What kind of enterprise cannot be successful?

What kind of enterprise cannot be successful? We all know that if an enterprise wants to develop in the long run, it must have a long-term vision, have ideals and ambitions, You can't just look at the immediate benefits, as this will shrink the structure of the company. Let's take a look at what kind of companies are not successful. I hope it will be helpful to everyone. What kind of enterprises cannot become big 1

1. Small enterprises

In February 1999, Niu Gensheng said to Sun Xianhong: I will give you 1 million in publicity fees, and I will not do anything to anyone. Don't say it. Xianhong asked: Why can't you say it? Niu said: Now the total *** has raised 3 million yuan, and 1 million yuan has been used for advertising. I am afraid that people will not be able to accept it after knowing it. I want an effect: let everyone in Hohhot know about it overnight. So on the morning of April 1, 1999, when people woke up, they suddenly found a series of red road sign advertisements popping up on both sides of the road, with large golden characters written on them: Mengniu Dairy, the second brand of dairy industry in Inner Mongolia!

But in reality, many bosses carry the brand banner on their shoulders and have small calculations in their hearts. They are happy to make small plans and hope to get big returns with small investments. They never think of using big investments to make big returns. investment in exchange for greater returns. This is actually a pattern. A boss with a small structure always thinks about himself and hopes to get gold from an egg; while a boss with a large structure can focus on the future and define his career in the big environment.

2. Enterprises with a small mentality

As the saying goes: Those who are good at chess seek power, and those who are not good at chess seek wealth.

The reason why many companies do not become big is that they only seek profits but not power. Planning means setting a strategy. With a strategy, no matter how long the road is, you will reach it one day; without a strategy, the harder you go, the sooner you will die. Those who ignore strategic needs and hope to exchange 1 cent for 100 yuan will have a hard time getting out of the realm of poverty, because taking advantage itself means there is no realm. A company that gnaws at a city or a pond will only survive for three years because it does not look up at the sky. A hammer in the east and a stick in the west is an enterprise that lives three months because it does not look down at the ground. If you don't look at the sky, you won't realize that the rain is coming, and you will be drowned by the flood; if you don't look at the ground, you will be striding over the cliffs in the middle of the night, and you will be drowned by the mountains.

3. Short-sighted enterprises

The idea of ????seeing immediate results and finding the immediate solution is the idea of ??most bosses. Of course, this is not wrong, because solving the current survival problems is the first priority. . However, the problem of survival is a tactical problem, while the problem of development is a strategic problem. To solve the problem of survival, we must cut the problem quickly, but to solve the problem of development, it needs to be done slowly and eventually. In reality, many bosses have a short-sighted mentality, thinking that a bright spot can immediately bring huge benefits, so if they run an activity or an advertisement and see that there is no effect, they will stop immediately.

In fact, this idea is not correct, because brand is a long-term and systematic project for enterprises. It not only needs to have a unique personality, but also needs systematic refinement and improvement; for customers, brand It is also a kind of cognitive recognition and experiential recognition. They require you to remember your special reasons, so they also require you to insist on going deep into your appeal points.

4. Enterprises lacking external brain

Someone once said this: In China, resources come first, opportunities come second, abilities come third, and academic qualifications come fourth. position, many bosses are more successful than others because the social resources they possess create some conditions for them. The reason why many bosses fail to achieve success is that they lack sufficient social resources. Of course, it is difficult to succeed alone. When it comes to social resources, many people will think of the term leadership support. In fact, this is not comprehensive. Conveying positive information about the company to leaders and functional departments and obtaining support within the scope of policies is only one aspect of integrated marketing communications. In addition to official resources, there are family and friends resources that can help you quickly solve certain financing difficulties, human resources recommendation resources that can quickly bring you talents, intellectual resources and information resources that can provide you with suggestions and serve as consultants, etc. These resources will be of great benefit to you. Development and growth play an important role. These are the external brains of the enterprise.

Think about it, among the large and successful companies, how many of them have no outside brains or consultants?

