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3月16日,中联重科宣布挂牌出售旗下的长沙中联环卫机械有限公司80%的股份。此事遭到一些媒体的质疑,为什么要卖掉优质资产?实际上,根据公司发展战略,适时整合业务单元是企业决策者的大智慧。卖掉表面十分风光的某些分支业务,换取资金的自由和业务的协同,实现公司大发展的成功案例不胜枚举,其中,沃尔沃集团的例子十分典型。1998年上任伊始的沃尔沃CEO雷夫·约翰森就决定卖掉沃尔沃轿车这块业务。不是volvo轿车业务不好,直到现在它仍然被认为是极有商业价值的业务,但它不适合沃尔沃集团。现实是,当年沃尔沃轿车业务在世界上排行第23,而沃尔沃卡车
March 16, Zoomlion announced the sale of its subsidiary, Changsha Zoomlion sanitation Machinery Co., Ltd. 80% of the shares. The matter was questioned by some media, why sell high-quality assets? In fact, according to the company’s development strategy, timely integration of business unit is the great wisdom of business decision-makers. Selling some of the surface of the very scenery of some branches of business, in exchange for the freedom of funds and business synergies, the success of the company’s large number of successful cases, including the Volvo Group example is very typical. Volvo CEO Lev Johansen, who took office in 1998, decided to sell the Volvo Car business. It is not that the volvo sedan has a bad business and until now it is still considered a commercially viable business but it is not suitable for the Volvo Group. The reality is that when Volvo Cars ranked 23rd in the world, while Volvo Trucks