Promoting the development of SMEs in China with innovation

Promoting the development of SMEs in China with innovation

[Abstract] SMEs are the basic force for promoting the development of the national economy, constructing the main body of the market economy, and promoting social stability. In particular, at present, it plays an increasingly important role in ensuring moderate growth of the national economy, alleviating employment pressure, realizing the rejuvenation of the country through science and education, and optimizing the economic structure, and has played an important role in the socialist market economy. We attach great importance to and develop China's small and medium-sized enterprises, strive for the development bottleneck of small and medium-sized enterprises, strengthen the reform and innovation of small and medium-sized enterprises from financing innovation, management innovation, technological innovation and market marketing innovation, continuously expand and develop new space for enterprises, vigorously develop and consolidate the market, and improve The competitive advantage of the market has become the most pressing issue for SMEs in China.

Keyword innovation, small and medium-sized enterprise development

SMEs are no strangers to many people. However, for a long time, SMEs have been a relatively relative concept. The economic development levels of different countries and regions in the world are different. The environment in which enterprises operate is also very different. Even with the development of the economy in the same country and region, the definition criteria of SMEs are not static. Generally speaking, they are divided into two categories: one is defined by the economic characteristics and control methods of the enterprise; the other is the size of the enterprise measured by several indicators. The former is qualitative and can reflect the characteristics of the organizational structure and management mode of the enterprise in essence; the latter is quantitative and can give people an intuitive impression. The division of SMEs in China is a quantitative definition, that is, the annual sales income and total assets are more than 500 million yuan for large enterprises. Among them, the large-scale enterprise standard is set to annual sales income and total assets of more than 5 billion yuan; medium-sized enterprise standards The annual sales income and total assets are more than 50 million yuan; the rest are small businesses.

First, the basic situation of China's SMEs

1. SMEs are a new growth point for the economy.

From the perspective of countries around the world, the proportion of SMEs is mostly above 90%, and about 50% of GDP is created by SMEs. For example, in the United States, there are now 20 million small and medium-sized enterprises, which account for about 40% of the national GDP. In China, 95% of the nearly 400,000 independent accounting industrial enterprises are small and medium-sized enterprises. In the rapid economic growth since the 1990s, 76.7% of the new industrial output value comes from SMEs.

2. SMEs are an important base for promoting the transformation of high-tech projects.

The practice of developed countries proves that SMEs have strong technological innovation capabilities. In Germany, about two-thirds of the patented technology is applied for registration by SMEs. Since the 1980s, about 70% of innovations in the United States have been completed by SMEs. In fact, with the development of information technology and knowledge economy, the technological innovation role of SMEs has gradually increased.

3. SMEs are the basic force for relieving employment pressure and maintaining social stability.

Generally, the organic composition of capital for SMEs is relatively low, and the same capital can provide more jobs. In the United States, SMEs account for 60% of the total workforce, and two-thirds of the new jobs are created by SMEs. According to statistics, in 1998, China’s state-owned enterprises laid off 6.1 million laid-off workers, and 4.18 million were reemployed in small and medium-sized enterprises, accounting for 68.5% of the total number of laid-off workers in state-owned enterprises.

4. SMEs are the main source of profits and taxes in China.

In 1998, among the national industrial enterprises, the sales growth rate of small enterprises and the industrial and commercial tax revenue growth rate were 10.27% and 11.64%, respectively, which were higher than those of large and medium-sized enterprises. According to the 8th APEC SME Conference, the proportion of SMEs in China's total industrial output value and profits and taxes reached 60% and 40% respectively.

Second, the current problems in the development of SMEs

The policy is unfair and the market is disorderly.

The policies introduced in recent years are mostly designed and operated according to the size of the enterprise and the ownership system. The preferential treatment for large enterprises is small, and the small and medium-sized enterprises are less considered. The preferential treatment for public-owned enterprises is less, and the consideration for non-public enterprises is less; the application of policies is not fair. In terms of taxation policies, state-owned enterprises can pay back first, and non-state-owned enterprises do not have such treatment; small and medium-sized enterprises, especially private enterprises, are often small taxpayers, VAT invoices are difficult to deduct, and actual tax burdens increase; private enterprises have double taxation, etc. . In terms of land policy, state-owned enterprises can enjoy land use right transfer fees and VAT exemption policies, while non-state-owned enterprises participate in reorganization without such reform costs; especially in the write-off of bank bad debt reserves, large enterprises can be included in the state. The plan optimizes the asset-liability structure in a timely manner, and SMEs do not have this advantage. In terms of industry access, SMEs, especially private companies, are subject to many restrictions. In addition, the lack of market trading rules and the chaotic market order have made it difficult for SMEs to operate normally.

