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最近我们走访了许多国有企业,在与管理者的交流中逐渐意识到,二次创业、市场化在可预期的未来一段时间内,或许仍将是国企转型的基调。由“产品导向”向“客户导向”的转变,以及如何寻找两者之间的平衡,已有大量企业给出了可资借鉴的经验。陕鼓动力即为一则典型案例。这家三线企业自2001年前后开始了战略转型,从一家以生产风机为主的制造企业,拓展经营局面,转向服务经济,进行“两个转变”:从出售单一产品向出售解决方案和系统服务转变,
Recently, we visited many state-owned enterprises and came to realize with their exchanges with managers that the second pioneering and marketization may still be the keynote of the transformation of state-owned enterprises in the foreseeable future. From the “product-oriented” to “customer-oriented” change, and how to find the balance between the two, a large number of enterprises have given their experience to learn from. Shaanxi drum power is a typical case. The third-tier enterprise started its strategic transformation around 2001, from manufacturing a fan-based manufacturing business to expanding its business environment to serving the economy by conducting “two shifts”: from selling a single product to selling a solution and System services change,