企业转型-文献-英文-2021

企业转型文献英文2021Enterprise transformationrefers tothe improvementof businessperformancethrough structuralchanges inbusiness andmanagement.Transformation issystematic,leapfrog,and phased.It isoften top-downand involvesa seriesof changesin concepts,organizations,processes,and personnelcapabilities.Relying onexperience andintuition isnolonger effective,but requiresa setof scientificmethods,methodology.Through theoverall transformationof the companys long-term managementdirection,operation mode,and itscorresponding organizationmethodsand resourceallocation methods,it isa processfor enterprisestoreshape theircompetitive advantages,enhance socialvalue,and achievea new corporateform.At present,the transformationof mostenterprisesin mycountry mainlybelongs tothe strategic transformation ofenterprises.From theperspective of the developmentof internationalenterprises,it canbe roughlyclassified intothree situations.One is the financialproblems of the company.This isoften themost directreason fora company，s transformation.This kindof transformationis calledcrisis andmust makedrasticchanges.In thiscase,the costof transformationis veryhigh,and theprobability of successis relativelylow,but enterprisesstill needtotransform,otherwise theyhave towait fordeath.Transformation idea:Let thefinancial departmenttransformfrom thetraditional bookkeepingand controlfunctions to become amanagementcooperation departmentthat paysmore attentionto thecreationof companyvalue.Through financialdata,it canprovidemanagers witha betterbasis forfuture businessdevelopment decisions.Let thefinancial staffand the company，s managementhave closercooperationand worktogether tocreate thecompany，s value.Second,there areproblems inbusiness operations.In thiscase,thecompanydid notencounter greatpressure tosurvive,but justneeded to adjust itsbusiness.This kindof situationis calledrevitalizationtransformation,and itis alsothe onethat weencounterthe most,and thistransformation hasa higherprobabilityofsuccess.Transformation thinking:The firststep isdetermination.It isnecessaryto considerwhether thefinal resultof enterprisetransformationis forsurvival or development.management operationoftheentire enterprise,and thestructurerequires acertain degreeof managementstrength.The generaltransformationmodel isto diversifyproduct categoriesand saleschannels.Improve theproduct usefeedback system,according tothefeedback,quickly improve,iterate productquality andenrich productcontent.Strengthen thehuman resourcesmanagement systemto maketalentsmore diversified,from offlinesales toonline first-hand,divide the sales level,formulate correspondingtraining,improve theoveral1sales businesslevel,and makethesalessector knowledgeableandprofessional.Pull thecore technologydriver,simplify theproductproduction processsteps,shorten theproduct productioncycle,improvethe productcontent andso on.The thirdis thestrategic transformationof enterprises.It isa forward-1ooking transformation.In thiscase,thedevelopment ofthe enterpriseis verysmooth,but theleaders anddecisionmakers ofthecompanyfocus onthe long-term,pay attentiontowhere thebusiness opportunitiesofthecompany willbe inthe future,and whatpreparations needtobemade inadvance.strategic transferinclude paralleltransfer andcross-transfer.Parallel transfer isthetransfer ofan enterprisefrom theoriginalstrategy toa newstrategy ofthe samekind.Cross-transferisthetransfer ofan enterprisefrom theoriginal strategytoadifferent typeofstrategy.The essenceof corporatestrategictransformationis tocreateanewmarket atmospherethrough thetransfer ofservice objects,subdivide customerneeds,ordevelopnew productsto leadthe marketdemand,or topave theway fora largenumber ofproducts inthe market,develop customerneeds,and achievesustainable consumption.To achievetheultimate goalof enterprisestrategic transfer.企业转型是指企业通过对业务和管理进行结构性变革，获取经营绩效的改观转型具有系统性、跨越性、阶段性等特点，往往自上而下，涉及观念、组织、流程、人员能力等一系列变革，依赖经验和直觉的方式已经无法奏效，而是需要一套科学的方法论通过把企业长期经营方向、运营模式及其相应的组织方式、资源配置方式的整体性转变，让企业重新塑竞争优势、提升社会价值，达到新的企业形态的过程当前我国大多企业的转型主要是属于企业战略转型从国际企业发展的来看，大致归纳为三种情况一是企业财务出现问题这往往是一个公司转型最直接的原因这种转型我们称之为危机型转型，公司遇到的是深层次问题，必须大刀阔斧地进行变革这种情况下转型付出的成本很大，成功的概率相对较低，但是企业仍然要转型，否则只有等死转型思路让财务部门从传统的簿记和控制功能转型，成为更注重公司价值创造的管理合作型部门，通过财务数据，为管理者的未来经营发展决策提供更好的依据让财务人员与公司管理层有更加紧密的合作，共同致力于公司价值创造二是企业经营出现问题这种情况下公司并没有遇到大的生存压力，只是需要对业务进行调整这种情况叫重振型转型，也是我们遇到最多的i种情况，这种转型成功的概率较高转型思路第一步是决心，要考虑企业转型的最终结果是为了生存，还是为了发展转型对整个企业的管理层运营，架构方面都要求胆大心细，需要企业有一定的管理实力，普遍转型模式是让产品品类和销售渠道多样化完善产品使用反馈系统，根据反馈，快速完善，迭代产品质量和丰富产品内容加强人力资源管理体系，让人才更加多元化，从线下销售到线上先手，划分销售等级，制定相应培训，提高整体销售业务层次、让销售板块知识化、专业化拉动内核技术驱动，精简产品制作流程步骤，缩短产品制作周期，完善产品内容等等三是企业战略型转型它是一种前瞻性的转型这种情况下，企业发展很顺利，但是公司的领导人和决策者却着眼长远，关注未来公司的商机在哪里，需要提前做哪些准备转型思路企业战略转移的主要形式有平行式转移和交叉式转移平行式转移是企业从原战略向同类的新战略转移交叉式转移是企业从原战略向不同类的战略转移企业战略转型的实质是，通过对服务对象转移，细分客户需求，创造全新的市场氛围，或者是开发全新产品，引领市场需求，或者向市场大量铺垫产品，养成客户需求，达到持续消费达到企业战略型转移最终目的。