The future development of enterprises and the choice of business model will be the issues that entrepreneurs should seriously consider. Business model innovation is more important than technological innovation. Sixty percent of the world's top 500 companies rely on business model innovation to expand. We can often see the new technology developed by a company, but the value obtained from it is far lower than other organizations outside the enterprise. The reason is that organizations outside the enterprise have established better business models. What's more, an ordinary technology combined with a "very advanced business model" may be more advanced than having very advanced technology, but with the "common business model" to have more development potential What is the business model? The transaction structure of the company and its stakeholders constructed by the enterprise in order to maximize its value. Good business models include: good market positioning, good business systems, good profit models, good resource integration capabilities, good cash flow structure, and good corporate value. Modern enterprise business motto: capacity to determine the space; mode to determine efficiency; strategic direction; management decision-making ability; capital to determine the speed; realm to determine the pattern. Therefore, companies choose the right business model and continue to break through the bottleneck of development. One must rely on breakthroughs in innovation and the second on talent capital.
The development of enterprises often breaks through several major bottlenecks: scale development bottlenecks, cross-regional development bottlenecks, upstream and downstream integration bottlenecks, technological innovation bottlenecks, talent barrier bottlenecks, and corporate governance bottlenecks. In the complete market competition environment, most enterprises will encounter the problem of stagnant growth, and once stagnant, it will be difficult to start growth again. This blank period may be longer than people think. To solve this problem, we must use innovation to break through the bottleneck of this development. Of course, the innovation mentioned here is not just technological innovation. Enterprises should develop in innovation and innovate in development.
The purpose of innovation is to increase labor productivity, market share, meet customer requirements, and increase value for the company. The principle of innovation: innovation must have goals and plans; innovation should be good at breaking the old and new; innovation should create a good environment; innovation must focus on the market; innovation should choose a good path; innovation should constantly denounce themselves. New technologies developed by enterprises may not be used within the enterprise at all, and only when they are combined with markets outside the enterprise and even competitors can produce huge economic benefits. Finding and establishing a reasonable business model that opens up the “potential value of advanced technology†is an entrepreneur that insists on innovation and needs Special consideration. So, where should the innovation answer the market? To find a problem in the market; to find funds in the market; to test results in the market For the market, even if it is a growing market, it will eventually reach saturation and maturity. However, all markets will always have room for improvement. This space for improvement comes from incremental innovation. When progressive innovation is implemented, mature and leading companies have market opportunities and can strengthen their leading position. However, compared with emerging companies, they are too conservative and inefficient, making it difficult to successfully launch breakthroughs. Innovation. Studies have shown that about 90% of all publicly listed companies cannot sustain their growth for many years. If you go against the water, if you stay in the same place, you will fall into the quagmire of no-differentiated competition, and you will be forced to kill each other with competitors whose cost structure is similar and whose product grades are equivalent. Therefore, companies that have innovative methods and focus on development are the most valuable. Small companies and emerging companies sometimes develop new products faster than large ones. Because large companies have many contradictions, they are easily distracted, and their products are too broad. Instead, they block the research and development of new products and technologies.
Enterprises must have a good future. This is the long-term survival of the enterprise. It is necessary to grasp the future of the market and the future of technology. Market demand is often excavated by companies.
Rely on what to dig, rely on services, rely on technology. The low concentration of the market indicates that there is still much room for development in the market, so you should enter unless your market share exceeds 50%. If this is the case, the reason you think you can't enter can only convince yourself that the market's gaps will certainly be filled by other companies. A company's growth rate must meet or exceed the industry's average growth level before it can be eliminated by the market. Therefore, for any company, development must be achieved through growth. However, in reality, many companies’ efforts to increase growth have dragged down the entire enterprise. So, if you grow too fast, you will have risks and your development will be robust.
For enterprises, resource-rich and competitive results do not have much of a relationship, and the effective integration of resources plays a decisive role. In the diversified business process of the company, according to different integration methods, vertical integration and horizontal integration of various resources are carried out to solve some complex problems in enterprise management. In the future, the market will be more competitive and operating costs will increase. Ensuring low cost and high performance is the direction that every company must strive for in the future. Corporate innovation must pay attention to the return on investment: high returns, high risks; low risk and low returns. Light assets, re-creation, promising, heavy assets, heavy manufacturing, no future. Innovation must avoid duplicating the success of others, and the success of innovation on the basis of others is the real success. Innovation work cannot have "short-sightedness in the market", nor can there be behaviors of "coping up with work". This type of behavior cannot develop good technologies and good products. Nor can innovation be positioned in non-existent target markets. To develop a good company, we must position the company on the side of the predicament.
