1. Introduction

Specialized and special new "little giant" enterprises refer to those innovative enterprises that have a leading edge in a certain segment but are relatively small in scale. Such enterprises usually have the following characteristics: first, they focus on a certain market segment or technical field, forming unique competitiveness and barriers; second, they have a high degree of innovation and flexibility, and can quickly adapt to market changes and customer needs; third, they have an efficient operation mode and low-cost structure, which can achieve high profits and high returns; fourth, they have a global vision and network, Can expand the international market and partners.

Specialized and new "little giant" enterprises play an important role in the global economy and create great value for society. On the one hand, such enterprises are the main driving force of technological innovation, providing advanced products and services for all walks of life, and promoting industrial upgrading and structural optimization; on the other hand, such enterprises are the main source of employment creation, providing society with a large number of high-quality jobs and increasing people's income and welfare. According to statistics, specialized and special new "little giant" enterprises account for a considerable proportion in developed countries such as Europe, the United States, and Japan, and have made significant contributions to the economic growth and social development of these countries.

However, specialized and special new "little giant" enterprises are also facing many challenges and difficulties in the process of cultivation, and some common mistakes and misunderstandings need to be avoided in order to achieve sustainable development and growth. These mistakes and misunderstandings mainly include the following aspects: first, the strategic aspect, such as over-reliance on a certain market or technology, ignoring the development of diversification and balance; second, the organizational aspect, such as the lack of standardized and transparent governance structure, ignoring the efficiency of internal communication and coordination; third, the talent aspect, such as the difficulty of attracting and retaining outstanding talents, ignoring the mechanism of talent training and motivation; fourth, innovation, such as the lack of continuous innovation input and output, ignoring the evaluation of the quality and effect of innovation; fifth, cooperation, such as the difficulty of establishing and maintaining good cooperative relations, ignoring the distribution of risks and benefits of cooperation.

The purpose of this paper is to analyze the common mistakes and misunderstandings in the process of cultivating new "little giant" enterprises from the aspects of strategy, organization, talent, innovation and cooperation, and put forward corresponding suggestions and countermeasures, with a view to providing some reference and enlightenment for relevant policy makers, investors, managers and researchers.

Mistakes and Misunderstandings in 2. Strategy

Strategy refers to the overall direction and plan of action taken by an enterprise to achieve its long-term goals. The formulation and implementation of strategy is one of the core competitiveness of specialized and new "little giant" enterprises, and it is also a key link in the process of cultivation. However, specialized and special new "little giant" enterprises are also prone to make some mistakes and misunderstandings in strategy, mainly in the following two aspects:

(I) over-reliance on a particular market or technology

A distinctive feature of specialized and new "little giant" enterprises is to focus on a certain market segment or technology field, forming a unique competitiveness and barriers. This focused strategy is conducive to enterprises to concentrate resources and energy, improve efficiency and quality, seize market opportunities, build brand and reputation. However, excessive focus may also lead to a company's dependence on one market or technology, losing sensitivity and attention to other markets or technologies, thus missing out on more opportunities and possibilities. For example, some specialized new "little giant" enterprises only pay attention to their own core markets or technologies, ignoring the development and changes of other markets or technologies, and are overtaken or replaced by other enterprises; or, some specialized new "little giant" enterprises only pursue the growth and expansion of their own core markets or technologies, ignoring the coordination and integration of other markets or technologies, resulting in a dilemma of inefficiency and high cost.

Therefore, specialized and special new "little giant" enterprises should avoid over-reliance on a certain market or technology when formulating and implementing strategies, but should diversify and balance according to their own strengths and weaknesses, as well as external opportunities and threats. development. Specifically, specialized and special new "little giant" enterprises can take the following ways to achieve diversified and balanced development:

Market diversification: that is, while maintaining the stability and development of the core market, actively explore and enter other potential markets, expand market share and coverage, and increase revenue sources and profit margins. There are several ways of market diversification: first, vertical diversification, that is, looking for new market opportunities in the upstream and downstream of one's core market to realize the extension and supplement of products or services; second, horizontal diversification, that is, looking for new market opportunities in markets related to or similar to one's core market to realize the expansion and enrichment of products or services; third, cross-border diversification, that is, looking for new market opportunities in markets that are unrelated or dissimilar to their core markets to achieve product or service innovation and breakthroughs.

