Virtual Business to Create Packaging Enterprises (2)

(b) Microscopic significance
1, is conducive to the rapid expansion of enterprises to achieve low-cost. Virtual operations can effectively and appropriately mobilize the various resources required with a small amount of capital, at a small amount of cost, to achieve the fastest expansion of production capacity, and quickly achieve economies of scale.
2, is conducive to improving the company's market adaptability. Practice has proved that the strategy of virtual operation can enable enterprises to increase agility and provide products and services that meet market demands in the shortest time and with low cost and high quality.
3. It is the best talent or human resources that are conducive to combining the business or project in the best way. The activity of talents or talents or human resources gives them the opportunity to constantly accept new knowledge in a new environment, thereby generating innovative ideas; on the other hand, it also enables enterprises to avoid the redundancy of human resources caused by market changes and technological progress. .
4, is conducive to reducing business risks. Technology and market changes are so rapid that there is a huge risk for companies to invest in non-core businesses. At this time, the best way is virtual business. Through social division of labor and collaboration, companies share risks and share results to create a competitive advantage. Virtual enterprises are particularly suitable for large-scale, comprehensive, and complete sets of businesses and projects, especially those with complex technologies and requiring various professional and technical knowledge, and which need to be completed by multiple processes and multiple links.
III. The Necessity of Virtual Operation of Packaging Enterprises
(A) The need for the use of external resources
The so-called "externalization" refers to the tendency of companies to use external resources. The limited nature of resources and the unlimited market demand are the main contradictions that packaging companies have always faced. The constant pressure and scale of technological innovation and the rapidly changing market have made it difficult for packaging companies to rely solely on their internal resources. It urgently needs to break through the boundaries of the tangible organizational structure and make full use of external resources. With the advent of advanced production models such as agile manufacturing and virtual manufacturing, traditional corporate organizations and resource allocation methods have undergone fundamental changes, so that market competition is no longer the competition of a single company, but will be the competition of the alliance. China's packaging companies It should be consistent with this development trend.
(II) Requirements for Specialized Division of Labor
The advancement of science and technology has made the product structure more and more complex, and the professional production of parts and components has become an inevitable development trend. The production of a product is no longer limited to one enterprise, nor to several enterprises, but rather to the production and cooperation of a group of companies. In addition, large companies pay attention to the cooperation factors in the competition for SMEs to achieve a win-win result. All of these have led the relationship between large enterprises and small and medium-sized enterprises has evolved from a "big gainer" to a "symbiotic relationship." It can be seen that the specialized division of labor is the main link of the virtual operation organization of small and medium-sized packaging companies and the practical basis for the implementation of virtual operations.
(III) The need for global competition
The global wave of the world packaging industry is in the ascendant, and the status of “scattering, small, and bad” in the whole packaging industry has determined that the Chinese packaging industry after joining the WTO can undoubtedly strengthen the inter-company relationship through the virtual organization as an effective organizational model. Strategic alliances, through the specialization and complementary advantages to enhance the company's core capabilities, enhance the packaging industry's global competitiveness.
IV. Strategic Arrangement for Virtual Operation of Packaging Enterprises
The biggest change in the future of the company will be the change of organizational structure. Enterprises must break through the boundaries of their original entities, move from competition to cooperation, jointly create value, jointly improve competitiveness, and innovations such as management methods and business strategies will all be based on changes in organizational structure. . The virtual business model itself is an advanced concept of organizational structure change. Packaging companies must be prepared to meet the wave of virtual business.
(I) Something to be done afterwards - Strengthen the core competitiveness.
Virtual management is essentially a combination of related core competencies, so packaging companies must cultivate and highlight their core competitive advantages as much as possible. Because of the differences in financial resources, material resources, and manpower, companies cannot have a competitive advantage in all aspects. Therefore, this requires companies to “do something wrong and then have something to do”. Do not blindly diversify by divesting some of the non-dominant businesses, while the company concentrates internal resources to strengthen the competitive advantages of its main business. The formation of a certain core competitiveness, which is the premise of packaging companies to successfully implement a virtual business strategy, because only in this way can we have the necessary capabilities of the partners.
(b) borrow eggs from chickens - outsourcing of non-essential businesses.
"Outsourcing", literal translation is "external sourcing," which refers to the integration of the company's external best professional resources to achieve cost reduction, efficiency improvement, full use of its core competitiveness, and enhancement of the company's ability to respond quickly to the environment. Management mode. From the perspective of the value chain, no company in the world will have a competitive advantage in all aspects of its operations. Therefore, in order to maintain and strengthen the core business and make the enterprise more competitive, the company may retain only the most critical core business, the 51st. Others may not be able to achieve the best link under the constraints of the company's resources. "", that is to implement business outsourcing strategy. The concept of business outsourcing is esteemed: if a certain link in the supply chain is not the best in the world, if this is not the core competitive advantage, if this activity is not separated from the customer, if it can be obtained at a lower cost than self-control For higher value resources, then outsource it to the best professional company.
(III) Undertaking Outsourcing Business - Doing a Good Job of “Expert Enterprise”
The packaging industry, as an auxiliary service industry for the development of the national economy, can engage itself in the outsourcing business of other industries or contract with each other in the packaging industry, so that it can only focus on the specialty areas and form a stable and cooperative relationship in the cooperation and competition to become itself. Its "satellite factory" has achieved a win-win situation. This will bring new opportunities for packaging companies, especially small and medium-sized packaging companies.
(4) Helping each other - forming a strategic alliance
When the main characters of strategic alliances now reach a common interest goal, they can quickly combine and participate in market competition as a whole; when their common goals do not exist, each member company can disperse quickly, and it will not bring too much loss and risk. . Strategic alliances can prevent individual companies from fighting alone in market competition and reduce various operational risks. The development of packaging enterprises should rely more on strategic alliances between them, that is, on the premise of not negating independent operations, the members of the portfolio should jointly contribute capital and unite in production, processing, sales, procurement, transportation, finance, service and logistics. In order to promote joint ventures to continuously improve economic efficiency.
(V) Balanced investment
Balanced investment mainly refers to minority equity participation, usually associated with a technical research contract. Specifically, it refers to a large company and a small and medium-sized enterprise with high-tech development capabilities to invest in the venture capital required for technology development in exchange for shares. The sharing and use of development results. This type of equity does not change the independent status and status of both partners. Once the technical research contract expires, the equity can be cleared with the patent. On the one hand, it acquires technology and recovers equity on the other.