, implement performance salary, carry out performance appraisal, re-recruit qualified management personnel, and resolutely win the unqualified.

Your four problems are all related to human resources, and you need to systematically establish a human resources system, and these problems can be solved. (Recruitment, training, performance appraisal, salary, incentives, corporate culture six modules).

As long as employees are conscientious in their work, it is best to have a sense of responsibility.

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.

1. External environmental factors.

First, the phenomenon of "reluctance to lend, fear of lending, and refusal to lend" still exists, resulting in the lack of financial support and financing difficulties for small and medium-sized enterprises, which is still a bottleneck 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;

This year my company has changed the way it grows by developing a side hustle.

The value of a company is created by all employees, not by the boss alone. Many times, the company ignores the personal emotions of employees, employees have no sense of existence, can not realize the value of their existence in the company, and the company has no corresponding incentive mechanism, then, excellent employees will choose to work in enterprises with more development potential and space. If the follow-up talents can't keep up, the company will fall into a vicious circle, and it will inevitably not last long.

As a business leader, you must be good at drawing cakes, and it is a cake that can be eaten, of course, if you want to eat cakes, you need to put in corresponding or beyond the scope of efforts. Employees feel that there is a head, when the enterprise is in difficulty, they will consider whether to tide over the difficulties with the enterprise, and when the development momentum of the enterprise is full of momentum, they will think about how to do better to seek better development for themselves.

Take Ali as an example, if Ma Yun was only one person at the beginning, there would never be a company as big as Ali now, no matter how well he can speak, it is impossible to make the company stronger. In the later period of the Three Kingdoms, Kong Ming had to work hard, and he didn't finish the great cause by exhausting himself to death, and the reason is the same. The three stinkers, beating Zhuge Liang, the team energy is always much stronger than their own energy.

Therefore, only by treating your team well and caring for your employees can you enhance your ability to resist risks. First, the demand was not identified.

This demand is the pain point, that is, to define the target customer. Corporate profit is the first purpose, as the saying goes, is to make money, so whose money is it to make? On the one hand, it is necessary to define the specific individuals who accompany Xun, men, women, the elderly, children, the rich, the idlers, and the sick?

On the other hand, it is necessary to find the pain points in the industrial chain, find the weak links, and make money in which link. This is the positioning of the enterprise, the positioning is not accurate, everything is impossible.

The second is that it cannot provide suitable products.

If you find a pain point, you must develop a unique product that can solve the problem according to this pain point, and the first requirement of the product is to be able to solve the problems of the society and solve the problems of the demanders. There is a problem of changing the mindset, that is, from the product mindset to the user mindset. Now many enterprise products can't be sold, and they complain every day.

In fact, these products cannot solve social problems, not from the needs of consumers and research and development, must shift from a seller's market to a buyer's market.

The third is the problem of poor management of the bridge bucket itself.

Management is a university discipline and an extremely specialized field. Many of our bosses, even if some have achieved a certain scale, still have many problems in their own operation and management, and most of them are not professional. On the one hand, family-style, extensive, loose, and local models are very common in the mode of operation; On the other hand, the bosses' own quality, thinking, and pattern need to be improved.

If you are small, you will mourn, if you are strong, you will dare, and if you are big, you will float. There are many bosses, but there are very few who can become entrepreneurs.

The reasons for the existence of the enterprise are as follows:

1. The enterprise is a contractual organization.

2. The enterprise is a market-oriented organization, as the enterprise becomes more and more market-oriented, in the past, the enterprise was responsible for the superior as a contractual organization, and now the enterprise is a market-oriented organization, and people are responsible for the market, and the degree of marketization determines the level of profitability of the enterprise.

3. Enterprises are learning organizations, and in the past, they thought that enterprises were manufacturing products, but now it seems that enterprises are manufacturing ideas.

4. The enterprise is a failed wheel or a family education organization, and the corporate culture is called a kind of capital, and the enterprise is also called a kind of business mode.

5. An enterprise is a virtual organization. Tong blind.

6. The enterprise is a borderless organization.

7. The significance of the existence of the enterprise is as follows:

8. The role of the enterpriseThe main participants in the market economic activities The smooth progress of the market economic activities is inseparable from the production and sales activities of the enterprise.

9. The production and business activities of enterprises are directly related to the development of the entire market economy, and the main process of social and economic activities of the direct bearers of social production and circulation, that is, production and circulation, are undertaken and completed by enterprises.

10. Economist Friedman believes that profit maximization is the goal of enterprises.

Let's be honest, you're amplifying the problem on multiple levels, and you're not closing it in the right way.

1. The management system is not strict, the performance appraisal is not in place, the management personnel are not effective, one is the ability problem, the other is the attitude problem, he is a person who loves to learn and progress, or a person who does not care about the development of the company, the attitude problem should be resolutely replaced, this is like an infectious disease, one to ten, ten to hundred, over time your employees are people who are messing around, not people who give you sincere work.

You can't swallow your anger, you have to make a decision immediately. It is recommended to strengthen the management system, formulate a reasonable performance appraisal system, and strictly implement it.

2. Make a decision at the right time, don't miss the opportunity. Effective authorization, decisive authorization, what kind of person can be authorized, how to authorize should be considered clearly.

3. Training should pay attention to ways and methods, do you really know what aspects employees should be trained? "Treatment" should be the right medicine.

Don't spend money on worthless training, don't do it if you don't find the root of the problem, analyze where your employees have problems in terms of mentality, or lack of skills, or lack of management level, overwhelmed, you must find the problem point, in order to find the corresponding solution.

It is recommended that you go deep into the staff to find out where the best is, and then find a solution to find the best solution for the training company.

4 Answer: You have a problem when you choose talents, a person is very capable, but the company's employees have voted for him or not, can such a person want? - Resolutely not wanted.

Because the development of your enterprise is not completed by one person, it requires teamwork, when others negate him, the work must not go smoothly, it is easy to disagree, and the team does not cooperate, which directly leads to the low efficiency of the enterprise. ）

It is advisable for your HR department to learn how to recruit talent.

I hope you can solve the problems in the development of the enterprise as soon as possible, and I wish you all the best.

The fundamental reason is still in the decision-maker, the manager should treat the subordinates to the method of teaching students, teach students according to their aptitude, everyone has their own principles and methods, a set of management programs is not suitable for all subordinates, a good management decision-maker in the management of subordinates will not stick to a single behavior, if they are indeed because of the ability is not in place, you can provide corresponding incentive policies and auxiliary training means, strengthen the performance appraisal mechanism, regular, fixed posts, set responsibilities, and at the same time to reward and punish clearly, Don't be indecisive, so that managers can establish authority among their subordinates, and also help to foster a learning atmosphere in the company... Think about it.

The problem is at the top and with the company culture.

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.