中国制造企业管理平台，完整和自己，他们将在危险的创新之路。以创新的成功，企业决策者需要有勇气改变思维方式

了中国制造业的繁荣背后有提到的痛苦！

资料表明，中国制造业的快速增长在最近几年。中国在2005年的汽车产量为2.75倍，2000年，出口量在2000年8.25倍，在2005年冰箱和彩色电视产量在2000年，分别有的8.34倍，2.29倍，在2004年彩电出口量在2000年的2.7倍。

然而，这似乎是繁荣背后的产品是低附加值的现实。中国{zyx}的家电制造企业-海尔，长虹和TCL等公司，利润率大幅降低，甚至亏损。通过大量的国内关键零部件的跨国公司，如压缩机，松下，英特尔和摩托罗拉的处理器芯片，使中国成为一个高增值，购买企业增加了欧美产品业务的{zd0}市场。对在国内制造企业价值链的末端，只有面对销售快速增长。两个

创新之路

欣赏血汗钱苦力，一些中国企业开始探索自主创新，而是因为他们是在独立的出发点只能是产品的创新价值链的最终组装和大多数非核心产品的制造。因此，创新的选择有两个主要道路：要么改变原来的轨道，同时，培养，如海信电视芯片开发的核心技术，或尖锐的创新，以取代现有的行业，例如方正的激光，照排技术相相对于传统的排版和印刷技术类型。无论选择哪条路，有成功的可能性，但现在还面临着巨大的挑战和风险。

事实上，国际成功企业的大部分核心技术，相关产品的开发，然后使用此为轴心，扩大适用范围，进入年底，产品的市场。例如，佳能公司在精密机械的竞争力，精密光学技术，成像技术，微处理器等;{jd0}产品是“光学引擎”，最终产品有照相机，摄像机，复印机等。一般来说，在全球的市场份额，这些公司大于终端产品的份额。

与跨国公司不同的成功，华为的例外，一个企业，进入市场的大多数中国制造商和技术创新，市场拉动明显的性质少数。例如，电脑和其他产品的代理商和分销商协会进入市场，试图走“贸工技”的企业发展道路。海信也是类似的道路，它首先进入终端产品制造领域。四年前，海信开始了数字视频媒体处理芯片的发展，认为从最终产品，其核心技术的研究和开发的深度开发，从而促进了企业的竞争力。

尽管长期的努力，也从协会“贸易”回扩展到“工人”（组装）。虽然协会成立研究所两次，但“技术”还没有真正培养。目前，该协会已获得的技术基本上是“工人的建筑技术，”服务产品等，以改善外观，减少噪音，例如加强散热。在核心设计和制造技术，而好处。它使IBMPC部门的并购之一背后的动机，也正是以弥补自己的“技术”的缺陷。

自主创新的3大陷阱一体化

{zd0}的优势在中国生产的控制能力的劳动力成本，市场的理解和控制能力的要求是，随着这些优势轻松学习和模仿的技术结构，的必然选择，是最早进入市场。但是一个成功的终端产品制造商开发的{lx1}技术是必要的防范3大陷阱：
的管理模式陷阱1可能抑制创新

日益激烈的市场竞争和客户需求变化的加速，制造业产品的生命周期越来越短和短，决策速度是生存的事实。但是，生产企业，核心技术研究和开发企业的速度有差异。

往往在一个强大的能力，以实现机制的部门或为对生产企业从市场运作，加快终端产品的组织形式，母亲的公司制的原因是清楚的责任，并充分授权，绩效评估和激励政策。虽然这样的机制将有助于提高本组织应对环境变化，灵活的运作和组织的速度，但它会导致子公司或业务单位，以及之间的短期的关注短期业绩形成竞争关系。

以TCL集团为例，每三个月评估其关键性能指标（KPI），对今年年底的每个KPI的附属{dy}家子公司，激励政策也主要与KPI的。由于子公司经理的收入取决于业绩，每个子公司经理为了实现这一目标，我们必须尽一切可能争取更多的资源组，但这些资源也为有效地控制和利用。因此，集团内形成一个“狼来了”在一个竞争文化。这种文化提高资源利用效率，集团本身的财务指标评估并不需要处理或管理行为和降低管理成本，是一种比较有效的管理模式。

但核心技术研发企业。终端产品制造商的管理方式感到自豪，他们可能会阻碍创新。

首先，许多制造业的主要附属公司或集团副总裁业务部经理，参与重大决策群体。过度竞争关系的子公司与他们的短期目标，这是研发决策，资源分配和有关组织所带来的极大限制。协会如Linux在产品战略的制定，参与决策的光荣副总裁决策由本部门表达他们的意见，在Linux的发展产生混乱，观点。{zh1}服务器版，一个嵌入式的版本还没有开发出来，客户端已卸载Linux99％。

