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公司發(fā)展必須突破3大障礙
公司發(fā)展必須突破3大障礙
Most businesses fail to grow — with a vast majority remaining tiny, one- or two-person shops. I'd like to see more reach their potential. Even if a business isn't destined to be the next Google, Amazon, or Facebook, it can still become a thriving, mid-market company. Here are three barriers to growth you need to blast through if you want your business to scale up.
大多數(shù)公司都無法實(shí)現(xiàn)成長——其中很大一部分一直都是只有一、兩個(gè)人的小作坊。我希望能有更多的公司實(shí)現(xiàn)發(fā)展的潛能。即使命中注定成不了下一個(gè)谷歌(Google)、亞馬遜(Amazon)或者Facebook，一家公司還是可以在中型企業(yè)領(lǐng)域?qū)崿F(xiàn)蓬勃發(fā)展。要想擴(kuò)大業(yè)務(wù)規(guī)模，你就得突破下列三重障礙。
1. The inability of the CEO to let go. This is the primary reason that a paltry 5% of businesses break the $1 million revenue mark and only about one in eight of those reach $10 million, according to recent data. Either the owner thinks he's the only person capable of getting things done or tried to delegate once but got burned by a bad hire and can't trust anyone again.
1. CEO沒有放權(quán)的能力。近期數(shù)據(jù)顯示，在所有公司中，收入突破100萬美元的僅占5%;在這5%的公司中，收入達(dá)到1000萬美元的只有八分之一，主要原因就在于此。企業(yè)主要么認(rèn)為自己是唯一能勝任領(lǐng)導(dǎo)工作的人，要么曾經(jīng)交出過管理權(quán)，但因?yàn)橛鋈瞬皇缍墒軗p失，繼而不再相信任何人。
The only way to get through this is to find people who can do things better than you and who don't need to be managed. Will the folks you hire mess up sometimes? Yes, but you've got to push past that. If you suffer the short-term challenges of bringing someone up to speed, your life will get a lot easier and your company will be able to tackle bigger projects and contracts.
掃除這個(gè)障礙的唯一辦法就是找到工作能力更強(qiáng)而且不需要管理的人。你聘請的那些人有時(shí)會(huì)把事情搞糟嗎?會(huì)，但你必須邁過這道坎。如果能忍受他們在提速過程中帶來的短期挑戰(zhàn)，你的工作就會(huì)變得輕松很多，你的公司也就能接下更大的項(xiàng)目與合同。
2. Not adjusting to unforgiving market dynamics. If you're doing things right and your business starts to grow, you're going to find yourself with more competition.
2. 不按市場客觀變化進(jìn)行調(diào)整。如果行事妥帖而且你的公司開始增長，你就會(huì)發(fā)現(xiàn)競爭變得更加激烈。山寨產(chǎn)品會(huì)突然出現(xiàn)。
Copycats will come out of the woodwork. The big guys will realize you're on to something, get angry when you ruin their quarter, and try to knock you down so you don't steal any more market share. Meanwhile, as your customers do more business with you, they're going to want price concessions.
大公司會(huì)覺得你“圖謀不軌”，他們的季度業(yè)績受到影響時(shí)會(huì)對你產(chǎn)生不滿，隨后就會(huì)想辦法整垮你，這樣你就無法再繼續(xù)奪取他們的市場份額。同時(shí)，隨著和你的業(yè)務(wù)往來增多，客戶會(huì)希望你在價(jià)格上做出讓步。
It's easy at this stage to get sucked into day-to-day operations, but this is precisely when you need to start paying more attention to market-facing activities and delegate internal matters to a strong team.
在這個(gè)階段，首席執(zhí)行官很容易被日常經(jīng)營事務(wù)所淹沒。但恰恰就是在這個(gè)時(shí)候，你需要把更多的注意力轉(zhuǎn)向與市場有關(guān)的活動(dòng)，同時(shí)把內(nèi)部事務(wù)交給一個(gè)強(qiáng)有力的團(tuán)隊(duì)來處理。
Your job as CEO is coming up with the right strategy to keep growing and to adapt it to changing market conditions. It's only when you are willing to adjust your mindset that your company will be able to grow.
作為CEO，你的工作是拿出正確的策略來保持增長，同時(shí)按照市場情況的變化對增長策略加以調(diào)整。只有愿意改變思路，你的公司才有能力實(shí)現(xiàn)增長。
3. Being a cheapskate. In the startup phase, when you're not making much money, you've got to be a bit of skinflint, but there comes a point where you have to invest in your business or it won't grow.
3. 變得吝嗇。公司在起步階段不怎么賺錢，你必須稍微吝嗇一些。但到了某個(gè)節(jié)點(diǎn)，你必須為公司投資，否則它就不會(huì)增長。
I'm not suggesting that you spend yourself silly, but if you want to grow, you're going to have to upgrade some of your systems, whether that means your accounting software, phones, or IT infrastructure. You'll need better office space than your garage.
我并不是要你一味地花錢，但如果想擴(kuò)大規(guī)模，就得升級公司的某些系統(tǒng)，可能是會(huì)計(jì)軟件、電話，也可能是IT基礎(chǔ)設(shè)施。不能總在車庫里辦公。
Probably the most important step you can take is to find a great accountant or CFO. Most entrepreneurs think they should spend money on making or selling stuff, like they did in the startup phase.
也許，你最重要的任務(wù)就是找到一位很出色的會(huì)計(jì)師或者首席財(cái)務(wù)官。大多數(shù)創(chuàng)業(yè)者都認(rèn)為他們應(yīng)該始終像起步階段那樣，把資金用于生產(chǎn)或銷售。
However, as your business grows, you need detailed data about where you're making money — or not — to make the right decisions. The figures on your balance sheet can hide a multitude of problems.
但隨著公司規(guī)模的擴(kuò)大，要做出正確的決策，你就需要詳細(xì)地了解哪些業(yè)務(wù)賺錢，哪些不賺錢。資產(chǎn)負(fù)債表上的數(shù)據(jù)會(huì)掩蓋大量問題。一名好的會(huì)計(jì)師卻能幫你計(jì)算出每位客戶、每名銷售人員和每個(gè)地區(qū)分別為你帶來了多少利潤。
A good accountant will help you figure out how much money you're bringing in by customer, by sales person, and by location. That way, if your company is a wreck, you'll know where to fix things — so you don't build an even bigger mess. Hiring a great accountant or CFO will cost you, but it will help you make money in the long run.
這樣，如果你的公司處境糟糕，你就會(huì)知道要解決哪些問題，從而避免局勢進(jìn)一步惡化。聘請能干的會(huì)計(jì)師或者首席財(cái)務(wù)官的確要花一筆錢，但能讓你實(shí)現(xiàn)長期盈利。
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