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1989年初,重庆国际公司步入成立几年来的低谷。公司在海外受挫,经营亏损,银行频频催债,职工情绪低落。在山穷水尽的形势下,我们采取了一些果断措施,作了一些转变经营机制的探索。经过几年努力,公司从低谷中逐渐崛起。我认为:任何一种机制的建立,任何一个模式的形成,都离不开市场的需要与本地优势的结合。世界多层次消费市场并存、我国东南西北经济各具特色的现实,使我感到过去对国际公司整齐划一的管理,制约了它的发展。国际公司要在国际市场真正站住脚并获长足发展,应在以下几方面有所突破: 一.必须突破国际公司功能单一的局限长期以来,对国际公司人为界定其功能,已经渐渐使国际公司在多元化经贸格局的竞争中失去优
At the beginning of 1989, Chongqing International Company entered the low point of its establishment several years ago. The company suffered setbacks overseas and suffered operating losses. Banks frequently paid for debts and employees were depressed. In the situation of depletion, we have taken some decisive measures and made some explorations into changing operating mechanisms. After several years of hard work, the company has gradually emerged from the trough. I think that the establishment of any kind of mechanism and the formation of any model cannot be separated from the combination of market needs and local advantages. The coexistence of multi-level consumer markets in the world and the unique features of our country’s southeast and northwest economies have made me feel that the uniform management of international companies in the past has restricted their development. International companies need to make breakthroughs in the following areas in order to truly stand firm in the international market and achieve rapid development: 1. To break through the limitations of a single function of an international company. For a long time, international companies have artificially defined their functions and have gradually made international companies more diverse. Loss of Excellence in Competition in the Economic and Trade Structure