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 Wysłany: Sob 11:24, 09 Kwi 2011 Temat postu: Thomas Sabo online shop vkv rtj znyk eyb |
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Regression and survival of the core professional
The starting point is the core of things, but also things that will ultimately vest. From the beginning to the end, there may be multiple paths, in addition to linear regression, there are not from the origin, which is, to the enterprise, is the core of life, professional life. Ten fingers, as powerful as a fist,[link widoczny dla zalogowanych], as professional management diversification. (This article is from the vPro Deng Zheng red column) foreign experts, studies have shown that they are continuing to create value for and, in at least 10 years of 5.5% per year growth in enterprise analysis found that about 80% of those who have sustained value creation with a single The strong market leadership in the core business, these core business is the business the main source of profitable growth. Those highly diversified business enterprises, who continues to value creation, only accounted for 5%. Expert analysis, China's enterprises do not have the ability to diversify the road, because both the management of innovation, or the accumulation of culture is still in its infancy. With increasing competition, concentration of resources in increasingly high demand, the extent of the business requirements of specialized operations will be higher. return to determine the core business
professional survival, but the premise of the implementation of professional life, to be clear that the enterprise's core business. The company's core business is the business achieve sustained profitable growth basis. Business enterprise's core business by its unique determined. So, how to determine the core business? In order to understand the company's core business, managers need to constantly ask the following five kinds of assets:
● You are most likely to profit, loyal customers.
● your unique and most strategic capability.
● your most important products.
● your most important sales channels.
● To contribute to the assets of other important strategic assets (such as patents, trademarks, controlling position in the network.)
If business managers can make more than 5 kinds of assets, a clear answer, then the company's core business is basically to confirmation.
around the core implementation of the professional life, there are two cases: the first case, the enterprise from the beginning to adhere to the professional road. (This article is from the vPro Deng Zheng red column) of domestic enterprises to Huawei. In 1987, Huawei established Ren,[link widoczny dla zalogowanych], cut communications, early in the development of a gloomy prospects for the company, and even Ren admitted that choice out of the communications industry is naive, however valuable is selected direction, Ren showing an obligation to return Gu's spirit, put in a lackluster period Huawei located in Later, there are many new opportunities have placed in front of him, the face of these temptations, Ren always Huawei only communications equipment, and in 1997 will be the included in the invest several billion for technology research and development, technology and international communications system to track, especially in 3G R & D began in 1999, has invested 4 billion yuan. The end of 2003, Huawei's 3G has finally entered commercial operation, and reached a world-class goals for Huawei in the future compete with international companies to provide an excellent platform.
the second case, diversification of enterprises after the operation (this from the vPro Deng Zheng red column), results are poor, came back to core business.
PC giant Lenovo 2001,[link widoczny dla zalogowanych], the implementation of diversified development strategy since, a lot of controversy on this. The end of 2004, Lenovo decided to acquire the global PC business of IBM, which shows that Lenovo is back from the diversification return to specialization. In this regard, Liu has admitted: return to specialization, re-done PC area to pursue the boss, is a summary of the previous stage and corrected diversity. Indeed, in the implementation of the diversification strategy of the three years, the association's development is not satisfactory, and expected the gap considerably. 2002 fiscal year, Lenovo just completed sales of 19.27 billion Hong Kong dollars, than the scheduled target of 260 billion yuan more than 20% difference. Further serious situation in fiscal 2003, only completed sales of 20.23 billion Hong Kong dollars, just over the previous fiscal year increased by 5%. In three years time, Lenovo completed only 50% of total sales growth, profit growth of 26%.
Lenovo business prospects not only the new extension of the core business also faces competition from Dell and other challenges. According to statistics released by Gartner Dataquest, in 2003, Lenovo's PC shipments increased by 15.1%, 21.3% market share, while Dell's shipments increased 63% in the domestic computer sales jumped standings Second, and growth has not diminished. The face of the actual situation, Lenovo reflection. Liu said: not to re-locate the direction of future development of enterprises. Whether the sale of all IT services and IT consulting business, cut 10% of the employees, or the recent acquisition of IBM global PC business, Lenovo is the release of such a signal: Lenovo is back from a diversified return to specialization. Lenovo's Yang will call this transformation
Vanke development in the past 20 years, the most valuable experience, that is, the Chinese economy from extensive to intensive course of history, consciously done to the professional from diversified strategic adjustments. They believe that this is not only a business, the adjustment process, it is also Vanke professional, on how the current environment in China, establishing a modern enterprise system, the pursuit of the process, the process to give them an important lesson: only follow and comply with economic laws, is amenable way the company's growth. In the next ten years,[link widoczny dla zalogowanych], sustained growth rather than extensive growth or even destructive growth, Chinese economy will continue to be the most important historical mission of the next decade. China's economic development in accordance with the main line, continue to take the professional road, continue to focus on domestic business, will remain the only choice the next decade, Vanke. In the past 20 years of development, Vanke completed the diversification to the business professional to adjust, this is the first professional Vanke. In the next decade, Vanke will be positioning itself in the fine - the so-called fine, that is, do they focus on the residential areas of a more professional, better and more remarkable, this is the second professional Vanke. The development of
Pepsi has gone from expansion to contraction, from the diverse to the professional path. 60s from the 20th century until the mid-90s, PepsiCo adhering to diverse development strategies, not only have soft drinks, fast food, restaurants, three main business, also has a long-distance moving company. But as time continued, long front led PepsiCo business unsustainable. In 1996, the new CEO of PepsiCo recognizes the global diversification of the disadvantages of the product structure in order to better play to strengths, to make major strategic adjustments. In 1997, the KFC, Pizza Hut, Tacobell separate catering business, to become an independent listed company Yum global company focus on developing soft drinks,[link widoczny dla zalogowanych], 1999, Pepsi's bottling company is going to spin-off group, concentrate on brand building and brand marketing. With the professional advantages
show, Pepsi in the beverage industry began a new round of mergers and acquisitions operations. August 2001, to 13.4 billion PepsiCo to buy Quaker Oats of the world famous (QuakerOats), which is PepsiCo's largest-ever history of acquisition. With this acquisition, possession of the absolute share of the U.S. sports drink market, known as PepsiCo will fulfill its wish to become the world's non-carbonated beverage industry leader. Non-carbonated beverages accounted for 25% of the market share is 1.5 times the area of Coca-Cola with.
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