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在未来激烈变化和严峻挑战的形势下,为了保持并加快良好的发展势头,佳都国际集团认为必须制定有预见性、全局性、长远性和富有竞争力的发展战略,作为目标和行动纲领,并在实施过程中,不断因应环境的变化调整策略。 任何组织的发展,都不可避免地要经历引入期、成长期、成熟期和衰退期四个阶段。集团从1992年成立至1997年,取得了很大的成就,建立了一个很好的基础,是集团的引入期。从1998年开始,集团将进入成长期,成长期是集团的高速增长阶段,这一阶段的前几年至关重要。从1998年至2000年将是中国IT市场群雄混战时期,从2000年到2005年是诸侯割据的阶段,集团的目标是要成为决定市场的诸侯之一。 一、目标构想 近期目标:到2000年,实现23亿营业收入,进入前十名 中期目标:到2005年,实现100亿营业收入,进入前五名。
In the face of drastic changes and harsh challenges in the future, in order to maintain and accelerate the momentum of good development, Jiadu International Group believes it is necessary to formulate a predictable, comprehensive, long-term and competitive development strategy as its goal and program of action, And in the implementation process, constantly adapt to changes in the environment strategy. The development of any organization will inevitably experience the introduction period, growth period, maturity and recession in four stages. The group from 1992 to 1997, made great achievements, established a good foundation, is the introduction period of the group. Since 1998, the Group will enter a period of growth. Growth will be a period of rapid growth of the Group. The first few years of this phase will be of crucial importance. From 1998 to 2000, it will be a period of war between China and the IT market. From 2000 to 2005, it will be the stage for vassal separatists. The goal of the group is to become one of the vassal leaders in determining the market. First, the target concept The immediate goal: By 2000, 2.3 billion revenue, into the top ten medium-term goal: By 2005, to achieve 1000000000 operating income, into the top five.