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桂林橡胶机械厂是生产橡胶机械的专业化企业。2000年是国内轮胎行业50年来最“黑暗”的一年,工厂陷入了困境,亏损近千万。面对巨大的困难,桂林橡胶机械厂没有把问题仅仅归结为客观因素,而是在全厂上下发动大家从企业内部管理方面找原因。2002年扭亏为赢,实现利润200多万元。橡机厂重铸辉煌的秘诀是什么?一、战略整合,提高核心竞争力。厂领导班子从产品质量、价格、交货能力、被拖欠货款的承受能力到营销策略、售后服务等方面着手,明晰责权;以拓展国际市场为目标,以科技进步和新产品开发为龙头,培植分支,依靠科技实现产品多样化;进行“产品结构、人员结构、管理结构、资产结构”四大结构调整以减轻包袱,精干主体;进行业务流程重组,主要
Guilin Rubber Machinery Factory is a specialized enterprise producing rubber machinery. The year 2000 was the year of the “darkness” of the domestic tire industry for 50 years. The factory was in a difficult position and lost nearly 10 million yuan. In the face of great difficulties, Guilin Rubber Machinery Factory did not just attribute the problem to objective factors. Instead, it initiated the whole company to find out the reasons for internal management. In 2002, he turned losses into profits and realized profits of more than 2 million yuan. What are the secrets of reshaping the rubber machine factory? First, strategic integration, improve the core competitiveness. The leading group of the factory started from the aspects of product quality, price, delivery capacity, affordability of delayed payments, marketing strategies, after-sales services, etc., and clearly defined the responsibilities and responsibilities; to expand the international market as a goal, and to take scientific and technological progress and new product development as the leader. Foster branch, rely on science and technology to achieve product diversification; “product structure, personnel structure, management structure, asset structure ” four major structural adjustments to reduce burdens, elites; business process reorganization, the main