Private enterprise

Relatedconcepts

Definitionofprivatepartnership

Privatepartnershipenterprisereferstothe"PartnershipLaw"or"PrivateEnterpriseInterimRegulations"Accordingtotheregulations,twoormorenaturalpersonsshalljointlyinvest,operatejointly,andbeartheprofitsandlossestogetherinaccordancewiththeagreement,andshallbebasedonhiredlaborandbearunlimitedliabilityfordebts.

Definitionofprivatelimitedliabilitycompany

Privatelimitedliabilitycompanyreferstotheprovisionsofthe"CompanyLaw"andthe"InterimRegulationsonPrivateEnterprises".Alimitedliabilitycompanyinvestedbytheabovenaturalpersonorcontrolledbyasinglenaturalperson.Inaddition,Article6oftheStateAdministrationforIndustryandCommerce"NoticeontheRegistrationandSupervisionandAdministrationoftheEstablishmentofLimitedLiabilityCompaniesFundedbyNaturalPersons"(November18,1994,IndustryandCommerce[1994]No.325)stipulatesthat:Forlimitedliabilitycompanieswithnaturalpersonsasthemainapplicationandwhosecapitalcontributionaccountsformorethan51%oftheregisteredcapital,theabove-mentionedregulationsshallapplytotheregistrationandsupervisionandmanagement(inaccordancewiththemanagementofprivateenterprises)."

Type

Privateenterprisereferstoafor-profiteconomicorganizationthatownsthemeansofproductionandemploysmorethan8people.

Therearethreetypesofprivateenterprises:

(1)Soleproprietorship.Referstoanenterpriseinvestedandoperatedbyoneperson.Soleproprietorshipinvestorshaveunlimitedliabilityforcorporatedebts.

(2)Partnershipbusiness.Referstoanenterpriseinwhichtwoormorepeopleinvest,operatejointly,andshareprofitsandlossesinaccordancewithanagreement.Thepartnersshallbejointlyandseverallyliableforthedebtsoftheenterprise.

(3)Limitedliabilitycompany.Itmeansthattheshareholdersshallbeliabletothecompanywithinthelimitoftheircapitalcontributions,andthecompanyshallbeliableforthedebtsofthecompanywithallitsassets.

Fromtheaboveclassification,itcanbeseenthatamongthethreetypesofprivateenterprises,onlylimitedliabilitycompaniescanobtainlegalpersonality,whileprivatesoleproprietorshipsandprivatepartnershipsdonotmeetthecorporatelegalpersonalityconditionsandcannotobtainLegalpersonality.

FinancialManagement

InfluencingFactors

Thefinancialmanagementactivitiesofenterprisesaresubjecttotheconstraintsofthefinancialenvironment,andtheimpactofchangesinvariousfactorsofthefinancialmanagementenvironmentoncorporatefinancialmanagementisstudied.Itistoanalyzethedevelopmentlawoffinancialmanagementandseekwaystoimprovetheleveloffinancialmanagement.Thefactorsthataffectthefinancialmanagementofprivateenterprisesinmycountryarebothmacroscopicandmicroscopic,andvariousfactorscrisscross,conditioneachother,andrestricteachother.

(1)Theimpactofmacro-socialenvironmentalfactors

Themacro-socialenvironmentincludesnationaleconomicpolicies,industrialpolicies,economicdevelopmentlevelsandfinancialmarketconditions.Thepositivestimuluseffectofmacro-socialfactorsisthatlocalgovernmentshavemoreobviousencouragementtotheprivateeconomy.Localgovernmentshaveintroducedvariouseconomicpoliciesthatoptimizetheenvironmentandpromotethedevelopmentoftheprivateeconomy,andthemarket-orientedcomponentoftheeconomicstructurehasbeenfurtherimproved.Thefinancialmarkethasbeenfurtherimproved.Financing"isnotbasedonthenatureoftheenterprise,andtreatsallofthemequally",soastofacilitatetheadjustmentofcapitalsurplusandshortageofprivateenterprisesandfacilitatecapitalinvestment.Taxlaws,companylawsandotherregulationsdonotimplementdifferentialtreatmentbasedonthenatureofownership,andplayaroleinpromotingfaircompetitionintheprivateenterprisemarketandregulatingmanagementactivities.Negativeeffectsincludethefactthattherelevantgovernmentdepartmentsarestillrepellingprivateeconomicideology,andthegovernmenteconomicauthoritiesandlawenforcementandsupervisorydepartmentsare"preferringtheleftratherthantheright"and"preferringtightnessratherthanlooseness"toprivateenterprisesinthecontrolofpolicies,andpubliceconomicresources.Thedifferentialtreatmentinthedistributionstillexists,thecreditloansofthefinancialindustryarestillnotopentoprivateenterprises,thefinancingchannelsofenterprisesarefew,andthetotalamountoffinancingislimited.Thesenegativeeffectshavecausedprivatecompaniestodarenotexpandinvestmentrashlyandlackconfidenceinforeigninvestment.Changesinmacro-socialenvironmentalfactorshaveadirectimpactonthestatus,function,andactivityspaceofcorporatefinancialmanagement.

(2)Theinfluenceofmicro-environmentalfactors

Theorganizationalform,structure,productionandmanagementlevelofprivateenterprises,thequalityofownersandfinancialpersonnel,andcorporatecultureAllaffectthefinancialmanagementdevelopmentoftheenterprise.

1.ChoiceoforganizationalformDifferenttypesofenterpriseshavedifferentcapitalsourcestructures,differentlegalaspectsapplicabletoenterprises,anddifferentspatialscopeoffinancialmanagementactivities.Mostprivatecompanieschooselimitedliabilitycompaniesasanorganizationalform,butmostprivatecompaniesarejointventuresestablishedbyrelatives,families,andfriends.Intheearlystagesofconstruction,thistypeofenterprisereplacesrulesandregulationswithsentiment.Differentformsofenterpriseorganizationhavedifferentcapitalstructures.Capitalstructureandorganizationalcharacteristicsaffectthespecificcontentofenterprisefinancialsupervisionmodeandfinancialmanagement.

2.Thequalityoftheowner:Theownerofaprivateenterpriseisoftenbothaninvestorandamanager.Hisqualitydirectlyaffectsthedevelopmentoffinancialmanagementactivities.Whetherthefinancialmanagementobjectivesoftheenterprisecanbeachieveddependsonthequalityoftheownersingrasping,controllingandsupervisingfinancialmanagementstrategies.

3.Corporateculture.Ownersplayanextremelyimportantroleintheformationofcorporateculture.Corporateculturealsoaffectstheselectionanduseoffinancialmanagementpersonnel,financialmanagementresponsibilitiesandpowers,andthedegreeoffinancialinformationdisclosureincorporatemanagement.Toacertainextent,corporatecultureisalsoanimportantfactorinattractingandstabilizingfinancialmanagementtalents.

4.Thestateoftechnologicaldevelopment.Inhigh-techprivateenterprises,humanresourcesareanimportantresourceforenterprises,andthedevelopmentandgrowthofenterprisesdependsontechnologicalinnovationandmanagementinnovation.Therefore,thedevelopmentofscienceandtechnologyaffectsthecorporatemanagementmechanismandprofitdistributionmechanism,andalsoaffectsthefunctioningoffinancialmanagement.

Amongtheobjectiveandmicrofactors,microfactorshaveagreaterstimulatingeffectoncorporatefinancialmanagementactivities.Thefollowingfocusesonthemicro-environmentalfactorsandanalyzesthecharacteristicsofdifferentenvironmentalfactorsthataffectfinancialmanagement.

Managementcharacteristics

Enterprisescansurviveanddeveloponlybyachievingacoordinatedbalanceoffinancialactivitiesundertheactionofvariousfactorsinthefinancialenvironment.Thesourcesoffinancialmanagementpersonnelinprivateenterpriseshaveacommonaspectinfinancialmonitoringmodels;however,duetodifferentdevelopmentstages,privateenterprisesatdifferentlevelshavedifferentinternalenvironmentalfactors,andthelevelofcorporatefinancialmanagementisalsodifferent,showingphasecharacteristics.

(1)Small-scale,low-levelprivateenterprises

1.Financialmanagementcharacteristicsofsmall-scale,low-levelprivateenterprises

Small-scaleprivateenterpriseshavelimitedinvestment,limitedself-funds,lowlevelofbusinessmanagement,andhigh-techproducts.Thequalityofemployeesisnothighandthemarketcompetitivenessislimited.Thefinancialmanagementofthistypeofenterprisemainlyhasthefollowingcharacteristics.

1.Decisionsbasedonexperience,financialmanagementstatusisnothigh,small-scalenon-technologicalprivateenterprises,theirdecision-makingmodeismainlyempiricaldecision-making.Privateenterpriseshavetheadvantageofhighefficiencyinbusinessdecision-making,butthedecision-makingprocessisrelativelyrough,andtheinformationrequiredfordecision-makingstillusesachancemarketinformationcollectionmethodwithsupplyandsalespersonnelasthemainbodytoaconsiderableextent,andthecollection,processingandutilizationofinformationisnotstandardized.Accordingtotherules,theparticipationoffinancialpersonnelincollectingandanalyzinginformationisextremelysmall,theaccuracyofdecision-makinginformationispoor,andthereliabilityofdecision-makingislow.Thefinancialmanagementofenterpriseshasnotbeenpaidattentionto,andthefinancialmanagementhaslittleinfluenceandstatusinmanagementotherthantheowners.Mostsmallbusinessesareequippedwithindependentfinancialmanagementinstitutionsorpersonnel,andfinancialpersonnelareregardedas"bookkeepers"whoaremainlyresponsibleforprovidingexternalfinancialandtaxreports.

