With the rapid development of the economy and mature network technology, more and more companies are beginning to create a virtual online business. For example, world-famous companies such as Intel and Boeing have successfully implemented virtual operations. The formation of cross-industry and cross-regional virtual enterprises in developed countries such as the United States and Japan has increased by an annual growth rate of 35%. Although virtual enterprises are still a new thing in China, as China joins the WTO, economic globalization accelerates trade and investment, virtual enterprises will have broad room for development in our country. This article analyzes the characteristics of virtual enterprises, based on its advantages and disadvantages, and discusses the development path to promote virtual enterprises. Characteristics of Virtual Enterprises Virtual enterprises refer to geospatial information management between organizations supported by computer networks, rapid delivery, and established forms. Its characteristics are as follows: 1. The virtual enterprise based on technology is a computer network. The new stage of development of inherent market economy needs and the maturity of network technology have laid the foundation for the emergence of virtual enterprises. It can be said that without network technology, there will be virtual enterprises. 2. Organizational intangibles. Although there are functions such as production, design, management, and finance, the existence of organizations that perform these functions within the enterprise is not entirely managed by computer virtual reality scenarios, such as virtual banks and virtual bookstores. 3. The alliance's membership is scattered. The theme of virtual enterprise network is that the physical space is not fully established on the basis of existence. Companies located around the world can be a member of the virtual enterprise alliance. Although the employees of these enterprises are not working in an office, but for a *** It has the same goal, but it can perform tasks independently to achieve the highest goal of the alliance. God can be said to be inseparable. 4. short-term existence. United alliance parties and dispersion show great flexibility to seize market opportunities. Alliances between enterprises can quickly concentrate dispersed advantages to quickly seize market opportunities. Once the purpose is achieved, the virtual enterprise will be dissolved. 2. Compared with physical enterprises, virtual enterprises analyze the advantages of 1. Efficient management. The management of an entity enterprise is vertical, that is, the top leadership - middle leaders - grassroots employees. The intentions of the senior leaders are communicated by the middle leaders, and the feedback of the grassroots employees is conveyed by the middle managers. The middle managers play the role of issuing, coordinating and supervising. At the same time, there is a stricter level of relationships between employees at all levels of the enterprise, which to a certain extent restricts junior employees from exerting their creativity, thereby reducing the involvement of junior employees in business initiatives. Virtual enterprises eliminate cumbersome intermediaries, reduce management levels, and expand management scope. The functions of middle-level leadership are maintained through network management. The management of the enterprise, which is flattened, allows all members to have relatively greater freedom and independence, greatly mobilizing the enthusiasm of employees, and instantaneous transmission of information, ensuring that the company captures market information in a timely manner, solves problems quickly, and improves work efficiency. 2. Global Small Business Risks. In order to achieve global management of corporate entities, it not only faces various high costs, slow feedback, difficult personnel management, and difficult problems such as market adjustment, but also faces difficulties in adapting to complex foreign laws, regulations, and government policies, and transnational The risks of doing business are very high. Virtual enterprises carry out business activities on a global scale through telecommunications networks, using different resource combinations to quickly complete product design, production, and sales. They use a large number of advanced network applications to expand their virtual sales markets, thus significantly reducing the company's Transaction costs; timely capture of various information also allows virtual enterprises to take timely response measures to reduce risks; and dynamic alliances can maximize the advantageous resources located in different countries, unite all parties, and ultimately reduce operational risks and maximize enterprises profit. 3. Share advanced technology. In the era of knowledge economy, mastering advanced technology is a prerequisite for a company to gain a foothold in the international market. However, know-how and related technologies are trade secrets. Often a company's technology can be exclusive to a company. If other companies want to get it, they should Purchasing at a high price results in a combination of various scattered technologies that are difficult to establish, making it difficult to create new value for the development of the enterprise. A virtual enterprise is an alliance of parties with resource advantages to protect their intellectual property rights, in the context of alliance parties, to accomplish their mission, and the results of these collaborations are with expertise in Union Square and the security technology set for a growing number of enterprises* ** work together and ** create value with virtual enterprises, which greatly enhances the competitiveness of enterprises. 4. Rapid market response.

