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从竞争角度解析“格兰仕与沃尔玛的差距”是书中系列篇里最痛快淋漓尽致的。为什么呢?因为是拿中国的优秀企业同世界一流企业进行比较,谈中国企业的差距时,作者讲的含蓄委婉,生怕被比较的中国企业难于接受甚至误会。但格兰仕的老总不买账,公开在媒体上叫板,这一叫板,反而打消了作者的顾忌,谈起来直言不讳。文章首先肯定了格兰仕的3点成功:第一,格兰仕有明确的战略目标:以规模和成本优势整合家电行业;第二,它有明确的实现手段:以价格战作为基本利器,将对手淘汰出局;第三,它有明确的企业定位:全球名牌家电生产制造中心。但又毫不客气的指出问题:以大规模和低成本为支撑的价格比较
Analysing the gap between Galanz and Wal-Mart from the perspective of competition is the most painful and incisive series in the book. Why? Because it is to compare China’s outstanding enterprises with world-class companies and talk about the gaps between Chinese companies, the authors are talking about implicit euphemisms, for fear that Chinese companies being compared are difficult to accept or even misunderstand. However, Galanz’s bosses did not buy it, openly clamored in the media, and this clamoured for the board, instead of dispelling the author’s scruples, he spoke bluntly. The article first affirmed Galanz’s three-point success: First, Galanz has a clear strategic goal: to integrate the household appliance industry with scale and cost advantages; second, it has a clear means of realization: the use of price warfare as a basic weapon to eliminate opponents. Third, it has a clear corporate positioning: the world’s leading home appliances manufacturing center. But it is not polite to point out the problem: comparison of prices supported by large-scale and low-cost