College Student Social Practice Report II

The person in charge of a sales department told us very sorry that as early as four or five years ago, "Kodak" and "Fuji" did not form a chain sales network in China, Lekai's marketing staff had suggested using the franchise chain. Way to occupy the market. However, due to the fear of responsibility, and the success, it is impossible to have any reward for individuals, and it has not been implemented. As a result, the first-class is just a few years. When the franchise stores of "Kodak" and "Fuji" became the scale, Lekai began to engage in it, and it was difficult to compete with "Kodak" and "Fuji" because of insufficient investment. The first-line sales staff of another sales branch even said that last year, their branch company performed the best in the entire sales system, which greatly exceeded the prescribed tasks. As a result, there was no reward, but the task of this year was greatly increased. This year, affected by SARS, sales volume declined, and the head office still required them to complete the task according to the plan without any countermeasures. Also, during a discussion with the heads of the institute, they found that they knew clearly that Kodak was more advanced than us in preparing raw materials, but did not have any sense of learning. We think that in addition to the possible financial difficulties, the fear of responsibility is also an important reason. There are still many such situations, in the final analysis, or because a set of excellent incentive mechanisms has not been formed, which makes people's risks and benefits disproportionate, and tasks and achievements are unclear. The income of the operator is linked to the business performance of the enterprise. The combination of material encouragement and spiritual encouragement is the core of the modern management method. Only by fully implementing it will the business performance be greatly improved. During the inspection, we also learned that the Lekai Group has incentive measures for the scientific research personnel, such as the “Special Award for General Manager”. It can be seen that the Lekai people have gradually begun to pay attention to using the incentive mechanism to gather people's hearts and realize their potential. Second, the constraint mechanism constraint is the abbreviation of constraint condition, constraint state, and binding force. The operator's constraint refers to the establishment of rules of conduct for the operator, and violation of this rule will be punished. They stipulate what the operator can't do and must do. Generally speaking, the constraint mechanism has the functions of defining the behavior of the operator and maintaining the order of economic activities, which is indispensable for the operation of the enterprise and market activities. In terms of the restraint mechanism, state-owned enterprises have always done a good job. Lekai is no exception. As a key large-scale enterprise, Lekai has formed a set of restraint mechanisms in the long-term business process. At this point, it is also a relatively unified conclusion that we obtained after visiting leaders and employees. Especially compared with small businesses, Lekai has more detailed regulations in many aspects. However, it is precisely because of strict rules and regulations that employees lack autonomy and innovation in many situations. I think that only by combining the binding mechanism and the incentive mechanism organically can we fully exert the role of the restraint mechanism. Third, the manager's behavior supervision mechanism means incentives for the behavior of the operators, mainly rewards and punishments. In order for the incentive to be effective, it must be rewarded and punished, and rewarded as a meritorious service. To do this, we must have a comprehensive and accurate reflection of the operator's business performance. Establishing a managerial behavior supervision mechanism is an effective way to obtain such information and overcome the problem of information asymmetry. This, in turn, has to revisit the introduction of multiple shares, as long as this will enable employees, leaders, ordinary shareholders and other participants in the shares to focus on the manager's business performance. 3. In the fierce international competition to improve the operation of China's successful accession to the WTO, it means that the Chinese market has achieved integration with the international market, which requires Chinese enterprises to successfully achieve the docking with international practices. It is necessary to break the concept of "traditional development" and establish the spirit of "scientific rationality". In the development of several decades, state-owned enterprises rely mainly on policies from generation to development, relying on people's hard work and abundant natural resources, while the scientific content of enterprise products is very low, and marketing methods are also very backward. Facing the arrival of the era of knowledge economy, facing the increasingly demanding consumers, facing the big stage of international competition. Enterprises must change from the original development model, use intensive forms, adopt science and technology, reduce costs and improve competitiveness. This requires us to further emancipate our minds. From leadership to employees, we should learn scientific and cultural knowledge well and establish advanced sense of enterprise management and management, so that our thoughts can keep up with the pace of market economy development and form an advanced corporate culture concept. To this end, in the enterprise and even in society, the spirit of "scientific rationality" is established, and "scientific rationality" is used to guide the operation and face the market. In the market chain model, employees' compensation is entirely from the market. Only when your work is recognized and accepted by the market can you get paid. Everyone has a market. Everyone has a zero distance from the market. Everyone's income is It is paid by the market. Through the market chain mechanism, employees' creativity and responsibility are stimulated. In the face of the impact of WTO accession, Lekai