Facing the changing situation, in the international market, the cumbersome business entity structure is increasingly unable to collect information, capture market opportunities, and meet the personalized needs of consumers; while virtual enterprises rely on network technology to always maintain a high degree of market responsiveness. , synchronizing with emerging market changes in the market, you can quickly respond to changes and meet market needs in a timely and effective manner. 5. Flexible organization. Complex enterprise organizations are relatively stable. When the enterprise no longer needs certain departments that exist, enterprises are faced with more difficult adjustments to the organizational structure. Due to internal conflicts, personnel adjustments, and position adjustment triggers often have consequences for the overall development of the enterprise. negative impact. A virtual enterprise is a dynamic alliance. The cooperative projects and links of all parties in the alliance are scattered due to the completion of tasks, and part of the problem that is difficult to separate does not fully appear. Difficulties faced by two virtual enterprises Virtual enterprises are imperfect and creating a virtual enterprise is by no means a fashion. Enterprises must realize that virtual operations must take considerable risks. For example, Amazon Bookstore, the world's leading e-commerce pioneer, had a fiscal deficit of US$190 million in 1999, while the largest domestic online shopping website suffered a loss of US$150 million in fiscal year 2000. Therefore, a clear understanding of the difficulties of virtual operations is very necessary for us to better attract and develop virtual operations. 1. Logistics and distribution are very difficult. Virtual enterprises enjoy absolute advantages in information flow, but logistics faces great difficulties, namely high costs of distribution, high storage costs, and imperfect distribution channels. For example, Lenovo Group officially entered e-commerce in 1999. The sharp increase in product variety and number of customers led to more and more difficulties. The American toy website "eToys" is facing the dilemma of blocking a large influx of Christmas orders, with bad logistics and delivery, and delays in customer receipts, leading to a fall in stock prices. Virtual enterprises must realize that although they effectively replace some traditional enterprise value activities, logistics is irreplaceable. 2. It is difficult to build a unified corporate culture. Modern enterprises are increasingly aware that the most important competitiveness of an enterprise is no longer the factory buildings, equipment and products themselves, but information management systems, continuous innovation, corporate culture, etc. The formation of corporate culture takes a relatively long period of time, and requires employees to form a common sense and work together, which will play a certain role. The complexity of a virtual enterprise's short-term staff and local dispersed members makes it extremely difficult to form a corporate culture, and even to form a consistent corporate culture exists, and its role is greatly discounted. 3. Eliminating user conflicts is difficult. The rise of e-commerce is changing traditional trade relationships and making online fraud easier. For example, the $190,000 American fraud against black youth Matthew Bowen was spread online through false information. The company advocated a bright future, which defrauded more than 150 people; in early 2001, Michael Richmond established a striking online website , claiming that as long as an investor purchases the Apex Royal Bank Company of his deposit, you can get a 24% return rate, attracting US$7.2 million; network operators, in order to obtain financial benefits, secretly track users, snoop on other people's privacy, leak user information, etc. Behavior has seriously affected the normal life of users, and even caused huge economic losses to users. The case is the first time we have issued a warning to online life: "Be careful that your personal information becomes a tool for others to attack you." Concerns about online fraud and online consumer privacy have caused many potential consumers to conflict with e-commerce. 4. Payment difficulties for online shopping. Virtual enterprises engaged in e-commerce activities must deal with payment problems, but China has not really solved the problem. Online payment is difficult, but online shopping is easy to make payment difficult. For example, some virtual companies use online shopping to pay consumers by remitting money to the post office, which increases consumers' payment and leads to a reduction in the value of delivery, thereby reducing the market competitiveness of the product. Many domestic manufacturers hope to promote their products to the international market and provide product information on the Internet, but they cannot solve the payment problem. 4. Countermeasures Regarding the advantages and challenges faced by virtual enterprises, I believe that in order to promote the healthy development of virtual enterprises in China, the following challenges should be addressed. (1) The government should take measures to create a good external environment for the development of the company. Accelerate the construction of relevant laws and regulations to protect the privacy of Internet users using legal means.

So far, there are no specific national laws and regulations on privacy issues in adjusting e-commerce norms, but it has been recognized that the development of national personal privacy information networks poses a huge threat in terms of strengthening legal protection of online privacy. For example, the "Electronic Communications Privacy Act" designated by the United States in 1986, etc. Our country's legislation should focus on trends and developments on the international stage, and gradually establish our online privacy protection bill based on experience and lessons learned. For online scammers and hackers, the government should cooperate with each other to strengthen crackdowns and safeguard the legitimate rights and interests of consumers; on the other hand, strengthen publicity and education to increase awareness of protecting users' personal data online and eliminate part of users' cyberphobia . 2. Strengthen the development of electronic banking services. For virtual enterprises to realize online payment, banks must change traditional services, strengthen the development of electronic banking services, and implement electronic money. At present, many countries have done a lot of work in this regard. For example, Japan's 20th credit card was jointly promoted as an electronic currency, and China's "Gold Card Project" is an important aspect of electronic banking and networking. Promoting the use of electronic money will solve the problem of online payments.