【Practical training project 4】

【Task object】

Help students to carry out team internal training implementation.

【Task content】

(1) Each group forms a circle.

(2) The team shall carry out internal training according to the pre-formulated training plan.

【Task requirement】

(1) The group leader presided over the discussion.

(2) Group members learn and discuss the role of training demand analysis, the implementation procedure of training demand analysis, the main content of training planning, the training and development of trainers, the implementation and management of training courses, and the selection of training methods.

(3)  The team shall carry out internal training according to the pre-formulated training plan.

(4) Assign one student for each group to record and summarize

(5)  After the activity, one representative from each group was asked to report his/her understanding of the training in class.

(6) The activity time is 40 minutes.

【Task organization】

Table5-7    Team internal training implement training task organization list

【Task evaluation】

Table5-8  Team internal training implementation of training task evaluation form

Kingdee ERP Guangdong Wen's Food Group case

Enterprise brief introduction

Guangdong Wen's Food Group is a trans-regional large enterprise group with chicken and pig raising as its core industry, concurrently engaged in dairy farming, food processing, dairy processing, veterinary medicine and vaccine manufacturing, grain trade and other upstream and downstream industries related to animal husbandry.At present, the group has dozens of independent accounting subordinate enterprises, distributed in more than 10 provinces and municipalities, autonomous regions, 2004 annual sales of the group for more than 5 billion YUAN.

In 1999, Wen group was rated as "agricultural leading enterprise" by guangdong Provincial People's Government, in 2000 and 2002 by the Ministry of Agriculture and other ministries and commissions as the national agricultural industrialization key leading enterprise, in February 2004, The group was approved by the Ministry of Personnel and the National postdoctoral management Committee to set up wen Group postdoctoral research station.The group has also won honorary titles such as National Advanced Unit of Spiritual Civilization Construction, Advanced Collective of Guangdong Province, Outstanding Private Enterprise of Guangdong Province, Private Technology Enterprise of Guangdong Province, etc. Wen Pengcheng, chairman and president of the Group, was awarded as national Model worker and was a delegate of the ninth and tenth National People's Congress.

The group has more than 9500 employees, including more than 850 technical management personnel with college degree or above, 56 with master degree or above, and 35 professor-level expert consultants serving the company.The company implements the full share cooperation system, and always takes "realizing common prosperity, benefiting employees and society" as the purpose of running a good enterprise, and takes "sincere cooperation, creating a happy life together" as the core concept of Wen's enterprise culture. All employees cooperate sincerely and do their best.

Management features

Owing to its large scale and numerous affiliated organizations, Wen Group has the characteristics of highly centralized control and collaborative operation in enterprise operation, which are embodied in the following aspects:

1. Highly centralized organizational management

From the headquarters of the group to the bottom of the organization, there are one, two, two and a half, three levels of management, many organizations, complex level.The headquarters of the Group adopts the one-sider-to-the-end approach. The production, supply and marketing, finance, HR and administrative lines of the molecular organization are directly directed by the corresponding departments of the headquarters, reflecting a high degree of centralized management.

2. Raw materials are centrally purchased and distributed by the Purchasing center of the Group

Molecular organizations at all levels submit procurement requirements according to the situation, the group procurement center centralized procurement, unified settlement, and distribution to organizations at all levels as needed.In addition, the purchasing center of the Group is responsible for the management and evaluation of suppliers, bidding, pricing, signing of contracts and agreements and other preliminary procurement work.This fully reflects the group's centralized control of raw material procurement, greatly improves the reaction speed and reduces the procurement cost.

3. Unified management and deployment of group materials

The stock resources of various raw materials, finished products and semi-finished products are shared within the group. The headquarters of the Group makes unified allocation within the group according to the stock status and demand status of molecular institutions, so as to make effective and reasonable use of stock resources.

4. "company + base + farmer" breeding mode

Integration of chicken breeding company (pigs) breeding link shall be borne by the profession, professional henhouse according to company's standard construction, pay the corresponding deposit according to the scale of breeding to receive from the company after 40, then according to company's breeding and epidemic prevention standard breeding, breeding needed in the process of breeding, vaccines, drugs to receive from the company and the company regulation, Breeding broiler all over the company acquisition listed.Professional practice "all in all out" the feeding mode, namely the first batch of 40 listed later from the company to receive the next batch of 40 feeding, material exchanges between the farmer and the company (that is, the profession of from the company to receive 40, feed, vaccines, drugs, and provide breeding poultry) to the company in accordance with regulations of the company accounted for pricing, After all the broiler chickens are listed, they settle accounts with the company and draw settlement profits in cash.

