Veterinary drug companies are transforming in persistence, innovation and value enhancement

In the past two years, the veterinary drug industry has been smashing and advancing in turbulent waves. For veterinary drug companies in large waves, how many ships cannot withstand the wind and waves, are sunk by the waves, and are forced to abandon their journey? How many boats have to give up their beloved career because they insisted on leaving only one sampan? What has passed has become history after all; however, how many companies are still alive today that can continue to survive?

 

Therefore, for veterinary drug companies that are currently undergoing changes in the times, if you still want to move forward, first think about how to stick to your business? At the same time, it is necessary to start solid innovation work according to its own situation and in combination with reality. In the face of the veterinary drug industry's frequent regulatory and rectification policies and the continued downturn of the livestock and poultry breeding market, innovation should be gradually started with small innovations and marginal innovations; then, gradually transition to large innovations.

 

For the vast number of small and medium-sized enterprises that have been wiped out by competition, policies, and crises, because the boss is an industry insider and often goes out to participate in various trainings, often the development strategy is very clear, and failure will fail in the implementation of the strategy. There were problems with the implemented tactics and strategies, and eventually the company's resources were exhausted and fell on the road of "looking forward to a better future"! Therefore, it is the kingly way to use innovation to create enterprises and products, and to serve the value of existing markets, competition and society. Although the final outcome of the transformation of traditional enterprises cannot be generalized, it is necessary to reflect on the hedging to meet the painful tempering of the new wave.

 

First, it should be clear that products should be the focus of the transformation process. In the past, the channel game of selling products as long as the relationship between the government and enterprises was handled well was obviously not feasible in the Internet era under the new policy.

 

Secondly, you can't pretend to achieve everything by throwing money. Idealistic veterinary drug bosses don’t have to think about being the king of a new continent in the Internet age, because there are too many lords living in this universe, and the practice of selling the land to be a king at a lot of money will only trap themselves, because money is attractive. In addition to talents, it also contrasts your attention.

 

Third, if your business is established in scale, develops steadily, and the umbilical cord is too large, you don’t have to rush to catch up with the transitional car, because it’s too heavy and you will be thrown off if you keep up.

 

...Finally, for companies, opportunity is very important; for young people, opportunity cost is very important. The prerequisite for high-quality Internet young people to join traditional companies should be that veterinary drug companies have their own Internet thinking that is ready to accept new things. Otherwise, hedging will occur, and the role of force is mutual. Once hedging occurs, the enterprise will also be subject to force. Therefore, veterinary drug companies are understandable about the Internet and the glaring mood of young people, but it is necessary to think about whether their companies have enough ability to eliminate the most likely hedging force.