is also improving its operating mechanism, divesting departments and industries that have nothing to do with production or management, and smashing the burden of enterprises to run a society. The establishment of “Jiahe” property management company is its performance. According to the mastery, we believe that the reform of the production and management field of Lekai is mainly based on the idea of ​​simulating market-oriented operation within the enterprise. First of all, it reorganizes the original workshops and departments related to production into branch factories, and then, from the beginning of power production to the formation of product packaging, each process is based on the company's unified arrangement to increase profits on the basis of cost. It ensures the company's profitability in the production process. From the perspective of development, this method has stepped out of the first step of business reform, and has great benefits for the company's performance, future development and further changes in business ideas. But it is only the first step. If you just stay here, or just continue to reform as a framework, you will gradually become passive. Because this method has its strengths in a certain period of time, but at the same time there are huge loopholes. First, fundamentally speaking, the simulation market operation cannot be equated with the real market-oriented operation, so the profit generated is only a potential profit. If the sales department cannot sell all the products in time according to the reservation plan, although on the book The production department made a profit, but the sales department took the loss. Let the sales department bear the risks of the entire group, contrary to the principle of fairness. Second, it is conducive to the production and operation of the parallel industries to form separate branches. However, if the basic production links such as the production of secondary energy are also independent, they will not only save costs and introduce competition, but will bring management. Many inconveniences. After our understanding, the restructured power branch is not economically independent and lacks autonomy in management, so that some factory workers themselves do not know about this reform. Third, the simulation market operation has neither introduced real competition nor weakened the overall strength in some aspects. This is particularly true in important human resources such as scientific research. For example, in order to meet the needs of setting up a branch, most of the researchers who researched color rolls, black-and-white rolls, and photographic papers were transferred from the research institute to the corresponding department, which is equivalent to decentralized management of the research institute. However, the research institute still exists and is still in itself. Research on color rolls, black and white rolls, and photo papers. But at the same time, because the two belong to different management, they can not form active and effective competition, which forms a waste of human resources. We have asked a manager of the institute whether it can sell the research results to other companies outside the group. However, he regrets that even the companies within the group will not buy because they have their own research institutions. Although it has not been researched yet, there will be results sooner or later, and there is no need to spend more. This shows that the shortcomings we have predicted have already appeared. In the face of such a situation, we suggest that the reform be carried out as soon as possible, or whether it will take a real marketization path. Let all branches with independent accounting capabilities face the market and accept the test of competition. The head office is only responsible for strategic design and coordination of “publicity” issues such as internal fund lending, so that it can take advantage of the overall scale, relatively sufficient capital and high reputation, and can also play a flexible and adaptable operation of branches and subsidiaries. Strong characteristics. Now is the era of "wine is good and the road is deep". Any enterprise that wants to increase its popularity and sell more products must make more efforts in marketing. Most state-owned enterprises have a lack of self-promotion and brand awareness because they have always helped the country to sell products. Although Lekai has already realized this and made a VI design for his own product, the intensity is not enough. Faced with the large-scale advertising, publicity, and investment in the establishment of brand chain stores of “Kodak” and “Fuji”, Lekai has only tens of millions of marketing investments for more than 30 sales branches nationwide, and is used to make up for it. The book is losing money, and the actual cost for marketing is even less. In the words of the sales staff of the Lekai base layer, now that Lekai can use it to hold the brand store, only the reputation and feelings are left, but the reputation of the competitors is getting higher and higher, and there is profit attraction and quality assurance. This makes the challenge that Lekai face more and more serious. At present, Lekai can only compete with "Kodak" and "Fuji" for price advantage, but considering the customer psychology, and "Kodak" and "Fuji" to tighten the background of investment in China, this advantage is difficult to maintain. A Chinese national brand has a share of only 20% in its own homeland, and its professional photography usage rate is less than 10%. It is really a great sorrow. Nowadays, China has entered the WTO. The high tariffs on foreign brands are gradually being eliminated, and the restrictions on foreign-owned factories will be relaxed. This will make the competitiveness of intangible Chinese brands greatly improved, which is even more unfavorable to us. Chinese enterprises, especially state-owned enterprises, must seize the time to improve their product quality, enhance product competitiveness, learn more advanced foreign management methods, business ideas, and find a way to adapt to the local situation, it is possible to Cruel competition is neutral in an invincible position. Now