Analysis and Discussion on the development of the

Analysis and Discussion on the development of carton factory

bankruptcy, bankruptcy, merger... More and more cruel reality of realizing the commercialization of graphene oppresses corrugated box production enterprises. Followed by a series of crises, such as customer crisis, product crisis, talent crisis and so on. But the most stubborn and difficult to cure is the non strategic crisis. This crisis from the depths of the subjective consciousness of the enterprise will directly lead to the deviation of the enterprise from the correct "course", so that a "ship of victory" that had been riding the wind and waves will suddenly be riddled with holes and capsize in the vast ocean of corrugated box competition in the same industry

no sense of crisis is the biggest crisis

from 1982 to 1992, Chongqing established the first packaging industry company with administrative functions. In 1983, its Hongqi carton factory (later changed to state-owned, renamed Huaya paper to be listed) took the lead in introducing Japanese printing slotting machine and five layer corrugated board line, controlled the technological commanding height at one stroke, took the lead for ten years, and dug the first pot of gold after reform and opening up

as a modern enterprise, perhaps the most important thing is not the emergence of a crisis, but the lack of a sense of strategic crisis management on its growth path. As many well-known business management figures said, "the greatest crisis is the lack of a sense of crisis."

Huaya is an extremely typical example from a decade of dominance to a decade of decline and delisting. Large enterprises that have been equipped with the most advanced technology, equipment and talents can't keep up with the market and are eliminated because they are not aware of the problems that gradually emerge in corporate strategies such as corporate culture and major policies. Facts show that under the conditions of market economy, technological advantages can't rival institutional advantages. However, even if the transformation has won institutional advantages, we still need to update our concepts, be good at business, and improve our strategic crisis awareness. In this way, we can strategize and win a decisive victory thousands of miles away. " "Huaya phenomenon" can be said to be one of the most worthy research and summary topics in the development history of Chongqing corrugated box packaging industry, and also sounded an alarm for the development of Chinese corrugated box enterprises

for corrugated box manufacturing enterprises or even other enterprises in a wider range of industries, it is entirely possible for enterprise efficiency to improve rapidly in the short term from the beginning to the growth stage. However, blindly growing up is not necessarily a good phenomenon. The lack of rational thinking, the lack of time to think about the hidden dangers in the growth process, and the failure to pay attention to the timely adjustment of the structural direction of the enterprise... These will foreshadow the future crisis of the carton enterprise

suffering from the enemy

when the alarm bell of "Huaya", which cuts off the power supply when the equipment stops running, sounded in the carton enterprises, many enterprises in China's corrugated box industry also felt the hidden pain caused by the strategic crisis

the so-called strategic crisis refers to the crisis in the gradual process of formulating major policies or corporate culture. At this stage, the strategic crisis faced by Chinese corrugated box enterprises is undoubtedly double. On the one hand, the vicious competition in price and other aspects caused by the springing up of carton factories in the peripheral environment has led to many crises in the development strategy of carton enterprises. I don't know how to get rid of the dilemma. For example, according to the latest statistics of Qingdao Packaging Technology Association, among the more than 100 carton production enterprises in the city (including cities and districts), the number of corrugated board production lines has soared from 34 in 1998 to 95 at present, and the number of single-sided machines has reached more than 100 sets. According to the sample survey of 44 enterprises (48 production lines) in the city, in 2004, the sales revenue was 1.454 billion yuan and the profit was 43.62 million yuan. The total production of paperboard is 384million square meters. There are seven enterprises operating at a loss, The loss was 22.49 million yuan {another 9 enterprises are on the edge of loss). From the perspective of the production capacity of enterprise equipment and the actual output completed, the production task gap is up to 58%. The rapid growth of the industry's paperboard production capacity has led to a relatively sharp decline in production tasks. The average utilization rate of equipment of the sampled enterprises is only 42%. Due to the serious overcapacity, especially the irregular and frequent bidding adopted by many users, the mutual adoption between enterprises has decreased Low prices and other means to compete for business, in the current situation of rising raw material prices, but caused the industry product prices to continue to decline, most enterprises are operating at low or no profit, and many enterprises fall into losses. At present, such problems are no longer unique to a certain region, but most regions of the entire industry are facing this situation. Under such a severe situation and adopting the current frequency quadrupling technology, it has become urgent for carton enterprises to formulate their major policies

