[Abstract] The sustainable development of enterprises means that in the process of pursuing their own survival and sustainable development, enterprises should not only consider the realization of business objectives and the improvement of market position, but also maintain sustained profit growth and capacity improvement in the leading competitive field and future expansion business environment, thus ensuring the long-term prosperity of enterprises. The healthy and sustainable development of private economy is one of the hot spots in current society. Through the establishment, development and continuous growth of Yida Group in private enterprises, this paper expounds that in the new era, people should dare to face challenges, break through old ideas and be brave in innovation, and gradually open up a bright future through continuous improvement and adjustment, so that private enterprises will also make great achievements.
[Keywords:] Effective ways of sustainable development of private enterprises
Summary of sustainable development theory
Sustainable development is a brand-new concept put forward with the extensive discussion of global environment and development issues in the 1980s, and it is the crystallization of people's long-term and profound reflection on the traditional development model. Since then, this theory has been continuously enriched and improved, forming its own research content and research methods. With the proposal of sustainable development, people pay more and more attention to sustainability, which has penetrated into all fields from the environmental field. China government also attaches great importance to the viewpoint of sustainable development, and puts forward its own Scientific Outlook on Development: people-oriented, comprehensive, coordinated and sustainable development view. Put sustainable development in a very high position.
The theory of enterprise sustainable development was born late, but it developed rapidly. With the change of social environment, it is difficult for enterprises to adapt to the rapidly changing environment. Moreover, with the collapse of many enterprises, how to keep the current enterprises and how to make them still achieve good development momentum in the near future, more and more enterprises pay attention to sustainable development, considering the needs of current development and future development; We can't exchange the later interests for the present development and meet the present interests. At the same time, sustainable development also includes a concept of development, that is, to maintain the development trend in the face of unpredictable environmental shocks. How to achieve the business objectives of enterprises, enhance their competitiveness, and always maintain profits is not a problem that can be solved in one aspect, but a strategic combination that requires the development of internal and external coordination systems.
In recent years, with the development of the first batch of "policy explosion" enterprises becoming more and more calm, many enterprises have become "meteors", and the profits of existing companies are difficult to develop further, and the development of enterprises is facing a new "bottleneck" period. A basic problem faced by enterprises in China is sustainable development. In a sense, these "meteor" enterprises are all product-successful enterprises, that is, relying on the courage and acumen of entrepreneurs, they seize an opportunity, a product, a project and some scarce resources in the process of China's economic development to make them grow rapidly, but this success does not mean the success of enterprises, let alone the continuous success of enterprises. However, whether some "prosperous" enterprises still maintain their own development speed in the turbulent environment and how to make them achieve sustainable development are before all enterprises.
The core of enterprise's sustainable development is innovation, and the innovation mechanism should be implemented into the overall strategic goal of the enterprise in order to seek its own unique competitive integration advantages. The core issue of an enterprise is efficiency, which requires not only institutional guarantee, but also continuous innovation. Only innovative enterprises can ensure the sustainability of their benefits, that is, the sustainable development of enterprises.
From the perspective of economics, the sustainable development of enterprises needs the maintenance and continuous growth of profits. However, based on the reality and the characteristics of the industry in which the enterprise is located, there are different expressions and views on what kind of profits the enterprise obtains. Mainly manifested in the pursuit of monopoly profits and super-economic income. Sustainable development requires the sustainability of enterprise development, not only the current development of enterprises, but also the unexpected development of enterprises. Therefore, enterprises are required to have a mechanism to promote sustainable development.
Based on the current theoretical discussion on sustainable development and the examples of sustainable development of domestic and foreign enterprises, this paper puts forward some views on how to realize the sustainable development of enterprises at present by using theoretical knowledge such as strategic management, corporate culture, marketing and employee motivation.
