Agricultural enterprises refer to profit-making economic organizations with legal personality, which are engaged in agricultural, forestry, animal husbandry, sideline and fishery production and business activities, with high commodity rate, independent operation and independent economic accounting. The following is my research paper on the problems existing in the entrepreneurial stage of agricultural enterprises, and I will share it with you.

Abstract: In all stages of enterprise life cycle, the pioneering stage is the stage with the highest mortality, the most unstable enterprise development and the most concentrated management problems. According to the actual situation of agricultural enterprises in China, combined with the theory of enterprise life cycle, focusing on the entrepreneurial stage, this paper analyzes the main problems existing in the entrepreneurial stage of agricultural enterprises from the perspective of enterprise strategic management, and discusses the countermeasures of enterprises.

Keywords: enterprise life cycle; Entrepreneurial stage; strategic management

Every development stage of an enterprise will face many problems, especially the start-up stage. Entrepreneurial stage is the most unstable stage of enterprise development, the most prominent stage of management problems, and the easiest stage to die. In the initial stage, enterprises often lack in-depth analysis of the market, a correct understanding of their own strengths and weaknesses, and a relatively perfect management system. Therefore, at this stage of life, the most important thing for enterprises is to quickly form a scientific development strategy to solve problems by analyzing their own strength and market competition pattern, so as to build a solid foundation for the development of enterprises and ensure their healthy and harmonious development.

First, an overview of enterprise life cycle theory

1. The concept of enterprise life cycle

So-called? The life cycle of an enterprise? , refers to the process of enterprise birth, growth, growth, decline and even death. Although the life cycle of different enterprises is long and short, the characteristics of each enterprise in different stages of its life cycle have certain characteristics. Understanding these characteristics will help enterprises to understand their life cycle stage, so as to correct their status and extend their life as much as possible.

The theory of enterprise life cycle is a theory about the stages and cycles of enterprise growth and death. There are two kinds of enterprise life cycle, one is natural life cycle and the other is legal life cycle. Natural life cycle is the category of our previous life cycle theory research; The legal life cycle comes from different countries' restrictions on the effective period of enterprises in industrial and commercial registration.

2. Classification of enterprise life cycle

Churchill N.C and Lewis V.L (1983) described the characteristics of each development stage of an enterprise from two dimensions of enterprise scale and management factors, and put forward a five-stage growth model, that is, the enterprise life cycle includes the establishment stage, the survival stage, the development stage, the take-off stage and the maturity stage. According to this model, the overall development of enterprises will generally present? Temporary or permanent status quo? 、? Sustained growth? 、? Strategic shift? And then what? Sell or go bankrupt? Typical features are as follows.

Second, the analysis of the problems existing in the entrepreneurial stage of agricultural enterprises

Agricultural enterprises refer to profit-making economic organizations with legal personality, which are engaged in agricultural, forestry, animal husbandry, sideline and fishery production and business activities, with high commodity rate, independent operation and independent economic accounting. The agricultural enterprises in China are small in scale, and most of the managers come from farmers or businessmen engaged in agricultural circulation. The limitations of these managers in management vision and management knowledge and culture level have caused problems such as blind planning, blind investment and blind decision-making in the operation process of agricultural enterprises in the initial stage.

1. Lack of flexible and powerful business strategy

Due to the lack of managers' management concept, there are several problems in the strategic choice of agricultural enterprises in the initial stage: First, the timing of national macro-policy adjustment cannot be flexibly grasped, such as the introduction of a series of fiscal and tax subsidy policies to support the development of agricultural circulation enterprises in the docking policy of agricultural supermarkets. If circulation enterprises seize this favorable opportunity, they will undoubtedly achieve rapid development. Secondly, there is a lack of targeted business strategies. When determining the business strategy in the early stage of operation, enterprises often lack detailed market research and rational analysis, fail to find market opportunities in advance, and are easily affected by temporary market demand in the course of operation, making hasty responses, leading to unreasonable resource allocation and? Vicious competition? It has brought great risks to the survival and development of enterprises.

2. Lack of venture capital

The problem of funds has always been a restrictive factor in the development of agricultural enterprises. Agricultural enterprises in the initial stage are small in scale, weak in strength and high in risk, so it is difficult to raise funds directly and indirectly. The lack of start-up funds makes it impossible for enterprises to carry out large and fundamental entrepreneurial activities during the start-up period, which increases the difficulty and risk of starting a business. Coupled with the lack of financial management ability of enterprise managers, the lack of reasonable planning and control of the use of funds, cash flow breaks often occur in the course of operation, and the cash flow of enterprises is ineffective, which eventually leads to the abortion of entrepreneurial projects.

