重新定位中国企业家的战略思考(Strategic thinking of repositioning Chinese Entrepreneurs).docVIP

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重新定位中国企业家的战略思考(Strategic thinking of repositioning Chinese Entrepreneurs).doc

重新定位中国企业家的战略思考(Strategic thinking of repositioning Chinese Entrepreneurs)

重新定位中国企业家的战略思考(Strategic thinking of repositioning Chinese Entrepreneurs) New industry view We have seen the development of enterprises in the future some McKinsey must build the core industry, industry growth, future three levels of the industry, only the enterprise in the three levels above the level, and put into the development of enterprises and can have a brilliant future will have a progressively larger cash flow. A perfect sequence between industry growth, gradually to the heights to higher profit flow growth, then to build such an industry, the future is just industry outlook in the future in the industry view, and some say the next update will show the direction of the industry know such an industry with a card way to know, which direction is it? But, with your present human resources, you cant reach that height with your present ability, so what do you do? There is a way is hard to build, a larger cash flow to completion, after a greater accumulation of complete accumulation, jump like that cut into the industry to use the capital, to cut in, he is the first to see you in front of the industry. So in addition to card, some of the latest research proved that newer and more stable profit from some other way that is hidden champions, hidden champion some representatives who often, so they are the production of beer bottle stickers. But they make more money than beer factories. They produce display cabinets in museums. They make more money than museums, and so on. Our problem is that such a narrow market can feed a business? Then our other question is, in such a narrow, globally distributed market, can he be organized and even become a leader through an exclusive effort of an enterprise? Our answer is yes, there are only more than 300 in Germany, in the forefront of the world, his position is very narrow, very challenging, very few such enterprises. We put the enterprise called recessive champion, their implicit is that they dont like some located in such pro

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