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一年又过去,不少建筑企业总结去年部署新年,大抵都有关乎企业战略转型的路子与举措。笔者看到一位以路桥施工为主业的建筑企业家的工作报告,大谈如何进军文化产业,多元化经营,甚为惶然。在济济企业之林,这是一家并不甚知名的企业,且不论有无品牌支撑,单是渗入文化产业所必须的人力资源就稀缺,何以跨行立足?这是一种非关联多元化的经营模式,在当下施工市场份额相对不足,而文化产业正得国家力扶之机,对个别企业,笔者无意全盘否定其选择。但在感性多于理性,尤其是习惯了听凭一
One year later, many construction companies concluded the deployment of the New Year last year, probably all related to the strategic transformation of enterprises and initiatives. The author sees a report on the work of a construction entrepreneur based mainly in the construction of roads and bridges, talking about how to tap into the cultural industries and diversify their businesses. In the forest of enterprises, this is a not-so-famous enterprise, and with or without brand support, the human resources necessary for infiltration into the cultural industry are scarce. Why is it based on interdependence? This is a non-related and diversified operation Mode, the current construction market share is relatively inadequate, and the cultural industry is gaining the help of the state machine, individual enterprises, I do not intend to completely deny its choice. But more than sensibility in the rational, especially accustomed to hearing one