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如何运用专精特新“小巨人”企业的培育工具和资源，提高培育效率和质量？

2024-07-18 01:23:04 来源：尚普咨询浏览量：0

一、专精特新“小巨人”企业的培育目标

专精特新“小巨人”企业的培育目标是什么？这是一个基本而重要的问题，因为培育目标决定了培育的方向和标准。专精特新“小巨人”企业的培育目标应该是提升企业的核心竞争力、创新能力和市场占有率，使其成为所在细分领域的领军者和引领者，为经济社会发展做出更大的贡献。

核心竞争力是指企业在某一领域或某一产品上具有的独特的、难以模仿的、持续的优势，是企业的生命线和根本。专精特新“小巨人”企业要提升核心竞争力，就要不断深化专业化，突出特色化，追求新颖化，形成自己的核心技术、核心产品、核心品牌和核心客户，把握市场需求，抵御竞争压力，实现差异化竞争。

创新能力是指企业在技术、产品、服务、管理等方面进行创造性的改进和突破的能力，是企业的动力和源泉。专精特新“小巨人”企业要提升创新能力，就要不断加大研发投入，强化技术创新，推动产品创新，拓展服务创新，优化管理创新，建立自主创新的体系和机制，培育创新的文化和氛围，激发创新的活力和潜力，实现持续创新。

市场占有率是指企业在所处市场中所占的份额，是企业的规模和地位的体现。专精特新“小巨人”企业要提升市场占有率，就要不断扩大市场开拓，加强市场营销，提高市场服务，建立市场网络，培养市场忠诚，抢占市场先机，增加市场份额，实现市场领先。

二、专精特新“小巨人”企业的培育路径

专精特新“小巨人”企业的培育路径是什么？这是一个具体而实践的问题，因为培育路径决定了培育的步骤和方法。专精特新“小巨人”企业的培育路径应该是从专业化、特色化、新颖化三个维度进行梯度式培育，使其逐步提升自身的水平和能力，达到“小巨人”的标准和要求。

专业化是指企业在某一领域或某一产品上具有深厚的专业知识、技能和经验，能够提供高质量的产品和服务，满足客户的需求和期望。专精特新“小巨人”企业要实现专业化，就要明确自己的定位和方向，选择自己擅长和有优势的领域或产品，集中资源和精力，不断提高专业水平和能力，形成专业优势和特点，打造专业品牌和形象，赢得专业认可和信誉。

特色化是指企业在某一领域或某一产品上具有独特的风格、特征和价值，能够与其他企业或产品进行有效的区分和差异化，吸引客户的注意和兴趣。专精特新“小巨人”企业要实现特色化，就要充分挖掘自己的特色资源和特色需求，创造自己的特色产品和特色服务，展示自己的特色文化和特色理念，形成特色优势和特点，打造特色品牌和形象，赢得特色认可和信誉。

新颖化是指企业在某一领域或某一产品上具有创新的思想、理念和方法，能够不断推出新的产品和服务，满足客户的变化和需求。专精特新“小巨人”企业要实现新颖化，就要积极跟踪市场的动态和趋势，敏锐捕捉客户的需求和反馈，勇于尝试新的技术和手段，不断改进和优化产品和服务，形成新颖优势和特点，打造新颖品牌和形象，赢得新颖认可和信誉。

三、专精特新“小巨人”企业的培育模式

专精特新“小巨人”企业的培育模式是什么？这是一个复杂而系统的问题，因为培育模式决定了培育的主体和方式。专精特新“小巨人”企业的培育模式应该是以政府为主导、市场为导向、社会为支撑的多元化协同培育，使其能够得到有效的支持和帮助，实现良性的发展和成长。

政府是专精特新“小巨人”企业的培育主导，它的作用是制定和实施有利于专精特新“小巨人”企业发展的政策和法规，提供必要的财政和税收优惠，建立和完善相关的服务平台和机构，协调和解决专精特新“小巨人”企业面临的困难和问题，引导和监督专精特新“小巨人”企业的培育工作，评估和总结专精特新“小巨人”企业的培育效果。