2.Thefinancialpersonnelhavelowprofessionalqualityandthefinancialmanagementfunctionisnotveryimportant.Intheearlystageofdevelopmentofprivateenterprises,therelationshipbetweenpeopleisbasedonbloodrelationshipandgeographicalconnection,andthereisanaturaldistrustofpeopleoutsidethegroup.Inthesensitivedepartmentoffinance,"loyalty"hasbecomeanimportantsymbolofemployment.Itisdifficultforagroupoffinancialmanagementtalentswithoutbloodorruraltiestobalancewithfamilypower.Therefore,insmall-scaleandlow-levelprivateenterprises,itisdifficulttoretaintruefinancialprofessionals.Mostofthefinancialpersonnelhavenoformalprofessionaltraining,lackthefinancialmanagementability,anditisdifficulttoprovideeffectivefinancialinformationtothetopmanagement.

3.Theproprietor"hasthefinalsay"andthefinancialmanagementcontentissingle.Intheinitialstageofitsdevelopment,privateenterprisesinChinaexhibitthecharacteristicsofpersonalmonopolyandfamilycontrol,andmorethan80%oftheirassetsareconcentratedinentrepreneurs.Itisacommonphenomenonforthechairmanandgeneralmanager.Thebosshasthefinalsayonthefundraisinganduseoftheenterprise.Thefamily-styleoperationwithconcentratedpowermakesthefinancialmanagementhighlycentralized.Thefinancialmanagementactivitiesofmanysmallprivateenterprisesarelimitedtofinancialcontrol,thatis,thefinancialdepartmentsupervisesthebusinessactivitiesoftheenterpriseitselfbycontrollingfinancialrevenueandexpenditureandanalyzingandcheckingthecompletionoffinancialindicators,reducingproductcosts,increasingcorporateprofits,andassistingownersinimplementingfinancialmonitoring.

(2)Large-scale,high-techprivateenterprises

2.Financialmanagementcharacteristicsoflarge-scale,high-techprivateenterprisesPrivateenterpriseshavecompletedtheiroriginalaccumulationanddevelopedtoacertainscale(Thecapitalismorethan10millionyuan),thedevelopmentofenterprisesreliesontechnologyandmanagementtalents,andtheinnovationofenterprisemanagementisfasterthanthatofstate-ownedenterprises.Financialmanagementactivitiespresentthecharacteristicsofmodernenterprisefinancialmanagement.

1.Thegoalofcorporatefinancialmanagementisclear,andfinancialmanagementisvalued.Theownershipstructuredeterminesthattheoperationofprivateenterprisesisaimedatchasingprofits.

2.Flexibleincentivemechanismandcontinuousinnovationinfinancialmanagementwork.Inaconsiderablenumberoflargeprivateenterprises,financialtalentsarevaluedinfinancialmanagementpositions,andbusinessownersrecognize.

3.Centralizedfinancialmanagementmode.Thefinancialcontrolanalysisfunctionhighlightslarge-scale,high-techprivateenterprises,andusuallyformsacertainauthorizedoperationmechanismtoformamanagementotherthantheowner.However,mostprivateenterpriseshavefinancialmanagementItstillbelievesintheprincipleof“stabilityfirst,takingintoaccountefficiency”,andimplementscentralizedmanagement

targetcharacteristics

Thetargetcharacteristicsofcorporatefinancialmanagementrefertotheinherentandinherentcharacteristicsofthetargetelementsinthefinancialmanagementsystem.Qualitativelyregulated.Theauthorbelievesthatfromthebasicprinciplesofsystemtheory,thegoalsofcorporatefinancialmanagementhavethefollowingfourbasiccharacteristics:

1.Systematic.Systemicitymeansthatthetargetelementsofcorporatefinancialmanagementhaveultimateorientationtootherelementsandorganiccomponentsinthefinancialmanagementsystem.Inotherwords,financialmanagementgoalsarethestartingpointandendofthefinancialmanagementsystem,andthesettingofgoalsshouldbebasedontheoveralloptimizationofthesystemastheprimaryprinciple.Therefore,thefinancialmanagementobjectivesshouldnotonlytakeintoaccounttheinterestsofallstakeholdersandachievesystemoptimization,butalsoguidethefinancialbehavioroftheenterprisetoalwaysserveitsfinancialmanagementobjectivesduringthecontinuousoperationperiodtoavoidshort-termbehavior.Invariousfinancialmanagementtargetmodels,themaximizationofcorporatevaluebasicallyconformstothischaracteristic;whilemaximizationofprofithasshort-termbehavioranddoesnotconformtotheultimategoal.Themaximizationofshareholderwealthonlyfocusesontheinterestsofshareholdersanddoesnotconformtotheprincipleofsystemoptimization.

2,relevance.Relevancereferstotheconsistency,coordinationandorganicconnectionbetweenthescopeandcaliberoftheenterprise'sfinancialmanagementgoalsandotherelementsinthesystemtoachievethesystemoptimizationgoals.Specifically,itistobeconsistentwiththescopeofthecorporatefinancialmanagementsubjectspace,toadapttothefinancialmanagementenvironmentinwhichthebusinessislocated,andtotakeintoaccountandcoordinatetheinterestsofvariousstakeholders.Maximizingprofitsandmaximizingcorporatevaluecanmeetthisrequirement.Themaximizationofshareholderwealthconfusestherelationshipbetweenenterprisesandshareholders.Thefinancialmanagementofonefinancialmanagemententityistomaximizethewealthofanotherfinancialmanagemententity,whichcannotbeexplainedtheoretically.Thefinancialmanagementenvironmenthasasignificantimpactonitstargetmodel.Atpresent,mycountry’smoderncorporatesystemhasnotbeentrulyandcompletelyestablished.Choosingthecorporatevaluemaximizationandprofitmaximizationmodelhascertainrealityandfeasibility;whilemaximizingshareholderwealthThemodelisonlysuitableforlistedcompanies,andonlypaysattentiontotheinterestsofshareholders,anddoesnotpayenoughattentiontotheinterestsofotherstakeholdersintheenterprise.Moreover,stockpricesareaffectedbymanyfactorsandarenotcompletelycontrolledbythecompany.Itisobviouslyunreasonabletointroduceuncontrollablefactorsintofinancialgoals.

3,operability.Operabilitymeansthatthemethodofdeterminingthefinancialmanagementobjectivesoftheenterpriseisadvanced,feasible,andoperable.Thekeyissueofoperabilityismeasurement.Thetargetmodelofprofitmaximizationishighlyoperational,butitdoesnotconsiderthetimevalueofcapitalandriskissues,andhasatendencytoshort-termbehavior.Theshareholderwealthmaximizationmodeltakesstockpricemaximizationasthestandard,andhascertainoperability,butitisrelevant.Thesexandfeasibilityarenotstrong.Theenterprisevaluemaximizationmodelcanonlydeterminethevalueoftheenterprisethroughassetevaluation,andthecostofconfirmationishigh,andtheconfirmationtimeandscopeofconfirmationarealsosubjecttocertainrestrictions.

4.Efficiency.Efficiencyreferstothesettingoffinancialmanagementobjectives.Wemustconsidertheefficiencyofcapitalutilizationandstrivetomaximizecapitalutilizationefficiency.Thisisnotonlyconducivetotheoptimalallocationoffinancialresources,butalsoconducivetotheeffectiveuseofsocialandeconomicresources.Enterprisevaluemaximizationandprofitmaximizationonlyfocusonthemaximizationofcorporatefinancialmanagementeffects,withoutconsideringtherelationshipbetweencorporatefinancialmanagementeffectsandthecapitalinvested,thatis,theissueoffinancialmanagementefficiency.Althoughthetargetmodelofshareholderwealthmaximizationisbasedonthestockpricepershare,thepersharecontentofdifferentstocksisnotthesameeconomically,andthenetassetsandmarketpricescontainedinthemarealsodifferent,thatis,theamountofinvestmentinexchangeforearningspershareisnotSimilarly,itlimitsthehorizontalcomparisonofearningspershareanditsstockpriceamongcompanies,andtherefore,itisdifficulttopromotetherationalallocationofsocialandeconomicresources.

Goalselection

Four.Theoptimalchoiceofcorporatefinancialmanagementobjectives-maximizingtheeconomicvalue-addedrateoftheenterprise

Thetargetmodelofmaximizationofeconomicvalue-addedrate(MEVAR)referstothattheenterpriseadoptsthemostoptimizedfinancialpolicythroughfinanciallyreasonableoperation,andfullyconsiderstherelationshipbetweenthetimevalueofcapitalandriskandrewards,onthebasisofensuringthelong-termstabledevelopmentoftheenterprise,Pursuethemaximizationoftheratiooftheeconomicvalueadded(EVA)createdinacertainperiodoftimetotheinvestedcapital(C).EVAistheeconomicvalueaddedoftheenterprise[EVA=EBIT.(1-T)-Kw.C,where:EBITistheprofitbeforeinterestandtax;Tistheincometaxrate;Kwistheweightedaveragecostofcapital;Cistheaveragecapitalinvestedbytheenterprise].Generallyspeaking,throughcertaintechnicalfinancialadjustments,EVAcanbeapproximatelyequaltothesumofthebookvalueofinterest-bearingdebtandequity.Theenterpriseeconomicvalueaddedrate(EVAR)canbemeasuredbythefollowingformula:

Intheaboveformula,EVatistheeconomicvalueaddedoftheenterpriseinyeart;kisthediscountratecommensuratewiththerisk;CtisthetAnnualaveragecapitalinvestmentoftheenterprise;tisthespecifictimeofEVAandC;nisthedurationoftheenterprise'soperation.Itcanbeseenfromtheaboveformulathattheeconomicvalue-addedrateofanenterprise,EVAR,isdirectlyproportionaltoEVAandinverselyproportionaltoKandC.WhenKandCremainunchanged,thelargertheEVA,thelargertheEVAR;whentheEVAremainsunchanged,thelargertheKandC,thesmallertheEVAR.WithoutconsideringthecorporatecapitalinvestmentC,thelevelofKismainlydeterminedbythesizeofthecorporaterisk.Whentheriskishigh,Kishigh;whentheriskissmall,Kislow.Inotherwords,theeconomicvalueaddedofanenterpriseisdirectlyproportionaltotheexpectedreturnandinverselyproportionaltotheexpectedriskK.Fromtheassumptionsoffinancialmanagement,itcanbeseenthatrewardsandrisksincreaseatthesametime.Theincreaseinrewardscomesatthecostofanincreaseinenterpriserisk,andtheincreaseinriskwilldirectlythreatenthesurvivaloftheenterprise.TheeconomicvalueaddedoftheenterpriseisonlywhentheriskandrewardreachThemaximumcanbereachedwhenthebalanceisbetter.