Technological diversification: while maintaining the advantages and innovation of core technologies, actively explore and apply other emerging technologies, improve technological level and competitiveness, and increase technological sources and value. There are several ways of technological diversification: first, vertical diversification, that is, on the basis of their own core technology, carry out more in-depth research and development to achieve technological optimization and upgrading; second, horizontal diversification, that is, carry out more extensive research and development in technical fields related to or similar to their own core technology, so as to realize the expansion and enrichment of technology; third, cross-border diversification, that is, in the field of technology that has nothing to do with or is not similar to its own core technology, carry out more cutting-edge research and development to achieve technological innovation and breakthroughs.

(II) the risks and costs of development that ignore diversification and balancing

Specialized and special new "little giant" enterprises in the implementation of diversified and balanced development, can not be blind and random, but should be based on their own conditions and capabilities, as well as the external environment and competition, reasonable planning and selection. Otherwise, the development of diversification and balancing may also bring some risks and costs, mainly in the following two aspects:

Resource dispersion: that is, in the implementation of diversification and balanced development, enterprises may over-disperse their resources and energy, resulting in the neglect or loss of core markets or technologies, or resulting in insufficient investment or return of other markets or technologies, thus affecting the efficiency and effectiveness of enterprises. For example, some specialized and new "little giant" enterprises may be too greedy or aggressive when exploring new markets or technologies, resulting in insufficient resources and energy, or unclear market or technology positioning, thus reducing their competitiveness and profitability.

Increased competition: that is, in the implementation of diversification and balanced development, enterprises may face more competitors and pressure, resulting in the weakening or loss of their own market or technical advantages, or lead to the increase or outbreak of their own market or technical risks, thus affecting the stability and development of enterprises. For example, when some specialized new "little giants" enter new markets or technologies, they may encounter stronger or more familiar competitors, or encounter more complex or uncertain market or technology environments, thus increasing their own competitive difficulty and risk.

Therefore, specialized and new "little giant" enterprises should avoid ignoring the risks and costs of diversified and balanced development when formulating and implementing diversified and balanced development strategies, and should make reasonable assessments and choices based on their own resources and capabilities, as well as the external environment and competition. Specifically, specialized and new "little giant" companies can take the following ways to reduce the risks and costs of diversified and balanced development:

Resource concentration: when implementing diversified and balanced development, enterprises should give priority to ensuring the stability and development of their core markets or technologies, and avoid excessive dispersion of their resources and energy. At the same time, enterprises should reasonably allocate and adjust their resources and energy according to their own goals and plans, and avoid excessive investment or insufficient return of markets or technologies, so as to improve the efficiency and effectiveness of enterprises. For example, when some specialized and new "little giant" enterprises develop new markets or technologies, they will choose potential and related markets or technologies according to their core competitiveness and market demand. At the same time, they will formulate reasonable budgets and deadlines according to their own resources and capabilities, so as to improve their input-output ratio and rate of return.

Competition and cooperation: when implementing diversified and balanced development, enterprises should actively seek and establish cooperative relations with other enterprises to avoid excessive isolation or confrontation with their competitors. At the same time, enterprises should carry out reasonable division of labor and coordination according to their own advantages and disadvantages, as well as external opportunities and threats, so as to avoid excessive duplication or conflicting markets or technologies, so as to improve the stability and development of enterprises. For example, when some specialized and new "little giant" enterprises enter new markets or technologies, they will cooperate or form alliances with other enterprises with common interests or goals, and at the same time, they will communicate or cooperate with other enterprises with complementary or synergistic markets or technologies, so as to improve their competitiveness and risk resistance.

