[ppzhan Abstract] After several years of development, China has become a printing power, and the country has actively moved to a printing power. Private enterprises that occupy a large proportion in China's printing enterprises play an important role.
After the reform and opening up in 1978, private enterprises have sprung up like mushrooms, and have gone through more than 30 years of development and growth. During this period, Shandong Hongjie Printing Group Co., Ltd. (2012 sales revenue reached 1.244 billion yuan, profit 209 million yuan), Wanchang Printing and Packaging Group Co., Ltd. (2012 sales revenue reached 842 million yuan, profit of 81 million yuan) ), Jiangsu Shengan Food Packaging Co., Ltd. (2012 sales revenue of 567 million yuan, profit of 115 million yuan) and a number of influential private printing companies. Private printing companies account for about 10% of the country's top 100 printing companies, and play a pivotal role in building a printing power.
After embarking from a hand-to-work workshop to a smooth development, and then to a glorious growth path, some private printing companies appear passive and weak in today's external situation and environment, and the bottlenecks and problems are more prominent, affecting Continue healthy and redevelopment.
Human resources defects become the bottleneck of development In the new era, entrepreneurs must not only have the courage, but also have the knowledge and wisdom. The quality of some private printing enterprises bosses still stays at the initial stage of entrepreneurship, and it is difficult to cope with new problems under the new situation. Therefore, the shortage of talent still limits its development.
Poor strain capacity. Under the current situation, the development of enterprises has encountered an impact, and many entrepreneurs of privately-owned enterprises have been slow-moving and numb, and often cannot lose time and thus lose rare opportunities for development. In addition, the self-improvement awareness is poor. The bosses of many private printing enterprises lack scientific knowledge and management theory of modern enterprises. Under the new situation, they do not pay attention to the improvement of their own quality. This is a fatal problem.
The quality of the team is not high. Most private enterprises are not composed of talented and talented personnel who are recommended, organized, and competitive by employees, just like the team of state-owned enterprises. In the case of selecting and employing people, private printing companies are often determined by their own owners. The narrow concept of employing people leads to a low quality team and sometimes guilt. The team of a privately-owned printing enterprise in Shaanxi is due to conflicts of interests and opinions, often clamoring for each other, and finally embarked on the road of success. The team members are so frequently changed that they have a great impact on the development of the company.
The labor force is becoming increasingly scarce. Due to the sluggishness and instability of the business, the difficulties in the development of private printing enterprises are more prominent. Recruiting work has become a headache for entrepreneurs. The company is not alive and well, and there are no ones who are alive and more worried. The lack of labor, the trend and current status of skilled talents are difficult to change effectively.
The problem of multiple mechanisms affecting the operation of an enterprise must be advancing with the times, full of vitality and vitality. Under the new situation, the original flexible mechanism of private printing enterprises has become a slow-responding mechanism and has become another bottleneck for development.
The institutional setup is too simple. A considerable number of private printing enterprises put together the departments of production, management, quality and technology because of their own resources, and put the administrative, logistics, personnel and other departments together. The institutional setup is too simple. Most of the potentially influential institutions such as technical training, new products and new technology research and development are blank. It is difficult for enterprises to have clear goals and directions for development, and it has laid the foundation for short-lived enterprises.
The inheritance mechanism is familyed. The inheritors of private enterprises are often the legal heirs of the bosses or the legal heirs of the partnership investment operators, which form the “family phenomenon†in management. Such a mechanism of inheritance is difficult to achieve succession, a successor that is difficult to produce. According to McKinsey's research report, the average life expectancy of family businesses around the world is only 24 years. Only 30% of the family businesses in the world can reach the second generation, and less than 13% of the family businesses that can reach the third generation. The drawbacks of a family-owned company are obvious.
Re-expanding light management. In the wave of institutional reforms of the country's retreat and the people's advancement, some private enterprises have taken a fancy to the potential "big cake" of state-owned enterprises, invested a lot of money, and acquired state-owned enterprises in various forms, with the aim of making big profits by expanding and developing. At present, the market economy has entered a stage of rational development, the external environment has undergone great changes, and the management methods have lagged behind, failing to integrate into the many fine traditions of the original state-owned enterprises, resulting in the “sandwich rice†of the marriage of two different types of enterprises, resulting in the expansion of the Business operations are not as ideal as they were originally imagined. The privatization of several state-owned large and medium-sized printing enterprises in Shaanxi is even more difficult. It is difficult to cope with the impact of technology and market, and it is difficult to resolve internal contradictions and problems. It can be described as internal and external difficulties.