The solution

1. Establish a centralized procurement management platform under the group's unified control, which highly reflects the group's control over procurement logistics and capital flow, and emphasizes the high degree of coordination of procurement business within the Group.

Establish a unified supplier management, evaluation and price management platform under the group's control.Set up uniform supplier files, procurement permission, quota management, procurement strategy, etc. at the group level, set uniform purchase price and ceiling price, and authorize them to be used by subordinate units.

Establish perfect centralized control platform for plan, order and receiving.The purchasing plan (application) is summarized, decomposed and balanced at different levels to form the purchasing plan of the group.The group places unified orders or separate orders according to the purchasing plan, depending on the pre-established purchasing process, which can be controlled and implemented separately according to different situations.For centralized orders, the group issues the receiving instructions to the corresponding receiving institutions according to the demand conditions, and the receiving institutions receive the goods according to these instructions and are bound by the instructions.

Establish perfect external settlement and internal settlement platform.External settlement shall be conducted according to the pre-set settlement process. If the process stipulates centralized settlement by the Group, the Group shall collect the warehousing data of its affiliated enterprises for settlement, and thus generate the internal settlement demand of the Group and its affiliated enterprises.

Establish multi-dimensional group procurement analysis platform.Analyze the group's suppliers' supply status, price changes, purchase quantity, capital occupation, order receiving and back receiving status from multiple perspectives, and provide support for the group's purchasing decisions.

2. Establish a material allocation management platform under unified control of the Group, and make full and reasonable use of inventory resources.

The stock information within the group is highly shared, and the headquarters of the group makes unified allocation arrangements according to the demands of the molecular institutions.

Dispatching and receiving Both parties shall conduct dispatching and receiving business of allocating materials according to the dispatching instructions.

The financial department of the headquarters of the group shall summarize the dispatch and dispatch business to conduct unified internal settlement management, reasonably arrange the allocation of funds, and improve the internal turnover of funds.

3. Using KINGdee EAS BOS to quickly establish a leading breeding management platform in the industry

Chicken fields

① Fully solve the application needs of the integrated chicken breeding company subordinate to Wen's Group in the field of chicken raising, including the application needs of parental breeding chicken production, egg hatching, professional household management of chicken raising, broiler sales, disease information management and other aspects.

(2) Solve the application needs of the integrated breeding company, the secondary company and the group company of Wen Group in the above fields, including information query, reports, planning, monitoring and other types of application needs.

Pig production field

① Fully solve the application needs of the integrated pig breeding company subordinate to Wen's Group in the fields of pig farmer management, pig sales and disease information management.

(2) Solve the application needs of the integrated breeding company, the secondary company and the group company of Wen Group in the above fields, including information query, reports, planning, monitoring and other types of application needs.

Case of Kodak's acquisition of China's photographic industry

I. Background of the merger

On March 23, 1998, Kodak announced to the world that it would invest 380 million US dollars to acquire Shantou AD, Xiamen Fuda and Wuxi Almei three Chinese companies in the field of photographic.March 25 by Kodak, Fuda, AD three companies jointly established kodak (China) Co., LTD., headquartered in Shanghai, which Kodak accounted for 80% of the shares, AD, fuda each accounted for 10%.A week later, Kodak (Wuxi) Co., Ltd. announced the establishment of the company in Wuxi, with Kodak holding 70% and Alme holding 30%. Thus, Kodak's acquisition of China's photographic industry, which attracted extensive attention from Chinese and foreign media, was basically completed.

Why did the Chinese government agree to Kodak's acquisition of China's photographic industry, and why was Kodak willing to pay a huge sum of money to acquire three enterprises on the verge of bankruptcy?

1. Characteristics of photosensitive industry :(analyze the real purpose of mainstream funds and find the best profit opportunities!)

High technology, high investment, economy of scale demand is very high, so at present the world photographic industry is in a high monopoly state.

2. Current situation of Photosensitive industry in China

(1) Since the founding of the People's Republic of China independently developed its own photographic industry, but far behind the advanced level of the world;

(2) In the mid-1980s, with the introduction of a full set of import production lines from Kodak and Fuji, China's photographic industry has made great progress, "three years across 20 years";

(3) From the late 1980s, the whole industry fell into a state of serious losses, "Fuda", "AD" brand basically disappeared from the market, to kodak acquisition, AD, fuda two enterprises accumulated losses of more than 7 billion yuan.

3. Kodak's strategic goals in China

(1) Kodak entered the Chinese market late, and its sales in China once fell behind Fuji

(2) Kodak quickly realized the market potential of China. In recent years, the sales volume has grown at a rate of more than 50%. Three years ago, China was only the 17th place in Kodak's global market, but now it is the second largest market in the world except the United States.

(3) By 2010, China will become the world's largest video market

Kodak's "industry-wide joint venture" is aimed at gaining a commanding lead over its main rival Fuji in China.

2. Conclusion of purchase and merger

1. Simple process of acquisition:

(1) Very special joint venture negotiations

(2) In 1994, Pei Xuede, president of Kodak, expressed his desire to fully cooperate with China's photographic industry. A few months later, he reached an agreement in principle with Vice Premier Zhu Ji.More than 70 rounds of negotiations lasted for nearly four years, and the joint venture was finally completed in March and April 1998.

2. Basic framework of merger and acquisition

(1) Original plan:

(2) Final framework

(3) Reasons for framework changes

3. Kodak mode breaks through the existing modes of joint venture and merger

1. Cross-regional and cross-departmental coordination is carried out directly by the central government, but it is completely different from merger and acquisition under administrative instructions.

2. Bring the organizational form of sino-foreign joint venture company into full play to an unprecedented height

(1) Traditional forms of foreign-invested enterprises

A joint venture

cooperation

Sole proprietorship

Limitations of traditional forms: Not suitable for "industry-wide joint ventures"

(2) Foreign investment holding company

The Chinese government recognizes the need for holding companies, but there are still many operational limitations

(3) The relevant provisions of the Company Law provide the possibility of establishing sino-foreign joint stock limited companies. Later, the Ministry of Economy and Trade issued separate regulations on the establishment of sino-foreign joint stock limited companies

Advantages:

(1) Facilitate the establishment of a unified and flexible management mechanism

(2) Unified financial statements and reasonable apportionment of expenses, losses and profits;

(3) Restrict the rights of minority shareholders.

Iv. Acquisition and Acquisition Both parties gain from the acquisition and acquisition

China:

(1) Lifting the heavy burden of debt;

(2) Solve the employment problem of some workers;

(3) Obtain the capital needed for the development of the enterprise and kodak's commitment to continue to invest in the future;

(4) Obtained kodak's commitment to provide advanced technology to the future joint venture and establish a world-class photographic industry.

Kodak:

(1) Quickly obtain the material basis for localization of Kodak film production;

(2) the possibility of further cost reduction through localized production;

(3) Establish better sales channels by leveraging the strength of existing Chinese enterprises;

(4) The Chinese government's commitment not to establish new joint ventures in the photographic industry within a certain period of time.

Five, in the company merger should pay attention to several main problems

1. Controlling interest

(1) In the planned economy and "mixed economy" period, due to the "absence of owners" in fact, the issue of controlling shares has not been paid much attention;

(2) Foreign enterprises, especially transnational corporations, usually take controlling shares as the prerequisite for joint ventures and mergers and acquisitions of domestic enterprises;

(3) Absolute holding, relative holding and actual holding.

2. Protection of minority shareholders' rights

(1) Minority shareholders' legal veto power in the Joint venture Law;The provisions of the company law are different, more in line with international practice;

(2) how to better protect the rights and interests of minority shareholders in legal documents;

3. Valuation of the target enterprise

(1) First of all, "value assessment" is not equal to "asset assessment"

(2) The fundamental difference between Chinese and foreign enterprises in their evaluation of enterprise value:

Chinese side: replacement cost method or market value method (static method);

Foreign party: net income present value method (dynamic method);

4. Basic mode of acquisition and merger

(1) There are two basic types of international merger and acquisition: equity merger and asset merger;

(2) The applicable conditions, advantages and disadvantages of the two forms of acquisition.

5. Potential debt problems in merger and acquisition

(1) Disposition of secured and unsecured debt;

(2) Potential debt problems in ownership transfer.

Six, the "Kodak model" several macro thinking

1. Whether the "Kodak model" can be successful and its applicability in other industries;"Let the market, technology" can be achieved.

2. "Kodak Model" and the development of national industry

(1) National industries need protection, but more importantly, competition

(2) Two basic problems in protecting national industries:

(3) Future business model

Kelon "Diamond Team" internal training

Comprehensive test list for promoting sales

I. Have you made an annual promotion plan?If yes, please briefly:

Two, whether there is an advertising plan?Did you plan your schedule and expenses carefully?If yes, please briefly: three, what promotional methods adopted for consumers?Are you considering the following promotion methods:

1, design consumption bonus?

2. Educate consumers?

3. Distribute promotional materials to consumers?

4. Holding exhibitions for consumers?

5. Field shows for consumers?

6. Giveaways or exchange coupons?

7. Offer new products to consumers?

8. Coupon?

9. Let consumers try new products?

10. Setting up showrooms?

11. Start a commodity consulting business?

12, other

Iv. What promotion support will be given to middlemen?Are you considering the following promotion methods:

1, to guide the operation?

2. Educate employees?

3. Strengthen management?

4. Start a competition?

5. Provide catalogues?

6. Joint advertising?

7. Joint promotion?

8. Sales discount?

9. Holding a lecture or exhibition?

10 and other

5. What kind of promotion methods should be adopted for terminal shopping malls?Are you considering the following promotion methods:

1, to guide the shopping mall operation?

2, strengthen the management of middlemen?

3. Education for shopping mall staff?

4. Joint advertising?

5. Holding lectures or exhibitions?

6. Distribute promotional materials to shopping malls?

7. Allow shopping malls to take a cut?

8. Let stores compete?

9. Send company models or spokespersons to stores?

10. Set up outlet stores?

11. Manage the promotion of goods?

12. Develop business guidelines for shopping malls?

13. Provide sales equipment to the store?

14. Distribute company's internal publications to shopping malls?

15. Give gifts to store staff to encourage them?

16. Hold on-site product display?

17. A live show?

18. Store competition?

19, other

Vi. What kind of promotion methods are adopted internally?Are you considering the following promotion methods:

1. Competition among business people?

2, the development of salesman manual?

3. Make product catalogue?

4. Do internal publications?

5. Provide sales tools?

6, other

Vii. Payment Advertisement:

š TV

š radio

š print

š newspaper

š magazine

š Yellow pages

š Directory of special trades

š Transportation advertising

š street

š š š š

Eight, how is the budget of promotion plan calculated?Is it based on "allowable costs" or on the "accumulated costs" necessary to carry out the sales plan?Please briefly:

Nine, whether to establish a promotion evaluation system?If yes, please briefly state:

Make a will

It is recorded in Zuo Zhuan that Sun Wu went to see Helu, king of wu, and talked with him about leading an army to fight.The king thought to himself, "It's no use having an armchair strategist. Let me test him."Then gave a difficult problem, let Sun Wu train ji concubine for him.Sun Wu chose a hundred maids of honor and appointed two of the king's favorite concubines as captains.

Sun Wu explained exactly how to train in formation, but when he shouted the command, the women laughed and threw themselves into confusion, and no one listened to him.Sun Wu explained the essentials again and asked the two captains to set an example.But when he shouted the command, the ladies of the court still did not care, and the two captains of the concubines doubled over with laughter.Sun Wu said sternly, "This is a military arena, not a royal palace.You are soldiers now, not maid-in-waiting;My orders are military orders, not jokes.You don't train according to the command, the two captains take the lead and don't listen to the command, this is a blatant violation of military law, deserve beheading!"Say that finish, then call a warrior to kill two pet ji.

When Sun Wu shouted the command again, the ladies of the court were so frightened that no one dared to speak. When sun Wu shouted the command again, they marched in unison and acted in unison, making them truly well-trained soldiers.Sun Wu sent for the king of Wu to come and inspect the palace. The king was very sorry about the loss of his two concubines and did not want to watch the training of the maid-in-waiting. He just sent someone to tell Sun Wu, "Sir, I have learned how to lead the army.Sun Wu did not say any nonsense, but started from lixin, in exchange for strict military discipline, order the inevitable effect.

[inspired]

To be a man is difficult, but to be an excellent manager is even more difficult.In particular, middle-level cadres who hold managerial positions often encounter problems like Sun Wu's. When some policies are formulated, they cannot be put to use because they touch the old interests of some people.These people may be more senior than you are, or they may have more backgrounds than you can afford to blame, and their obstacles can put you in a quandary.

As the saying goes, "Mercy does not have power". Managers should stick to the right principle. Although the result of implementing the policy may be to offend some senior people and lose their job, if your policy cannot be carried out, your future will also be ruined.This is what we call opportunity cost, and it uses one of the most popular theories in economics: game theory.In fact, as long as you really implement policies objectively and impartially, rather than obsessing too much about your own self-interest, you have a good chance of success.

When the plan of battle is decided, execute it;Generals need not doubt plans, and soldiers need not wonder.

MOTOROLA

MOTOROLA's Iridium project demonstrates why so many companies use multi-functional teams.The project is to develop a large network capable of hosting 66 satellites. "We realized from the beginning that it would be impossible to do a project of this size and complexity in a traditional way and get it done on time," says the project's general manager.During the first year of the project and through the middle of the project, a multi-functional team of 20 MOTOROLA employees met every morning.Later, the team expanded to include experts from more than a dozen other companies, such as Douglas, Martin Marita, General Electric, Atlanta Technologies, And Kranichev, Russia.

The capacity of a barrel

Management has a barrel principle: a barrel is composed of many boards, if the length of these boards is different, then the maximum capacity of the barrel does not depend on the long board, but depends on the shortest board. 

An enterprise is like a big barrel, unless the enterprise is overstaffed, otherwise every employee is an indispensable plank of the barrel.The enterprise's greatest competitiveness often not only depends on a few people's outstanding and outstanding, but also depends on its overall situation, depends on whether it has some outstanding weak links. 

The staff is just like the bottom of the barrel, which is composed of the humanistic quality of the staff and the various professional knowledge and skills he has mastered.If the bottom of the barrel is not solid, then when the capacity of the barrel increases to a certain extent with the lengthening of the board, the bottom of the barrel will start to leak, and in serious cases the bottom will crack and even fall off, causing the whole barrel to collapse.　 

[Case Analysis]

With the rapid development of society, economy, the human resources advantage is replacing traditional material resources advantage, "people-oriented" has gradually become the consensus of the enterprise, the humanities factor to the enterprise management and the overall competitiveness of the increasing influence, the enterprise staff, especially the enterprise senior management personnel and technical personnel more and more need to have the necessary cultural literacy.However, due to the defects of liberal arts and examination-oriented education in China, the bottom of the barrel of most people trained by our education system is weak.Traditional academic education does not give us a good bottom of the barrel, so it is necessary for enterprises to make up this lesson in the training of employees. 

To increase the capacity of enterprises, the training of employees is essential. 

"Ask canal which get so clear, for the source of living water."A good leader is one who keeps his team learning. 

In the long run, the only lasting competitive advantage is your organization's ability to learn faster than your competitors.No force can take that advantage away from you.Anyone trying to copy you, in their copy, you're one step ahead of them.

Mission of the new generation of entrepreneurs: - Enterprise innovation management cases

Background:

Since the beginning of the reform and opening up in the 1980s, Xx has set up its own enterprise. Thanks to guangdong's pioneering opening up in that era, it can be said that everything goes smoothly and everything comes true.From 1984 to 1992, from the initial investment of five thousand yuan assets increased to nearly fifty million yuan, miraculously created a good story, in the furniture industry was one of the few famous enterprises in the south at that time.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Looking back at the success of the time, nothing more than "bold" two words.I have never heard of management and strategic decisions, let alone "understand" them, but "succeed" them.After the national macro-control in 1993, the original situation of supply and demand did not exist, products began to backlog, capital turnover difficulties, struggling to 1996 will not work, the enterprise appeared a big slide in economic benefits, fell into a situation of deficit, coupled with the destruction of Hainan bubble economy, undoubtedly worse. 

It is also not objective to emphasize objective conditions without realizing a series of problems existing in the operation and management of enterprises.We nearly four $ten thousand yuan investment, for example, a small hotel, in the absence of any under the premise of market investigation and study, and invested heavily in haste, on the operating characteristics, scale and management experience on under the condition of no advantage, in an unrelated business relationship with their own industry industry, and the main funds derived from interest as much as 30% of the illegal loan, The risks can be imagined.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

The core of enterprise management is management

The core of business is decision making

The core of decision making is innovation

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Management is to solve the direction of the enterprise, market problems, strategic problems, internal and external coordination of the enterprise to carry out asset restructuring, to achieve the maximum capital appreciation of the fundamental problems;What management solves is the efficiency, tactics and internal problems of enterprises.

For businesses:

Operation is the leading and management is the foundation.Management is very important, is to do well in the enterprise prerequisite, but management is not the survival and development of the enterprise guarantee conditions.Only understand management, good management, and do a good job of management, enterprises can adapt to the market, and further develop the market.Only with market prospects, employees can have real cohesion, can really do a good job of management.Therefore, to do a good job in the systematic engineering of enterprises, we must start from studying the market and improving management, and constantly carry out management innovation in accordance with the rules of the market.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

From the point of view of the success or failure experience that I have experienced, it is very similar to the success or failure of most enterprises in Our country, such as "giant", "Flying Dragon", "aiduo", "Asia", "Nande" and other enterprises.At the beginning, when the market was transforming from a shortage economy in China, enterprises were producing at full capacity. Whatever they produced, the market needed. Without innovation, enterprises could obtain rich profits and occupy a large market share.But as join WTO, market economy had competition, law of value and competitive law show great power immediately.

Shortage is need; need is command.

Market competition makes the original supply and demand to balance supply and demand, and then evolve into oversupply, the market becomes a buyer's market.

As a result, under buyer's market conditions, enterprises can survive if they can adapt to the market.If you can tap the market, you can grow.If both can not develop the market, and can not adapt to the market, can only be ruthlessly eliminated by the market in the competition.Buyer's market has solved the contradiction of social demand, promoted the rapid development of social productivity and brought about social progress.Those with rigid minds who shout "the market is weak" find no direction, and life gets harder.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Exclaimed "China everywhere gold, China's money is really good to earn" foreign companies, in the Chinese market freely gallop, profiting handily, why?Who knows how to manage innovation, who around the market to engage in market planning and design innovation, whose products will be easy to sell;On the other hand, those who violate market rules will be punished.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Under the condition of market economy, the innovative management of enterprise operators or entrepreneurs can be realized only by spirit innovation, concept innovation, thought innovation, knowledge innovation, system and mechanism innovation and economic structure innovation.The innovation in this respect requires that the comprehensive quality of our business operators should be significantly improved, and that our country should quickly establish corresponding professional supporting institutions and systems in all walks of life in the construction of a market economy.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Schumpeter, a famous American economist, pointed out that "managers can become entrepreneurs only when they engage in innovative activities".

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

The main symbol of entrepreneurs is innovation. Only those who have excellent spirit of innovation and excellent innovation ability and have made innovative achievements that general managers cannot do are real entrepreneurs.

At present, the number of entrepreneurs in Our country is huge, but there are few qualified entrepreneurs.

＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝＝

Bill Gates, the richest man in the world, once said to us:

"For China, an enlightened knowledge of how to run a business is more important than a computer."

This is the current problem in Our country:

Many enterprises blindly pursue modern forms, but do not study the essence of modern market economy and enterprise management.Then, step out of the door is the international market today, we business operators want to become a real entrepreneur, innovation management is an important lesson that can not be avoided.

Innovative management is risky, is to do things that no one has done before.

I think: the existing enterprises should be pragmatic management foundation at the same time, more to carry out innovative management.Only by carefully studying local culture and national conditions, taking advantage of their own advantages, absorbing international advanced culture and management experience, and establishing an innovative operation mechanism of "people without me have", can they remain invincible in participating in international market competition.

In particular, we young private enterprises need to compete with century-old stores with hundreds of years of business experience in all walks of life and in this industry. Only by innovating our own killer mace can we keep our market share at home from being snatched away, and then talk about going abroad and going to the world.