Whentheenterprise’seconomicvalue-addedEVAremainsunchanged,consideringtheenterprise’scapitalinvestmentC,theefficiencyoftheenterprise’scapitalappreciationcanbemeasured.IfthepresentvalueofEVAislargerandCremainsunchangedorsmaller,theeconomicvalue-addedrateoftheenterprisetendstobemaximized;andviceversa.Takingtheeconomicvalue-addedrateoftheenterpriseasthegoaloffinancialmanagementhasthefollowingadvantages:

1.Considerthetimetogetrewardsandusetheprincipleoftimevaluetomeasure.Moreover,animportantattributeoftheeconomicvalueaddedisthepresentvalueoftheEVAintheinvestmentyear,whichisequaltotheNPV(netcashflowpresentvalue)oftheinvestmentyear,andthesumofthepresentvalueofthefuturenetcashflowoftheenterpriseistheenterprisevalue.Therefore,thisgoalmodelencompassesthegoalmodelofmaximizingcorporatevalue.

2.Scientificallyconsidertheconnectionbetweenriskandreward.

3.Overcometheshort-termbehaviorofenterprisesinpursuitofprofit.Becausenotonlytheprofitwillaffecttheeconomicvalue-addedrateoftheenterprise,butalsotheexpectedfutureprofitwillhaveagreaterimpactonitseconomicvalue-addedrate.

4.Comparingthepresentvalueofeconomicvalue-addedwiththepresentvalueofinvestedcapitalcanevaluateandanalyzetheefficiencyofcorporatecapitalappreciation.Toconductcorporatefinancialmanagement,notonlymustcorrectlyweighthegainsandlossesofincreasedrewardsandincreasedrisks,andstrivetoachievethebestbalancebetweenthetwo,butalsomustpayattentiontothevalue-addedefficiencyofinvestedcapital,soastomaximizethevalueoftheenterprise,whiletheefficiencyofcapitalvalue-addedismaximized..Therefore,theviewofmaximizingtherateofeconomicaddedvalueofanenterprisereflectsadeepunderstandingofeconomicbenefitsandistheoptimalgoalofmodernfinancialmanagement.

Themaximizationoftheeconomicvalue-addedrateofanenterprise,asthebestchoiceformodernfinancialmanagementgoals,alsohasseveralobviouscharacteristics,whichcanbedividedintothefollowingfourpoints:

1Maximizingtheeconomicvalue-addedrateofanenterprisenotonlyexpandsthescopeofconsiderations,butalsopaysattentiontothecompatibilityandorientationofobjectives.Modernenterprisetheorybelievesthatanenterpriseisthesumofmultilateralcontractualrelations,andallpartieshavetheirowninterests,andjointlyparticipateinandconstituteanenterprise'sinterestcheckandbalancemechanism.Ifonetriestobenefittheotherpartybydamagingtheinterestsofoneparty,theresultwillinevitablyleadtoconflicts,whichisnotconducivetothelong-termstabledevelopmentoftheenterprise.Themaximizationofeconomicaddedvalueofanenterpriseembracesthegoalofmaximizationofenterprisevalueandiscompatible.Sincetheeconomicvalueadded(EVA)ofanenterpriseisdeterminedaccordingtotheformulaEBIT.(1-T)-Kw.C,basedonEBIT,takingintoaccountcapitalinvestmentandcomprehensivecapitalcost,tomaximizeEVA,itisnecessarytomakefulluseoffinancialResources,thisundoubtedlydependsonthecorrectorientationoffinancialmanagementgoals,andmaximizingtheeconomicvalue-addedrateofanenterpriseisjustconducivetotherealizationoftheabove-mentionedfunctionalrequirements.

2.Themaximizationoftheeconomicvalue-addedrateoftheenterprisepaysattentiontotherelevancecharacteristicsoffinancialmanagementobjectives.Scientificandreasonablefinancialmanagementgoalsmustconsidertheinterestsofallaspectsofthecontractualrelationshipwiththeenterprise.Theeconomicaddedvalueofanenterpriseinacertainperiodoftimeistheaddedwealthoftheenterprise.Themaximizationoftheeconomicvalue-addedrateofanenterpriseistoconsidereconomicissuesduringdevelopment,andtosatisfytheinterestsofallpartiesinthegrowthoftheeconomicvalue-addedoftheenterprise.Fromalogicalpointofview,whenthetotalwealthoftheenterpriseisconstant,theinterestsofallpartiesareintherelationshipofdeclining;andwhenthewealthoftheenterpriseincreases,theinterestsofvariouscontractualpartieswillbebettersatisfied,andthebenignfinancialmanagementwillberealized.cycle.

3.Themaximizationoftheeconomicvalue-addedrateoftheenterprisemeetstherequirementsofoptimizingtheallocationoffinancialresourcesandimprovingtheefficiencyofeconomicresourceallocation.Theeconomicvalueaddedofanenterpriseisarelativeindex.Takingintoaccountthetimevalueofcapitalandvalueatrisk,itcollectivelyreflectstheeconomicvalueaddedofeachunitofcapitalinvested.Itisanefficiencyindex;itnotonlyreflectsthevalueofcapitalinvested.Effectiveness,andreflectsthevalue-addedefficiencyofinvestedcapital.Maximizingtheeconomicvalue-addedrateofanenterprisenotonlyrequirestheenterprisetomakefulluseoffinancialresources,butmoreimportantly,itoptimizesfinancialdecision-makingandimprovestheefficiencyoffinancialresourceutilization.Becausesocialresourcesusuallyflowtoenterprisesorindustriesthatmaximizetheeconomicvalue-addedrateoftheenterprise,whichisnotonlyconducivetomaximizingsocialbenefits,butalsoconducivetoimprovingtheefficiencyoftheallocationofsocialeconomicresources.

4.Thegoalofmaximizingthevalue-addedrateoftheenterpriseeconomyismorerealisticandconformstothenationalconditionsofthemarketeconomyintheinitialstageofsocialisminmycountry.mycountryisgraduallyestablishingandimprovingthesocialistmarketeconomicsystem,andcorporatereformisalsograduallymovingtowardstheestablishmentofamoderncorporatesystem.However,theestablishmentofthemodernenterprisesystemhasauniqueandcomplicateddevelopmentprocessinourcountry.Therefore,comparedwithforeignenterprises,inthemicroscopicaspect,Chineseenterprisesplacemoreemphasisontheimportantpositionoffinancialmanagement,improvetheefficiencyoffinancialresourceallocation,andultimatelymaximizetherateofeconomicaddedvalueoftheenterprise.Atthesametime,itisnecessarytoemphasizetheinterestsandrightsofemployees,thepreservationandappreciationofcapital,theaccumulationofsocialwealth,andthecoordinationoftheinterestsofallpartiestoachievecommondevelopmentandcommonprosperity.Intermsofmarketfunctionandmacro-control,itisnecessarytoemphasizethebasicroleofthemarketinallocatingresources.Atthesametime,itisnecessarytostrengthenmacro-control,avoidmarketrisks,andimprovetheefficiencyofsocialresourceallocation.Therefore,whenselectingfinancialmanagementobjectives,itisnotinlinewithmycountry'snationalconditionstobelimitedtoshareholdersasthemaininterestbody;selectingtheobjectiveofmaximizingcorporatevaluedoesnotreflecttherequirementsfortheefficiencyofresourceallocation.Onlythemaximizationofthevalue-addedrateoftheenterpriseeconomyistheoptimalandmostrealisticchoicethatconformstothecharacteristicsofthemarketeconomyintheinitialstageofsocialism.

Corporategrowth

Theestablishmentofcorporatestrategicgoalsisadynamicprocess.Itmustbecontinuouslyimprovedwithtimeandenvironmentalchangestofurtherenhancetheflexibilityandcontrollabilityofthestrategy,Alwaysmaintaintheguidanceofcorporatestrategy.Thereisalongtimedelayintheimplementationofthestrategy.Indifferentperiods,thestrategyadoptedbytheenterprisewillfollowthechangesoftheinternalandexternalenvironment,leadingtothevaguenessandambiguityofthestrategy.Changesinthecompany’sownenvironment,duetovariousuncertainfactors,suchaschangesinleadersorleadershipgroups,changesinbusinesspolicies,andrestrictionsonfinancingandfinancing,willallleadtotheparalysisofcorporatestrategy;theconstraintsoftheexternalenvironment,mainlyincludingpoliticsEnvironmental,economic,social,andculturalconstraintswillpreventcompaniesfromadaptingtotheexternalenvironmentandcurbtheirdevelopment;changesintimewillalsoreducetheguidanceofcorporatestrategicgoals.Theimmutablecorporatestrategyhasnotchangedwithchangesintheenvironment.Itisrestrainedbyenvironmentalfactors,andtheflexibilityandcontrollabilityofthestrategicobjectivesarereduced.Itcannoteffectivelyguidethedevelopmentoftheenterprise,causingthegrowthoftheenterprisetodeviatefromthestrategicgoalortheexpansionofthescaleoftheenterprise.Exceedingtheenduranceofallstagesofgrowthwillinevitablyhinderthegrowthofenterprisesandslowdownthedeclineofenterprisedevelopment.Thisisthefundamentalreasonforthehighfailurerateandnaturaleliminationrateofprivateenterprisesinmycountry.

Inshort,forprivateenterprisestogrowhealthily,developmentisthelastwordandstrategyisthekey.Undertheguidanceoftheoverallstrategicgoalsofthecompany,eachgrowthperiodofthecompanyshouldformulateaseriesofsub-strategicgoalsthatarecompatiblewithitsexternalenvironmentandconsistentwiththeoverallstrategy,sothatthecompanycandevelopinastep-by-step,planned,andregularmanner.Atthesametime,intheprocessofstrategyimplementation,strengthenthesensitivitytotheexternalenvironment.Intheadjustmentloop,wemustalwayspayattentiontothechangesofenvironmentalfactors,constantlyadjustandimprovethecompany'sstrategy,strengthenthemanagementofthecompany'sstrategy,andenhancetheflexibilityofthecompany'sstrategy.Andcontrollability,getridofallkindsoffactorsthatinhibitthegrowthoftheenterprise,promotetheenterprisetoenteranewroundofenhancementloop,andpromotethein-depthdevelopmentoftheenterprise.