After the reform and opening up in 1978, private enterprises have sprung up like mushrooms, and have gone through more than 30 years of development and growth. During this period, Shandong Hongjie Printing Group Co., Ltd. (2012 sales revenue reached 1.244 billion yuan, profit 209 million yuan), Wanchang Printing and Packaging Group Co., Ltd. (2012 sales revenue reached 842 million yuan, profit of 81 million yuan) ), Jiangsu Shengan Food Packaging Co., Ltd. (2012 sales revenue of 567 million yuan, profit of 115 million yuan) and a number of influential private printing companies. Private printing companies account for about 10% of the country's top 100 printing companies, and play a pivotal role in building a printing power.
After embarking from a hand-to-work workshop to a smooth development, and then to a glorious growth path, some private printing companies appear passive and weak in today's external situation and environment, and the bottlenecks and problems are more prominent, affecting Continue healthy and redevelopment.
Human resources defects become the bottleneck of development In the new era, entrepreneurs must not only have the courage, but also have the knowledge and wisdom. The quality of some private printing enterprises bosses still stays at the initial stage of entrepreneurship, and it is difficult to cope with new problems under the new situation. Therefore, the shortage of talent still limits its development.
Poor strain capacity. Under the current situation, the development of enterprises has encountered an impact, and many entrepreneurs of privately-owned enterprises have been slow-moving and numb, and often cannot lose time and thus lose rare opportunities for development. In addition, the self-improvement awareness is poor. The bosses of many private printing enterprises lack scientific knowledge and management theory of modern enterprises. Under the new situation, they do not pay attention to the improvement of their own quality. This is a fatal problem.
The quality of the team is not high. Most private enterprises are not composed of talented and talented personnel who are recommended, organized, and competitive by employees, just like the team of state-owned enterprises. In the case of selecting and employing people, private printing companies are often determined by their own owners. The narrow concept of employing people leads to a low quality team and sometimes guilt. The team of a privately-owned printing enterprise in Shaanxi is due to conflicts of interests and opinions, often clamoring for each other, and finally embarked on the road of success. The team members are so frequently changed that they have a great impact on the development of the company.
The labor force is becoming increasingly scarce. Due to the sluggishness and instability of the business, the difficulties in the development of private printing enterprises are more prominent. Recruiting work has become a headache for entrepreneurs. The company is not alive and well, and there are no ones who are alive and more worried. The lack of labor, the trend and current status of skilled talents are difficult to change effectively.
The problem of multiple mechanisms affecting the operation of an enterprise must be advancing with the times, full of vitality and vitality. Under the new situation, the original flexible mechanism of private printing enterprises has become a slow-responding mechanism and has become another bottleneck for development.
The institutional setup is too simple. A considerable number of private printing enterprises put together the departments of production, management, quality and technology because of their own resources, and put the administrative, logistics, personnel and other departments together. The institutional setup is too simple. Most of the potentially influential institutions such as technical training, new products and new technology research and development are blank. It is difficult for enterprises to have clear goals and directions for development, and it has laid the foundation for short-lived enterprises.
The inheritance mechanism is familyed. The inheritors of private enterprises are often the legal heirs of the bosses or the legal heirs of the partnership investment operators, which form the “family phenomenon†in management. Such a mechanism of inheritance is difficult to achieve succession, a successor that is difficult to produce. According to McKinsey's research report, the average life expectancy of family businesses around the world is only 24 years. Only 30% of the family businesses in the world can reach the second generation, and less than 13% of the family businesses that can reach the third generation. The drawbacks of a family-owned company are obvious.
Re-expanding light management. In the wave of institutional reforms of the country's retreat and the people's advancement, some private enterprises have taken a fancy to the potential "big cake" of state-owned enterprises, invested a lot of money, and acquired state-owned enterprises in various forms, with the aim of making big profits by expanding and developing. At present, the market economy has entered a stage of rational development, the external environment has undergone great changes, and the management methods have lagged behind, failing to integrate into the many fine traditions of the original state-owned enterprises, resulting in the “sandwich rice†of the marriage of two different types of enterprises, resulting in the expansion of the Business operations are not as ideal as they were originally imagined. The privatization of several state-owned large and medium-sized printing enterprises in Shaanxi is even more difficult. It is difficult to cope with the impact of technology and market, and it is difficult to resolve internal contradictions and problems. It can be described as internal and external difficulties.
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