5. Enterprises lacking internal brains

There are three gangs of heroes in a company. If there is no group of subordinates who are good at fighting for you, no matter how powerful the boss is, it will be difficult to achieve anything. Many companies are faced with this problem: they can't recruit excellent people, they can't retain promising people, and the rest are not pleasing to the eye. Why is this? Whether employees are willing to join the company and how long they can join is closely related to various factors such as salary and benefits, team atmosphere, learning and improvement, work mechanism, sense of accomplishment, sense of belonging, and life status. At present, most companies have similar salaries and benefits. The key issue is: the boss only values ??administrative management and performance, and only cares about how much you sold today and whether you were late or left early. As for ideological management, skills management, status management and team atmosphere management , the boss didn’t have this awareness at all. In the end, the employees’ skills could not be improved, their thoughts could not be guided, and they became more and more boring as they worked, so they had to leave. Superficial management will eventually lead to the homogeneity of employee quality, and it is understandable that the company will not achieve success.

6. Enterprises that use golden poles to carry dung

Once upon a time there was a young man whose ancestors were vegetable farmers. The young man carries manure to water the vegetables in the vegetable fields every day. He has been accustomed to this work year after year since he was a child. One day, on his way to the vegetable field, he rested under a big tree and sat on a dung pole. Looking at the luxurious building of the rich man in the village, he suddenly had a dream in his heart: One day I would be as rich as him. , I must carry a pair of poles made of gold to carry manure. Using a golden pole to carry dung Although he has gained wealth and gold, his thinking about picking dung has not changed because he has become accustomed to that method of operation. Therefore, when many companies see that others have a well-known trademark, they immediately apply for a well-known trademark. When they see that others have opened a self-service hot pot business and the business is good, they immediately open one. Once you have these golden eggs, you immediately turn them into a golden pole to carry the old stool and continue moving forward.

7. Companies that require reservations

Many small bosses now suffer from the following problems: they are not big on business and have no arrogance, and the boss is not big and has a bad temper. He is self-righteous and full of arrogance. As a result, Many opportunities are lost due to the need to make an appointment.

China’s small business owners are touching and respectful. In my opinion, even small business owners who open small restaurants have great merits and are respectable because they provide more jobs for the society. , contributed more tax revenue and developed more technology. Most of them are talented, shrewd and capable, come from grass-roots backgrounds, and start from scratch. Their courage to conquer the world with their bare hands is admirable.

They took root in the soil with poor capital and technology, broke ground in the unfavorable policy environment, and grew up in the jungle of foreign investment and joint venture brands. Their tenacity and tenacity in life make people sigh and marvel. They are enthusiastic and idealistic. In order to realize the dream of a century-old store, many of them wake up earlier than chickens and sleep later than dogs. The biggest bottleneck for an enterprise is capital!

However, if you want to get financial support before you have no strength, everyone who has worked in a business knows it well. The most unscrupulous institution is the bank. They always close their umbrellas when it rains! Apart from being respectful and moved, it is inevitable that I am also a little sad and uneasy. What kind of enterprises cannot succeed 2

1. The troubles of lost growth direction and weak strategy execution. I don’t know whether to make the company bigger or to become stronger in niche areas. Or the direction has been set, but the senior management has no political awareness and poor execution ability.

2. The problem of shortage of growth talents and lagging leadership team capabilities. I found that talent can never keep up, people who are not needed have settled down, and people who are needed cannot be found. There are also cases where the entire team cannot be formed, or the distance between the team and the boss is too far.

3. The troubles of insufficient organizational capabilities for growth and lagging system management. The enterprise is still a concentration camp for self-employed individuals, each doing their own thing, without internal coordination and empowerment capabilities.

4. The troubles of rigid growth mechanism and ineffective corporate governance. Processes are rigid, decision-making efficiency is low, leaders' authority is challenged, and small interest groups are formed internally.

5. The troubles of cultural separation and cultural conflict while growing up.

Corporate culture is diluted, internal cultural cliques are formed, and interests conflict among various departments.

6. The inefficiency of growth operations (process) is out of touch with the research, production and marketing (value chain), and it is difficult to coordinate internally and externally.