The ownership and management rights are vague, and the implementation of legal person property rights is difficult.

The state-owned and collective SMEs are indivisible to the government and enterprises. The administrative functions and asset management functions of the government are not divided. The legal property rights of the enterprises are difficult to implement, the responsibilities of the government and enterprises are vague, the investment decisions of enterprises are wrong, and the management is not good. The company loses money and does not know who is responsible.

The service system has yet to be improved.

At present, various departments have set up a number of service organizations for SMEs, but the focus of their work is on attracting investment, re-charging, light service, heavy taxation, small and difficult households, regaining performance, lightly cultivating, SME policies and Market information is not working, and it is not helpful in such areas as market development, product positioning, and technology introduction, which brings difficulties to the development of SMEs.

Financing difficulties and insufficient capital.

First, the supply is insufficient. There are no financial institutions in China that specialize in loans for SMEs. In addition, after the reform of the commercial banking system, the basic banks that use SMEs as lenders are responsible and powerless; after implementing the asset-liability ratio management, they will issue the “loan-to-deposit ratio” step by step, so that the number of loans that are originally small will be reduced. More pitiful, the loan supply gap has increased. The second is to ensure the lack. Banks only recognize real estate such as land and real estate as collateral, and there are fewer guarantee institutions for SMEs, and the types of guarantees are single, making it difficult to find insurance. Third, counseling is weak. Difficulties in securing SMEs and finding them are difficult to maintain with their credit rating. In addition, the high cost of borrowing by SMEs also affects their financing capabilities. Last year, 69% of the 1,000 SME surveys reported that it was difficult for loans to affect the development of enterprises. 64% of SMEs had an asset-liability ratio of less than 60%, and only 21% were able to obtain loan support. From the perspective of discontinued SMEs, 47% are due to lack of funding.

Its own weaknesses also constrain its own development.

The main performances are as follows: First, the production process and technical equipment are backward, resulting in low product qualification rate, resulting in high production costs. Second, the level of management and management is low, management methods are backward, and they are accustomed to the traditional mode of production management, lacking the ability to adapt and grasp the market. Third, the quality of personnel is low, and the number of technicians is lacking, resulting in insufficient innovation ability of enterprises, weak development ability, and difficult product replacement. Fourth, SMEs have weak self-development capabilities and weak desires.

Third, the main content of China's SME innovation

Since various problems restrict the development of SMEs themselves, they must seek development space from innovation. The main content of China's SME innovation has four aspects:

SME financing innovation

It is difficult for SMEs to raise funds. This is a topic that has a very high frequency in recent years. It is also a major issue related to the sustained, rapid and healthy development of the socialist market economy. In this regard, China's economic theory and practical workers have done a lot of useful research and practice, but most of the research and practice results are "big road goods", lack of deep exploration and breadth expansion, it is difficult to fundamentally solve the financing problems of SMEs. We must identify the fundamental problems that exist, remove them, explore new paths, broaden financing channels, and strengthen financial innovation.

First of all, further improve the understanding of the importance and urgency of solving the financing difficulties of SMEs. Supporting the development of SMEs is not only an objective requirement for improving and developing the socialist market economy system, but also a realistic need for commercial banks to expand their asset size and total profit, or whether commercial banks will foster financial resources and large and medium-sized customers for sustainable development in the future. The only way to develop. By raising awareness, we will further strengthen the inherent responsibility and enthusiasm of the finance and taxation departments, the securities commissions, the central banks, and commercial banks to effectively solve the financing difficulties of SMEs.

Second, do a good job in mapping. First, based on the “Interim Provisions on Standards for Small and Medium-sized Enterprises” issued by the state, the investigation will find out the number and specific list of small and medium-sized enterprises in various regions. The second is to find out whether there are difficulties in financing for small and medium-sized enterprises, what kind of financing methods are difficult, and the extent and composition of financing difficulties.