Analysis on the Present Situation and Existing Problems of Zhong Er Yida Company
(I) Status quo of Zhongyida Company
Beijing Zhongyida Trading Group Co., Ltd. was established in 1996, formerly known as Beijing Zhongyida Materials Trading Co., Ltd., with a total registered capital of10.2 billion yuan, and is a comprehensive group enterprise focusing on automobile sales and automobile maintenance services. Since its establishment, it has successively obtained the agency rights of many well-known automobile brands at home and abroad, such as Shanghai Volkswagen, SAIC Ssangyong, SAIC Zhonghui, Dongfeng Da Yue Kia, FAW-Volkswagen, SAIC Roewe, Shanghai Volkswagen Skoda, Anhui Chery, etc., and its annual sales volume ranks among the best in the same industry in Beijing. At the same time, in order to diversify business risks and open up new profit growth points, the company has also set foot in import and export trade, communications, digital product agents and other industries and achieved initial results. At present, the subsidiaries of the Group are: Beijing Zhongyida Huicheng Automobile Sales and Service Co., Ltd., Beijing Zhongyida Huilong Automobile Sales and Service Co., Ltd., Beijing Zhongyida Huifu Automobile Sales and Service Co., Ltd., Beijing Huilin Automobile Sales and Service Co., Ltd., Beijing Huijie Automobile Sales and Service Co., Ltd., Beijing Zhongyida Automobile Maintenance and Investment Co., Ltd., Beijing Zhongyida Yingyuelou Catering Management Co., Ltd., in addition to Guangzhou and Tianjin.
At present, the company is in the middle and upper reaches of the industry, but with the intensification of industry competition, the increase of competitors and the decrease of industry share, and at the same time, due to the internationalization and deep expansion of the market, how to continue to develop in the fierce environment is the key to the sustainable development strategy of the enterprise, that is, to achieve business objectives, improve the market position of the enterprise, and maintain the sustained profit growth and ability improvement of the enterprise in the leading competitive field and the expansion of the future business environment, thus ensuring the long-term prosperity of the enterprise.
The company's short-term goal is to develop Zhongyida Group into a professional automobile sales and service group based on multi-brand 4S stores, quick repair chain network, used car appraisal and evaluation, and comprehensive services of automobile clubs in the field of automobile sales and service. Relying on websites, ERP, OA, VIP cards and membership cards, we will concentrate the online and offline resources of the Group, build an integrated information resource platform of the Group, allocate more related businesses to the platform, continuously enhance the added value of the platform, and form a customer service value chain within the Group. Lead the industry to realize the e-commerce of sales service in the automobile industry and form the company's unique core competitiveness. At the same time, set foot in other industries with good development prospects, explore new profit growth points, and realize the sustainable development of the Group. The long-term goal is to turn the group into a joint-stock enterprise with modern system and standardized management within five years, establish a leading position in the automobile circulation industry with strong brand advantages and comprehensive competitive advantages, enter the domestic and foreign capital markets, and become a listed enterprise group with high economic benefits and social reputation.
Zhongyida takes "dedication, reputation, innovation and development" as the enterprise spirit, and insists on customer-centered, quality-oriented, market-oriented, management-oriented, and constantly enhances the core competitiveness of enterprises with quality service. Remodeling the company's corporate culture, forming a unified vision, mission, corporate values and business service concept of the group, changing the shortcomings existing in the company's management mechanism, improving the service awareness of all employees, modifying the company's existing employment mechanism and salary system, mobilizing the enthusiasm of employees to the greatest extent, improving their satisfaction, and establishing their sense of ownership, we must first start from ourselves, ensure that they will not become the bottleneck of enterprise development, change their mentality and style, and become an example of this corporate culture change. Strict professional training, leading technology, high-quality staff and advanced management concept are the guarantee to provide quality service for every customer. Strengthen the group's service brand building and staff service quality, strictly train and evaluate, continuously improve service quality, and increase customers' brand dependence on Zhongyida's overall service;
(B) Problems in the process
1, the traditional concept of enterprise
Traditionally, mistakes are inevitable in any work; Change if something goes wrong. This concept has brought a lot of waste and inefficiency (including rework and repair). But people turn a blind eye to this and get used to it. Within the enterprise, the manager is of course the center, everyone revolves around the leader, and everything revolves around what the leader says. Things are done and the leadership is done; If you do something wrong, the responsibility will be borne by the people who work below. Under such values and cultural background, the sustainable development of enterprises is restricted by serious "bottlenecks".
