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仍然处于生存阶段在我近10年从事管理咨询行业的经历中,曾深入了解过很多处于不同阶段的企业或公司,从实践中,我总结了一个适用于市场经济条件下公司发展的理论:生存(Living)→领先(Leading)→竞争力(Competition)→文化(Culture)。简而言之,就是“L2C2”理论。即每一个企业在初创期都必须经历2-3年的生存危机,这两年若是挺过来了,企业也就基本上渡过了最易夭折的生存阶段;这时该企业可以说是在其行业内、一定区域内取得了相对领先的地位,生存已经不再是问题;此时,让企业的领导层困惑的问题是,如何进一步扩大战果,如何在更广地域内、更多领域里利润更大化,也就是如何提高综合竞争力的问题;最后一个阶段是如何营造最融洽、最适合本企业的、独特的企业文化阶段。在企业发展的这四个阶段中,有三点要素始终贯穿企业发展全程,即客户、产品和现金流。企业依靠自己的产品,获得一定的客户群,
Still in the Survival Phase In my nearly 10 years of experience in the management consulting industry, I had in-depth knowledge of many companies or companies in different stages. In practice, I summarized a theory applicable to the development of a company in a market economy: Survival Living → Leading → Competition → Culture. In short, it is the “L2C2” theory. That is to say, every enterprise must undergo 2-3 years of survival crisis in its initial stage. If it survived these two years, the enterprise would basically have survived the survival stage which was the easiest to die. At that time, the enterprise could be said to be in its place In the industry, the relative leading position has been achieved in a certain area. Survival is no longer a problem. At this moment, the question that puzzles the leadership of the enterprise is how to further expand the success of the war and how to make more profits in a wider area and in more areas Greater, that is, how to improve the overall competitiveness of the problem; the last stage is how to create the most harmonious and most suitable for the enterprise, a unique stage of corporate culture. In these four stages of business development, there are three elements that run through the whole enterprise development, namely, customers, products and cash flow. Enterprises rely on their own products, access to a certain customer base,