第二个问题，对必要的多学科专业知识的设计概念的核心技术，新一代的支持。创新的成功，需要不同的专业技术人员进行合作，但文化与组织成员的竞争关系，将阻碍交流和沟通。

难以陷阱2成真正的市场潜力市场

市场规模是为自主创新的重要因素之一诱导生产企业。海信集团解释其芯片开发的决策反复强调“中国的约7500万美元彩电年生产能力套用于台湾没有芯片在中国却只有2004年上半年，中国的芯片进口价值超过二百六十二点零零零亿美元“，突出了市场的诱惑。然而，制造商来说，将真正的市场的潜在市场也面临着一些挑战。

首先，核心技术的公司的客户终端产品市场上的竞争对手。海信电视芯片开发，其客户的公司，如长虹说服竞争对手购买他们的产品，尝试一种口味融合。虽然中国需要自己的芯片产业，但在民族感情和理性之间的商业时间冲突，哪一个会占上风？

退一步看，如果海信芯片的价格比外国供应商，长虹和其他竞争对手低，可考虑购买。但仍然必须证明他们的要求，海信：海信芯片一致。这就要求海信建设为核心的营销队伍，最终产品xx不同的营销策略和渠道的专业技术人员。这不仅是必要的和额外的成本，而且也是一个学习的过程。

陷阱3的竞争对手可能是搭便车

生产企业的产业链上游移动，如果失败了，所有的风险由自己，但一旦成功的创新，跨国公司将加速新在同一时间推出的新一代产品，国内企业的价格进行攻击。这将加强与外国供应商的竞争，他们可能会优先考虑外国零部件芯片供应商的发展，以提高最终产品的竞争力。另一方面，国外芯片供应商争夺用户可能会降价，因此竞争对手们再次“的收获。”

两种策略，以避免陷阱

的陷阱性质的分析，可以为中国的制造企业绕过他们的想法。使用终端产品制造企业管理平台，不仅有抑制创新的成功，并采取切实困难，市场，自由的竞争对手搭便车行为的潜在市场，它是由自己的时间，存在个别企业的自主创新活动。那么，为什么不尝试新的策略？

的战略，建立自主创新联盟
1
最终产品的主要制造商，共同出资设立的核心产品进行研发和生产。研发和供应商的核心产品生产，参与联合采购，从而规避为单一企业造成的最终用户的竞争，规模和经济规模和其他非经济不利，而且也可避免抑制管理模式创新。生产企业能够保持进入对原有的机制，实现速度，但在R＆D联盟，可以用来调整和创新，以合作和分享为基础的管理模式。

据报道，日立，东芝和瑞萨科技公司日前宣布合资成立一家半导体生产厂家，生产被确定为接近三星和英特尔的水平。三星和索尼合资生产液晶面板，以进一步提高竞争力。反顾仅仅是国内制造企业，自主创新的薄弱一开始，我们应该寻求联盟。

战略合作20采购产品

中的核心部分终端产品不是单一的，而是由许多群体构成的核心组件。但是，目前，在自主创新的中国融合的制造企业仍然非常严重。

企业如果只有一个这样的创新，核心技术的发展，那么，在销售时，企业可能遇到的困难。但是，如果自主创新多数骨干企业，并选择不同的发展方向，那么他们之间不再是简单的竞争关系。每个企业可以和其他对手的相互合作和相互购买许可对方的产品。这样，中国的制造业企业将不再受规模的限制，市场开发成本将下降，也将改善供应的稳定。在通信设备行业，摩托罗拉，诺基亚，爱立信等巨头都采用这种做法。

当中国制造业企业的发展战略，从横向扩展纵向发展，对竞争的范围从国内转移到海外扩张，企业之间的关系发生了变化-不再是单纯的竞争关系。

战略，以扩大企业的自由，以避免可能建立战略同质性，而更广泛的合作空间，企业之间的差异，具有商业价值的前所未有的扩展。在这个时候，决策者能够改变思维方式，抓住机遇，在全球化经济时代的中国制造企业，必须赢得成功。 （北京大学光华管理学院）

Beware of independent innovation of China’s manufacturing industry in the 3 big traps

Chinese manufacturing enterprise management platform intact and on their own, they will take their innovative road in danger. To the success of innovation, enterprise decision makers need to have the courage to change ways of thinking

the prosperity of China’s manufacturing industry behind the scenes have to mention the pain!

information shows that the rapid growth of China’s manufacturing industry in recent years. China’s auto output in 2005 is 2.75 times that of 2000, export volumes are 8.25 times in 2000; in 2005 the output of refrigerators and color TV in 2000 are, respectively, of 8.34 times, 2.29 times; in 2004 the export volume of color TV in 2000 are 2.7 times .