Third, there is a targeted, correct choice of the subject of the problem. The core content of solving the problem of direct financing of SMEs is institutional obstacles. The statutory manager of direct financing is the CSRC and the Central Bank. The CSRC and the People's Bank of China should be listed as the main body to solve the problem of direct financing difficulties. The core component of solving the problem of SME loan difficulty is the commercial bank lending behavior disorder. The commercial bank lending behavior is highly related to the social credit environment, fiscal and taxation policies, internal credit policies and processes. The legal department, the taxation department, and the commercial bank should be listed as The main body of the contractor, which solves the problem of indirect financing difficulties, is responsible for each other and is responsible for completing their respective improvement tasks.

Fourth, the right medicine, the targeted problem of financing difficulties. First, the government's support policies for SMEs should be treated differently. The focus of policy support should be SMEs with products, markets, development prospects, and national industrial policies. For small and medium-sized enterprises that pollute the environment, have high energy consumption, and have poor quality, they must make up their minds to take necessary measures to close them. At the same time, for small and medium-sized enterprises with unreasonable layout and low-level redundant construction, it is necessary to further increase the intensity of structural adjustment. Second, for small and medium-sized enterprises in the early stage of entrepreneurship, the fiscal and taxation departments should provide business tax and income tax reduction and exemption to enhance the capital accumulation ability of small and medium-sized enterprises; the People's Bank of China should actively support and guide small and medium-sized enterprises to raise funds for production and operation to solve the difficulties of self-financing of small and medium-sized enterprises. Third, for small and medium-sized enterprises in the growth stage, the state should actively build a direct financing platform and open up direct financing channels. The government must vigorously promote the connection between small and medium-sized enterprises with strong growth and rich technical factors and the capital market. Fourth, it is necessary to improve the credit business development of the rule of law support environment, the implementation of SME credit disclosure system, the fiscal and taxation departments to commercial banks to issue SME loans to reduce business tax and income tax, more effectively mobilize commercial banks to expand the SME loan market enthusiasm.

Management innovation of small and medium-sized enterprises

To survive and achieve rapid development in the fierce market competition, small and medium-sized enterprises must maintain greater flexibility and superiority in management mechanisms, which inevitably requires them to continuously implement management innovation. So, how do SMEs implement management innovation? I think we should start with the following aspects:

First, we must earnestly grasp the transformation of business management ideas.

Typical pragmatism, empiricism, adventurism, and the resulting obsolescence and weak management ideas are often the deep roots of SMEs' breakthrough progress in management innovation. Therefore, in order to implement management innovation, we must first grasp the transformation of management ideas. The first is to completely abandon empiricism and arm the mind with scientific management ideas. To survive and stabilize development, we must lay down the shelf, actively learn to absorb advanced management ideas and methods, and arm the mind with scientific management ideas. The second is to overcome the "innovation useless theory" and truly attach importance to management innovation. The third is to get out of the misunderstanding of the SME mechanism. SMEs do have institutional advantages. For example, SMEs do not only involve national management systems, but some of the remaining problems of enterprises are few, but this advantage is only temporary and relative. SMEs should be aware of their own management problems, truly face the weaknesses of their own mechanisms, and attach importance to investment in reform and innovation.

The second is to implement management innovation around the cultivation of core competence of enterprises.

In order to continuously develop in a highly competitive market, enterprises must have the ability to continuously grow and develop, that is, core competitiveness. Fundamentally speaking, this ability is the ability of an enterprise to continuously generate comprehensive advantages or absolute advantages in a certain aspect, and to continuously bring benefits to the enterprise. Specifically, it is the development capability, production capacity, market development capability, capital operation capability, and employee motivation of new products. From the trajectory of “star” SMEs such as Sanju, Giant and Sun God, the poor core competence of enterprises is the main source of their failure. Therefore, the focus of SMEs’ ​​management innovation should be placed on the core of the enterprise. Ability. Starting from technological innovation, talent development, system improvement, capital operation and market development, we will realize the innovation of management methods in all aspects.

The third is to pay attention to actual results and implement management innovation in a down-to-earth manner.

As far as a large-scale management innovation activity is concerned, the introduction of practical and feasible programs often requires a lot of hard work, and its implementation requires a series of supporting work. Therefore, SMEs must truly grasp the management innovation work and obtain management innovation results. They must master scientific methods, pay attention to results, and do their work in a down-to-earth manner.