3. organizational errors and misconceptions

Organization refers to the internal structure and system established by an enterprise to achieve its strategic objectives. The design and operation of the organization is one of the important supports for the specialized and new "little giant" enterprises, and it is also the basic link in the process of its cultivation. However, specialized and special new "little giant" enterprises are also prone to make some mistakes and misunderstandings in terms of organization, mainly in the following two aspects:

(I) lack of a regulated and transparent governance structure

A distinctive feature of the specialized and new "little giant" enterprises is a high degree of innovation and flexibility, and the ability to quickly adapt to market changes and customer needs. This kind of innovation ability and flexibility is conducive to the enterprise to maintain agility and vitality, but it may also lead to the lack of standardized and transparent governance structure, thus affecting the efficiency and effectiveness of the enterprise. For example, the decision-making process of some specialized new "little giant" enterprises may be too arbitrary or arbitrary, lack of adequate communication and participation, resulting in reduced decision-making quality and implementation efficiency; or, the information disclosure of some specialized new "little giant" enterprises may be too vague or confidential, lack of full transparency and credibility, resulting in damage to the credibility and reputation of the enterprise.

Therefore, specialized and special new "little giant" enterprises should avoid the lack of standardized and transparent governance structure when designing and operating organizations, but should establish and improve reasonable and effective governance structure according to their own characteristics and needs. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve the governance structure:

Formulate and implement a clear decision-making process: that is, when making and implementing decisions, enterprises should clarify the objectives and basis of decision-making, as well as the participants and responsible persons of decision-making, so as to avoid arbitrary or arbitrary decision-making. At the same time, enterprises should fully communicate and negotiate the contents and results of decision-making, avoid misunderstanding or conflict of decision-making, so as to improve the quality of decision-making and the efficiency of implementation.

Establish and maintain an effective information disclosure mechanism: that is, when disclosing information, enterprises should follow the principle of truthfulness and completeness, avoid false or omission of information, and at the same time, enterprises should follow the principle of timeliness and openness, avoid the lag or confidentiality of information, so as to improve the transparency and credibility of information.

(II) neglect the efficiency of internal communication and coordination

Another distinctive feature of the specialized and new "little giant" enterprise is its efficient operating model and low-cost structure, which can achieve high profits and high returns. This efficient operating model and low-cost structure is conducive to maintaining competitiveness and profitability, but it may also cause companies to ignore the efficiency of internal communication and coordination, thereby affecting corporate collaboration and innovation. For example, the internal communication of some specialized new "little giant" enterprises may be too simple or rough, and lack sufficient information and feedback, resulting in a decrease in the understanding and recognition of internal members; or, the internal coordination of some specialized new "little giant" enterprises may be too fixed or rigid, lacking sufficient change and innovation, resulting in a decrease in the passion and motivation of internal members.

Therefore, specialized and special new "little giant" enterprises in the design and operation of the organization, should avoid ignoring the efficiency of internal communication and coordination, but should be based on their own characteristics and needs, establish and improve effective and flexible communication and coordination mechanisms. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve communication and coordination mechanisms:

Establish and use a variety of communication channels and tools: that is, when communicating, enterprises should select and use suitable communication channels and tools according to the purpose and content of communication, so as to avoid single or insufficient communication. At the same time, enterprises should adjust and optimize communication channels and tools according to the effect and feedback of communication, so as to avoid redundancy or ineffectiveness of communication, so as to improve the efficiency and effect of communication.

Formulate and implement flexible coordination mechanisms and systems: that is, when coordinating, enterprises should formulate and implement suitable coordination mechanisms and systems according to the objectives and environment of coordination, and avoid the fixation or rigidity of coordination. At the same time, enterprises should adjust and improve coordination mechanisms and systems according to the changes and needs of coordination, so as to avoid the lag or failure of coordination, so as to improve the flexibility and innovation of coordination.