2. Management procedures
With the increasing scale and strength of the group, it also increases the difficulty of management and standardization. As a private enterprise, how to maintain vigorous vitality and realize sustainable development in the new round of economic globalization competition pattern should be the most concerned topic for every private enterprise manager when positioning the enterprise development strategy. The company's management process can't be effectively connected, and the management responsibility is unclear, which leads to repeated quality problems. Take Huilong Company as an example: By the end of August, the company's maintenance times increased from 25 times/day at the beginning of March to 40 times/day, and the maintenance business volume was greatly improved, and the benefits were also significantly improved. However, the following customer complaints have also increased significantly, but customer satisfaction is not satisfactory. For example, if the daily maintenance vehicle is not maintained and cleared, the quality inspection will be missed; The disjointed management process leads to long maintenance time, untimely supply of spare parts and so on. Of course, other companies have similar problems. Any problem in any link will affect the whole maintenance process. This reflects that the company's maintenance quality management process needs to be further improved.
3. Capital cost operation
If a maintenance company, the quality of automobile maintenance is very good, but the cost is high, users will still lose their competitiveness if they are not welcome in the factory for a long time. Judging from the market environment in the first half of this year, it is true that due to the increase of new models, the competition is further intensified and the cost pressure faced by the operation is also rising. In addition, due to the overlapping investment cycles of multiple investment projects, it does bring challenges to capital operation. Take the quick repair chain as an example, it is difficult to make ends meet in a short time, and it needs to inject new "blood" to continue. If we want to change this situation, we need a breakthrough, and good projects need funds. The company's non-performing assets have been idle for a long time and have not been fully utilized, which is also an important factor restricting the sustainable development of enterprises.
Third, an effective way for the sustainable development of private enterprises
(A) the concept of innovation
The work is done at once, and it is not normal to do it badly. Don't do it until you meet the normal conditions for doing a good job; Create conditions first, and then do it. So the work can only be done once, and no mistakes can be made. Change traditional ideas, especially from "manager-centered" to "customer-centered", from "manager guiding employees" to "manager serving employees". Conduct quality education for all employees, establish the idea of "quality first", give priority to meeting customer requirements, and deeply understand the concept of "customer satisfaction". The only way for managers and all employees to benefit is to make the company profitable. The only source of the company's profit is the customer's purchase. The only reason for customers to buy is that the products and services provided by the company are of good quality and cheap price, which can satisfy customers. Therefore, everyone in the enterprise and all activities are naturally customer-centered. Managers serve customers on the one hand and employees on the other. Only by creating good conditions for employees can employees better serve customers. Under this system, any improvement that is conducive to improving product quality, service quality and customer satisfaction is directly consistent with increasing the interests of enterprise owners, managers and employees. At this time, various suggestions and measures to improve quality will naturally emerge. All employees should put themselves in the shoes (if they are customers, what are the requirements for maintenance quality? What kind of service do you want? For managers, if they are maintenance personnel, what will they think if there are quality problems in their work? What kind of help and understanding do you want? For on-site executives, if they are managers, how to guide their work? What do you think of the problems that have arisen? ), in order to encourage everyone to serve their customers in the way they want to serve, and treat every client as their important customer.
(B) the implementation of total quality improvement
Quality improvement is an endless process of overall improvement, which is the joint efforts of all employees and Qi Xin, a relevant department, to establish a quality assurance system for the whole process of market development and design, production maintenance and after-sales service by combining professional technology, management and ideological education. Use economic means to maintain customers' satisfied vehicles and improve the economic benefits and competitiveness of enterprises. From the past retrospective testing, focusing on inspection, it has changed to focusing on prevention and improvement. The change from management results to management elements, that is, process management (people, machines, materials, laws and environment), is reflected in all production, technology and business activities, and through the work efficiency, customer satisfaction, maintenance quality and economic benefits of enterprises. Take customer satisfaction inside and outside the enterprise as the core, give full play to team spirit, and implement quality management in every work link (maintenance quality and service quality), bearing in mind that the next process is the customer.