Technological innovation of small and medium-sized enterprises

1. Advantages and disadvantages of technological innovation in SMEs

Compared with large and medium-sized enterprises, the technological innovation of small and medium-sized enterprises has the following advantages: 1 large enterprises have more complicated management institutions than small and medium-sized enterprises. Compared with small and medium-sized enterprises, the decision-making level is generally more conservative, and its bureaucratic system is not conducive to innovation. The risk investment, while the SME leadership is more flexible and more conducive to technological innovation decision-making; 2 innovation activities generally require a more relaxed and free environment, the hierarchical system of large enterprises is contrary to it, and the flexible and simple style of SMEs is favorable. In the development of technological innovation; the best reward for the researchers of the three major companies is often to transfer them to the management, while SMEs regard innovation as the core of their competitive strategy; 4 SMEs have the same innovation cost and efficiency For large companies, their innovation costs are minimal, and they rely to a high degree of expertise.

There are also many unfavorable factors in the technological innovation of small and medium-sized enterprises: (1) The focus of state-owned enterprise reform is on state-owned large and medium-sized enterprises. Therefore, in terms of capital, such as state investment, bank loans, financial borrowings and appropriations, etc., it also leans toward large and medium-sized enterprises, and the limited financial resources make the country Inadequate consideration of small and medium-sized enterprises, resulting in insufficient funds for technological innovation; 2 large enterprises have a large scientific research team, a sound research and development system and a sound information network, fund raising and investment guarantee system, talent training and incentive system and marketing system, In this regard, SMEs cannot compare with them. The technical strength of SMEs is extremely weak, with only a small number of technicians and low quality; not only lack of technical development talents, but also lack of market analysis and forecasters; 3 SMEs are too dependent on external technology and technical strength, and A lot of relying on the same "technical source", it is difficult to form their own professional features in technology, which brings certain difficulties for technological innovation.

2. SMEs' technological innovation strategy selection

With the diversification of human needs, the breadth and depth of market segmentation will be further strengthened. The small batch and diversified production of products will become the mainstream of product development in the future, and the identification between products will be further diversified. This trend is for SMEs. Technological innovation offers broad prospects. At the same time, SMEs must combine their favorable and unfavorable factors of technological innovation to carry out reasonable positioning, foster strengths and avoid weaknesses, and choose appropriate technological innovation strategies.

Selective technology innovation strategy

SMEs should selectively innovate for different markets and different technical fields. 1 Select areas where technology changes. Once new technologies and new products are successfully developed, large-scale production and sales are the key to market competition. SMEs have no advantage in this. Therefore, SMEs should choose large areas of change as targets for attack, in order to find development opportunities; Technological innovation in the blank field. In these areas, the competitive pressure from large companies is small, and the technology is not easy to imitate; 3 select the application of technological innovation. SMEs should pay close attention to market demand, segment market potential, adopt stride technology, intercept the final mature technology products, carry out edge and side-click development, and can not engage in more basic research and development; 4 focus advantages, key breakthroughs. SMEs carrying out technological innovation should focus on their own advantages in a certain project or a specific development period, and implement key attacks to win the advantage of large and medium-sized enterprises in specific areas.

Collaborative technology innovation strategy

It is also necessary for SMEs to adopt a collaborative technology innovation strategy due to their own strength constraints. 1 Horizontal collaborative technology innovation. That is to say, a number of small and medium-sized enterprises with high industrial relevance form an alliance. Under the supervision of the government, scientific research institutions enter the alliance for research and development, implement horizontal technical cooperation, and improve the overall economic strength of the small and medium-sized enterprises. 2 Vertical collaborative technological innovation. That is to say, the majority of SMEs as part suppliers of large and medium-sized enterprises, and actively maintain technical cooperation with large and medium-sized enterprises to achieve complementary survival. On the one hand, we must minimize competition with large enterprises, and on the other hand, we must use large enterprises to achieve their own survival. At the same time, due to the needs of social collaboration and specialized division of labor, large and medium-sized enterprises also need the development of SMEs.

Technology introduction and innovation strategy

This refers to the relatively inferior technology of enterprises using various means to introduce the technology of other enterprises, after digestion and absorption, to achieve their own innovative and innovative ways. Successful technology introduction and innovation can enable backward enterprises to improve their technical level and independent innovation ability in a short period of time.