is not the time to discuss the change, but how to change the study. We have deeply felt this through the investigation of Lekai for a few days. Although there are still many shortcomings, Lekai’s reform is still very effective. We sincerely hope that Lekai is a glorious nation. The brand can find a path that is in line with its own development and re-innovation as soon as possible in the future development. The Fourth Reform of State-Owned Enterprises In the early days of the founding of New China, state-owned enterprises had made significant historical contributions, which enabled China's economy to form a preliminary foundation for industrialization in a relatively short period of time, which effectively promoted social stability and improved China’s position in the world. In economic construction, state-owned enterprises have supported the development of the national economy, guaranteed the supply of energy and raw materials, trained and transported a large number of talents, and provided funds for the country's economic development. At the beginning of the reform, the output value of Chinese state-owned enterprises accounted for more than two-thirds of the national industrial output value, and its fixed assets accounted for more than 75% of the country's fixed assets. State-owned enterprises have caused many unsolvable problems under the long-term rigid plan economic system, mainly due to unreasonable industrial structure, low production efficiency and lack of vitality. At present, about one-third of China's state-owned enterprises are on the books, and the other ones are potential losses. They are all dependent on government subsidies. The losses and subsidies in successive years are compensated by the profits and taxes paid by the people. The output value of state-owned enterprises is relatively low, while investment and employment are relatively increased. It is clear that enterprises are more capital-intensive, but labor productivity has declined. This is all due to too many redundant staff and wasted capital. Problems with state-owned enterprises: First, repeated investment has resulted in low equipment utilization. The decentralization and profit-sharing policy in the reform has expanded the local government's financial and investment rights, resulting in local protectionism, which has caused enterprises to ignore excessive changes in market demand. Second, products are aging and lack innovative mechanisms. There is no effective incentive mechanism within the enterprise. Under the attitude of passive coping, employees seldom actively and consciously pursue new products and high quality, which makes the opportunities and enterprises pass by. Third, there are too many redundant employees and low efficiency of employees. In the past, the placement of personnel within the enterprise was considered as a solution to employment. Even unreasonable companies must accept that employees can only enter and accumulate more and more. Once arranged, there will be occupational security and social welfare, and the unfair reward and punishment system will result in inefficient work and increase the cost of the enterprise. Fourth, the social welfare burden of the enterprise is too heavy. Enterprises must bear the welfare of employees, including public medical care, housing, kindergartens, pensions, etc., which increase the burden on enterprises; fifth, the debt of enterprises is too high, and banks are not binding on enterprises. Now 75% of the loans of the National Bank are loaned to state-owned enterprises. Banks are subject to government pressure to lend to state-owned enterprises to maintain local employment and social stability. Even if the company defaults. Banks are also helpless, without restrictions and supervision capabilities, which greatly damages the bank's liquidity and healthy operation, making bankruptcy of banks even bankrupt; sixth, the loss of state-owned enterprises' assets. Many state-owned enterprises are actually completely controlled by the managers themselves, and it is easy to have problems such as loss of assets, improper consumption of capital, and blind investment decisions. Enterprises transfer the best quality assets to private hands and leave the liabilities to the state. The loss of assets and the rapid increase in welfare are already common in China. Reform is imperative. In principle, we must adhere to the separation of government and enterprise, self-employment, and self-financing. The focus is on further transforming the operating mechanism of state-owned enterprises. How the transformation of the operating mechanism of state-owned enterprises is still evolving. The transformation method has emerged in the form of contracting, leasing, selling, shareholding, and state-owned private, but the effective methods are still searching. We are still "crossing the river by feeling the stones." Faced with the transformation of ideas, the transformation of mechanisms, and the transformation of operations, the foundation is the transformation of ideas, the core is the transformation of mechanisms, and ultimately the transformation of operations. Reform refers to the reform of China's state-owned enterprises from the property rights system, which is the biggest step in the reform of state-owned enterprises over the years. As with all the reforms that have been carried out in the past, any form of change can only provide some necessary conditions for the development of enterprises, and is far from sufficient reasons for the sound development of enterprises. In reality, a large number of restructuring enterprises have not brought tangible vitality to enterprises through restructuring, and some have even fallen into deeper predicament.
First, the first problem facing the operators of state-owned enterprises Emancipating the mind to get rid of the constraints of the inherent concept We analyze the changes in the market:
1. The dominant position in the relationship between the buyer and the seller is transferred to the customer side. Competition gives customers a greater choice of goods; with the continuous improvement of living standards, customers have higher requirements for various products and services.