However, this appears to prosperity behind the products are low value-added reality. China’s most outstanding home appliances manufacturing enterprises - Haier, Changhong and TCL and other companies, significantly reduced profit margins or even losses. Substantial domestic enterprises through purchase of critical spare parts of transnational corporations, such as compressor Matsushita, Intel and Motorola processor chip, so that China becomes a high value-added products business in Europe and America the largest market. The end of the value chain in the domestic manufacturing enterprises, only the face of rapid growth in sales. Two

innovation path

appreciate the hard earned money coolies, some Chinese enterprises began to explore independent innovation, but because they are the majority in the value chain of the end of independent innovation starting point can only end products are assembled and non-core product manufacturing. Thus, the choice of innovation has two main roads: either reverse the original track while to cultivate the core technology, such as the development of Hisense TV chips; or sharp innovation to replace the existing industries, such as the Founder of Laser Phototypesetting technology vis-à-vis the traditional typesetting and printing technology type. No matter which path to choose, have the possibility of success, but also are facing enormous challenges and risks.

In fact, the majority of internationally successful enterprises are the core technology, the development of related products, and then use this as the axis, to expand the scope of application, enter the number of end-product market. For example, Canon’s competitiveness in the precision machinery, precision optics, imaging technology, microprocessors, etc.; edge products are “optical engine”; end products have cameras, video cameras, photocopiers and so on. Generally speaking, these companies in the global market share is greater than the share of end products.

with the success of different multinational companies, with the exception of Huawei and a small number of enterprises, the majority of Chinese manufacturers into the market and technological innovation has obvious nature of the market pull. For example, computer and other products from the association of agents and distributors into the market, trying to take the “贸工技” the path of enterprise development. Hisense is also similar to the path, it first entered the terminal area of product manufacturing. Four years ago, Hisense started the development of digital video media processing chip, think from the end product, the depth of the development of core technology research and development, thus fostering the competitiveness of enterprises.

despite long-term effort, also from the association “trade” back extended to the “workers” (assembly). Although the association to form the Institute twice, but “technical” has not really cultivated. At present, the association has acquired the technology is basically Services in the “workers” of the architecture technologies, such as products to improve appearance, reduce noise, such as enhanced heat dissipation. In the core design and manufacturing technology, while good at all. It IBMPC sector mergers and acquisitions one of the motives behind, and is precisely to make up their own “technical” deficiencies.

independent innovation to the integration of 3 big traps

biggest Chinese manufacturer of advantage lies in the ability to control labor costs, market demand for the understanding and control capability, these advantages with the ease of studying and mimic the structure of technology, the inevitable choice is the first to enter the market. But a successful end product manufacturers to develop leading-edge technology is necessary to guard against 3 big traps:
management mode trap 1 may inhibit innovation

With increasingly fierce market competition and customer demand changes in acceleration , manufacturing product life cycles becoming shorter and shorter, the speed of decision is a fact of survival. However, manufacturing enterprises and the core technology research and development enterprises in the speed difference there.

often the cause of the Department or the mother company system for the organizational form of the end product of the speed of manufacturing enterprises, from the operation of the market in a strong ability to realize the mechanism is clearly the responsibility of, and fully authorized, performance evaluation and incentive policies. Although such a mechanism will help improve the Organization’s response to environmental change, the speed of operation and organizational flexibility, but it will lead to a subsidiary or business unit as well as the competitive relationship between the formation of short-term performance of their concerns.

to TCL Group as an example, every three months to assess its first subsidiary of the key performance indicators (KPI), a subsidiary of the end of the year for each KPI, incentive policies are also mainly associated with the KPI. As the subsidiary manager’s income depends on the performance, the manager of each subsidiary in order to achieve this goal, we must do everything possible to fight for more resources to the group, but also of those resources for its effective control and utilization. Thus, intra-group to form a “wolf” in a culture of competition. This culture enhance the efficient use of resources, and assessment of the Group financial indicators alone do not need to process or the conduct of management and lower management costs, are a relatively effective management model.

but the core technology R & D enterprise. End product manufacturers pride in management style, they may hinder innovation.