IncentiveMechanism

Intheeraofknowledgeeconomy,talentsarethemostactivefactorinproductivity,andenterprisecompetitionisultimatelythecompetitionoftalents.Therefore,selectingandretaininghigh-qualitytalentsisaprerequisiteforthesurvivalanddevelopmentofanenterprise.After20yearsoftortuousdevelopment,privateenterprisesinmycountryhavegraduallyrealizedtheimportanceoftalentstothedevelopmentofenterprises.LiXingqin,ChairmanandPresidentofFangzhouGroup,saidfranklyinthe"ChengduCommercialDaily"onFebruary9,2001:"Privatecompaniesaremostafraidofpassingthetalentbarrier.Live.Don’tlookatsomanyprivatecompaniesthatarebooming.Infact,theeasiestwaytocollapseisthattheyhavenotfoundthefundamentalwaytoattractandretaintalent."

Thecurrentsituation

Acomparativeanalysisoftheinternalincentivemechanismofenterprisesandstate-ownedenterprises.Theauthorbelievesthattheinternalincentivemechanismofprivateenterprisesismainlycharacterizedbyflexibleincentivemechanismbutlackofsecurity.Inrealeconomiclife,itismainlyreflectedinthefollowingfouraspects:

1.Theemploymentmechanismisbackward,andtheemploymentformisnepotism

Sinceprivatecompanieshavenorolemodelsthatcanbeimitatedfromthebeginning,thereareonlytwoorganizationsthatcanbecopiedinChina:oneThespeciesisthefamily,theotheristheriversandlakes.Whetheritisafamilyoraworld,familyaffectionandloyaltyarealltheirethicalnorms,whichcaneasilyleadtonepotismandpsychologicalrejectionofforeignemployees.Inallthecompaniessurveyed,theowner’sowninvestmentaccountedfor82.7%ofthetotalinvestment.Amongallotherinvestors,16.8%weretheowner’srelatives.Thispropertyrightstructureisaprerequisitefortheformationofafamily-ownedenterprise.Fornon-familymembers,itiscommontouse"familyization"methodstoturntheminto"quasi-family"or"family-style"members.Forneighbors,fellowtownsmen,classmates,andfriends,privatebusinessownersimplantedtheminthefamily'sconceptof"filialpietyandpiety",treatingthemasfamilymemberssothattheycanabidebythefamilyvalues​​ofmutualassistance,reciprocityandtrust,andturnpublicrelationsintoprivateRelationship,therebypromotingthedevelopmentofcorporateinterests.Atthesametime,wecanalsoseethatthe"fightinginthenest"ofsomeprivatecompaniesisquiteserious,andtheawarenessofsmallgroupsandsmallgangshasseverelyweakenedtheoverallcombateffectiveness.China'smodernprivateenterpriseshavenotyetformedauniquecorporatecultureandhavenostrongcohesion,whichhasleftworriesforthedevelopmentoftheenterprise.Atthisstage,manyprivatecompaniesinourcountryhaveapointofviewintermsofemployment:"Yourfamilymembersarealwaysmorecrediblethanoutsiders,andgivethemtherighttorestassured."Asaresult,manyprivateenterprisesarebasedonbloodandgeographicalrelations,inwhichLaoziisthechairmanoftheboard,thesonisthegeneralmanager,andthewifeisthefinancialsupervisor.Eveniftheprivateownersattachimportancetotheintroductionoftalents,thecorepositionsoftheenterpriseareoccupiedbyinternalpersonnel,whichmakesforeigntalentsfeelthattheyarelackingintheirabilities,whichinturngivesrisetointentions.Inaddition,thiskindofcronyismiseasytoforma"homeworld"intheenterprise,causingtalentstolackasenseofidentitywiththeenterprise,andthusleavetheenterprise.

2.Theincentiveandrestraintmechanismisnotsound

TheAmericanpsychologistHerzbergconductedasurveyofthestaffofmorethan200businessorganizationsintheUnitedStatesResearchhasfoundthatthefactorsaffectingpeople'sworkconditionsandenthusiasmaredividedintotwocategories:healthcarefactorsandmotivationalfactors.Healthcarefactorsrefertosomefactorsrelatedtotheworkingenvironmentorworkingconditions.Itslackcancausegreaterdissatisfactionintheindustryandevencausesabotageandresignation.Motivationfactorsrefertosomefactorscloselyrelatedtothecontentofthework,suchastheworkitself.Challenges,professionalgrowthanddevelopment,jobresponsibilitiesandauthority,etc.,itcanmakepeoplehaveagreatersenseofsatisfactionwiththework,andhaveagreatmotivationaleffectonpeople'senthusiasm,sothatemployeeshavealastingandsufficientJobsatisfactiongreatlymobilizesemployees’enthusiasmforwork.Therefore,Herzbergbelievesthatundervariousinfluencingfactors,theattractivenessoftheworkitselfisthemostimportant.Atthisstage,althoughsomeprivateenterprisesinmycountry,especiallysomehigh-techenterprises,canrecruittalentswithfavorablematerialconditions,afterintroducingtalents,manyprivateenterpriseshavenotprovidedthemwithchallengesduetoproblemsintheirownoperatingmechanisms.Sexualworkandarelaxedworkingenvironment.Thesetalentshavehighdemandforachievement.Theyliketoberesponsibleforhandlingproblemsindependentlyandengageinmoderatelychallengingwork.Therefore,ifthepersonalsenseofaccomplishmentisnotrealized,thelossoftalentswillbecomeinevitable.Anotherreasonforthebraindrainofprivateenterprisesisthattheenterprise'srestraintmechanismfortalentshasnotbeeneffectivelyestablished.Privateenterprisesknowthattheycanusehighsalariesandothergeneroustreatmenttoattracttalentsordigtalentsfromothercompanies,buthedidnotexpectthattheywouldbedugTheriskofbeingpoachedbyothercompetitorsiscorrespondinglyhigher.Becausepeoplewhoarehiredwithhighsalariesmaybehiredbycompetitorswithhighersalaries.Forexample,inaprivatetechnologycompany,acollegegraduatewhojustenteredvoluntarilyresignsbeforetheexpirationofhiscontract.Sincethereisnocorrespondingrestraintmechanism,theycandonothingaboutit.Thetime,energy,andmoneyspentontalenttraininganddevelopmenthavebeensquandered.

3.Thequalityofbusinessownersislow,neglectingemotionalcommunicationwithemployees

Theculturallevelofprivatebusinessownershasatrendofcontinuousimprovement,andsomehaveexperiencedhigherEducatedyoungpeopleareincreasinglydevotingthemselvestotheranksofprivateenterprises.However,fromageneralpointofview,thestylisticlevelofprivateentrepreneursinmycountryislow,andtheirqualityispoor.Accordingtoasurveyof200individualindustrialandcommercialhouseholdsandprivateenterprisesinSichuanProvince,theproportionofprivatebusinessownerswithtertiaryeducationoraboveaccountedforonly14%ofthetotal,80.2%hadsecondaryeducation,and4.2%hadprimaryeducation.Illiteracyaccountedfor1.4%;asurveyof196privatebusinessownersinHunanProvinceshowedthatonly11.22%hadcollegeeducationorabove,42.35%and39.80%hadjuniorandseniorhighschooleducation,and6.63%hadprimaryeducation.Itcanbeseenthatamongthegroupofprivatebusinessownersinmycountry,peoplewithsecondaryeducationdominate,accountingforalmost80%,andthosewithtertiaryeducationoraboveaccountforonlyover10%.Moreover,manyoftheseprivatebusinessownerswereborninfarmers,andsmallfarmershaveseriousawareness.Duetothelimitationoftheirownquality,theyoftenregardthepeopleintheenterpriseasappendagesofthemachine,andofcoursetheycan'theartheemployeesaya"no".Thisimperiousmanagementmethodhascausedtensionbetweenlaborandcapital.Althoughprivatecompanieshavehiredsomespecializedmanagementtalentswithhighsalaries,theyrarelyadoptthesuggestionsofthesemanagersinactualoperations.

4.Ignorethesocialwelfareandsecurityofworkers

Theestablishmentofsocialwelfareandsecuritysystemsforworkersinmycountry’sprivateenterprisesisquiteimperfect.SomeEvenblank.Manyoperatorsofprivateenterprisesregardsocialinsuranceasasurplusoftheenterpriseanddonotparticipateinsocialinsurance.Accordingtosurveysbyinsurancecompanies,morethan92%ofprivateenterpriseshavenotparticipatedinanyinsurancefortheiremployees.Accordingtosurveydata,inprivateenterprises,whenanemployeesuffersawork-relatedinjury,30.6%ofthewageswillbepaid,6.5%willbedeductedfromallwages,and62.9%willbedeductedfrompartofthewagesandtreatmentcostsforwork-relatedinjuries,2/3Ofthepeoplearepaidbythecompany,9.8%arepaidpartlybythecompany,andanother23.5%needtobepaidbythemselves.Whenemployeesaresickandunabletowork,37.1%oftheemployeeswillbepaidaccordingtotheirwages,18.5%willbedeductedpartoftheirwages,and31.5%willbedeductedfromtheirfullwages,and12.9%donotunderstandtheregulationsinthisregard;,27.4%ofemployeesinprivateenterpriseshaveparticipatedinthesocialendowmentinsurance,whiletheresthavenotparticipated.Fromtheabovestatistics,itcanbeseenthatthevastmajorityofprivatebusinessownersonlycareabouttheirowninterestsandshort-terminterests,butdonotconsidertheinterestsofemployeesandthelong-termdevelopmentofthecompany.Thesmallprofitsinfrontofthemmaketheiremployeesfeelinsecure.Thiscausesthelossofcorporatetalentsandhindersthedevelopmentofenterprises.Ifprivateenterpriseswanttoattracttalentstoretaintalents,theymustpayattentiontotheestablishmentofasocialsecuritysystemtorelieveemployeesoftheirworries.

