在当代,一个理想的经理不是盲目地生产所谓标准化产品并将其投入世界市场,而是从他国获得信息并用它作为依据,生产标准化产品。 美国波音公司对737飞机的拯救是一个好的例子:20年前问世的737飞机在同麦道公司的DC—P飞机展开激烈的竞争之后,曾在美国好几家航空公司赢得销路。但在70年代初一度有衰落的超势,因为比737早3年问世的DC—P在某些地方更为先进。 波音公司背水一战,请了解国际贸易信息并善于在困境中独辟蹊径的工程师包勃·诺顿出山,拯救737飞机。诺顿将视线转向那些不发达的国家,主要是中东、非洲和南美。他说:“我们应该到这些地方去做生意,即使不能一下子卖掉大批的飞机,至少也可以打下销售的基础。” 于是波音公司力求使产品适合第三世界航空业的特点。发展中国家机场跑道太短,且路面铺的是沥青而不是混凝土,根本适应不了喷气式飞机的起落。波音公司的工程师们重新设计了机翼,缩短了着落滑行的距离,又增强了发动机的冲力,从而缩 In the modern era, an ideal manager does not blindly produce so-called standardized products and invest them in the world market. Instead, he obtains information from other countries and uses it as a basis to produce standardized products. The Boeing Company’s rescue of the 737 is a good example. After the fierce competition with the McDonnell Douglas DC-P aircraft, the 737 aircraft that came out 20 years ago has won sales in several US airlines. But in the early 1970s, there was a declining oversupply because DC-P, which was introduced three years earlier than 737, was more advanced in some places. The Boeing Company was back in the water. Please learn about international trade information and be good at finding a way out of trouble. Engineer Bao Norton will come out and save the 737. Norton turned his sights to underdeveloped countries, mainly the Middle East, Africa, and South America. He said: “We should go to these places to do business. Even if we can not sell large numbers of aircraft at once, we can at least lay the foundation for sales.” So Boeing strives to adapt its products to the characteristics of the third world aviation industry. The airport runways in developing countries are too short, and the pavement is made of asphalt rather than concrete, which cannot adapt to the rise and fall of jet aircraft. Boeing engineers redesigned the wings, shortened the distance to taxi, and increased the engine’s momentum, reducing