SMEs should pay special attention to the introduction of technology. They should not only stay in the stage of operation, use and maintenance. They should not only pursue short-term benefits, but also pay attention to digesting and absorbing imported technologies, thus enhancing their self-innovation ability.

SME market marketing innovation

Over the past 20 years of reform and opening up, Chinese enterprises have basically adopted the theory and methods of marketing and marketing from Western enterprises to promote and apply them. Basically, they are “small and hoisted”, the marketing level is generally low, and the marketing awareness and level of various industries and enterprises are different. It is also larger. Generally speaking, the competitive industry is superior to the monopoly industry, and SMEs are superior to state-owned enterprises. In contrast, some large state-owned enterprises, banks, and public enterprises are in the stage of “no marketing”. The top management lacks marketing awareness, and there is no marketing function, let alone market research and marketing strategies, and there are many marketing obstacles. In the 21st century, in the face of the formation of the buyer's market and the challenges of foreign powerful competitors and the knowledge economy, China's corporate marketing needs to be innovated.

1. Conceptual innovation

Marketing concept innovation is the core and premise of enterprise marketing innovation. The innovation of marketing concept requires the enterprise to change from the traditional marketing concept of satisfying customer demand to the new marketing concept of not only satisfying customer demand but also creating customer demand. for example:

Family marketing concept. The traditional marketing concept emphasizes the customer first, and the customer is “God”. The concept of family marketing emphasizes that customers are “friends” or “relatives” rather than “God”. By establishing a new kind of family relationship, the distance between the company and the customer is minimized, and by making “friends” with customers, Make customers become permanent "friends" of the company.

Global marketing concept. Globalization is the most important trend in the development of the world economy today. The objective law of modern large-scale production itself must require the realization of a global division of labor. Today, with the internationalization of international competition and the internationalization of the domestic market, enterprises must actively go abroad and seek development opportunities in the world, put the global market within their own marketing scope, and guide the company's marketing activities with a global marketing concept.

Knowledge marketing concept. The 21st century is an era of knowledge economy. The knowledge economy based on the scientific and technological revolution and with information technology as the core will have a profound impact on people's production methods, ways of thinking, lifestyles and behaviors, as well as corporate management and corporate marketing. The marketing concept of an enterprise should also be changed accordingly, that is, to establish the concept of knowledge marketing.

Green marketing concept. Establishing a green marketing concept, developing green products and opening up a green market have become a new trend in the development of corporate marketing in the 21st century, and have also created new opportunities for enterprise development. The concept of green marketing requires enterprises to aim at sustainable development, pay attention to the coordinated development of economy and ecology, pay attention to the development and utilization of renewable resources, reduce waste of resources and prevent environmental pollution.

2, organizational innovation

At present, the top management of most enterprises pay more attention to marketing work, but it has obvious locality, uncertainty and non-process in marketing management. It is not systematic, comprehensive and not in place, resulting in high-level marketing management. Absence, leading to other departments outside the marketing department can not fully play the marketing function, resulting in a lack of direction in the marketing department and blind command. Some people say that the marketing of the West is 60% of science plus 20% of art, while the marketing of Chinese local enterprises is 20% of science plus 40% of art, and more is based on feeling. It is felt that marketing is the marketing characteristic of local enterprises. They first pursue “feeling the right path”. Although there are reasons in the transition market, there are also big risks. The phenomenon of “big ups and downs” and “meteor flashes” in Chinese business is the price.

High-level marketing management plays a vital role in marketing. Currently, the marketing of many companies is not really organized, making it difficult to effectively develop and manage the market. Therefore, enterprises should establish a sales organization system, a market information management system, a target and a plan management system according to the needs of market development. Through a sound sales management system, the sales management level and its responsibilities, work standards and work processes will be defined, and the target market will be established. And market objectives, sales managers and salesmen, dealers, market information in the best way to organize, so that all departments and employees of the company work closely together, give full play to the company's overall offensive and defensive capabilities, maximize market occupation, and achieve the best Marketing goals. Modern marketing emphasizes the overall offensive and defensive capabilities, and companies should continue to innovate marketing organizations to streamline and respond quickly. The biggest feature of the 21st century information society is networking and automation. The speed, efficiency and uncertainty brought about by the Internet have made the marketing organization established by the industrial society must change in order to adapt to the new marketing environment.