PrinciplesofSelection

Eachgamehasitsownrulestofollow.Thedesignoftheinternalincentivemechanismofprivateenterprisesisnotoutofimagination,withoutrules,basedonhorses.Slow'shierarchyofneedstheory,McGregor'stheoryXandY,Sam'sexpectationtheory,andHerzberg'stwo-factortheory.Insummary,thechoiceofinternalincentivemechanismsinprivateenterprisesshouldfollowthefollowingprinciples:

1.Incentivesmustadheretotheprincipleoffairness

Manycompaniesdealwithproblemsunfairly,andtheresultsshouldnotbefollowed.Thepersonleft,theonewhoshouldgodidn't.Tobefair,correctevaluationcomesfirst.Otherwise,theevaluationisinaccurate,theonesthatshouldbemotivatedarenotmotivated,andthosethatshouldnotbemotivatedaremotivated.Thiswillinevitablyproduceundesirableconsequences.Differentincentivesshouldbegivenaccordingtothesizeofthecontribution.

2.Incentivesmustadheretotheprincipleofmaximizationofutility

Anincentivemeasurewhosemethodsandmethodsmustnotonlybenefittheshort-terminterestsoftheenterprise,butalsothelong-terminterests.AkioMorita,awell-knownJapaneseentrepreneurandpresidentofSonyCorporation,believesthat“bonus,notstatus,shouldbegiventothosewhohavecontributed,andstatusshouldbegiventothosewithcorrespondingtalents.”

3.Incentivesmustadheretotheprincipleofthenecessityofmaterialbenefits

Wemustdeeplyrealizethatthevitalityofanenterprisecomesfromareasonableintereststructure.WhydoJapaneseemployeesworksohard?Theyrelyonwages,highbonuses,highpensions,highsocialcostsandhighsocialstatus.Iftheinterestsoftheenterprisearegood,everyonebenefits;otherwise,everyonehastopaytheprice.

4.Incentivesmustbeconstantlyinnovated

People'sneedsareconstantlychanging,andthemethodsofincentivesshouldalsobeconstantlyinnovated.Suchasspiritualincentives,materialincentives,individualincentives,rolemodelincentives,competitiveincentives,pressureincentives,goalincentives,emotionalincentives,etc.,thereshouldbenewcontentandnewforms.

5.Incentivesmustbestandardized,systemic,andinterconnected

Thestructureofcorporatepersonneliscomplex,anditisimpossiblewithoutasoundincentivesystem.WhatkindofsystemthereisWhatkindoftalent.Forexample,IBM'sincentivestoemployeeshavebeenverysuccessful.

Incentiveisasystematicproject,whichemphasizesthemotivationofthewholeprocessofhumanbehavior.Suchascareerdevelopmentmechanism,talentgrowthmechanism,talentevaluationmechanism,interest-drivenmechanism,two-wayselectionmechanism,competitiveinductionmechanism,marketadjustmentmechanism,etc.,managersshouldadjustallincentivebehaviorstomakethemmoveinanorderly,beneficialandeffectivemanner.Directiondevelopment.

Intheimplementationofincentives,althoughitisanindividualwhoismotivated,ithasanincentiveeffectonallpeople,thusformingalinkageeffectofmutualincentiveswithintheenterprise.

Mechanismdesign

Asthesayinggoes:"tailor-made"and"prescribetherightmedicine",becausetheneedsofemployeesatdifferentlevelsaredifferent,thesameincentivemethodcannotbeusedinthesameway.Therefore,theChinesePrivateenterprisesshoulddevelopeffectiveincentivemethodsbasedondifferentneeds.

1.Incentivestoseniormanagers

Theroleofmotivationisparticularlyimportantforhigh-levelhumanresources,suchasmanagers.Entrepreneurtalentbelongstotheindividual.Ifthe“incentive”isinsufficient,suchpeoplewillbeinshortsupplylike“innatelyscarce”.

Themainmotivationmethodsareannualsalary,emotionandothermethods.

(1)Annualsalarysystem.Theoreticallyspeaking,theequilibriumpriceofannualsalaryisusuallydeterminedinthefactormarket,whichistheresultofthegamebetweenthepsychologicalpriceofseniortalents(supplyside)andthesalaryofcorporatepositions(demandside).Onceseniortalentshaveanannualsalarythatisbasicallythesameastheirpsychologicalprice,itcanbeconsideredthattheannualsalaryhasanmotivatingeffectonthem.Inordertohighlighttheincentiveeffect,theannualsalaryisdividedintobasicsalary(paidmonthly)andsalaryincrease(paidoneafteranother).Thebasicsalaryistherecognitionoftheirnormallabor,andthesalaryincreaseistherecognitionoftheirbusinessperformance.Thesalaryincreasehasbothanstimulatingeffectandarestrainingeffect.Itshouldbenotedthat,accordingtothetraditionalhumancapitaltheory,humancapitalisnotmortgagedduetothemobilityofhumancapital,andhumancapitaloftenuses"laziness"andothermethodsto"abusive"non-humancapital.

(2)Stockoptionincentives.StockOptionisafeasiblelong-termincentivemethod,whichmoreeffectivelysolvestheproblemofuniformityofincentivesandconstraints.Stockoptionsareakindofrightprovidedbytheowneroftheenterprisetotheseniortalentsintheenterprise,allowingthemwithinaspecificperiodoftime,usually3to5years,atacertainpre-setprice-theso-called"execution"Price"tobuythecompany’sstock.Thisrightcannotbetransferred,butthepurchasedsharescanbesoldonthemarket.Generally,stockoptionsonlyallowholderstoenjoytherighttoincomebroughtbytheappreciationofstocks,andgenerallydonotpaydividends.

(3)Emotionaltreatmentandotherincentives.Nomatterwhatkindofincentiveisused,theenterpriseanditsmanagersmustformacommunityofinterests.Middleandhigh-levelmanagersarealsopeople,andtheyalsohavedifferentneeds.Therefore,toretaintalents,youneedcareerretention,emotionalretention,andtreatmentretention.Therefore,incombinationwiththecultivationofcorporateculture,itisverynecessarytotakeothermeasurestoincreasecorporatecohesion.Inordertomotivateandretaintechnicalbackbones,Metersbonwe,aclothingcompanyinWenzhou,onceallowedthemtobuyshares,buttheydidn’thavemuchmoneyandwereunwillingtoinvestinshares.ChairmanZhouChengjianoncethoughtofgivingshares,butlaterswitchedtothecompanytobuyhigh-endresidences.Giveittothebackbone,andthebackboneisverysatisfied.Becausethehousingisvisibleandtangible,andinyourownhands,itismorerealthanthedonatedshares.

2.Incentivesforordinaryemployees

Theuseofincentivesisbasedontheneedsofpeople,anditpromotestheirworkbymeetingtheneedsoforganizationmembersPositivity.Regardingthemanagementprocess,wemightaswellsummarizetheincentivemethodsintothreemodes:

targetincentivemode.Appropriateandmoderategoalsareaprerequisiteformotivatingwork.PsychologistLockeputforwardanargumentin1967thatstrivingtoachievethegoalisthemostdirectmotivationtocompletetheworktask.Externalstimulusfactorssuchasrewards,understandingofworkresults,socialpressure,etc.,allaffectthegoalandthenaffectthemotivation.In1970,Halletal.demonstratedthatsettinggoalscanplayapositivepsychologicalcycle.Goalspromotehardwork,workhardtoproduceresults,andresultsenhanceself-esteemandsenseofmission,therebyproducinghighergoals.

Participationincentivemodel.Inthemanagementprocess,throughtheparticipationoforganizationmembersintheorganization'smanagementactivities,theycanincreasetheirself-attentiontoorganizationalgoals,givefullplaytotheircreativityandproactiveness,showhigherproductionefficiency,andacceleratetherealizationoforganizationalgoalsandpersonalgoals.

Achievementincentivemodel.Throughpromotion,salaryincreaseorprovidingbetterworkingconditions,etc.,theworkenthusiasmofthosememberswhoareactiveandeffectiveinaccomplishingtheorganization'sgoalsarefurtherstimulated.

Specificallyappliedtoprivateenterprises,itcanbemanifestedinthefollowingways:

(1)Trustincentive.Theoperationofasocietymustbebasedonthebasictrustbetweenpeopleasalubricant,otherwise,thesocietycannotoperatenormallyandorderly.Forprivateenterprises,trustisthebasisfortheconsistentgoalsofoperatorsandemployees.Mutualunderstandingandtrustbetweensuperiorsandsubordinatesisapowerfulspiritualforce,ithelpstoresonateharmoniouslybetweenpeople,andcontributestotheformationofunitteamspiritandcohesion.Operators’trustintheirsubordinatesisreflectedintheequaltreatmentofpeopleandrespectfortheirsubordinates’labor,powersandopinions.Thistrustismanifestedin“nodoubtaboutemployingpeople,anddoubtfulpeoplenotusingit”,anditisalsomanifestedinlettinggo.Onlybyusingitfreelyonthebasisoftrustcanthesubjectiveinitiativeandcreativityoftalentsbemaximized,andthepotentialoftalentscanbefullyexplored.Motorola’sGalvinfamilycultureclearlyreflectsthis.Trustistheaffirmationofemployees'personaldignity.

(2)Jobincentives.Forapersonwhohasbothabilityandpoliticalintegrity,canmanage,makegooduseofpeople,andcanopenupanewsituationinadepartment.Itshouldbepromotedandreusedinatimelymanner,soasnottodampentheenthusiasmof"Maximum".Asaleaderofaprivateenterprise,hemusthaveknowledgeandinsight,andhemustnot"turnablindeye"tothetalentsaroundhimbecauseofhisownself-interest.Suppressingandburyingtalentscanonlymakeone'sownbusinesssufferlosses."Asanofficial,wemustbenefitoneparty."Asaleaderofaprivateenterprise,wemusthavethecourageto"understandthecourageandselflesslydistinguishthetalents",soastogatherlocalwisemenandrecruittalentsfromalldirections.

