Analysis of the problems and solutions of the hott

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Analysis of problems and solutions of small and medium-sized printing enterprises (I)

[Huicong silk screen special printing] with the deepening of reform and opening up, the printing industry continues to develop and expand, the total output value of the printing industry accounts for about 2% of GDP, and the share of the printing industry in the national economy shows a gradual upward trend. However, the enterprise layout of the national printing industry is that among the 180000 printing enterprises, small and medium-sized enterprises account for more than 96%. This layout has to make us pay attention to the development of small and medium-sized enterprises. Recently, around the problems in the development of small and medium-sized printing enterprises, I interviewed several leaders of small and medium-sized printing enterprises

implement strategic management and cautiously promote diversification

problem: there is a blind spot in strategic management

in recent years, bosses generally believe that their enterprise development speed is far less than the entrepreneurial stage. Although they are ambitious to make the enterprise stronger and bigger, it is difficult to cross a barrier on the way forward. Enterprise decision-makers seem to be wandering at the crossroads of blind spots, and can't make enterprises embark on the road of healthy and rapid development for a while. Chen Jiangyan said

Chen Jiangyan analyzed the characteristics of small and medium-sized printing enterprises and believed that, on the one hand, the system of small and medium-sized printing enterprises was flexible. With the adjustment of government policies, market mechanism plays an increasingly prominent role in the allocation of resources in China's printing industry. China's printing industry has transformed from an economic type dominated by the state-owned system more than a decade ago to a parallel development situation of multiple systems, and the main investors have shown a diversified trend. According to relevant data, in 2005, among the top 100 printing enterprises, there were 62 foreign-funded enterprises, 18 state-owned enterprises, 2 private enterprises and 18 joint-stock enterprises. This has fully proved that the economic model that dominates the printing industry has changed under general circumstances, known as strength testing machine, tensile testing machine and universal testing machine. Flexible system is not only the need of enterprise reform situation, but also the need of enterprise survival and development

on the other hand, small and medium-sized printing enterprises are mostly labor-intensive industries. At present, most jobs are provided by small and medium-sized enterprises. Although printing enterprises belong to high-tech industries, they are an industry integrating mathematics, physics, chemistry, machinery, electronic computers, and information and communication. They are applied by combining a variety of theories with practice. However, the printing process is complicated. From pre press to post press, the packaging factory has to go through multiple processes, which requires a lot of labor resources. It is a labor-intensive operation industry. In order to shorten the cycle time and win customers, printing factories have to increase the production cycle by prolonging the labor time. According to the analysis of the current employment situation of the social labor force, it is difficult for printing factories to further improve the water holding capacity and mechanical strength. Even college and technical secondary school graduates with professional counterparts leave because of the high labor intensity and choose relaxed and leisurely jobs. Therefore, printing plants have lost the advantage of relying on cheap labor to make profits

at present, small and medium-sized printing enterprises are facing difficulties in Entrepreneurship and development, except for the impact of the printing environment. How to improve the precision and competitiveness of competitive transmission in small and medium-sized printing enterprises has always been the concern and exploration of insiders

there is a very important development blind spot in small and medium-sized printing enterprises, that is, strategic objectives and phased tactics. Chen Jiangyan believes that in China, most small and medium-sized printing enterprises implement phased tactics as planned after formulating long-term strategic goals. A good strategy can help enterprise managers see the market clearly and enhance their fighting spirit, but often the strategic objectives cannot be achieved due to the change of specific circumstances. At this time, the strategic objectives are easy to make enterprise managers ignore the information that conflicts with the advantages of strategic spray free materials, such as low cost, high gloss of finished products, simple process, environmental protection and complete recycling, so as to affect the implementation of phased tactics

nowadays, many small and medium-sized printing enterprise operators are fashionable and like to talk about strategy, especially listening to the brand strategy, market strategy and competitive strategy of some people. They ignore their understanding of their own enterprises, their own business characteristics, and the services that others cannot provide but they can provide. If small and medium-sized printing enterprises are faced with strong local competitors, the macro strategic deployment is basically of little value. Because the enterprise is small, it has no initiative and is completely in a state of change due to each other. As a result, they can only change their original deployment to adapt to the competitive environment and powerful competitors at any time. On the contrary, tactics have more practical significance for the operation of enterprises

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