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2004年底,宁高宁自华润集团空降中粮,也是从那时起,中粮开始了一段长时间的战略反思、转型之路。宁高宁给中粮开出的药方是:从国有大型企业变成一间真正意义上的国际一流公司,中粮必须实现惊险的一跃——重塑以外贸为主导的商业模式,中粮必须贴近消费者——构建以客户、市场为导向的管控体系。在宁高宁到来的大半年时间,中粮内部得出反思结论:集团有限相关多元化,业务单元专业化。2006年、2007年,中粮按照“业务单元专业化”的要求,先后对旗下的数十个业务单元进行缩编调整,确定为9大板块。
Since the end of 2004, Ninggongning Airborne COFCO from China Resources Group, but also since then, COFCO started a long period of strategic reflection, the transformation of the road. Ning Gaoning prescription to the COFCO is: from state-owned large enterprises into a truly world-class company, COFCO must achieve a breathtaking leap - to reshape the trade-led business model, COF must pay close to spending - to build customer, market-oriented management and control system. For the most part of the year when Ninggong Ning arrived, COFCO concluded the following conclusions: the limited diversification of groups and the specialization of business units. In 2006 and 2007, according to the requirements of “business unit specialization ”, COFCO successively reduced and adjusted its dozens of business units and determined them as 9 major sections.