Analysis of the current situation of the hottest s

2022-08-26
  • Detail

Analysis of the current situation of small and medium-sized parts enterprises

Guide: at present, machinery and auto parts enterprises are blooming everywhere in China, but there are about 4000 parts enterprises with a considerable scale. Among them, small and medium-sized enterprises account for the absolute majority, private enterprises account for the absolute majority, and the profits of wholly foreign-owned and holding enterprises account for the absolute majority. These three absolutely show that

at present, machinery and auto parts enterprises are blooming everywhere in China, but there are about 4000 parts enterprises with a considerable scale. Among them, small and medium-sized enterprises account for the absolute majority, private enterprises account for the absolute majority, and the profits of wholly foreign-owned and holding enterprises account for the absolute majority. These three "absolutes" indicate that Chinese parts enterprises (mainly referring to local national capital here) have reached a turning point. In addition to the leadership role of a few large enterprises, the fate of small and medium-sized parts enterprises accounting for more than 90% will determine the survival of local national parts enterprises. By analyzing the problems faced by small and medium-sized parts enterprises at present, this paper tries to put forward some "breakthrough" strategies and solutions, hoping to enlighten these enterprises in their development ideas

I. perspective on the current situation of small and medium-sized parts enterprises

the current situation of small and medium-sized parts enterprises can be seen from both the external environment and the internal environment. The external environment restricts the development space of small and medium-sized parts enterprises, while the internal environment restricts the expansion ability of small and medium-sized parts enterprises

1. External environment

trade barriers of international parts giants. One aspect of its performance is to prevent Chinese parts enterprises from entering foreign markets in the name of anti-dumping, among which the United States and the European Union are the most obvious and frequent. On the other hand, the import management measures of parts and components that constitute the characteristics of the whole machine are used to denounce China. Its purpose is to force China to make major concessions, so that foreign key parts and components can seize the Chinese market with extremely low tariffs and compress the living space of Chinese enterprises

discrimination from foreign parties in joint venture complete vehicle enterprises. Due to the limited voice of the Chinese side in these joint venture vehicle enterprises, the parts procurement of the joint venture enterprises rely on the original supporting plants (these plants generally have factories in China) for supply. According to a local parts sales manager, the price of domestic products is still 30% - 50% lower than that of foreign-funded parts enterprises, but the joint venture foreign complete vehicle enterprises still refuse. Sometimes they are recognized as the second supplier, but they are not adopted in the end. Occasionally they are adopted, and the price is also very low

the wholly foreign-owned and holding parts enterprises have used their technological advantages to squeeze Chinese parts enterprises, monopolize the market, and push the local parts industry to the brink of a cliff, which has been proved by a large number of facts

in addition, foreign investors hold or solely invest in local excellent parts enterprises through acquisition strategies, taking advantage of capital advantages to occupy the social after-sales service market and block the continuous development of excellent enterprises; The price competition among local parts enterprises and the impact of parallel products

for small and medium-sized parts enterprises, such an external environment is undoubtedly severe and cruel

2. Internal environment

for small and medium-sized parts enterprises, the internal environment that they face can resist the external dangerous environment is also not optimistic

the main manifestations include: first, lack of technology and weak R & D ability. In the vast majority of small and medium-sized parts enterprises, it is difficult to introduce high-quality product technology development talents. The existing technical talents often change jobs due to the asymmetry of treatment, environment and many other conditions, or the enterprise leaders do not effectively play the role of existing talents due to the lack of strategic vision. Second, the management is not in place and the adaptability is poor. The reasons are various, such as enterprise strategic decision-making management, human resources management, product quality system and its certification management, new product research and development management, marketing management, etc. Third, they are indifferent to brand building, always thinking that brand building is the business of large enterprises and has nothing to do with them; Fourth, they can't fully understand the needs of users and are not prepared for the market

at present, when purchasing construction machinery parts, users no longer only consider the lower price proposed by small and medium-sized enterprises, but also consider the reputation of small and medium-sized parts enterprises, product cost performance, after-sales service, payment methods and conditions, etc

among them, after-sales service is the weakness of small and medium-sized enterprises, and timely, fast, high-quality and economic after-sales service is the basis and important indicator of long-term cooperation with customers

in recent years, although many companies have increased efforts to improve the internal environment and created conditions suitable for the growth and achievements of product R & D personnel, the production of parts and components is not ideal: there is a contradiction between product diversification, complete process categories and economies of scale, as well as a contradiction between centralized scale and market demand diversification and the need for rapid response. Generally speaking, although there are many product developers and market developers in many parts market departments, they have developed many new products, but they lack products with high scientific and technological content and high added value, because their thinking has not achieved leapfrog development; Some new markets have been developed, but no major breakthrough has been made

within small and medium-sized parts enterprises, some problems should also be paid enough attention:

first, be eager for success. This is a problem that small and medium-sized parts enterprises are prone to make when they recognize the crisis and face a breakthrough. Its main manifestations are: disorderly medical treatment in case of illness, desperate to solve all problems at once, the set goals are divorced from the actual situation of the enterprise, and the countermeasures lack strong support. The result is often counterproductive and self defeating

