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本期案例板块围绕战略上是“做加法,还是做减法”,组织了3篇文章。我们看到,用友败务公司该做减法时,王文京等用友集团领导果断出手,削减业务,使用友政务扭亏为盈。而智能集团却因为迟迟不痛下决心,壮士断腕,砍掉亏损业务,聚焦主业,导致公司式微。有趣的是,宅急送公司通过做减法和专业化,使公司做大之后,进入新一轮扩展期。它的扩张能简单重复常规的扩张道路和模式吗?我们的建议是,宅急送要创新,就要放眼世界,将美国西联作为自己的学习标杆,而不仅仅是把目光盯在联邦快递身上。
The current case plate strategically is “to do addition, or subtraction,” organized three articles. We see that UF lost the company to do the subtraction, Wang Wenjing and other UF leadership decisive shots, cut the business, the use of Friends of the government turnaround. The smart group but because of the pain did not delay determination, strong men broken wrist, cut losses business, focusing on the main industry, leading to the company-type micro. Interestingly, home delivery companies through subtraction and specialization, the company bigger, into a new round of expansion. Can its expansion simply repeat conventional expansion paths and modes? Our advice is that home delivery should be innovative and take the world as its benchmark, not just focus on FedEx.