2. Technological progress has enabled the continuous development of the methods and means of competition, and fundamental changes have taken place. More and more multinational companies are moving beyond national borders to engage in various forms of competition in a global market that is gradually moving toward integration.
3. The market demand is changing day by day. The unit of product life cycle has changed from “year” to “month”. Technological progress has made the production and service systems of enterprises change frequently. This change has become an ongoing matter. Therefore, the business management model developed in the environment of mass production and mass consumption has been unable to adapt to the rapidly changing market.
The change of the market environment forces the market rules to change from product value to customer demand. In the modern enterprise with customer as the core, we must realize the customer-centered shared information platform service and the customer-centered quantitative evaluation system. Customer-centric fine business rules and customer-focused advanced business philosophy. Ability to change positions from the perspective of the customer. In the face of these changes, the leading employees of enterprises need to constantly update their concepts, gradually change from passive acceptance in the past to active adaptation, re-finding the positioning of enterprises, and actively taking countermeasures after discovering their own shortcomings and analyzing the advantages of competitors. , gradually adapt to the market.
In recent years, China's state-owned enterprises have made remarkable progress in information construction, effectively improved enterprise management, and accelerated the establishment of a modern enterprise system. State-owned enterprises have also proposed to emancipate the mind, change concepts, and persist in accelerating development as the center. Transforming and implementing breakthroughs and realizing the strategy of leap-forward development, and the wave of economic globalization with the acceleration of circulation of commodities, capital and technology on a global scale, is vigorously promoting profound changes in global market competition and corporate management. Large-scale production methods have gradually shifted to mass customization, and the competition for production capacity has gradually shifted to production capacity multiplied by competition for circulation capacity. Time, quality, cost, service and environment are the main indicators for measuring a company's competitiveness and overall level. Knowledge, customers and human capital have become the main resources for business competition and development.
The introduction of the market concept is the first step for the state-owned enterprises to truly enter the market. Let the front-end management business of the market, sales and service, which are in close contact with customers, become the bridge between the enterprise and the customers, understand the customers, treat the customers well, and retain them. Customers, let customers become perpetual motives of the company.

Second, the transformation manifests itself in the transformation of two important relationships, one is the conversion of “property relations” and the other is the transformation of “labor relations”. The first conversion should be realized through enterprise restructuring, and the second conversion should be realized through the rationalization of the management mechanism. The first relationship problem to be solved in enterprise restructuring is that the issue of “property relationship” is promoted by the government; the rationalization of the second relationship needs to be completed by itself within the internal transformation of the enterprise, but the second of most enterprises The relationship is not well solved. The transformation of "labor relations" mainly includes dissolving the original labor relations, reforming the labor system, and amending the labor contract; changing the distribution system; all laid off, setting performance targets and reward and punishment policies for job competition; establishing employees can enter and exit, and cadres can The basic principle of income growth and energy reduction; strengthening training with the theme of creating a climate of change. Due to many reasons such as ideological concepts and historical burdens, although some work has been done, the progress has not been very smooth. There are even many companies that are afraid of affecting the interests of all parties and are reluctant to take the initiative. When the reform needs to be real, it is necessary to carry out the actual modern enterprise system and management system reform and construction. It is not that the enterprise is not willing to change or change because of various "worries", that is, the enterprise cannot find the direction of change. I can't find a way to change, or I can't change it at all, I don't see the action, I don't see any results.
Restructuring. The modern enterprise system mainly includes: modern enterprise property rights system, modern enterprise organizational system and modern enterprise management system, among which modern enterprise property rights system is the foundation. Many enterprises have undergone restructuring, and employees have become shareholders of the company. However, they do not know that the shares cannot be converted. They also think that they are raising funds and pay interest on a regular basis with the enterprises. Some reformed employees become shareholders after they invest in shares. Becoming a shareholder, of course, to become a corporate employee, the factory has no right to carry out normal diversion, so it is difficult to form a competition and incentive mechanism within the enterprise. The reforms in many aspects that are implemented internally after the enterprise restructuring are difficult. Through the reform of the labor contract system, the employment system, the personnel system, and the distribution system, the enterprise restructuring should form a management mechanism in which employees can enter and exit, cadres can go up and down, and income can increase or decrease, so that employees can enter the market and break. Big pot rice, mobilize enthusiasm.
