论文部分内容阅读
张瑞敏和柳传志先后登上了哈佛大学的讲坛,海尔与联想的经验毫无愧色地载入了世界级企业的经典案例。或许执掌一个优秀的大型企业更需要理论的支撑,俩人均有独到的企业经营理论,比如张瑞敏的“吃休克鱼”策略,发展“三只眼”策略和“海尔特色的市场链”,柳传志的“站出画外看画”和“鸵鸟理论”,俩人又有极强的演说才能,总是收发自如、不失时机地抛出自己的绝妙好词,从这个角度看,俩人都是当之无愧的企业管理布道者。他们俩人具备一个共同的特征,就是在属于自己的领域内努力地打造着中国的企业航母。联想电脑市场占有率连续居亚太地区第一位,在世界也名列前茅,柳传志的心中揣着一幅宏大的蓝图;张瑞敏则倾力让海尔在2000年实现了406亿元的销售额,同比增长51.5％,净增长138亿元。据不完全统计,张瑞敏、柳传志俩人在各种评选中上榜的次数达14次之多。
Zhang Ruimin and Liu Chuanzhi have boarded the forum of Harvard University, Haier and Lenovo's experience no doubt ashamed to load the classic case of world-class enterprises. Perhaps in charge of a good large-scale enterprises need more theoretical support, both of whom have unique business management theory, such as Zhang Ruimin's “eating shock fish” strategy, the development of “three eyes” strategy and “Haier characteristic market chain,” Liu Chuanzhi “Standing out of painting and painting theory” and “ostrich theory”, two people have a strong speech ability, always send and receive freely, losing no time throwing their own wonderful words, from this perspective, both are deserved Business Management Evangelist. Both of them have a common characteristic that they are trying hard to build China's enterprise aircraft carrier in their own fields. Lenovo's market share for the first time in Asia-Pacific region, also in the world among the best, Liu Chuanzhi's heart with a magnificent blueprint; Zhang Ruimin is trying to make Haier achieved in 1996 sales of 40.6 billion yuan, an increase of 51.5 %, Net increase of 13.8 billion yuan. According to incomplete statistics, Zhang Ruimin, Liu Chuanzhi two people in a variety of awards in the list up to 14 times.