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如何把科技变成钱?如何实现高科技产业化?柳传志的体会是——我们经常看到一些朋友对联想的批评和建议。认为联想只重视管理不重视技术。我们非常重视大家的批评,然而我们先砸实管理的基础,再加大科技投入的战略决策确实是我们多次经验教训的总结。在联想面向海外市场的主机板业务中,有过两次大的亏损,失败的原因都不是因为产品的技术水平而是元器件的库存积压。1992年,当时联想的研发中心每年有几十项科研成果,但几乎都形不成效益,形不成产品。原因大都不是因为成果的技术水平不高,有的成果还很符合市场的需求,比如一种叫多口卡的产品。但由于不懂市场推广、不懂销售、不懂物流管理,也造成了积压,形成几百万元的损失。一次次的
How to Turn Technology into Money? How to Realize High-tech Industrialization? Liu Chuanzhi's Experience - We often see some friends' criticisms and suggestions on Lenovo. Think Lenovo only attaches importance to management does not attach importance to technology. We attach great importance to everyone's criticism. However, we first lay a solid foundation for management and make greater strategic decisions on investment in science and technology. This is indeed a summary of our many lessons. In the Lenovo motherboard market for overseas markets, there have been two major losses, the failure is not because of the technical level of the product but the inventory of components. In 1992, Lenovo's R & D center at that time didzens of scientific research achievements each year, but almost no profit, not a product. Mostly not because of the technical level of the results is not high, and some results are still in line with market demand, such as a multi-port card called products. But because they do not understand marketing, do not understand sales, do not understand the logistics management, but also caused a backlog, the formation of millions of losses. Time and time again