Accelerate the establishment and improvement of the social security system and give state-owned enterprises the status of equal competition. The mobility of talents and labor will bring vitality to the economy and improve the efficiency of economic operations. It is a necessary condition for enterprises to adapt to the market, but it is based on sound social security such as employee pension, medical care and unemployment. One of the most intractable problems of traditional systems deposited in state-owned enterprises is that state-owned enterprises undertake a large number of social security functions. Enterprises and employees form a rigid combination that cannot be chosen, and personnel are basically not liquid. Practice has increasingly proved that this is the embarrassment that affects the development of state-owned enterprises. The labor structure cannot be adjusted. It is not only inefficient, but when enterprises encounter difficulties and risks, they cannot adjust the business structure, organizational structure and capital structure of the enterprise on the premise of restructuring the labor force, thus gaining new development momentum. The structural contradictions continue to accumulate. The competitors of state-owned enterprises do not have these problems and compete in the same market. If state-owned enterprises are in an unequal competitive position for a long time, even the current situation of enterprises with good conditions is worrying. Therefore, when state-owned enterprises go to market, the government should create equal competition conditions for them.

Third, the operational transformation is reflected in the upgrading of the management system and the realization of management modernization. The core of the management operation level is three major issues: what to do, how to do it, and who to do it. The problems faced are even more arduous, including planning the development strategy of the company with efficiency as the axis, that is, what should be done after the restructuring of the company, how to do it; adjust the organizational structure to the customer as the center, so as to be as flat as possible; Competition is the core design marketing system; the human resources system is built with performance as the core; the manager training is strengthened with the theme of professionalism, and so on.
The establishment and operation of the management system. A modern corporate system includes both “clear property rights” and “management science”. The management science lies in a scientific management system, which gradually moves from human governance to the rule of law. In the process of restructuring state-owned enterprises, we often focus more on issues such as property rights relations. After the restructuring, many companies have problems because of mistakes in business management. We have also seen that even if the state-owned enterprises are relatively well-developed, but the management has not kept up, it still leads to poor business performance. There are mainly problems or phenomena in the following aspects: the arbitrariness of corporate leadership decision-making, no scientific decision-making program; weak market awareness, poor customer service awareness; few strategic studies, limited company operations and “fire fighting”; Flattening, not customer-oriented, process-based; unsound functions, lack of functions such as strategy, information, human resources, research and development, and finance; less investment in science and technology, slower product replacement, weaker competitiveness; lack of talent, human resources Management stays in labor management rather than human resources development; financial management concept is backward, financial management stays on accounting accounting rather than corporate financial management; financial management is chaotic, internal control system is full of loopholes, cost control is weak; marketing positioning is not clear, marketing The function is limited to "relational sales" rather than "brand marketing"; customer management is almost blank, basic information can not be managed uniformly, salesmen take away customers in large numbers; information management is backward, computer usage is low, and e-commerce understanding is limited to building a Webpage... State-owned enterprise property rights reform It does not necessarily mean that the success of the company, whether it is successful or not, is related to various factors such as management.
The major difficulties involved in restructuring are mainly reflected in the enterprise system level, management level and management level. Restructuring enterprises generally have problems such as lack of funds, extremely poor assets, heavy debts, and no market for products. For them, the biggest problem is survival. The most urgent task is to take various measures, such as saving potential and vigorously exploring the market. Reversing unfavorable business conditions as soon as possible, and gaining time and opportunity for a smooth and comprehensive system change.
The essence of the reform of China's state-owned enterprises is to lift the two "unlimited responsibilities": one is to lift the "unlimited liability of the state to the enterprise", that is, the enterprise restructuring; the other is to lift the "unlimited liability of enterprises to employees", that is, to carry out employee identity conversion. . To promote the reform and development of state-owned enterprises, we must adhere to the reform goal of establishing a socialist market economic system, adapt to the development and changes of the domestic and international economy, science and technology, and the market, further deepen reform, expand openness, and continuously enhance the competitiveness of enterprises in the market, and the ability to innovate in science and technology. Resilience to risk. We must adhere to the basic economic system in which the public sector of the economy is the mainstay and the development of multiple ownership economies, and adhere to the "three favorable" fundamental standards put forward by Comrade Deng Xiaoping, and actively explore new ways to develop state-owned enterprises under the conditions of a socialist market economy, and boldly explore The form of public ownership that can greatly promote the development of productive forces will enable the state-owned economy to continuously acquire new vitality and vitality in the reform.