Mistakes and Misunderstandings in 4. Talent

Talent refers to the human resources owned by an enterprise to achieve its strategic objectives. The attraction and retention of talents is one of the core resources of specialized and new "little giant" enterprises, and it is also a key factor in the process of cultivation. However, specialized and special new "little giant" enterprises are also prone to make some mistakes and misunderstandings in terms of talents, mainly in the following two aspects:

(I) struggle to attract and retain good talent

A distinctive feature of specialized and new "little giant" enterprises is that they have a global vision and network, and can expand international markets and partners. This global vision and network is conducive to enterprises to obtain more opportunities and resources, but it may also make it difficult for enterprises to attract and retain outstanding talents, thus affecting the development and growth of enterprises. For example, some specialized new "little giant" enterprises may be due to their own size or lack of visibility, it is difficult to attract talented or experienced talent, or due to their own conditions or lack of treatment, it is difficult to retain existing talent, resulting in the loss or lack of talent.

Therefore, the specialized and special new "little giant" enterprises should avoid the difficulty of attracting and retaining outstanding talents when attracting and retaining talents, and should establish and improve reasonable and effective talent strategies according to their own characteristics and needs. Specifically, specialized new "little giant" enterprises can take the following ways to establish and improve talent strategy:

Establish and promote a unique corporate culture and values: that is, when attracting and retaining talents, companies should highlight their corporate culture and values, show their corporate vision and mission, and stimulate the recognition and sense of belonging of talents. At the same time, companies should respect And cultivate the personality and diversity of talents, encourage the creation and innovation of talents, thereby improving the satisfaction and loyalty of talents.

Provide and improve reasonable conditions and treatment: that is, when attracting and retaining talents, enterprises should provide and improve conditions and treatment in line with the market and industry, including salary, welfare, equity, reward, etc., to meet the material and spiritual needs of talents. at the same time, enterprises should provide and improve conditions and treatment related to the development and growth of talents, including training, promotion, job transfer, going abroad, etc, meet the professional and personal needs of talent.

(II) Ignoring the Training of Talents and the Mechanism of Incentive

Another remarkable feature of the specialized and special new "little giant" enterprises is that they have a high level of technology and competitiveness, and can provide advanced products and services. This high level of technology and competitiveness is conducive to enterprises to maintain the leading edge and market position, but may also lead to enterprises to ignore the training of talents and incentive mechanism, thus affecting the innovation and development of enterprises. For example, some specialized and special new "little giant" enterprises may be due to changes in their own technology or market, it is difficult to provide sufficient training and learning opportunities for talents, or due to changes in their own goals or strategies, it is difficult to provide talents with sufficient Incentive and reward mechanisms have led to a decline in the ability or motivation of talents.

Therefore, specialized and special new "little giant" enterprises should avoid neglecting the mechanism of talent training and incentive when training and encouraging talents, but should establish and improve effective and continuous training and incentive mechanism according to their own characteristics and needs. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve the training and incentive mechanism:

Set up and implement systematic training and learning plan: when training talents, enterprises should set up and implement training and learning plans for different stages and needs of talents, including induction training, job training, skills training, management training, etc., to improve the knowledge and skills of talents. At the same time, enterprises should encourage and support talents to participate in external training and learning activities, including seminars, forums, courses, etc, expand the vision and network of talents.

Set and implement a reasonable assessment and reward system: when encouraging talents, enterprises should set and implement assessment and reward systems for different roles and contributions of talents, including performance assessment, target assessment, quality assessment, etc., to evaluate the work and achievements of talents. At the same time, enterprises should give corresponding rewards and feedback to talents, including praise, bonus, promotion, etc, stimulate the enthusiasm and initiative of talents.

5. errors and misconceptions about innovation

Innovation refers to the development and application of new or improved products, services, processes, models, etc. carried out by an enterprise to achieve its strategic objectives. The sustainability and effectiveness of innovation is one of the core competencies of specialized and new "little giant" enterprises, and it is also an important factor in the process of its cultivation. However, specialized and special new "little giant" enterprises are also prone to make some mistakes and misunderstandings in innovation, mainly in the following two aspects:

(I) lack of continuous innovation input and output

A distinctive feature of specialized and new "little giant" enterprises is that they have a leading edge in a certain segment, but their scale is relatively small. This leading advantage and relatively small scale are conducive to the rapid response and satisfaction of the market and customer needs, but it may also lead to the lack of continuous innovation input and output, thus affecting the competitiveness and development of enterprises. For example, some specialized and new "little giant" enterprises may be difficult to make sufficient innovation investment, including R & D, experiment, promotion, etc. due to the limitation of their own resources or ability, or due to their own satisfaction or inertia, it is difficult to make sufficient innovation output, including products, services, processes, models, etc., which leads to the stagnation or decline of innovation.

