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ional traders’ , and must get rid of arbitrary of personal hero, principles and rules are the factors to run enterprises.
Most of China's small and medium enterprises seized many market opportunities from beginning to maturity, from scratch to existence, and continue to develop to a certain scale. When developed to a certain extent, opportunity is not enough, in other words, it is hard to seize every opportunity. Opportunities can only let you start, can not let you in set or keep sustainable development. The reason why excellent enterprises can keep on moving is not or little affected by market, so such enterprises like those dependent on opportunities can’t go on with sustainable development. Instead of focusing entirely on opportunities, operators should pay more attention to basic skills from the very beginning to building own strategy implementation system. We see the P & G products are mainly daily necessities, but now, there is absolutely no chance existing, but P & G is do well of its products and services for achievements of 100 years great cause.
Building enterprises basic skills is an important theme in this age of management. This theme has been very clearly placed in front of many small and medium enterprises, seized for development, contrarian for death. Enterprises must improve internal management level, can no longer rely on opportunities and courage to create effective, try to enhance core competitiveness of enterprises by terms of using of scientific management mode, strongly develop from market ‘opportunism’ to sustainable growth of strategic implementation.　　　　　　　　　　　　　　　　　　　
5. Expand domestic demand breakthrough from financial crisis
It is difficult to recover for Europe and the United States from economy financial crisis, while although China has also been affected, China's economic development momentum will not be greatly affected, pace of progress will not be stopped, and oppositely it may be have greater development. (Li Yining, 2002) there are three reasons: (1) the central government is bail outing. Under the policy of expanding domestic demand, they dropped 4 trillion; it can not say that China's economy will not be profoundly affected. Maybe 4 trillion is nothing but, it brings a series of enormous knock-on effects, in the context of global economic downturn, how many businesses will take advantage of this opportunity? This in itself is a huge market. (2) China's economy has been dependent on exports to the rapid development of our domestic economy, it is sure to lead internal market in accordance with laws of economic development. (3) Inland preferential policies of China's economy. Frequent talents movement from coastal cities inland cities also illustrates this point. Therefore, both capital and technology are served opportunities for the ‘doorstep’ business. The one who better to seize this opportunity quickly will become the leader in business competition.
But crisis also exists in the opportunity. (Li Baoyuan, 2005), specifically in: (1) a group of low-quality enterprises are selected away, leaving all strong and competitive enterprises. Internal competition will turn out to be more intense, either from internal management or marketing, either from product quality or customer service, either from product development or fund-chain management, all of these facing new challenges. (2) Influence from U.S. financial crisis. A large number of multinational gia