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管理不善导致小企业失败       
2018-12-24

澳大利亚商业增长中心周二公布的一项研究表明,管理不善、缺乏领导力和规划能力是澳大利亚中小企业失败的罪魁祸首。
澳大利亚商业增长中心(ACBG)本周公布的一项研究表明,在失败企业的中小型企业执行总裁中,有25%的人认为领导和管理不善,缺乏计划是失败的原因。
ACBG询问了650名在过去四年中任职的公司或者自营企业倒闭的中小型企业CEO。
ACBG董事Jana Matthews博士说,这些CEO的共同点就是不理解他们作为公司领导者的角色。
她进一步解释道“领导者需要规划和设定公司方向,沟通并建立一个执行团队,创建一个高绩效的执行文化来管理和优化公司资源,包括员工和财务资源、客户、供应商、顾问和金融家。
当这些领导者不理解或无法完成这些责任时,公司就无法成长,有时也会失败。”
根据ACBG统计,公司倒闭的第二个常见原因是缺乏市场调查,17%的CEO表示他们不知道如何或者没有做足够的市场研究、营销或销售。
紧随其后的14%认为财务管理不善,而13%的CEO会因火灾、干旱、利率变化、法规或全球趋势等问题而遭受打击,同时还没有抗风险的缓解计划。
共有11%的人认为治理结构不良、伴侣或家庭成员问题导致失败,7%的人提到产品或服务问题,6%的人强调人员管理不善。
澳洲公共会计师协会最近在其与IPA-Deakin中小企业研究中心合作出版的澳大利亚小企业白皮书中表示,小企业的失败率高于大企业。
IPA解释说,中小企业的管理人员在管理人力资源方面面临许多挑战,而许多企业也未能充分认识到创新对企业成长的重要性。


Poor management leading cause of small business failure
Poor management and a lack of leadership and planning are the main culprits for the failure of Australia’s SMEs, a study by the Australian Centre for Business Growth showed on Tuesday.
Among the CEOs of small and medium companies whose businesses have failed, 25 per cent cited poor leadership and management, and a lack of planning as the reasons for failure, a study by the Australian Centre for Business Growth (ACBG) revealed this week.
As part of the study, the ACBG asked 650 CEOs of small and medium companies over a four-year period if they had ever been part of a company that has failed, or if a business of their own has gone under.
A common thread was CEOs not understanding their roles as company leaders, Dr Jana Matthews, director of the ACBG, said.
“Leaders need to plan and set the company’s direction, communicate, build an executive team, create a high performance culture of execution, manage and optimise corporate resources, including employees and financial resources, customers, suppliers, vendors, advisers and financiers,” she explained.
“When these leaders do not understand or fulfil such responsibilities, companies fail to grow, and sometimes fail completely.”
According to ACBG, the second most common reason for company failure is a lack of market research, with 17 per cent of CEOs reporting they did not know how or did not do enough market research, marketing or sales.
Poor financial management followed with 14 per cent, while 13 per cent of CEOs were blindsided by issues such as fire, drought, changes in interest rates, regulations, or global trends, and had no risk mitigation plans.
A total of 11 per cent said poor governance structures, problems with partners or family members led to failure, while 7 per cent cited product or service problems and 6 per cent highlighted the poor management of people.
The Institute of Public Accountants said recently in its Australian Small Business White Paper, published in partnership with the IPA-Deakin SME Research Centre, that small businesses have a higher failure rate than their larger counterparts.
IPA explained that SMEs’ managers face many challenges in managing their human resources, while many also fail to appropriately acknowledge the importance of innovation to the growth of their enterprises.

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