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欧洲业务,在TCL国际化进程中集荣誉与非议于一身,其成败与否,对TCL国际化战略的影响举足轻重。2004年7月,TCL并购了法国汤姆逊彩电,李东生向业界做出承诺,在18个月内让TCL的欧洲业务实现赢利。18个月后,这个诺言并没能兑现,TCL国际化质疑声不绝于耳。2006年10月,TCL开始重组欧洲业务,全面启动新的商业模式。如今,TCL欧洲业务终实现赢利,尽管只有几十万美元,但相比于连续两年多的巨亏,意义已非同寻常。毕文海作为TCL欧洲业务团队中的一员,也更多感受到了组织和管理的更新,思路和工作方法的转变。
European business, in the process of internationalization of TCL set the honor and criticism in one, its success or failure, the impact of TCL’s international strategy plays a decisive role. July 2004, TCL acquired the French Thomson TV, Li Dongsheng to the industry made a commitment to TCL’s European operations within 18 months to make a profit. 18 months later, this promise has not been fulfilled, TCL international questioning voices. In October 2006, TCL started restructuring its European operations to launch a new business model in an all-round way. Today, TCL European business finally profitable, despite only a few hundred thousand US dollars, but compared to two consecutive years of huge losses, the significance has been extraordinary. Bi Wenhai TCL as a European business team, but also more feel the organization and management updates, ideas and changes in working methods.