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当企业内的某种产品已无法为企业带来利润时,就有必要考虑是否放弃,决不能优柔寡断,担心放弃这种产品时的损失,因为最早的损失总是最小的。如何使企业经营者能在适当的时间里果断地放弃产品呢?这就需要在企业内部建立一套完善的撤退策略。一般产品的淘汰可分为:(1)不适合时代特征的自然淘汰;(2)由于设计生产的不周造成的缺陷品;(3)天灾人祸等突发性淘汰;(4)企业有计划的产品淘汰。由于原因不同,因此判定淘汰基准也有差别。首先,应对某一产品未来发展趋势进行预测,如果预测到该产品前景“非常恶劣”,就必须将它列入淘汰的对象之中;其二,通过对某一产品过去和现在的销售情况的分析,确定销售额的增加或减少是否因为
When a product within a company is no longer able to bring profits to the company, it is necessary to consider whether to give up, never indecisive, and worry about the loss of giving up this product, because the earliest loss is always the smallest. How to enable enterprise managers to relinquish their products in an appropriate period of time? This requires the establishment of a comprehensive retreat strategy within the company. The elimination of general products can be divided into: (1) natural elimination that is not suitable for the characteristics of the era; (2) defective products due to poor design and production; (3) sudden elimination of natural disasters and man-made accidents; (4) enterprises have plans The product is eliminated. Due to different reasons, there are also differences in determining the phase-out criteria. First of all, we should predict the future development trend of a certain product. If we forecast that the product’s outlook is “very bad”, we must include it in the object of elimination; second, pass the past and present sales of a certain product. Analyze to determine if sales increase or decrease because