Successful development of new technologies and new products requires a dedicated team to carry out planning and promotion in the market, and it is difficult for traditional sales personnel to successfully promote new technologies. Innovation operations often fail, not because of some fatal technical problems, or because the market is not ready, but because the managers or departments responsible for the construction of innovative services do not have the capabilities and the business they are responsible for.
Enterprises must establish their own talent team. There are several types of enterprises that cannot be used: bad morality, duplicity, infidelity, misrepresentation, frequent turnovers, and mistakes. Therefore, you must not use the wrong person. If you use the wrong person, you will have a major event. The ingrained nature of human beings is eager to be respected by others. Employees are the company's greatest asset. Do you dare to offend wealth? Employing talented people and using long-term talents, the company should make its own team recognize corporate values ​​and be good at "horse racing", "protecting cows" and "cooking pigs." Let others follow you, not you follow others.
Successful companies must be learning companies. In the top 25 U.S. companies, 80% of companies have established learning-oriented enterprises. 40% of the top 10 companies in the world have established learning companies. 90% of Shenzhen's inventions come from companies, 90% of innovation funds come from companies, 90% of R&D centers are built in companies, and 90% of R&D personnel are in companies. Expired knowledge will never meet future development. In the 18th century, the speed of knowledge renewal was doubled from 80 to 90 years; in the 1960s, the speed of knowledge renewal was approximately doubled in 50 years; in the 1990s, the speed of knowledge renewal was doubled in 3 to 5 years; Today is the era of information revolution, the speed of knowledge renewal is doubled every year. In the past 50 years, the knowledge created by mankind is the sum of knowledge created in the past 300 years.
Entrepreneurs are at the core of the talent team. The basic qualities of successful entrepreneurs: "5 are" - knowledgeable, ethical, wise, competent and caring; "5 stresses" - stressing integrity, conscience, sympathy, dedication, and tolerance;" 5 will "-- learn, innovate, fight, think, and manage; "5 can"--learning ability, ability to use people, ability to innovate, ability to motivate, and ability to think. Entrepreneurs also love to learn (fun, pursuit, cultivation, hobbies, habits, culture); good at learning (questioning, thinking, analyzing, understanding, using, creating); learning hard (live, learn, learn Old, persevere, never stop, squeeze time, learn every day, learn a little more, get a little faster, deepen a little, get a little more, really do). Only in this way can we accumulate over time, so that our own knowledge is enriched, our connotation is improved, and our ability is improved.
A good company must be a masterpiece of a successful entrepreneur. A good business model will also deeply impress entrepreneurs. The ideological realm and strategic choices of entrepreneurs determine the future of the company. We believe that Chinese entrepreneurs will be able to find a business model that suits the development of Chinese companies through constant thinking, continuous promotion, and continuous innovation.
The development of enterprises often breaks through several major bottlenecks: scale development bottlenecks, cross-regional development bottlenecks, upstream and downstream integration bottlenecks, technological innovation bottlenecks, talent barrier bottlenecks, and corporate governance bottlenecks. In the complete market competition environment, most enterprises will encounter the problem of stagnant growth, and once stagnant, it will be difficult to start growth again. This blank period may be longer than people think. To solve this problem, we must use innovation to break through the bottleneck of this development. Of course, the innovation mentioned here is not just technological innovation. Enterprises should develop in innovation and innovate in development.
The purpose of innovation is to increase labor productivity, market share, meet customer requirements, and increase value for the company. The principle of innovation: innovation must have goals and plans; innovation should be good at breaking the old and new; innovation should create a good environment; innovation must focus on the market; innovation should choose a good path; innovation should constantly denounce themselves. New technologies developed by enterprises may not be used within the enterprise at all, and only when they are combined with markets outside the enterprise and even competitors can produce huge economic benefits. Finding and establishing a reasonable business model that opens up the “potential value of advanced technology†is an entrepreneur that insists on innovation and needs Special consideration. So, where should the innovation answer the market? To find a problem in the market; to find funds in the market; to test results in the market For the market, even if it is a growing market, it will eventually reach saturation and maturity. However, all markets will always have room for improvement. This space for improvement comes from incremental innovation. When progressive innovation is implemented, mature and leading companies have market opportunities and can strengthen their leading position. However, compared with emerging companies, they are too conservative and inefficient, making it difficult to successfully launch breakthroughs. Innovation. Studies have shown that about 90% of all publicly listed companies cannot sustain their growth for many years. If you go against the water, if you stay in the same place, you will fall into the quagmire of no-differentiated competition, and you will be forced to kill each other with competitors whose cost structure is similar and whose product grades are equivalent. Therefore, companies that have innovative methods and focus on development are the most valuable. Small companies and emerging companies sometimes develop new products faster than large ones. Because large companies have many contradictions, they are easily distracted, and their products are too broad. Instead, they block the research and development of new products and technologies.