3. Lack of human capital

The lack of agricultural technical talents and management talents is another bottleneck restricting the development of agricultural enterprises in the entrepreneurial stage. The scale and strength of agricultural enterprises determine that their salaries are lower than those of other enterprises. Therefore, the brain drain of technical talents is more serious. The management team of agricultural enterprises generally has a low level of knowledge and culture. Have certain technical ability, but lack relevant enterprise management experience and management ability. For example, many agricultural enterprises are family-owned enterprises, and the managers of enterprises are often family members or friends. The management system of many companies is still at the oral level, which is very arbitrary. Many management systems can't aim at the loopholes and hidden dangers in the management of this enterprise.

4. Lack of market awareness

Managers did not conduct in-depth investigation and analysis of the market before starting a business, did not understand the market demand and did not understand the current consumer demand. The decision-making of enterprise managers in business processes is too subjective. There is no relevant and feasible product strategy, talent strategy and marketing strategy. All these have led enterprises to hit a wall everywhere in the process of starting a business and struggling.

Third, the strategic choice of agricultural enterprises in the entrepreneurial stage

Agricultural enterprises are inevitably faced with a series of survival dilemmas in the start-up stage. At the same time, it also has some development characteristics that other enterprises may not have. Therefore, at this stage, it is the primary task of enterprises to formulate a reasonable development strategy, foster strengths and avoid weaknesses, and maintain survival. The development strategies that can be selected and implemented in this period are: resource strategy, attachment strategy, survival strategy in the cracks, local market strategy, high-tech and high starting point strategy.

1. Resource strategy

Resource strategy is to produce products or provide services based on the specific resources of agricultural enterprises, so as to determine the development strategy of enterprises. Enterprises adopting resource strategy can not only reduce capital investment, but also form differentiated characteristics and comparative advantages for other competitors. Enterprises can implement this strategy with the help of the state? One village, one product? 、? Geographical indications of agricultural products? Certification and other related policies, combined with local superior technical personnel, unique geographical, climatic and human environment factors, to develop agricultural products with regional characteristics. Resource strategy can set up industry barriers at the beginning of an enterprise's business, avoid fierce market competition, thus obtaining high profits and laying the foundation for its future development.

2. Attachment strategies

Attachment strategy is a common development strategy in the development stage of enterprises. Attachment strategy refers to the strategy that agricultural enterprises with limited capital and management ability can rely on relevant leading agricultural enterprises to grow and develop, and agricultural enterprises can give full play to their professional advantages by providing supporting processing or other services for the products of cooperative enterprises. The advantage of attachment strategy is that small enterprises can make up for their own shortcomings in market development ability, capital, technology and management experience with the help of the goodwill and sales network of large enterprises, and achieve the purpose of expanding sales development with less capital investment. 3. Survival strategy in the cracks

The survival strategy in the crevice means that agricultural enterprises use their advantages of small scale and flexible operation in the early stage of their business to choose markets that large enterprises are inconvenient or unwilling to enter and find their own development space. The implementation of this strategy by agricultural enterprises can fully reflect their flexibility, and they can attack and retreat. In the process of production and operation, they choose to produce and provide market segments that large enterprises are unwilling or unable to meet, so as to avoid fierce market competition and make up for their own disadvantages in capital and management. However, this strategy also has its disadvantages. Due to the limitation of market segments, there is great instability in the operation of enterprises, which will also bring certain difficulties to the management of enterprises. Therefore, enterprises that implement the survival strategy in the cracks should consider the strategic transfer after the enterprise develops to a certain scale, and create conditions for the stable development of the enterprise.

4. Local market strategy

Local market strategy is an effective development strategy implemented by enterprises in the case of insufficient funds in the initial stage. This strategy requires enterprises to thoroughly study the market. Establish a clear market positioning of enterprises, focus the market objectives of enterprises in the start-up stage on specific markets or specific customer groups, and concentrate on establishing their own core competitiveness in the local market. With the expansion of local scale and the establishment of brand, agricultural enterprises implementing local market strategy need to constantly break through local constraints, constantly improve their technical level and management ability, and create conditions for enterprises to explore other markets.

5. High-tech high starting point strategy

High-tech and high starting point strategy is a strategy for agricultural enterprises to establish enterprises quickly by using their own patented technologies and inventions. This strategy requires enterprises to have patented technology that can meet the market demand, and also has higher requirements for the market development ability of enterprise management team, otherwise the expected effect will not be achieved. Implementing the strategy of high technology and high starting point has great risks, and even ends in failure because the products are not recognized by the market.

Four. Concluding remarks

The strategic study of agricultural enterprises in the start-up period expounds the problems encountered by enterprises in the start-up stage and some methods to solve them. In the start-up period, enterprises should understand their own advantages, grasp the relationship with all aspects, and learn from each other's strengths. Through the strategic choice of agricultural enterprises in the start-up period, it can help enterprises find a suitable development path in the start-up period.

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