There is such a sentence in the Chinese business community, saying that large enterprises cannot grow, and small enterprises cannot grow big, which shows the "common disease" that Chinese enterprises generally encounter in the process of development, and on the other hand, some enterprises in Western countries, from McDonald's and KFC to fast food, to Coca-Cola and Pepsi Cola, which make drinks, have a history of decades or even hundreds of years, so why are China's small and medium-sized enterprises not big, or why are they not big but not long? The author believes that, in addition to the external factors of enterprises, this is mainly due to the following problems that restrict the development of small and medium-sized enterprises in China.

: short-sighted, lack of strategic vision. This is a common problem for most small and medium-sized enterprises in China. Due to the intensification of market competition, many enterprises "headache and foot pain", lack of strategic planning, the crisis of survival has forced some enterprises to take risks, at the expense of product quality, excessive "overdraft" corporate reputation at the expense, in the end, can only lift a stone to shoot their own feet, harm others and themselves.

There is such an enterprise, the company to produce drinks and convenience food-based, it stands to reason that the factory has been built for more than 20 years, there should be better development, but in fact, it is not, because the company's products have no characteristics, the price is not high, the off-season crazy price reduction, no profit, a peak season, the product trend is slightly better, began to cut corners, raise prices, resulting in a lot of "a hammer" trading, coupled with poor after-sales service, in the market, as long as the manufacturer is mentioned, most dealers shook their heads, It is said that the manufacturer does not dare to compliment, so that the company is "notorious", sales have been declining year after year, and now it is precarious and precarious. Interestingly, another beer company in the same city has been established for about the same number of years, but due to the stable product quality and good corporate reputation, it has developed into an enterprise group with 11 branches and an annual output value of more than 1 billion yuan. In contrast, it is a pity.

Second: there is a "law" that is not followed, and the management is chaotic. "Details determine success or failure" book is now very popular, the book said that China's enterprise internal system is not a lot, some of the rules and regulations of enterprises can also be described by "sweat cow full of buildings", but there are a few that can really be seriously implemented, hanging on the wall more, the implementation of less, some enterprises are "a pen, a word". This has led to confusion in the internal management of some small and medium-sized enterprises, including some large enterprises, and the result of the confusion is that people are overworked, and various potential crises may erupt at any time.

A domestic sugar and wine weekly once reported that a large food company, due to the chaos of internal management, as well as the situation can not be uploaded in time, the information is not smooth, resulting in the deduction or interception of the dealer's rebate policy, deception, corruption, bribery, false expenses and other undesirable phenomena are prevalent, seriously ruining the reputation of the enterprise, dealers complained, have complained to the relevant media, resulting in a crisis of enterprise survival.

Enterprises seriously exist in the phenomenon of "not following the law", all kinds of systems are like fictitious, all by the boss has the final say, promise the dealer's policy and the salary system of the marketing staff to change day and day, the salesman is full of complaints, behind the evaluation of the boss "said not count, forget not to say", this "rule by man" approach, so that the management of the enterprise is chaotic, the company personnel are all looking at the boss's will to act, the company's senior management is deceived by the development of the enterprise is also difficult.

Third: overkill, small, not good. This is a common problem among the bosses of small and medium-sized enterprises in China, and it is also the crux of the problem that the human resources department of the enterprise cannot really play a role.

Mr. A has excellent ability, but he just doesn't have a relationship with his boss and the company's advanced department, and as a result, he worked in the local company B for 5 years and was not reused, and finally had to leave the company with regret and take on an important position in another company. On the contrary, although Mr. C lacked ability, he saw the wind and steered the rudder, left and right, won the appreciation of the advanced, and finally achieved the position of vice president, but due to limited ability, the work in charge did not improve. However, due to his "specialty", he is still "swaggering" in the enterprise and "unlimited scenery".

There are also some small and medium-sized enterprises, the output value can not be done, so they do not analyze, that there is a lack of internal talents, holding the idea of "foreign monks will chant scriptures", hiring some people with high salaries, and there are some "masters" who invite them, which can quickly turn the situation around, but most of them are, because "foreign monks" once the environment changes, they will "not adapt to the soil and water", or copy and copy, which does not conform to the actual situation of the enterprise, and in the end it leads the enterprise astray. In fact, the bosses of the enterprise are not clear at all, and sometimes the real talents of the enterprise are hidden in the enterprise, but there is no "Bole" that can be discovered. A friend I know, who was a driver of a company, at the time of the life and death of the enterprise, he "stepped forward" and took over the enterprise. This cannot but be said to be a great irony of the "theory that there is no talent within the enterprise".

Fourth: lack of audit cost awareness, performance management can not keep up. At present, many small and medium-sized enterprises in China lack audit and cost awareness, poor performance management, and the monthly and annual profits or losses of enterprises are not very clear, and they live in a "confused way", which is the direct result of serious waste, chaotic accounts, and lack of internal driving force for the development of enterprises.

A few years ago, the author served a stock listed company, once set up branches in some provincial capitals, operating for a few years, the branch has been losing, monthly sales can not be worth the money for wages, and the waste is serious, promotional items, publicity products can be taken out at will, wages are also very arbitrary, do not reflect more work, lack of corresponding promotion incentives, performance management and competition mechanism, in the words of the branch manager, the company is listed, "circle" more than 100 million, more money does not know how to spend. Without such a sense of accounting and cost, how can an enterprise develop? As expected, not long ago on a business trip to Jinan, I happened to meet the former branch manager, and when it came to that company, it had reached the point where he had to "sacrifice" as soon as possible, and he had already left that company.

Fifth: Behind closed doors, the company's strategy lacks operability. A considerable number of small and medium-sized enterprises seriously have the phenomenon of "taking things for granted", and many strategies are not based on scientific market research, but as they like. The company went to the office first, and several people discussed, regardless of whether it was feasible or not, they planned to produce what products, and what marketing plans or policies were formulated.

A boss of a business once complained to me, saying that the company has changed several marketing directors, and each director has to develop a series of products to show his ideas, regardless of 3721, but due to the lack of market demonstration, the products cannot be sold, and a large number of packaging materials are backlogged, resulting in poor working capital turnover and the company is in trouble.

Sixth: inaccurate positioning, attacking everywhere, resulting in the "void" of the enterprise. Nowadays, many small and medium-sized enterprises have errors in their own brand and enterprise positioning. Obviously it is a small business, but it is "small to fill the big", see other companies advertise, made performance, on their own quickly advertised, as a result, due to the product distribution rate and the corresponding management did not keep up, resulting in advertising "airdrop", a waste of resources. Another point is that we can't effectively concentrate resources, attack one point, and become bigger and stronger, but attack everywhere, and the result is often "running into walls everywhere", the effect cannot come out, and the market is dull, resulting in the development of enterprises without stamina, and even facing the edge of bankruptcy.

There was once a large-scale low-sale enterprise, which was the pride of Zhengzhou people more than ten years ago, and the economic and social benefits have reached a great extent. As a result, because he was carried away by the victory, he began to expand blindly, "staking land" everywhere, setting up branches, and the good times did not last long, because the branches "did not know the current situation", and suffered serious losses. In the end, a creditor was left behind, "the family is surrounded by four walls", and the trademark insurance was auctioned.

China has now joined the WTO, the door of the market is gradually opening to the outside world, China's small and medium-sized enterprises want to achieve better development, in addition to the external environment, enterprise system and other factors, more important is to see whether these enterprises can overcome the strategy, management, manpower and other aspects of the shortcomings, only the enterprise of people, finance, materials to achieve a very good combination, small and medium-sized enterprises will get out of the predicament, will stand in the invincible forest.