市场是专精特新“小巨人”企业的培育导向，它的作用是提供和创造有利于专精特新“小巨人”企业成长的市场环境和机会，促进专精特新“小巨人”企业与其他市场主体的交流和合作，激发专精特新“小巨人”企业的市场竞争和创新意识，反馈和评价专精特新“小巨人”企业的市场表现和效果。

社会是专精特新“小巨人”企业的培育支撑，它的作用是提供和传递有利于专精特新“小巨人”企业发展的社会资源和信息，促进专精特新“小巨人”企业与其他社会组织和个体的沟通和互动，增强专精特新“小巨人”企业的社会责任和公信力，支持和鼓励专精特新“小巨人”企业的社会贡献和影响。

四、专精特新“小巨人”企业的培育评价

专精特新“小巨人”企业的培育评价是什么？这是一个重要而敏感的问题，因为培育评价决定了培育的效果和价值。专精特新“小巨人”企业的培育评价应该是以企业的成长性、创新性、贡献度为主要指标，建立动态的评价体系，使其能够得到客观的反馈和改进，实现优化的调整和提升。

成长性是指企业在规模、产值、利润、市场等方面的增长和发展的能力和水平，是企业的基本和核心的评价指标。专精特新“小巨人”企业的成长性评价应该是以企业的年度增长率、增长速度、增长质量等为主要参数，综合考量企业的规模效应、规模效率、规模弹性等，反映企业的成长状况和成长潜力。

创新性是指企业在技术、产品、服务、管理等方面的创造和改进的能力和水平，是企业的高级和先进的评价指标。专精特新“小巨人”企业的创新性评价应该是以企业的研发投入、研发产出、研发效率等为主要参数，综合考量企业的技术创新、产品创新、服务创新、管理创新等，反映企业的创新状况和创新能力。

贡献度是指企业对经济社会发展的影响和价值，是企业的综合和终极的评价指标。专精特新“小巨人”企业的贡献度评价应该是以企业的税收贡献、就业贡献、社会贡献等为主要参数，综合考量企业的经济效益、社会效益、环境效益等，反映企业的贡献状况和贡献水平。

五、专精特新“小巨人”企业的培育工具和资源

专精特新“小巨人”企业的培育工具和资源是什么？这是一个实用而关键的问题，因为培育工具和资源决定了培育的条件和手段。专精特新“小巨人”企业的培育工具和资源应该是根据企业的不同阶段和需求，提供和运用相应的政策支持、金融服务、技术创新、人才培养、市场拓展、品牌建设等，使其能够得到有效的帮助和提升，实现快速的发展和壮大。

政策支持是专精特新“小巨人”企业的培育基础，它的作用是为专精特新“小巨人”企业提供有利的政策环境和法律保障，降低专精特新“小巨人”企业的发展成本和风险，激励专精特新“小巨人”企业的发展动力和信心。政策支持的具体内容包括：制定和完善专精特新“小巨人”企业的培育政策和法规，明确专精特新“小巨人”企业的培育标准和条件，设立专精特新“小巨人”企业的培育目录和名录，给予专精特新“小巨人”企业的培育认定和备案；给予专精特新“小巨人”企业的财政补贴和税收减免，支持专精特新“小巨人”企业的技术研发、产品开发、市场开拓、品牌建设等方面的投入和支出，减轻专精特新“小巨人”企业的经营负担和压力；给予专精特新“小巨人”企业的行政优惠和便利，简化专精特新“小巨人”企业的审批和登记程序，优化专精特新“小巨人”企业的监管和服务，提高专精特新“小巨人”企业的办事效率和便捷度。

