Study On The Growth Management Problems And Countermeasures Of Technology-based Company A In Its Initial Stage

With flexible and innovative operating mechanisms,small and medium-sized enterprises are active in all areas of our national economy.They are playing an important role in the development of Chinese national economy,undertaking the important mission of economic growth,and making outstanding contributions to increasing employment,as well as technological innovation.In September 2014,Premier Li Keqiang raised the slogan of “mass entrepreneurship and innovation” at the Davos Forum.In response to the call,universities and colleges have encouraged and supported teachers and students to start their own businesses.From then on,a lot of science and technology-based enterprises with great potential emerged.However,these science and technology-based enterprises often have greater operational risks in the initial stage.How to solve these risks has become an urgent problem for these enterprises to successfully enter the growth period.In this thesis company A,which is a technology-based company founded by a university teacher,is taken as the research object.The photovoltaic industry in which the company is located is one of the strategic emerging industries strongly supported by Chinese government,and it is an inevitable choice under the national energy security and “double carbon” goal.Therefore,it will be important to study it.Through collecting the internal information from Company A,we introduced the specific situation of Company’s start-up period in terms of human resource,finance,and operational aspects,and then we applied PEST analysis and Porter’s five forces model to qualitatively analyze the external environment of Company A.By using questionnaires and interviews to further investigate and analyze the growth of Company A during its start-up period,we pointed out that the problems of the company include: risks in operation management,shortage of professional and technical talents,lack of stable and high-quality suppliers,long market expansion cycle in the early stage,long R&D cycle and insufficient investment.The reasons for these problems mainly lie in: unclear target positioning for growth,difficulty in attracting/nurturing/retaining professional and technical talents,lack of perfect supplier management system,the huge scale of target customers,and the to be improved R&D environment.As the company is still in the start-up stage and facing the fierce competition in the PV market,it is urgent to solve these problems in growth so that the company can better survive and develop to cope with the increasingly complex domestic and international challenges.On this basis,this thesis argues that improvements should be made in five areas: Scientific determination of start-up growth position;innovation of mechanism on attracting,training,employing and retaining talents;establishment of scientific supplier management system;innovation of customer payment methods and implement of lean startup management;improvement of R&D environment.This thesis is based on the enterprise life cycle theory,enterprise growth theory,and enterprise strategic management theory,etc.The data in this thesis are from the official data of China,PV industry data,internal data of company A,etc.These data provide accurate and objective support for the research of this topic.It is also hoped that this thesis can provide some references for the growth and development of other similar scientific and technological enterprises in China through the research on Company A.