(3)Groupincentives.Groupincentivesareincentivesformedbyindividualsaffectedbygrouprelationsingroupactivities.Inagroupfullofwarmthandprogressiveorientation,individualswillbemotivatedbythepowerofthegroupandwillnotbeleftbehind,followthecrowd,andworkhard.Bycreatinganatmosphereof"love"anda"beautiful"environment,andtrulyturninganenterpriseintoa"employee'shome",employeeswillfeelthatleavingthegroupwilllosetheirsociality,anditwillevenbedifficultforthemtosurvive.JapaneseentrepreneurAkioMoritaoncesaid:"Themostimportanttaskofanentrepreneuristocultivatehealthyrelationshipsbetweenemployeesandproduceawholeconceptofabigfamilyinthecompany."ThiskindofcreationoffriendlycooperationandmutualhelpwithinthecompanySincethe1970s,thegroupcultureatmospherehasbeencalled"teamspirit"or"teamculture",whichdriveseveryemployeetostriveforself-improvement,andthustohaveasenseoftrust,belongingandresponsibilitytotheenterprise.

(4)Emotionalmotivation."Thosewhoaretouching,don'tcareaboutemotions."Emotionsarethemostdirectfactorthataffectspeople'sbehaviors.Peoplehavethedesireforallkindsofemotions.Especiallyforfamily-ownedenterprises,ifyouwanttomobilizetheenthusiasmofemployeesoutsidethefamily,youmustfirstcreateafamilyatmosphereofmutualtrust,mutualcare,mutualunderstanding,mutualsupport,mutualrespectandlove,andunityandharmony.Enhancethesenseofbelongingtotheunit."Swapyourheartwithyourheart"isthebestwaytocreateunanimousinterests."Effectivecorporatewelfarerequiresabenigncommunicationwithemployees."TheShanghaiBellCompanyShabelsaidastonishing:"Totrulygaintheheartsofemployees,thecompanymustfirstunderstandtheneedsofemployees."

(5)Targetmotivation.Thegoalistoorganizeakindofpsychologicalattractiontotheindividual.Asakindofinducement,thegoalhasthefunctionofguidingandmotivating.Onlybyconstantlypursuinghighgoalscanapersoninspirehisinnermotivationtoworkhard.Asaphilosophersaid,"thegoalandthestartingpointareseparatedbyupsanddownsandthorns;thecontradictionbetweenidealandrealitycanonlybeunifiedbystruggle.Weknowthateveryonewantstodoacareerandlookforopportunitiestodisplaytheirtalents.Therearemany.Thosewhoworkinprivateenterprisesarefancyingtheflexibleemploymentmechanismofprivateenterprises,whichisdifferentfromstate-ownedenterprises,anddonotjudgeheroesbyseniority.Therefore,privateenterprisesshouldseizetheirmentalityandstrivetosatisfythedesireforself-developmentoftalents..

Relatedissues

China’sprivateenterpriseshavedevelopedrapidly.Someprivateenterpriseshavebetterqualityandabilitiesoftheirbosses,andaremorereceptivetonewthingsandconcepts.Theseprivatecompanieshavedevelopedwell.ButaccordingtosomeprivatecompaniesthatIhavecontactedandlearnedaboutintheseniormanagementofprivatecompaniesinrecentyears,itisquitedifferent.

Strictlyspeaking,whatisthere?Theboss’sstyleisthestyleofthecompany.Theboss’sworldview,values​​andcodesofconducthavepenetrateddeeplyintoeverycornerofthecompany.Whenaprivatecompanyreachesacertainscaleandlevel,itmustbeconsideredWhenthereisgreatprogressanddevelopment,thisoftenmeansthatthebossesofthecompanyhavemadegreaterimprovementsandchangesinquality,skills,concepts,etc.,otherwisetheywillonlystandstillorgobackwards.AccordingtoyearsofobservationandcooperationwithmanyprivatecompanybossesContact,theauthorbelievesthatthefollowingissuesaremajorissuesthatseverelyrestricttheprogressanddevelopmentofprivateenterprises.Whentheauthoroncetalkedabouttheseissueswithsomeprivateenterprisebosses,theyalmostallagreedwiththeissuespointedoutbytheauthor,buttheyallchangedquicklyOradjustitbutitisdifficulttodoit.

Whataretheproblemsthatrestricttheprogressanddevelopmentofprivateenterprises:

1.Thebossesofprivateenterprisesaregenerallylowinquality,Pretentious,notenterprising.

2.Conflictsofpowerandinterestsamongshareholders,theycansharesuffering,butcannotsharehappiness.

3.Theproblemofcorporatenepotismisserious.

4.Disrespectforknowledge,disrespectfortalents,anddistrustforeignemployees.

5.Quickforquicksuccess,short-sighted,seriousshort-termbehavior.

6.TothecompanyDevelopmentlacksstrategicdesignandresearch,soletitgo.

7.Emphasizeexperienceandignoretheory.

8.Thinktoomuchofmoney,darenotoperateindebt,anddon’tunderstandcapitaloperation.

9.Poorreputation,failuretokeeppromises,lackofintegrityinpeopleandthings.

10.Workdecisionsarearbitraryandblind.

11.IndividualsBehaviorreplacescorporatebehavior,authoritarianleadership,paternalisticstyle,andbrutalmanagement.

12.Institutionalizedandstandardizedmanagementcannotbeimplementedorevenestablished.

13.EnterpriseLackofincentivemechanismandsupervisionandrestraintmechanism.

14.Rigidmanagement,ignoranceofauthorization,ignoranceofinnovationandimprovement.

KPIassessment

Missingone:bothIt'smyownbrother,it'suselesstotalkaboutotherthings

Afewprivateenterpriseslackjobstandardsintheevaluationandappointmentofhumanresources,andthephenomenonofcronyismorcronyismisveryserious,whichleadstothelackofeffectivedrivingandeffectivenessoftheKPIevaluation,whichmakestheKPIevaluationsystemconvenientIthasbecomea"privilege"foremployeeswhohavenobackgroundinthecompanyandpoorcommunicationandpublicrelationsskills.Theendresultofmuddlingandcomplainingisthatthebigboatleadingtothetargetisgettingfartherandfarther.Manyprivateenterprisesarestillunabletobreakawayfromthemanagementconstraintsoffamilybusinesses.Theveteransofhistoricalloyalentrepreneurshiparestillwieldingthesecretsofpastsuccessfulexperienceandindiscriminatelycommandingthecompany,affectingthepaceofcorporatereformandinnovation.Therefore,theevaluationofmanyprivateenterprisesandthelinkagewitheconomicbenefitsaretightcursesforthefreshbloodoftheenterprise,andthereseemstoberoomfordiscussionontheindicatorsandcommissionsforoldemployees.Theindicatorsoftheoldemployeesarenothigh,andtheyhaveagoodlife;thepressureandindicatorsofthenewemployeesareunattainable.Afterthehumiliationandindignation,theoldemployeesarestillingoodshapeandthenewemployeescontinuetoleave.cycle.

Missingtwo:Iaminchargeofmysite.Ifwechange,wewillchange.

Thecompanyistooindulgedinsuccessfulexperiencessuchaspastpriceadvertisingwars,anddoesnotpayenoughattentiontoperformanceappraisal,whichseemscasual,Resultingintoostrongrandomnessoftheplan,toomuchelasticityofincreaseanddecrease,andlostthepositiveeffectofthesystemitself.Theindicatorsoftheassessmentsystemformulatedbytheenterpriseareeitherunattainable,ortheyareoftencorrectedandthetiderises,leadingtothephenomenonofwhippingthebull.Theimplementationisnothighandeventheintegrityproblemoccurs.Theenterprisecontinuestoendorseandemphasizethefinalinterpretationofthesystem,andtheresultisAbigpotmealunderthestrictassessmentsystem.

Thedifferencefromthepreviousanalysisisthattheindicatorsofthiskindofprivateenterprisesaretreatedequally,aimingatthesameadvancementandretreatforallemployees,andnospecialization.Theonlyconcernoftheenterpriseisitsownprofitandsurplusvalue.The2%commissionsetatthebeginningoftheyear,oncethesignificantcommissioncostafterthesurgeinsalesappeared,thecommissionsystemwasimmediatelyrevisedandreducedto1%,whichcausedtheenthusiasmofemployeestodeclinerapidly,andtheintegrityofthecompanywasgreatlyreduced.Theassessmentsystemhasbecomeemptytalk.Anotherexampleisthecommissionmechanismformulatedbytheenterpriseafterthecompletionofthetask.Aftertheemployeeshavecompletedthetaskeasily,thetaskbaseisquicklyincreaseduntilthemajorityofemployeesarebeyondreach,andevengraduallyreachedanundesirablelevel.Inordertomakenewproductsquicklymarketandoccupythechannels,aNortheastfoodproductcompanyhasformulatedalowtaskamount.Allthepartsexceedingthetaskamountwillbegivena3%commission.Asaresult,themoraleofeachmarketishigh,andthesalesvolumeisclimbingtonewhighs.Thegainsareextremelyrich.Atthesametime,thecompanyalsorevisedandimprovedthetaskindicators7timesinhalfayearuntil80%oftheregionalmarketcouldnotcompletethetask.Aftertheserviceswerenotinplace,thenewproductsgraduallydieddown.Askedwhytheemployeesofthecompanycausedthis,withoutexception,mentionedthevariouscrimesofunfairdistribution,whippingthefastcowandotherperformanceappraisal.