1. Establish the quality responsibility system of all departments and personnel, and clearly define the responsibilities, tasks and authorities of personnel of all departments in the process of ensuring and improving the quality of product service department. There is a special person in charge of everything, and everyone has a full-time, standardized job and a job inspection.
The top managers of enterprises take quality decision-making as the core, and organize and coordinate all departments and links in a unified way; Middle-level managers should carry out the decisions of leaders and perform their own quality management functions; Grass-roots management requires employees to complete specific work and tasks in strict accordance with standards, rules and regulations.
2. Establish a set of assessment and reward system with quality responsibility system as the main content and a complete and strict management system. The essence of quality assurance system is responsibility and rewards and punishments. Using this effective means, all stages and links are organized to form a whole with clear tasks, responsibilities and authority, which are coordinated and promoted each other (rewards and punishments are divided into spiritual and material aspects), and the quality is directly linked to personal interests.
3, the introduction of supervision mechanism, also known as the total quality management sampling team, can be composed of different personnel. 5S management can form a good foundation for the activities of quality management team, with irregular and continuous inspection. Be responsible for finding problems, discussing and proposing solutions, and implementing rewards and punishments. Supervise the maintenance quality and service quality of all employees. The main purpose is to implement various rules and regulations and cooperate with various departments to deal with various problems in the work simply and efficiently (completely solve difficult problems in implementation). Improve the execution of enterprises.
(C) to strengthen the operation of capital cost
From the perspective of the long-term development of the Group, it is currently in a critical period of strategic transition and is welcoming a major opportunity period of business restructuring and business structure optimization. Whether we can seize this opportunity and strike a reasonable balance between the smooth production of new projects and the reorganization and optimization of the original business is the core issue for the company to get out of the trough, rise with the trend and realize the strategic turning point! Therefore, we should speed up the optimization and reorganization of existing businesses and strengthen the return on asset investment; Revitalize the project resources with an open joint venture, and further carefully coordinate the project production cycle; Strengthen expenditure control, speed up capital turnover, and improve the anti-risk coefficient of enterprises. In the future, investment in fixed assets should be relatively reduced, the proportion of intangible assets and current assets should be increased, and the utilization rate of assets should be improved; It is necessary to strengthen profit assessment, improve non-performing assets, and change from asset maximization to profit maximization; We should pay more attention to capital operation and actively explore the strategic strategies of light assets such as financial leasing, overall asset leasing, debt restructuring and joint venture cooperation.
Zhongyida Group, based on the automobile industry, continues to expand in depth, takes automobile sales as its core business, actively develops automobile after-sales service and value-added services related to automobiles, and selectively tries other related industries to ensure the sustainable development of enterprises. To solve these problems in the reform, supervisors at all levels are the key. Can we implement corporate values? First of all, can we accept corporate values? In cultural innovation activities, leaders at all levels must first look at themselves. If you are part of the problem, you need to solve your own problem first, otherwise you will lose the trust of others. Supervisors at all levels should take the lead in participating, take responsibility, establish an atmosphere of openness, communication and participation, and mobilize the vitality and passion of employees.
The core of enterprise's sustainable development is innovation. The core issue of an enterprise is efficiency, which requires not only institutional guarantee, but also continuous innovation. Only innovative enterprises can ensure the sustainability of their benefits, that is, the sustainable development of enterprises. With the continuous development of the era of knowledge economy, the innovation of ideas, technology, management and knowledge has become the driving force for the development of enterprises. Without innovation, enterprises can't gain an advantage in the competition, and they can't maintain the ability of sustainable development. Therefore, the sustainable development of enterprises emphasizes development rather than growth. Whether it is the production scale of an enterprise or the market scale of an enterprise, there are limits to growth. Growth is quantitative change and development is qualitative change. An enterprise may not get bigger, but it will get better. The sustainable development of enterprises pursues the improvement of their own competitiveness and continuous innovation, not just the survival in the general sense. In the process of sustainable development, enterprises must constantly improve their competitiveness and level in order to achieve the goal of sustainable development.
China Reform Forum/