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当初荣事达与美泰克合资的目的之一是借助后者的渠道跻身美洲市场,但直到2001年2月荣事达的冰箱产品才首次跨出国门。原因在于中国目前出口到国外的冰箱主要是46—76升之间,而荣事达过去生产的冰箱主要是210升以上的。于是,在合资企业出现亏损后的1999年下半年,内忧和外患迫使荣事达集团董事长陈荣珍做出应对时势的调整。从2000年年初开始,一批具有跨国公司工作背景的人才被陆续引进,这个名单包括销售副总裁董勤龄、市场副总裁王伟东等,而一批与陈荣珍当年一道打江山而又不适应形势的“老人”则纷纷“下马”,外方代表劳伦斯以总裁的身份进入荣事达。一度,荣事达的“前台”变成了劳伦斯表演的舞台,劳伦斯曾对外宣称,以后高端产品可能会推出美泰克的品牌,而中低档产品仍保留荣事达品牌。 但是,这种品牌的分工似乎并没有挽回荣事达冰箱的颓势。120万台的产能和10万台的销量之间横亘着的不仅是数量的鸿沟。2000年,美泰克的全球销售额是43亿美元。作为一个跨国品牌,43亿美元的全球销售额并不强大到足以无视连年亏损的地步。在忍耐和苦苦支撑了5年之后,美泰克效仿了它的美国同胞惠而浦早年在中国的选择——退出。
One of the original purposes of the joint venture between Rongshida and Maytag was to use the latter's channel to join the American market. However, it was not until the first time in February 2001 that Rongshida's refrigerator products crossed the country for the first time. The reason is that the refrigerator currently exported to foreign countries in China is mainly 46-76 liters, while the refrigerators Rongshida produced in the past are mostly 210 liters or more. As a result, internal and external troubles forced Rongsheng Group Chairman Chen Rongzhen to make adjustments to the current situation in the second half of 1999 after a joint venture suffered a loss. Since the beginning of 2000, a group of talents with the background of multinational corporations have been gradually introduced. The list includes Dong Qinling, vice president of sales and Wang Weidong, vice president of marketing. However, a batch of “old people ”Have“ dismount ”, foreign representative Lawrence as president to enter Rongshida. For a time, Rongshida's “front desk” became the stage for Lawrence's performance. Lawrence once declared that the future high-end products may launch Maytag, while the middle and low-end products still retain the Rongshida brand. However, the division of this brand does not seem to restore the decline of Rongshida refrigerator. The gap between the production capacity of 1.2 million units and the sales volume of 100,000 units is not only the quantity gap. In 2000, the global sales of the company were 4.3 billion U.S. dollars. As a multinational brand, $ 4.3 billion of global sales are not strong enough to ignore years of losses. After five years of patience and hardship, Maytag emulated his earlier departure from Whirlpool, his American compatriot, in China.