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一、树立以用户为中心的新经营观,确保企业各种资源不断适应市场需求的变化 1994年初,南京有近10万待装户企盼装上电话,许多用户想方设法求购大哥大;市区市话有机无线,有线无机,无线无机的区域不同程度存在;BP机发展有二十几家“对手”;局里扩大再生产所必须的人力、物力、财力都存在一定困难。 如何解决这些难题呢?首先,我们把省局下达的市话放装12.5万号线的任务增加到16万。其次,认真抓了人才、资金、通信能力、信息等企业内部资源的优化和管理。选拔、抽调干部和生产骨干充实一线;负债经营,投放8.7亿元建设资金,其
First, establish a new user-centric view of business to ensure that enterprises continue to adapt to various sources of market demand changes In early 1994, Nanjing, nearly 10 million customers waiting to be installed on the phone, many users find ways to buy big brother; Wireless, wired inorganic, wireless inorganic areas exist to varying degrees; BP machine development has more than two dozen “opponents”; Bureau to expand reproduction necessary human, material and financial resources have some difficulties. How can we solve these problems? First of all, we have increased the task of placing 125,000 lines of local calls in the provincial bureau to 160,000. Second, we must earnestly grasp the optimization and management of internal resources such as talent, capital, communication ability and information. Selection, deployment of cadres and production backbone full line; debt management, put 870 million yuan of construction funds, its