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在企业多元化的进程中,失败或者不尽如人意的案例似乎比比皆是:不少家电企业先后进入IT行业,但至今未有一家可以与专业IT企业匹敌;海尔在非相关多元化的领域的运作,破坏了海尔好不容易才建立起来的“要做就做最好,要做就做第一”的公众品牌信念;澳柯玛曾在一年多的时间内快速进入近10个家电行业,多头快进的结果使澳柯玛拥有的剩余经营资源被过度分散在各项目中,每个类别的起点都不高,也没有实质性占领市场。实际上,中国的多元化热潮更多的是企业的一厢情愿,而没有切实地考虑其中的关键因素,并深入思考与贯彻。那么,准备多元化发展的企业需要考虑哪些因素呢?结合调查和咨询实践,笔者认为,掌握“二八法则”有助于企业突破多元化经营瓶颈,至少能够少走弯路。
In the process of diversification of enterprises, the failure or unsatisfactory cases seem abound: Many home appliance enterprises have entered the IT industry, but so far no one can compete with professional IT companies; Haier in the field of non-related diversification Of the operation, undermining the Haier finally built up “do it best, to do first” public brand faith; Aucma has more than a year's time quickly entered the nearly 10 appliance industry As a result of the bulls-in-progress, the remaining operating resources owned by Aucma were overly fragmented across projects, each starting with a low starting point and without materially capturing the market. In fact, China's diversification boom is more of a wishful thinking of enterprises, without actually considering the key factors therein and thinking and implementing it in depth. So, the preparation of diversified development companies need to consider what factors? Combining the investigation and consulting practice, the author believes that the master “28 law ” can help businesses to break through the bottleneck of diversification, at least less detours.