Missingthree:Idon’tcareabouttheothers,thelargerquantityisking

ThereisanotherfatalshortcomingintheKPIsystemofprivateenterprises,thatis,itmisinterpretstheassessmentsystemone-sidedlyandpaystoomuchattention.Asaresult,thegoalofdecomposingthebehavioralgoaloftheprocessismissingorfarfrombeingrefined.Thishasalottodowiththelowqualityofthemanagementteamofprivateenterprisesandthetraditionalstyleofbeingtoopragmatic.Itismanifestedinthelackofasystematicteamargumentationprocessintheformationoftheassessmentsystem,andmoremanifestationofmanagers'impetuousandexcessiveexpectationsofthemarket.OnlybyscientificallydeterminingasensiblegoalcanKPIassessmentplaytheexpectedrole.Todetermineawisegoalistodeterminebothwhatresultstoachieveandhowtodoit,sothatthegoalstobeachievedcanbebetterachieved.Intheprocessofformulatingwisegoals,companiesarefarfromtheinternationallyaccepted(SMART)principles.Theyarespecific(reflectingthemoredetailedgoalsofthestage),measurable(quantified),achievable(achievable),Related(consistencywithcompanyanddepartmentgoals),time-based(stagetime)andotherrelevantfactorsareevenmoredispensable;intheimplementationoftheindicatorsystem,thePDCAcycleofperformancemanagementThemodelhasbecomemoreambiguousunderthehigh-speedandcasualmoderncommunicationconditions.Althoughthemiddleisfullofdynamicvariablesandflexibility,thescientificityandrigorarenotflattering.

Taxplanning

Taxexpenditureispartofthecostofanenterprise.Throughtaxplanning,withinthescopepermittedbythenationaltaxlaw,areasonablereductioninthetaxburdenoftheenterpriseandanincreaseintheoperatingprofitoftheenterpriseareworthwhile.Effectivemeanstoenhancethecompetitivenessofenterprises.Taxplanningofmodernenterprisesisconducivetoachievingfinancialgoalstothegreatestextent.Underthepremiseofnotviolatingpoliciesandregulations,theycanplaninadvanceforcorporatefinancing,investment,operationandotheractivities,aswellasproductionandoperation,profitdistributionandotheraspectsofbusiness,andformulateacompletesetTheoptimaltaxationoperationplanreducesthetaxburdenfortheenterpriseasmuchaspossibleandmaximizestheprofitoftheenterprise.Successfulcompaniesnotonlyknowhowtouseplanningtowinprofits,butalsohowtouseplanningtoavoidtaxation.IntheInternetage,theynotonlyknowhowtouseinformationtoolstoplanbusinessactivities,butalsoknowhowtoplanforthefutureofbusinessgrowth.Planningofdifferentlatitudesisbeneficialtothebusinesseconomy.Benefitgrowth,financialmanagementstandards,marketcompetitivenessandincreasedtaxationawarenesshavehadimportantimpacts.

Accordingtotheneedsofdifferentgrowthstagesofmodernenterprises,aerospaceinformationsoftware,basedontheneedsofdifferentgrowthstagesofenterprises,fullyutilizestheadvantagesofthefiscalandtaxationfield,andformsthenetworkandhardwarethroughtheintegrationandapplicationoftheextensionsystem.,Datastandardsandsoftwareintegrationsolutions,whichareclearlydifferentiatedinproductpositioningandconcepts,andcanprovideenterpriseswithfiscalandtaxmanagement,investmentmanagement,marketriskprediction,cross-regionalenterpriseintegration,salesprofitevaluation,decision-makinginformationjudgment,promotionandDistribution,after-salesserviceandmaintenance,totalqualitymanagement,humanresourcemanagement,projectanalysisandtheuseoftheInternettoachievee-commerce,etc.,whileaddressingtheindividualneedsofthecompanyandthespecialrequirementsoftheindustrydevelopmentgoal,andsupportingthecompanyinspecialbusinesslinksThein-depthapplicationandextensiblefunctionsoftheaboveconstructafull-processmanagementmodelofenterpriseinformatization.

TaxManagement

Corporatefinancialandtaxmanagementisaveryimportantpartofbusinessmanagement.Withtheincreasinglystandardizedandperfectmarketeconomy,theroleoffiscalandtaxationmanagementincorporatecompetitionhasbecomemoreandmoresignificant.Thefiscalandtaxationmanagementofenterprisesshouldfocusontaxmanagementmethodsandmeasures,bystrengtheningtheknowledgeoftaxlaw,soastofurtherenhancetaxationawareness,andonthepremiseofmasteringthetheoreticalknowledgeoftaxlaw,throughtaxincentives,taxplanningandotherreasonableandlegaltaxavoidancemethodsToachievethegoalofreducingbusinesscosts,improvingfinancialmanagement,andultimatelyimprovingthecompetitivenessofenterprises.

Undertheconditionsofamarketeconomy,marketcompetitionisfierce.Fortheirownsurvivalanddevelopment,companiesmustdoagoodjobinproduction,operationandfinancialmanagement,avoidrisks,andobtainthebesteconomicbenefits.AerospaceInformationERPproductsandthenationaltax-relatedsystemforinformationtransmissionandelementcontinuation,

Profitplanning

Keytaxesaffectcorporateprofits

China'simplementationofthereformofvalue-addedtaxcanreducetheburdenonenterprisesandincreasetheirinvestmententhusiasmintheshortterm.Inthelongterm,theycanstimulateinvestment,expanddomesticdemand,andcooperatewiththestructuraltransformationofthemarketeconomy.Itplaysanimportantroleinrevitalizingtheeconomyandpeople’sconfidence.Financialindicatorshaveanimpact.Underthesameproductionandoperationconditions,enterprisescanreducetheamountoftaxpaymentanddebtservicingburden,andimprovethecompetitivenessandprofitleveloftheentireindustry.Therearemanypreferentialtaxpoliciesforbusinesstaxitems.Thetaxableitemscoveralmosttheentiretertiaryindustry.Eachtaxitemhasspecifictaxableitemsandtaxratedifferences.Corporatefinancialpersonnelneedtoanalyzethetaxitemannotationclassificationindetailfortheirownbusiness,andeffectivelydividetheaccountingbetweendifferenttaxitems.Operatingactivitiesbetweendifferenttaxrates,betweendomesticandforeignlabor,betweentaxreductionandexemptionandtaxcollection,areofgreatsignificancetoreducetaxburdens,reduceunnecessarytaxexpenditures,andincreaseprofits.Incometax,asthesecondlargesttaxinthecurrenttaxsystem,hasanincreasinglyimportantroleinnationaltaxation.Itisanimportanttoolforthestatetoregulateeconomicoperationsandregulateincomedistribution.Underthetaxsystemreformthinkingof"widetaxbase,lowtaxrate,andstrictlevyandmanagement",theprocessoftaxationlegalsystemisconstantlyadvancing,clearingthedifferencesbetweentheoldtaxlawsandhowtoconnect,whichplaysanimportantroleinpromotingthegrowthofcorporateprofitsandexploringnewmethodsoftaxplanning.

Reasonableplanningtoincreasecorporateprofits

Thepurposeofbusinessoperationsistomaximizeprofits,andprofitsarenotonlythebasicguaranteeforbusinessdevelopment,butalsoimportantforbusinessperformanceIndicators,whichdeterminesthatcompanieswillinevitablyfindwaystoreducecostsinordertoobtainhigherprofits.Corporatetaxaccountantsmakereasonablearrangementsforcompanyfinancing,investment,operation,profitdistributionandotherfinancialactivitiesthroughadvanceplanninginavarietyoftaxationplans,makereasonabledecisionsonprocurement,productionandoperation,andinternalaccounting,andusenationallawsandregulationstoactivelyplantaxation,whichguaranteesEnterprisesfulfilltheirtaxobligationstoincreasetheirown"hematopoiesis"capacity,reducetaxburdens,andalsoincreaseafter-taxprofitstoachievetheirownsustainableandhealthydevelopment.ERPproductsandnationaltax-relatedsystemscarryoutinformationtransmissionandelementcontinuity.

Evaluationmodel

Thetaxevaluationmodelisthebasisoftax-relatedindicatorsgeneratedbytaxpayers'declarationinformation,andrealizestheorganiccombinationofindustryindicatorsandtax-relatedindicators,andaspecificindustrydatamodelthatrestrictseachother.Throughtheproductionprocess,productionprocessandoperatingcharacteristicsoftherepresentativeenterprisesoftheindustry,thecompany'sunitproductenergyconsumption,auxiliarymaterialconsumption,piecerateandotherindexparametersarecalculated,andtheninput-outputmethod,keycomponentcontrolmethod,andunitproductconsumableenergyconsumptionareused.Measurementalgorithms,pieceratecontrolmethods,etc.,calculatethelinearformulaortableofproductoutputorsales,andanalyzethelawofproductionandoperationoftheenterpriseandthedegreeofdependenceoneachelement,andconductcomprehensiveandaccuratescientificanalysisandindustryindicatormonitoring.

Asanationaltaxbackboneenterprise,AerospaceInformationSoftwareTechnologyCo.,Ltd.selectsindustryenterpriseswithproductionandoperationrules,selectskeyindicatorsforcalculatingproductoutputorsales,andestablishesataxassessmentmodelforquantitativeanalysis.Improvethelevelofscientificandrefinedmanagementoftaxsourceenterprises.Whentaxaccountantsconducttaxassessments,theycollectrelevantinformationinputmodelssuchaselectricitybillsandrawmaterialconsumptiononthespotinthecompanytoaccuratelycalculatetheoutputorsalesofthecompany'sproducts,avoidrepetitiveandinvalidlabor,andimprovetheefficiencyofthecompany.Theapplicationofthemodelstimulatestheenthusiasmoftaxationpersonneltostrengthenlearning.Astheproductiontechnologyimproves,therelevantparametersoftheevaluationmodelwillchange.Thisrequirestaxaccountingnotonlytolearntoapplymodelanalysis,butalsotostrengthenthelearningofmathematics,economics,andbusinessmanagement.Accordingtotheactualsituation,themodelparametersarerevisedandcalculatedtoensuretheaccuracyofcorporatetaxassessment.

Informatization

Howtobetterpromotethecurrententerpriseinformatizationconstruction,themostimportantpointistofigureoutwhatisthescopeoftheenterprise'sinformatization.Enterpriseinformatizationisaverybroadconcept.Generallyspeaking,itistheextensiveuseofinformationtechnologytoenableenterprisestorealizeinformatizationinproductionandmanagement.Itcanbedividedintothreelevels.