3. Product innovation

The world today has entered the era of brand competition. Brand has become a “knock-and-click” for enterprises to enter the market. This is because consumers' understanding of new products has gradually deepened, and the conditions for selecting products are more demanding. This has intensified market competition among enterprises, so enterprises must improve product quality. Work hard, or strive to become a "strong brand, big brand", or determine a clear positioning, take the road of professional brand, better meet the needs of consumers.

Product innovation should proceed from the overall concept of products, conform to the international trend, and develop towards multi-energy, diversification, miniaturization, simplification, bodybuilding, comfort, environmental protection, and novelty, focusing on the following aspects of innovation: The first is product standard innovation. In the process of product development, the enterprise should meet the requirements of international certification standards on the one hand, and should not mechanically copy a certain standard on the other hand, but should take the consumer's requirements as the final standard and strive to make the products meet the needs of consumers to the utmost. The second is product brand innovation. On the one hand, we should update the design and use of the brand according to the development of the times and changes in competition. On the other hand, we must expand the brand's popularity according to the development of the company, striving for national famous brands and international famous brands. The third is product service innovation. Service is an extension of tangible products, which can bring greater benefits and better satisfaction to consumers, and thus become an important part of products. As the American marketing scientist Professor Levitt said: The key to future competition is not what kind of products a company can produce, but what kind of added value it provides to the product: packaging, service, user consultation, purchase credit, timely delivery. And everything that people measure by value. The famous "IBM is the service" highlighted by the famous IBM company reflects the company's emphasis on product service. Product service innovation emphasizes continuous improvement and improvement of service level and service quality, and continuously introduces new service projects and service measures in an effort to maximize consumer satisfaction or satisfaction.

4. Talent innovation

At present, marketing talents are very scarce in the Chinese market. Those who have practical experience and have served as marketing managers in well-known companies are very popular in the talent market and their prices are getting higher and higher. Lack of talent is the basic reason for the low level of marketing of Chinese companies. In the increasingly popular MBA education, there is an urgent need to strengthen the "marketing MBA" education. The marketing talents of the 21st century are no longer business-oriented marketing experts, but should be knowledge-based marketing generalists. They should have a strong sense of social responsibility, high cultural literacy, innovative spirit and initiative, and strong knowledge application ability. The combination of science and technology generalization and marketing professionals, the key to the success of marketing innovation lies in whether there is a group of such knowledge-based marketing talents.

5, method innovation

In the practice of marketing, enterprises should dare to apply the internationally advanced marketing practices creatively, and on the other hand, boldly propose and implement new marketing methods. The innovation of marketing methods is mainly reflected in, for example,: 1. Event marketing, that is, ways to strengthen marketing and expand the market through or with certain important events; 2. Flexible marketing, that is, enterprises can adjust marketing activities to adapt and meet individuality in a timely and flexible manner. A method of demanding. 3. Online marketing, a method of conducting marketing activities on the Internet. Some people expect that online shopping will be the most important purchase of humans in the 21st century. 4. Zero-inventory marketing, that is, a marketing method that uses production and inventory at zero after the order is received. 5. No defect marketing, that is, no regrets are left to the customer during the entire marketing campaign. Including products without defects - 100% guaranteed quality, sales without defects - 100% guarantee selection, service without defects - 100% guarantee satisfaction.

For SMEs, these five categories of innovation are quite important. At the same time, these five types of enterprise innovations are also interactions and organic connections, which constitute the survival and development of enterprises and complete innovation mechanisms. From the perspective of the development of SMEs in China, if institutional innovation, financing innovation and management innovation make SMEs gain the foundation for survival and development, then technological innovation is a powerful means for the survival and development of SMEs, and it is to carry out continuous institutional innovation and management innovation. Strong protection, and all of this must be around the market. Under the conditions of market economy, enterprises must operate according to the law of value and market mechanism. The production and operation of enterprises must face the pressure of market competition. In the fierce market competition, SMEs only rely on technological innovation, increase product technology content, reduce product production costs, improve product quality and grade, and continuously develop new products with novelty, advancement and practicability or design new products. Structure, new form, new decoration, to meet the ever-changing social needs, strengthen management, vigorously develop and consolidate the market, enhance the competitive advantage of SMEs, will not be eliminated in the fierce market competition, and continue to grow and develop.

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