多年来,T公司是国内服装机械行业的领先者。在它的成功经验中,供应商和渠道商都扮演了重要的角色,与公司一起形成了一个紧密的合作网络。遗憾的是,随着核心利益相关者在经营理念、经营状况和利益诉求等方面的变化以及行业竞争的加剧,这个“商业系统”没能适应变化,逐渐失去竞争力。现在,T公司要做的是重新建立以细分市场和客户为导向、以合作网络为基础的新型的营销组织体系,促成企业单体的竞争力向“商业生态系统”的竞争力转变。 Over the years, T company is a leader in the domestic garment machinery industry. In its successful experience, both suppliers and channel distributors have played an important role, forming a close cooperation network with the company. