“After the Yangtze River surging over the water, the heroes of the waves ran out of water. The successes and failures turned empty and Castle Peak was still there.
Since the 1980s, China’s reform and opening up has been more than 20 years old. During this period, the Chinese economy has achieved remarkable achievements. As the tide of the times, Chinese entrepreneurs have experienced hardships and fluctuated in the ups and downs of the commercial sea. It can be said that China’s reform and opening up over the past two decades is also an epic that records the gestation and development of several generations of Chinese entrepreneurs. Looking back, I feel a little vicissitudes. Those companies that used to develop “blow-out†in the past have all ended up falling down with “avalanche†styles. The times have long been like flooding their old myths. Today, when we look at the successes and failures of their old days, compared with their contemporaries, the failure of these losers is so clear. They are paralyzed in shopping malls. Most of them are not lost in business operations. The real reason for their failure is that companies are no longer able to adapt to the changing "ecological environment," after all, "natural selection and survival of the fittest". It is the purpose of evolution of all things in the world.
China’s road to reform and opening up is so rapid that the world’s powers have spent hundreds of years walking through the streets. We have to go through decades, which determines that “change†is the main theme of the entire era. To make waves in the times and to keep up with the pace of "change" is almost a criterion for judging success or failure. Unfortunately, at the beginning of the reforms, the heroes were almost at ease. When there are major changes in the external or internal environment of the company, they are often unaware of the strategic transition the company is facing. When the environment changes, when the strategic turning points of the company appear, they either blindly expand, or continue to be self-styled, and eventually they can only be left behind. The tide of the times has been evacuated and it can be said that they are victims of strategic turning points.
What is a strategic turning point
The concept of a strategic turning point was first proposed by Andrew Grove, the former president of Intel Corporation in the United States, in the book "Only paranoid to survive." In this book, he talks about the importance of strategic turning points more than once. For the strategic turning point, he gives a very classic definition in the book: “It is the time when the foundation of a business is about to change. This change may mean Businesses have the opportunity to rise to new heights, but it is also possible to mark the beginning of decline."
From the definition of a strategic turning point, we can easily see that the strategic turning point is like a double-edged sword for enterprises. When the strategic turning point comes, if you respond positively to precision operations, then the old strategy is replaced by a new one. The strategic turning point will become an opportunity for the company to take off and you will rise to a new height; if you let it drift or flow against it On the other hand, then the strategic turning point will set the company to death. This is because when the strategic turning point occurs, the balance of various factors will be broken again in the structure, the competition mode, and the business operation mode to realize a new combination. No one will ring an alarm bell for you in advance to remind you that you are on the verge of change. This is a gradual process. Various factors quietly accumulated and began to change the characteristics of the company. If you only know that there are changes, but do not know what is changing, companies will gradually lose control over their operations. It can be said that the strategic turning point directly determines the survival of enterprises.
How to deal with strategic turning points
The strategic turning point will have a profound impact on the company. The treatment of this turning point directly determines the future of the company. So how do we deal with the strategic turning point? The strategy is focused on the future, but no one knows when the turning point will come. So this requires entrepreneurs to do three things:
1. Scientific Perspective Strategic Expectations
Scientific perspectives on strategic expectations and the time when the strategic turning point is predicted (of course, the strategic turning point is not easy to predict) requires a scientific approach and a very high strategic vision.
2. Prepare and accumulate
Accumulation of funds, accumulation of talents, and accumulation of resources. When the strategic turning point comes, we can immediately respond. Seize the opportunity.
3. Master the direction of development
The arrival of the strategic turning point is the redistribution of social wealth, that is, the time for reshuffling. Only by firmly grasping the direction of development and formulating reasonable strategic development steps can we win over the future.
Analysis of current strategic situation
Whether you want to or not, the era in which we are now is quietly changing. A new era has arrived.
When Mr. Schwab, chairman of the World Economic Forum, came to China, he once said a very classic saying: “Globalization is like a rising sun. This is an indisputable fact. The 21st century will be the century of globalization. Like the twentieth century was dominated by industrialization, but still a little different: the industrialization revolution took 100 years to separate winners and losers, the so-called industrial countries and underdeveloped countries, and this process in the process of globalization only It will take 20 years to be enough.†The distinctive feature of the global economy is that the concept of supply, production, and sales of product production will basically disappear, and capital flow and product circulation will become very easy and convenient worldwide. Instant communication of economic information makes the world economy integrate. The economic characteristics of globalization have brought about globalization's opportunities and competition.
The first is the opportunity.
A direct consequence of the era of globalization is the rapid expansion of large multinational corporations or multinational corporations on a global scale. The rise of multinational corporations has brought about a strategic adjustment of the global industrial structure. China, which is known for its cost advantage, is facing a huge market opportunity. The reason why I say this is because of the following set of figures:
In 2002, the global subcontracting business reached 4 trillion US dollars;
In 2003, the subcontracting business of global multinational companies reached 5 trillion US dollars;
In 2010, the global multinationals subcontracting business will reach 20 trillion US dollars (expected).
In 2003, China's GDP was only 1 trillion US dollars.
At present, 95% of global multinational corporations have or are planning to build multinational corporations in Asia.
It is not difficult to see from these figures that the outsourcing of a globalized economy has a huge scale and has far surpassed our past level of development. Putting ourselves in a globalized economy will have a profound impact on China. In the report of the 16th National Party Congress, our party also put forward: “The next two years and years are an important strategic opportunity for China that must be firmly grasped and can accomplish much.†The global economy is a historical opportunity, and the times will give Our China new mission.
So, what is our current state of development? The following quotes some of the contents of the 2004 “First Quarterly Macroeconomic Analysis Reportâ€: “In the first quarter of 2004, China’s economy grew strongly, GDP grew by 9.7% year-on-year, and fixed-asset investment increased by 47.8%.... The value-added of industrial enterprises above designated size increased by 17.7% year-on-year. Opportunity is in front of us, and only development is the constant truth.
Talk about the challenge again.
China has already joined the WTO and will fully participate in global competition. Enterprises are facing the challenge of “operating internationally, globalizing competition, managing networks, and diversifying demandsâ€. Our printing companies need to enter the international market and survive in a rapidly changing market environment. The company's own "software" and "hardware" need to be strengthened. However, judging from the current situation, the situation of enterprises is not optimistic, especially in the "software" part. Compared with large international companies, there is a big gap between the enterprise's system, management model, management methods and personnel quality. Only by improving the quality of the company itself and the level of management and management can it really go to the international stage.
The new era has come and the opportunity for history has come. This is a fact that no one of us can change. Each printing company will experience this great strategic turning point.
Printing industry entrepreneurs, are you ready? In the end, I would like to conclude with the great warning of Mr. Sun Yat-sen, the great man, as a conclusion: “The general trend of the world, the mighty people, the smooth people, and the unfavorable ones will die.â€