封面报道：创维的驱动力管理(国外英语资料).docVIP

封面报道：创维的驱动力管理(国外英语资料) Cover story: the driving force of SKYWORTH Why does SKYWORTH want to be a radical product maker? What is the radical definition of product ism? What changes has it brought to SKYWORTH? What does it mean for SKYWORTHs development strategy, product development, brand building and construction? Planner SKYWORTHs strategic inflection point Text / Editorial Department Another good news for SKYWORTH. On the evening of June 29, 2011, SKYWORTH, listed in Hongkong, released its 2010 financial report. The report shows that in the complex market competition, SKYWORTH digital fiscal 2010 profitability continued to maintain the leading position in the industry, turnover of up to HK $24 billion 339 million, an increase of 6.9% over the previous year, for 5 consecutive years to maintain growth, with an average increase of 18%. This is the fifth consecutive year SKYWORTH won the color TV sales champion. Although last years consumer electronics market is very variable, more complex than expected, but SKYWORTHs core industries, color TV, digital set-top boxes, LCD devices and other business is still contrarian. The strength of an enterprise is not only the strength of the brand, but also the strength of the product. In recent years, SKYWORTH has always adhered to the product oriented marketing strategy, and under the impetus of product force, SKYWORTH has long been a leader in Chinas color TV industry. With strong marketing capabilities, SKYWORTHs vision and goals are no longer limited to the color TV industry leader, but to become a new round of industrial opportunities to seize a wide range of leading companies. In the context of the triple play, the TV industrys business model gradually by selling hardware to change the mode of selling hardware + content + service, with the change of the business model, is about to change the pattern of the whole industry. In the face of surging industry trends, SKYWORTH has not become a watcher.. With strong technological