美林复兴（Merrill revival）.docVIP

美林复兴（Merrill revival） Oneal may be the toughest in the United States - and some say the most ruthless - CEO. Merrill Lynch has really sanshengyouxing him at the helm Stanley 8226; Oneal (Stanley O Neal) in the management of Merrill Lynch (Merrill Lynch) - first as president, and then served as chief executive and chairman of three years, cut 24000 jobs, including 20% of the investment banking and analyst. He closed more than 300 branches and closed companies in South Africa, Canada, Australia, New Zealand and japan. He cut 75% of domestic trading stocks and essentially cancelled the sale of commercial paper, short - term bank bonds and institutional bonds. He also downgraded, used, or fired dozens of veteran senior managers. His main rival, Geoff, head of asset management, 8226; Peake (Jeff Peake) was sacked at a news conference in 2001. The next to be sacked was another department head, Wen 8226. Smith (Win Smith), the mans father, was president of Merrill lynch. By his predecessor was founded in management of the implementation of all the members of the Committee almost all resigned; instead is one composed of nine senior managers of the motley crew including a black male, a Korean, an Egyptian and two American women, most of these people in the company almost had no influence at Merrill lynch. At the start of his career, he limited the salaries of all his employees, reduced bonuses, and removed the delicacies he had given to the top managers every day. He once said to everyone directly under his leadership that they are personally responsible for the profitability of the entire company. These managers and their subordinates to direct said the same thing, thus establishing a set of package cost cutting mechanism step by step, these contents are now briefly recorded in the full 12 page summary, in order to analyze the companys per unit operating income, expenditure, technology upgrading and productivity. Through meetings, speeches and solitary conversations, he use