Therefore, when specialized and special new "little giant" enterprises innovate, they should avoid the lack of continuous innovation input and output, and should establish and improve a continuous and effective innovation mechanism according to their own characteristics and needs. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve the innovation mechanism:

Increase and optimize the input of innovation: that is, when carrying out innovation, enterprises should increase and optimize their own innovation investment, including capital, manpower, equipment, technology, etc., to improve the conditions and ability of innovation. At the same time, enterprises should reasonably allocate and adjust their own innovation investment according to their own goals and plans, so as to improve the efficiency and effect of innovation.

Increase and optimize the output of innovation: that is, when carrying out innovation, enterprises should increase and optimize their own innovation output, including products, services, processes, models, etc., to improve the quality and value of innovation. At the same time, enterprises should reasonably promote and apply their own innovation output according to their own markets and customers, so as to improve the impact and benefits of innovation.

(II) neglect the evaluation of the quality and effectiveness of innovation

Another distinctive feature of specialized and new "little giant" enterprises is that they have a high degree of innovation and flexibility, and can quickly adapt to market changes and customer needs. This innovation ability and flexibility is conducive to enterprises to maintain agility and vitality, but it may also lead enterprises to ignore the quality and effectiveness of innovation evaluation, thus affecting the learning and improvement of enterprises. For example, some specialized and new "little giant" enterprises may be difficult to make an objective and comprehensive evaluation of their own innovation, including the goal, process, result and influence of innovation, due to their own eagerness for quick success or blind self-confidence, or difficult to make timely and effective adjustment and improvement according to the evaluation of innovation, including the direction, method, content and form of innovation, this leads to waste or failure of innovation.

Therefore, specialized and special new "little giant" enterprises should avoid ignoring the evaluation of the quality and effect of innovation when carrying out innovation, but should establish and improve an objective and comprehensive innovation evaluation mechanism according to their own characteristics and needs. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve the innovation evaluation mechanism:

Establish and use multi-dimensional innovation evaluation indicators and methods: when conducting innovation evaluation, enterprises should establish and use multi-dimensional innovation evaluation indicators and methods, including the input, output, effect and influence of innovation, reflecting the comprehensive and in-depth situation of innovation. At the same time, enterprises should select and use suitable innovation evaluation indicators and methods according to different stages and contents of innovation, reflect the specific and detailed situation of innovation.

Establish and implement timely innovation evaluation feedback and improvement mechanism: that is, when conducting innovation evaluation, enterprises should establish and implement timely innovation evaluation feedback and improvement mechanism, including timely collection and analysis of innovation evaluation data and information, timely affirmation and criticism of innovation, timely adjustment and improvement of innovation direction and method, so as to improve the ability of innovation learning and improvement.

Mistakes and Misunderstandings in 6. Cooperation

Cooperation refers to the interaction and collaboration between an enterprise and other enterprises or organizations in order to achieve its strategic objectives. The extensive and effective cooperation is one of the important resources for specialized and new "little giant" enterprises, and it is also an important factor in the process of its cultivation. However, specialized and special new "little giant" enterprises are also prone to make some mistakes and misunderstandings in cooperation, mainly in the following two aspects:

(I) difficult to establish and maintain good relations of cooperation

A distinctive feature of specialized and new "little giant" enterprises is that they have a leading edge in a certain segment, but their scale is relatively small. This leading edge and relatively small scale is conducive to enterprises to focus on their core markets or technologies, but it may also make it difficult for enterprises to establish and maintain good cooperative relations with other enterprises or organizations, thus affecting the enterprise's access to resources and opportunities. For example, some specialized and new "little giant" enterprises may be difficult to establish and maintain good communication and trust with other competitive or cooperative enterprises or organizations due to their own self-confidence or pride, or due to their own conservatism or independence, it is difficult to establish and maintain good division of labor and coordination with other complementary or collaborative enterprises or organizations, resulting in obstacles or conflicts of cooperation.