金融服务是专精特新“小巨人”企业的培育动力，它的作用是为专精特新“小巨人”企业提供充足的资金支持和金融保障，解决专精特新“小巨人”企业的融资难和融资贵的问题，促进专精特新“小巨人”企业的资金流动和利用。金融服务的具体内容包括：建立和完善专精特新“小巨人”企业的金融服务体系和机制，增加专精特新“小巨人”企业的金融供给和渠道，提高专精特新“小巨人”企业的金融可得性和适应性；给予专精特新“小巨人”企业的金融优惠和扶持，降低专精特新“小巨人”企业的融资成本和门槛，提高专精特新“小巨人”企业的融资效率和效果；给予专精特新“小巨人”企业的金融指导和培训，提高专精特新“小巨人”企业的金融知识和能力，增强专精特新“小巨人”企业的金融意识和信用。

技术创新是专精特新“小巨人”企业的培育核心，它的作用是为专精特新“小巨人”企业提供先进的技术支持和技术保障，解决专精特新“小巨人”企业的技术难和技术弱的问题，促进专精特新“小巨人”企业的技术进步和转型。技术创新的具体内容包括：建立和完善专精特新“小巨人”企业的技术创新体系和机制，增加专精特新“小巨人”企业的技术创新投入和支出，提高专精特新“小巨人”企业的技术创新能力和水平；给予专精特新“小巨人”企业的技术创新奖励和激励，鼓励专精特新“小巨人”企业的技术创新活动和成果，提高专精特新“小巨人”企业的技术创新动力和信心；给予专精特新“小巨人”企业的技术创新指导和服务，提供专精特新“小巨人”企业的技术创新信息和咨询，促进专精特新“小巨人”企业的技术创新交流和合作。

人才培养是专精特新“小巨人”企业的培育资本，它的作用是为专精特新“小巨人”企业提供优秀的人才支持和人才保障，解决专精特新“小巨人”企业的人才缺和人才流失的问题，促进专精特新“小巨人”企业的人才发展和优化。人才培养的具体内容包括：建立和完善专精特新“小巨人”企业的人才培养体系和机制，增加专精特新“小巨人”企业的人才培养投入和支出，提高专精特新“小巨人”企业的人才培养质量和效果；给予专精特新“小巨人”企业的人才培养奖励和激励，鼓励专精特新“小巨人”企业的人才培养活动和成果，提高专精特新“小巨人”企业的人才培养动力和信心；给予专精特新“小巨人”企业的人才培养指导和服务，提供专精特新“小巨人”企业的人才培养信息和咨询，促进专精特新“小巨人”企业的人才培养交流和合作。

市场拓展是专精特新“小巨人”企业的培育途径，它的作用是为专精特新“小巨人”企业提供广阔的市场支持和市场保障，解决专精特新“小巨人”企业的市场窄和市场弱的问题，促进专精特新“小巨人”企业的市场拓展和占领。市场拓展的具体内容包括：建立和完善专精特新“小巨人”企业的市场拓展体系和机制。

6. Conclusion

专精特新“小巨人”企业是在某一细分领域具有领先优势和创新能力的中小企业，是推动经济转型升级的重要力量。本文从专精特新“小巨人”企业的培育目标、培育路径、培育模式和培育评价四个方面，探讨了如何运用专精特新“小巨人”企业的培育工具和资源，提高培育效率和质量。本文认为，专精特新“小巨人”企业的培育目标应该是提升企业的核心竞争力、创新能力和市场占有率，培育路径应该是从专业化、特色化、新颖化三个维度进行梯度式培育，培育模式应该是以政府为主导、市场为导向、社会为支撑的多元化协同培育，培育评价应该是以企业的成长性、创新性、贡献度为主要指标，建立动态的评价体系。本文还提出了一些具体的培育工具和资源，包括政策支持、金融服务、技术创新、人才培养、市场拓展、品牌建设等，以及如何有效地运用这些工具和资源，促进专精特新“小巨人”企业的快速发展。

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