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十年来,美国博士伦公司的销售额从一年大约4亿美元猛增到将近20亿美元。在1981年,当丹尼尔·吉尔成为总裁时,这家公司正处在茫然失措之中。它的销售额有一半来自只占市场5%或更少份额的产品。它的技术正在不知不觉地被抛进历史的垃圾箱。吉尔立即开始甩掉亏损企业,并在以后的五年里放弃了占该公司销售额一半的业务,同时解雇了大部分高级管理人员,但是,由于他以前在阿伯特实验所工作过,他在开始的时候就知道,单靠缩小规模是不能的。作为他的增长方案的第一步,他着眼于增长着的阿伯特的形象重建博士伦公司。稍早的一些时候,吉尔对乱糟糟的罗切斯特总部进行了彻底的改组。按照传统、兴旺的公司风格加以重建。传出的信息是:情况将大不相同,我们将有大量现
For the past ten years, the sales of the American Bausch & Lomb company surged from nearly 400 million U.S. dollars to nearly 2 billion U.S. dollars. In 1981, when Daniel Gil became the president, the company was in a dilemma. Half of its sales come from products that make up only 5% or less of the market. Its technology is unwittingly thrown into the dustbin of history. Jill immediately began to get rid of loss-making businesses and gave up half of the company’s sales over the next five years while sacking most senior executives, but since he previously worked at Abbott Laboratories, he At the beginning, I knew it was impossible to reduce the scale alone. As a first step toward his growth plan, he focused on growing Abbott’s image to rebuild Bausch & Lomb. Earlier, Jill made a complete reorganization of the messy headquarters in Rochester. In accordance with the traditional, thriving corporate style to be rebuilt. The message is: the situation will be very different, we will have a large number of now