of course, the pain caused by the strategy crisis is more than that. Due to the small scale of most corrugated box manufacturing enterprises and the comprehensive quality of employees, the experimental machine adopts a neuron based adaptive control system, which is relatively low, and the construction of corporate culture is often ignored. In fact, the construction of corporate culture is crucial. Generally speaking, whether an enterprise can develop continuously depends on whether it has core competitiveness. Corporate culture is exactly the main component of the core competitiveness of enterprises

according to the survey report "looking forward to 2010" made by the British economist intelligence service in 1997, 67% of the global companies are promoting competitive advantage based on core competitiveness, and this proportion will reach 85% by 2010. The core competitiveness of an enterprise is the core value of the enterprise and the DNA that runs through the organization. Core competitiveness includes hardware and software. Hardware includes the ability to acquire products, technologies, knowledge and external resources, while software includes the core values, mission, vision and other cultural cores. The software part is the ability to support and integrate the hardware part to make it more advantageous. Core competitiveness is rooted in the good corporate culture of enterprises, that is, all aspects of enterprise management (Culture) play a role in promoting and developing core competitiveness

the problem is that most corrugated box enterprise managers in China today know the existence of the term corporate culture, and also feel that this word is very important for enterprise construction. But in the interview, or in the actual implementation, if they are asked to elaborate on what kind of corporate culture they will shape, they will be speechless for a moment

based on the above two reasons, Chinese corrugated box enterprises really felt the pain of being attacked from both sides when the strategic crisis came. Oppressed by fierce competition outside and afraid of the lack of corporate culture inside, where to find a "broad road" has become a puzzle that everyone has been asking

restructuring strategy, crisis can also become an opportunity

in fact, carton enterprises are not facing the strategic crisis. All the time, operators in various fields have been trying hard to find the best strategy for their enterprises. Sail against the current, or you will fall back. On the stage of global economic transformation, which is fast changing and race against the clock, who can respond to changes will decide who can "surface"

therefore, strategic crisis management, a discipline specializing in strategic crises and their coping strategies, emerged many years ago. The key content mentioned is that if the enterprise can reorganize its strategy in a timely and appropriate manner, it will turn the crisis into an opportunity. An important case has to be mentioned here: after the Taino poisoning incident, when someone asked how the then president of Johnson & Johnson Burke responded to the crisis, he replied: I don't think the crisis is OK; Prepared. How to deal with the crisis is rooted in the enterprise value system. In 1982, after the Taino poisoning incident, Burke made it clear that only the company's culture, the core company values and ideas can make the company get out of this crisis. After the crisis, Burke met with crisis management/I every day, and each team member had a company creed beside his case. The first paragraph of Johnson & Johnson's creed is: "we should first be responsible for medical staff, patients, mothers and all other users of our products and services." It is this creed that led Johnson & Johnson through difficult times

although it is an out of industry case, it can still inspire the development of corrugated box manufacturing enterprises - the emergence of a crisis is not terrible. The key is that operators should know how to face and control the crisis and risks, put forward a comprehensive solution plan, meet the new environment, new challenges, and turn the crisis into an opportunity

maxg Japan out group once made such an analysis: "the world trend of globalization, digitalization and free flow of funds has led enterprises into a highly 'uncertain era'. The definition of opportunities and risks will be rewritten, and choosing effective business strategies will become a very complex problem. Entrepreneurs usually have two strategic layouts: first, become an innovator, actively create or lead industrial trends, and make fundamental innovations in products and services to redefine the rules of the competitive game of the industry. Second, to become an adherent and accept the current and future rules of the game of industrial competition, but to grasp the market opportunities created by the founders with an agile speed. According to the research of McKinsey consulting company, in the 20 years from 1995 to 2015, 86% of the enterprise winners are bound to adopt the strategic model of 'creating industrial trends'. "

in view of this analysis, maxgroup group was established and created a super "aircraft carrier" trend in the corrugated box industry. The initiator declared: "with the change of industrial structure, rapid technological innovation and the borderless of road technology, the competition between enterprises is becoming increasingly fierce and forced to accept more rigorous tests. Especially in today's world, when the economic and trade order is reorganized, regional organizations are gradually taking shape, and the international road is developing rapidly, it is the critical moment of enterprise crisis and turnaround, and the international strategic alliance is a good way to rebuild enterprises and create turnaround. "

so far, maxg out group has become a typical example of early awareness and active response to the possible strategic crisis of enterprises. Although we cannot predict the future, there is no doubt in the face of many failures and successful cases in and out of the industry: "if you are poor, you want to change, and if you change, you can adapt.". If carton enterprises can face up to their own strategic crisis, the crisis can also become an opportunity

source: China Paper Industry