First, many manufacturing companies the main subsidiary or business unit manager as vice president of the group to participate in major decision-making groups. Competitive relations subsidiary overly concerned with their short-term goal, which is R & D decision-making, resource allocation and organization brought about by extremely restricted. Association such as Linux in the formulation of product strategy, honorable vice president of participation in decision-making from the perspective of this sector to express their views, resulting in confusion in Linux development. Finally Server Edition, an embedded version is not developed, the client has been uninstalled Linux99%.

Secondly, a new generation of core technology of the design concept of the necessary multidisciplinary expertise to support. The success of innovation require different professional and technical personnel to cooperate, but the competitive relationship between culture and organizational members will impede the sharing and communication.

difficult to trap 2 potential market into real market

the magnitude of the market are induced by manufacturing enterprises for independent innovation one of the important factors. Hisense Group to explain their chip development decision-making repeatedly stressed that “China’s annual production capacity of approximately 75 million color TV sets used in Taiwan does not have a chip are made in China, only the first half of 2004, China’s imports of chips worth over 26.2 billion U.S. dollars”, highlights the market temptation. However, the manufacturer is concerned, to the potential market into real market also faces some challenges.

First of all, the core technology the company’s customers are the end product market competitors. Hisense TV chip development, and its customers are companies such as Changhong to convince competitors buy their products, trying a bit of Taste. Although China needs its own chip industry, but when the national feeling and the conflict between rational commercial time, which will prevail?

step back and look, if Hisense chip prices much lower than the foreign suppliers, Changhong and other competitors may be considering buying. But still have to prove that Hisense: Hisense chip in line with their requirements. This requires Hisense to build professional and technical personnel as the core marketing team, the end product completely different marketing strategies and channels. This is not only necessary and additional costs, but also a learning process.

traps 3 competitors may be free-rider

manufacturing enterprises to move upstream industrial chain if it fails, all the risk by themselves; but once successful innovation, multinational companies will accelerate the introduction of new-generation products At the same time, the price of domestic enterprises to carry out attack. This will enhance competition with foreign suppliers, they may give priority to the development of foreign chip suppliers of spare parts, to enhance the competitiveness of end products. On the other hand, foreign chip suppliers to compete for the user may cut prices, so competitors again “harvest.”

two strategies to avoid the trap of

analysis of the nature of traps, you can for China’s manufacturing enterprises to circumvent them with ideas. Use the end product manufacturing enterprise management platform, only to have inhibited the success of innovation; and potential markets into real difficulties in the market, free-rider behavior of competitors, it is independent innovation activities by individual firms that exist on their own time. Well, why not try a new strategy?

one of the strategies to build self-innovation Union

end products from major manufacturers, co-funded the establishment of a core product to engage in R & D and manufacture. R & D and production of core products from vendors to participate in joint procurement, thereby circumventing a single enterprise for the resulting end-user competition, scope and scale of economic and other non-economic disadvantage, but also can avoid the management mode of suppression of innovation. Manufacturing enterprises can maintain access to the speed of the realization of the original mechanism, but in R & D Alliance, can be used to adapt and innovate in order to cooperate and share-based management model.

It is reported that Hitachi, Toshiba and Renesas Technology Corporation has announced a joint venture to set up a semiconductor production factory, production was determined to be approaching the level of Samsung and Intel. Samsung and Sony is a joint venture to produce LCD panels in order to further improve competitiveness.反顾just the beginning of independent innovation of domestic manufacturing enterprises, weak, we should seek alliances.

strategic cooperation 20 Procurement Product

end products in the core parts are not single, but by many groups constitute the core components. At present, however, China’s manufacturing enterprises for independent innovation in the convergence is still very serious.

enterprises if there is only one such innovation, the development of core technology, then, when the enterprise in sales is likely to encounter difficulties. However, if the majority of backbone enterprises for independent innovation, and choice of development different direction, then between them is no longer a simple competitive relationship. Each enterprise can be, and other opponents to cooperate with each other or each other to buy licensing each other’s products. In this way, China’s manufacturing enterprises will no longer be subject to the constraints of scale, market development costs will drop, supply will also improve the stability. In the communications equipment industry, Motorola, Nokia, Ericsson and other giants are adopting this practice.

when the Chinese manufacturing enterprise’s development strategy shifted from horizontal expansion of vertical development, the scope for competition from domestic to expand abroad, the relationship between enterprises has changed - no longer a simple competitive relationship.

strategy to expand freedom for enterprises to avoid the creation of strategic homogeneity may, while the differences between enterprises for a wider cooperation space, unprecedented expansion of commercial value. At this time, decision-makers can change ways of thinking, grasp the opportunity, the Chinese manufacturing enterprises in the era of the globalized economy it is essential to win success. (Peking University Guanghua School of Management) (07-11-27)