Enterprises must have a good future. This is the long-term survival of the enterprise. It is necessary to grasp the future of the market and the future of technology. Market demand is often excavated by companies.
Rely on what to dig, rely on services, rely on technology. The low concentration of the market indicates that there is still much room for development in the market, so you should enter unless your market share exceeds 50%. If this is the case, the reason you think you can't enter can only convince yourself that the market's gaps will certainly be filled by other companies. A company's growth rate must meet or exceed the industry's average growth level before it can be eliminated by the market. Therefore, for any company, development must be achieved through growth. However, in reality, many companies’ efforts to increase growth have dragged down the entire enterprise. So, if you grow too fast, you will have risks and your development will be robust.
For enterprises, resource-rich and competitive results do not have much of a relationship, and the effective integration of resources plays a decisive role. In the diversified business process of the company, according to different integration methods, vertical integration and horizontal integration of various resources are carried out to solve some complex problems in enterprise management. In the future, the market will be more competitive and operating costs will increase. Ensuring low cost and high performance is the direction that every company must strive for in the future. Corporate innovation must pay attention to the return on investment: high returns, high risks; low risk and low returns. Light assets, re-creation, promising, heavy assets, heavy manufacturing, no future. Innovation must avoid duplicating the success of others, and the success of innovation on the basis of others is the real success. Innovation work cannot have "short-sightedness in the market", nor can there be behaviors of "coping up with work". This type of behavior cannot develop good technologies and good products. Nor can innovation be positioned in non-existent target markets. To develop a good company, we must position the company on the side of the predicament.
Successful development of new technologies and new products requires a dedicated team to carry out planning and promotion in the market, and it is difficult for traditional sales personnel to successfully promote new technologies. Innovation operations often fail, not because of some fatal technical problems, or because the market is not ready, but because the managers or departments responsible for the construction of innovative services do not have the capabilities and the business they are responsible for.
Enterprises must establish their own talent team. There are several types of enterprises that cannot be used: bad morality, duplicity, infidelity, misrepresentation, frequent turnovers, and mistakes. Therefore, you must not use the wrong person. If you use the wrong person, you will have a major event. The ingrained nature of human beings is eager to be respected by others. Employees are the company's greatest asset. Do you dare to offend wealth? Employing talented people and using long-term talents, the company should make its own team recognize corporate values ​​and be good at "horse racing", "protecting cows" and "cooking pigs." Let others follow you, not you follow others.
Successful companies must be learning companies. In the top 25 U.S. companies, 80% of companies have established learning-oriented enterprises. 40% of the top 10 companies in the world have established learning companies. 90% of Shenzhen's inventions come from companies, 90% of innovation funds come from companies, 90% of R&D centers are built in companies, and 90% of R&D personnel are in companies. Expired knowledge will never meet future development. In the 18th century, the speed of knowledge renewal was doubled from 80 to 90 years; in the 1960s, the speed of knowledge renewal was approximately doubled in 50 years; in the 1990s, the speed of knowledge renewal was doubled in 3 to 5 years; Today is the era of information revolution, the speed of knowledge renewal is doubled every year. In the past 50 years, the knowledge created by mankind is the sum of knowledge created in the past 300 years.
Entrepreneurs are at the core of the talent team. The basic qualities of successful entrepreneurs: "5 are" - knowledgeable, ethical, wise, competent and caring; "5 stresses" - stressing integrity, conscience, sympathy, dedication, and tolerance;" 5 will "-- learn, innovate, fight, think, and manage; "5 can"--learning ability, ability to use people, ability to innovate, ability to motivate, and ability to think. Entrepreneurs also love to learn (fun, pursuit, cultivation, hobbies, habits, culture); good at learning (questioning, thinking, analyzing, understanding, using, creating); learning hard (live, learn, learn Old, persevere, never stop, squeeze time, learn every day, learn a little more, get a little faster, deepen a little, get a little more, really do). Only in this way can we accumulate over time, so that our own knowledge is enriched, our connotation is improved, and our ability is improved.
A good company must be a masterpiece of a successful entrepreneur. A good business model will also deeply impress entrepreneurs. The ideological realm and strategic choices of entrepreneurs determine the future of the company. We believe that Chinese entrepreneurs will be able to find a business model that suits the development of Chinese companies through constant thinking, continuous promotion, and continuous innovation.
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