Since reform and opening up, a large number of entrepreneurs in China have been influenced by the local opportunities at that time, leading enterprises to go from scratch to today's prosperity.

However, to date, the industry market has gone from the primitive production era to the market oriented and marketing era. With it, there are two new industries, namely, the production enterprise, the export type, the advertising type, and the enterprises that rely on one or more products.

In the process of market operation, we often find that many enterprises that are facing pformation are still at the level of production enterprises. When faced with the two entrepreneurial problems, they often extend their products to a large number of sub branches. The market control rights of products are far less than the production and R & D capabilities of products, and even the natural development state of scattered and unsystematic products. In the end, the product line is too dispersed and unable to give up in the process of pformation, and the market competitiveness of enterprises can not be concentrated.

In the two pformation, the most important thing for enterprises to do is to find their core position in the market and scale the product line on the basis of core positioning.

Only if the industry is more concentrated, can the enterprise's strength become more concentrated.

Principle two: team normalization is the so-called "entrepreneurship" by the boss, the two venture depends on the team.

Because of the local market environment at that time, many bosses with entrepreneurial passion and charisma were able to get on the right track with their strong perseverance and firm belief in the days of Lords' disputes.

However, when the enterprise develops to a certain scale, the speed of the market and the expansion and enhancement of the strength of the competitors make the enterprises that originally depended on personal capability develop gradually, and the team began to play an important role at this time.

We can imagine that if Niu Gensheng still has not been able to fight a good battle team today, he will not invest so freely in public welfare undertakings.

Attaching importance to talents and building a loyal and strong team is more important than anything for the two venture.

Three principles: the system is humanized, and the market demands for enterprises will also change. For example, if the goal of the two venture is to go public, it is necessary to prepare early and how to divide the ownership of enterprises. If we want to turn from production oriented enterprises to joint-stock companies, we should consider who will lead the enterprises after reform, and who will share the interests and risks. If we want to share or merge, then we should consider how the old people who have originally laid down the rivers and towns have to resettlement.

The humanization, professionalism, scientification, anticipate and resolve the contradictions and conflicts that may arise after the reform will not only reduce the cost of reform, but also reduce the risk of pformation.

It will shorten the market running in period after reform.

Principle four: the integration of resources and resources. Many enterprises often appear confused after pformation. For a time, all kinds of certification have been changed, and the names of personnel have been changed. However, the enterprises do not seem to be fundamentally different from the original ones. On the contrary, the pressure is even greater. The problem is that the problems faced by enterprises at this time are no longer simple production and supply problems, but a complex resource integration problem.

From the R & D to the market operation to the cooperative organization, the company has put forward higher resource requirements for enterprises. For example, Lenovo has fundamentally adjusted and changed its external windows and cooperation since its acquisition of IBM, whether from the capital chain or the international image of the enterprise.

It can not be imagined that for a company without any resources, there is no loyal distributor circle, no stronger capital circle, and no strong R & D circles. How can enterprises achieve further leaps?

Principle five: trust maximization. The most common problem facing enterprise pformation is the introduction of talents. But from the old age of sole ownership to the era of paratroopers and internal aid, trust is the most urgent and serious problem facing all aspects.

The chief executives of enterprises are trying to change the fate of an enterprise through one or several professional managers. They do not decentralization in the specific operation, but do not have much to ask. Or the enterprises that originally built enterprises are purely family owned enterprises, and the internal interests are serious, the factions are in the majority, and the enterprises have not yet developed.

At the same time, professional managers themselves are often influenced by the big environment, often from the initial vengeance to the last helplessness. On this point, Tang Jun and grand marriages have been praised by the industry, and mutual trust and support have become an important threshold for testing the two venture enterprises.

The principle six: the idea of innovation is to be creative and to be eager for success. The resources of every aspect of the enterprise are not yet mature enough to try to follow the international line, but there are no specific practical steps, premature failure in the international tide, or too humility and prudence.

In the face of the pformation of the company's operational thinking, pragmatic attitude and firm operational belief, it should not be over blindly innovating or complacent. At the same time, after the strategy and strategy line is established, it is necessary to adhere to the belief and requirements, and it is the foundation for enterprises to go on the way to the two venture.

The principle seven: joint marketing is a popular word in the modern market. It has undoubtedly become a standard for many enterprises to learn and practice. It is simply a cross between industry and industry, and the hybridization between products and products. This idea is especially suitable for new product options in the two start-up process of enterprises.

For example, SONY and Ericsson combined the two venture, choosing the music mobile phone as the breakthrough point is the best success case. For example, the combination of QQ jujube and the Tang Dynasty storm has not only promoted the brand for both sides, but also improved sales volume in the short term and achieved a win-win situation.

However, many enterprises tend to ignore the power to learn from other industries or integrate with other industries.

Principle eight: control centralization. Because of the long term indulgence of products, enterprises often sell for many years in the market, and they still do not know the flow of products. For example, a pharmaceutical company has been selling for nearly ten years in the market, and its annual sales are billions of dollars.

What reflects behind this is the weakness of enterprise's terminal control over the years, especially for enterprises that rely on wholesalers to develop.

In the era of highly changing dealers, markets and consumers, it is no doubt that we can not catch the market and strengthen the control of the market. At the same time, we will effectively integrate and manage the dealers effectively.

Principle nine: no matter whether the new special innovation market is running at a high speed and the requirements for enterprises are also increasing, at this point, the enterprises that have fought for the world can no longer rely on pure product strength to win the market. Subdivision has become an inevitable way for the development of enterprises.

Enterprises can diversify and have multiple branches, but they must have core competitiveness and special outstanding products, win market with fist products, and promote the development of enterprise series product lines. At the same time, consumers should be placed first in the market and take advantage of the unique outstanding influence power to occupy the market.

Cultivate the killer of enterprises, and constantly in the process of marketing updates, it will truly become a star in the market.

Principle ten: the most direct problem facing the two venture of marketing mode is the business mode of enterprises. Obviously, the original dealer orders, the mode of enterprises sitting at home can not work, and the order that will be snatched will become more and more depressed. The so-called investment market is also going downhill. How to tailor the business model suitable for enterprises according to the strategic products of enterprises, and really find a direction for the enterprises to go for a long time in the future, should be the ultimate goal of enterprise pformation and the two venture.

In this process, enterprises can learn successful pformation of enterprises and excellent cases, but they are absolutely not copying them. After all, the Chinese market, China's regional environment, and Chinese consumers have their particularity.

The establishment of a business model is the most important thing in a fundamental sense, but it can not remain unchanged for 10 years.

Only by constantly upgrading and improving, is the most successful business model that keeps pace with the market dominated strategy of consumers.

The truth is to know ourselves, adjust our business, attach importance to teamwork, unite resources, develop platforms and respect consumers.