SMEs conduct a comprehensive diagnosis from
the internal level, assess the existing level of
digitization, identify the strengths and shortcomings
of the enterprise, set milestones based on the actual
situation of the enterprise, and specify the resource
allocation and implementation steps for each stage,
while introducing digital tools and management
platforms to improve the level of management and
push the enterprise towards a data-driven intelligent
operation mode. At the external level, SMEs should
actively seek the support of external technology
providers, scientific research institutions and industry
alliances through technology introduction, resource
sharing and joint research and development. Enhance
their own technology development level, shorten the
transformation cycle, and gradually establish
enterprise ecosystems through cooperation with
friends to promote resource integration and enterprise
win-win.
5 CONCLUSIONS
The results of the study show that the digital economy
provides unprecedented opportunities for the survival
and development of SMEs, especially in improving
productivity, optimizing resource allocation and
enhancing enterprise resilience, but at the same time,
the lack of resources in terms of technology and
capital restricts the equal competition with large
enterprises in the process of digital transformation.
This paper identifies and analyzes the risks that may
be encountered in the digital transformation of SMEs,
and puts forward targeted recommendations to
provide transformation ideas for manufacturing
SMEs from three dimensions: bridging the
technology gap, optimizing the talent cultivation
mechanism, and clarifying the strategic plan to help
narrow the gap between SMEs and large-scale
enterprises, which to a certain extent solves the
problem of SMEs' fair participation in the market
competition. However, as this paper mainly
researches through literature combing and case study
analysis, lacking field investigation and empirical
analysis, there are certain limitations in the
universality of research conclusions; in addition, this
paper focuses on exploring Chinese manufacturing
SMEs, and has not yet analyzed in-depth the
differences between SMEs in different countries and
regions in terms of digital transformation.
Based on this, future research can start from the
data and construct relevant empirical analysis models,
so as to more comprehensively identify and analyze
potential risks and countermeasures, and guide more
manufacturing SMEs on the path of digital
transformation. In addition, drawing on successful
cases of digital transformation around the world, the
formation of a cross-country comparative research
framework for the digital transformation path of
China's manufacturing enterprises has an excellent
guiding role, and better help enterprises to develop
transformation strategies in accordance with local
conditions and time. Digital transformation is a
strategic move toward sustainable development as
well as a crucial tool for businesses to increase their
competitiveness. It affects not just the growth and
survival of certain businesses but also significantly
influences societal stability and economic expansion.
Future research should focus on how to ensure that
businesses in the digital economy are fairly able to
benefit from technological advancements.
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