1.Enterpriseswidelyuseelectronicinformationtechnologyinproductiontorealizeproductionautomation.Suchasproductiondesignautomation(CAD),automationcontrol,intelligentinstrumentation,singleboardcomputerapplication,etc.,allelectronicinformationtechnologyisusedasapartofenterpriseinformatization.

2.Automationandinformationizationofenterprisedata.Usingelectronicinformationtechnologytoprocessproduction,sales,financialandotherdataisthemostbasicandmassivedatainformationizationprocess.

3.Higher-levelauxiliarymanagementanddecision-makingsystems,Intranet,Extranet,ManufacturingResourcePlanning(MRPII),ComputerIntegratedManufacturingSystem(CIMS),OfficeAutomation(OA),etc.areallusedtoassistmanagementanddecision-making.High-levelinformatization.

4.Taxaccountingplanscorporateprofits.Corporatetaxaccountantsmakereasonablearrangementsforcompanyfinancing,investment,operation,profitdistributionandotherfinancialactivitiesthroughadvanceplanninginavarietyoftaxationplans,makereasonabledecisionsonprocurement,productionandoperation,andinternalaccounting,andusenationallawsandregulationstoactivelyplantaxation,whichguaranteesEnterprisesfulfilltheirtaxobligationstoincreasetheirown"hematopoiesis"capacity,reducetaxburdens,andalsoincreaseafter-taxprofitstoachievetheirownsustainableandhealthydevelopment.Forexample,TravelSkySoftware’s"Tax-KnowingERP"productandthenationaltax-relatedsystemcarryoutinformationtransmissionandelementcontinuity,anddealwithmanytypesoftaxesinvolvedinthebusinessoperationprocess,andprovidesuggestionsforcorporatemanagementdecisions.Layasolidfoundationformakingprofits.

WiththedeepeningoftheinformatizationofChineseenterprises,theinformatizationofsmallandmedium-sizedenterpriseswillbecomethefocusofenterpriseinformatization.Itwillimprovetheunderstandingofinformatizationofsmallandmedium-sizedenterprises,andprovidesuggestionsfortheinformatizationofsmallandmedium-sizedenterprises.Enterpriseinformatizationplaysagoodrole.

Developmenttrend

Therapiddevelopmentofinformationtechnologyhaschangedmycountry’straditionaleconomicstructureandsocialorder.Center,aninformationeconomyenvironmentthatcloselylinksenterpriseorganizationalstructure,technologyresearchanddevelopment,manufacturing,marketing,andafter-salesservice.Thetransformationofinformation-drivenmanagementhasanall-roundimpactonthegrowthofenterprises.Itwillcompletelychangetheoriginalbusinessthinking,businessmethods,andbusinessmodelsofthecompany,throughbusinessmodelinnovation,producttechnologyinnovation,orincreasedinvestmentinvariousresources,withthehelpofinformationizationToprovidepowerfulmethodsandmeansforrealization,thekeytoitssuccessistheorganiccombinationofdifferentgrowthstagesoftheenterpriseandinformationtools.Theinformatizationproductsandaccompanyingrelatedservicesprovidedbytraditionalsoftwarevendorsareonlylimitedtothevendor’sownproductrange,thusformingadeliveryactivityonlyforthesaleofacertainproducttransaction,ignoringthediverseneedsofcustomersderivedfromthisorganiccombination,aswellasNewdemandsthatcontinuetoemergeduetobusinessdevelopmenthaveresultedintheubiquitousproblemsofphasedcooperationwithcustomers,productupdates,repeatedmaintenanceandfrequentsupportinthedomesticERPsoftwareindustry.

Thegrowthpathofthecompanywillcontinuetoexpandwiththecontinuousexpansionofthescaleoftheorganization,thecontinuoustransformationofbusinessmodels,andthecontinuouschangesinthemarketenvironment,whichwillleadtotheevolutionofinformationmanagementrequirementsfromlocaltooverall,fromheadquarterstograssroots,andfromsimpletocomposite.,Enterpriseinformatizationcompletestheentireinformatizationconstructionworkfrominitialconstructiontocontinuousoptimization,upgrade,expansionandpromotion,whichreflectsthechangeinthecharacteristicsofenterpriseinformationmanagementfromnarrowtowide,fromshallowtodeep,andfromsimpletocomplex.ERPsoftwaresystemplaysanincreasinglyimportantroleinpromotingcorporatemanagementreform,improvingperformancemanagement,andenhancingcorporatecorecompetitiveness.FacingtheneedsofinformationtechnologyinnovationintheInterneteraandthegrowthpathofChinesecompanies,theB/SmodelisusedtocompletethematchingTheapplicationextensionoftheC/SmodeenablesdifferentpersonneltoaccessandoperatecommondatabasedondifferentaccessmethodsofIEbrowsersindifferentlocations,greatlyreducingthecostofsystemmaintenanceandupgradesforusersindifferentplaces,creatinga"timelyconvenience+accuracy"The"safety+lowcost"effectispreciselythefocusofAerospaceInformationSoftwareTechnologyCo.,Ltd.inprovidinginformationmanagementsolutionsforenterprises.

1.Timelyconvenience:Networkinformatizationimprovescustomermanagementtoahigherlevel.Whetherforterminalcustomers,branchoffices,orremotecollaborativeoffice,youcanusetheshortcutoftheInternetinTravelSkysoftware"Thetax-knowledgeERPsystemconductsdirectdialogueandpromptlysolvescustomers’businessproblemsandincreasesthecompany’sowncorecompetitiveness.Theonlinesystemsupportscustomersanytimeandanywhere,startingfromteachingAisinoERPtousehand-in-handlife-longservices,allowingcustomerstoexperiencepersonally.Theconvenienceofserviceswillultimatelyenhancetheconsensusoflong-termcooperationbetweenenterprisesandsoftwarevendors.

2.Accuracyandsecurity:Networkdatatransmissionneedstobepreciseandaccurate,andinvolvestheconcealmentandsecurityofcorporateinternaldata.Theinformationsystemsecurityprovidedbysoftwarevendorshashigh-levelprotectionmeasures,andhashigh-precisionidentityverificationanduseridentificationfunctions.,Differentcustomerscanaccessthe“ERPthatunderstandstax”systemofTravelSkysoftwaretoobtaintheresponsibilityinformationcorrespondingtodifferentfunctionpermissionsanddatapermissions,orobtaindifferentauthorizationsforman-machinedialoguesaccordingtodifferentuseridentitylevels...TheseareallrightThedeepexpectationsofInternetapplicationsystemsarealsomorefavoredbycustomers.

3.Lowcost:Thehigh-costdailyapplicationsandlocalizationservicesofmanycompanieshavealwaysbeenaproblemthatplagueseveryone.BecauseofvariousimproperoperationsintheERPsystem,thecompaniesarenotsatisfiedwiththeupgradedERPproducts.Familiar,oftenneedtechnicalsupportpersonneltocometosolve,forthis,acertainservicefeemustbepaideveryyear.ThecostofremotecontrolandoperationofTravelSkySoftware's"TaxUnderstandingERP"throughtheonlinesystemisverylow.Theremotepersonneloftheenterpriseandthecustomerservicepersonnelofsoftwaremanufacturerscanperformnetworkreal-timeoperationandsolveproblems,highlightingtheTravelSkysoftwarenetworkERPproducts.Thecost-effectiveadvantage.

Financingproblems

Asthesayinggoes,"Nosound,nomatterhowgoodthedramais."FortensofmillionsofprivateenterprisesinChina,nocapital,nomatterhowgoodtheprojectisUnabletodevelop.Thedifficultyofobtainingloansforsmallandmedium-sizedenterprisesisthemainbottleneckrestrictingthedevelopmentofsmallandmedium-sizedenterprisesinmycountry.Thedifficultyofsmallandmedium-sizedenterprises'loansismainlyduetothelimitedloanchannelsinthefinancialsector,andenterpriseshavenowheretoborrow.Banksdislikethepoorandlovetherich,majorandminor,andtendtobeprivatetothepublic.Inparticular,privateenterprisesbasicallyrelyontheirownaccumulationoffunds,whichisnotconducivetothedevelopmentoftheenterprise,anditisnotconducivetotheresistanceoftheenterprisetorisks.Althoughthestatehasrepeatedlyloweredthedepositreserveratioandcutinterestratesinordertosupportthedevelopmentofsmallenterprises,thishasnotreducedtheburdenonsmallandmicroenterprisesthatlackfunds.Financingdifficultiesarestillamajorproblemfortheseenterprises.

Difficultyinfinancingisabottleneckrestrictingthehealthydevelopmentofprivateenterprises.Howtohelpcompaniessolvethisproblem?Accordingtomarketchangesandcustomercharacteristics,CreditEaseactivelyinnovatedfinancingsolutionsforsmallandmicroenterprises,andtooktheleadinlaunchinganinnovativebusiness-Yichedaiinthecountry,whicheffectivelybroadenedthefinancingchannelsforsmallandmicroenterprisesandhelpedcompaniessolvefinancingdifficulties.Andotherissues.InChina,banksgenerallydonotprovideautomortgageloanservices.Suchservicesgenerallyneedtobeappliedforbyprivateprofessionalcreditinstitutions."CarLoan"automortgageloanserviceisashort-termmicrofinanceserviceforsmallbusinesses,individualmerchants,andentrepreneurs.CreditEaselaunchedthe"CarLoan"creditservice,whichhasahighapprovallimit,flexibleloanperiod,simpleandfastprocedures,nopre-loanfees,andconsiderateandhigh-qualityservices.

EconomicCensus

OnNovember27,2019,thefourthnationaleconomiccensusreportissuedbytheNationalBureauofStatisticsshowedthatattheendof2018,therewere15.614millionprivateenterprisesnationwide,whichishigherthantheendof2013.Anincreaseof10.01million,anincreaseof178.6%,theproportionofallcorporateentitiesincreasedfrom68.3%to84.1%.

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