Therefore, when specialized and special new "little giant" enterprises cooperate, they should avoid the difficulty of establishing and maintaining good cooperative relations, but should establish and improve the concept of open and cooperative cooperation according to their own characteristics and needs. Specifically, specialized and special new "little giant" enterprises can take the following ways to establish and improve the concept of cooperation:

Establish and display their own core competitiveness and value: that is, when cooperating, enterprises should establish and display their core competitiveness and value in a certain subdivision field, including their own products, services, technologies, brands, etc., to win the respect and recognition of other enterprises or organizations. At the same time, enterprises should understand and respect the core competitiveness and value of other enterprises or organizations, including their products, services, technologies, brands, etc., to establish and maintain good communication and trust.

Establish and seek their own complementary and collaborative advantages: that is, when cooperating, enterprises should establish and seek their own complementary and collaborative advantages with other enterprises or organizations, including their own markets, customers, resources, channels, etc., to increase their own The attractiveness and value of cooperation, at the same time, enterprises should understand and use the complementary and collaborative advantages of other enterprises or organizations, including their market, customers, resources, channels, etc., to increase their cooperation effect and income.

(II) neglect the distribution of risks and benefits of cooperation

Another distinctive feature of the specialized and new "little giant" enterprises is that they are characterized by high profits and high returns, and can achieve efficient profitability and growth. This characteristic of high profits and high returns is conducive to the competitiveness and development of enterprises, but it may also lead enterprises to ignore the distribution of risks and benefits of cooperation, thus affecting the cooperation relationship and sustainability of enterprises. For example, some specialized and new "little giant" enterprises may be difficult to fairly and reasonably distribute the risks and benefits of cooperation with other enterprises or organizations due to their own greed or short-sightedness, including costs, revenues, profits, rights and interests, or difficult to maintain the distribution of risks and benefits of stable and lasting cooperation with other enterprises or organizations due to their own changes or uncertainties, including agreements, terms, conditions, etc, this leads to the breakdown or termination of cooperation.

Therefore, when specialized and special new "little giant" enterprises cooperate, they should avoid ignoring the distribution of risks and benefits of cooperation, but should establish and improve a fair and reasonable distribution mechanism of risks and benefits according to their own characteristics and needs. Specifically, specialized and new "little giant" enterprises can take the following ways to establish and improve the risk and return distribution mechanism:

Establish and abide by clear cooperation agreements and terms: that is, when cooperating, enterprises should establish and abide by clear cooperation agreements and terms, including the purpose, content, method, time limit, responsibilities, obligations, etc. of cooperation, and clarify the principles and methods of distribution of risks and benefits of cooperation. At the same time, enterprises should communicate and negotiate cooperation agreements and terms in a timely manner according to the actual situation of cooperation, avoid cooperation conflicts and disputes.

Establish and implement effective cooperation monitoring and evaluation mechanism: when cooperating, enterprises should establish and implement effective cooperation monitoring and evaluation mechanism, including the progress, quality, effect and influence of cooperation, supervise and evaluate the realization and distribution of risks and benefits of cooperation. At the same time, enterprises should give rewards and punishments for cooperation according to the results of cooperation monitoring and evaluation, or adjust and improve the mechanism of distribution of risks and benefits of cooperation, so as to improve the fairness and rationality of cooperation.

7. Conclusion

Specialized and special new "little giant" enterprises refer to those innovative enterprises that have a leading edge in a certain segment but are relatively small in scale. Such enterprises play an important role in the global economy and create great value for society. However, specialized and special new "little giant" enterprises are also facing many challenges and difficulties in the process of cultivation, and some common mistakes and misunderstandings need to be avoided in order to achieve sustainable development and growth. From the aspects of strategy, organization, talent, innovation and cooperation, this paper analyzes the common mistakes and misunderstandings in the process of cultivating the new "little giant" enterprises, and puts forward the corresponding suggestions and countermeasures, in order to provide some reference and enlightenment for the relevant policy makers, investors, managers and researchers.