second, the practice of joint ventures with foreign enterprises has proved to be generally unsuccessful, and small and medium-sized parts enterprises should learn profound lessons from it

third, thinking is solidified. From the perspective of psychology, human cognition, after a certain process, will form a psychological set. From a good point of view, the formation of this set will play a certain role in the development of enterprises. However, enterprise leaders or employees often have fixed thinking due to the long-established mode, which is obviously not suitable for the development of enterprises

fourth, decision-making lacks strategic height. This is the most easily ignored problem of small and medium-sized parts enterprises, especially private small and medium-sized enterprises. As far as the development of enterprises is concerned, the decision without strategic conception is unacceptable, because the so-called decision without shock and appeal can never be a strategic decision, let alone a good decision suitable for the enterprise

this is the dilemma of small and medium-sized parts enterprises, and then enter the size information of the sample in the software operation parameter window. Compared with the vast majority of private small and medium-sized parts enterprises, the subsidiaries of some large enterprises must be good, because a considerable number of private enterprises are family management, and they work as soon as there is a market in the early stage of entrepreneurship. Although the enterprises have certain adaptability, their internal environment is not very good, coupled with the bad external environment, their survival is becoming increasingly difficult

II. Research on the development countermeasures of small and medium-sized parts enterprises

comprehensively improving the competitiveness of the parts industry is not only the requirement of the industry, but also an important part of the development plan of the parts industry in the national "Eleventh Five Year Plan". This special development plan focuses on the requirements of cultivating independent brands in the parts industry and improving the independent R & D and innovation capabilities of domestic parts enterprises. At the same time, it also puts forward ideas for promoting the reorganization of parts enterprises and adjusting the industrial structure, striving to form one to several enterprises with a scale of more than 10billion US dollars during the "Eleventh Five Year Plan". At the same time, the special development plan also proposes eight incentive measures to support component enterprises to enhance their technological innovation capabilities

it can be seen that the special development plan of "the consumption of parts in automobiles during the eleventh five year plan is about 100 ~ 200kg/vehicle" has realized the crisis faced by China's parts industry and taken corresponding countermeasures, which is a decision made from the overall height. But specific to the small and medium-sized parts enterprises, which account for the vast majority of China's parts industry, this special plan seems to lack specific countermeasures. Therefore, according to the basic requirements of the special development plan of parts and components, and in close combination with the reality and characteristics of small and medium-sized parts and components enterprises, we put forward some countermeasures and research directions for small and medium-sized parts and components enterprises for reference. At the same time, small and medium-sized parts enterprises should face the harsh reality, maintain the confidence of victory, maintain their own advantages in improvement, and actively create conditions to build a breakthrough road

one of the Countermeasures: improve the technical content of products

this is not only a common problem in small and medium-sized parts enterprises, but also a core problem in enterprises. Only when the technical content of products is improved, can the survival and development of enterprises be fundamentally solved. Specifically, efforts can be made in the following four aspects: first, tap the potential of technicians and develop new products with independent intellectual property rights that meet the needs of the market. Through the implementation of high-level retraining of existing technical personnel and the creation of conditions to introduce relevant professionals as much as possible, although these may cost a lot of money, but otherwise, the product object of the enterprise is unlikely to undergo revolutionary changes. The second is to borrow stones from other mountains to introduce, digest, innovate, absorb and re innovate. As China's parts and components market has been internationalized, there are all kinds of advanced products. Simple copying and imitation will constitute infringement, but digesting and absorbing on the basis of imitation and then innovating is a major feature of the Chinese nation. As long as this kind of re innovation can be really done in place, it will be beneficial to enterprises. Third, purchase (or cooperate with) patented technology products with high-tech content. It has been reported that a professional in Hubei has studied a number of valuable special products for auto parts, but no one has been interested in them. The reason may be that the parts industry has not faced this severe situation in previous years, and the enterprise's sense of hardship is too poor. At present, enterprises are facing the test of life and death. I'm afraid it's impossible not to pay attention to this problem. The most convenient way to pay attention to this problem is to always pay attention to the release of new products in the industry. Enterprises that lack R & D strength can naturally improve the technical content of their products by finding suitable product objects through this way and then purchasing patented technology or cooperating with the patentee. Fourth, strengthen cooperation with complete vehicle manufacturers through various effective ways. Develop new products according to the wishes of vehicle manufacturers, especially key parts, electronic products, etc. This is also a good choice for some powerful small and medium-sized parts enterprises or subordinate subsidiaries of large enterprises

the second countermeasure is the development of joint ventures and cooperation. This is a development trend of China's parts industry, especially small and medium-sized enterprises. Many industry experts believe that the time has come to create a "strategic technology alliance". The more effective mode generally believed in the industry refers to the integration of Chinese parts enterprises into several independent and complementary units under the action of some force, and each unit forms a primary, secondary and tertiary supplier: the primary supplier is mainly a large parts production enterprise, which targets the whole vehicle and whole machine production plants alone and has the production capacity of all parts, and its parts are not repeated with each other; Secondary suppliers are directly responsible to primary suppliers; Tier 3 suppliers are only responsible for production

Copyright © 2011 JIN SHI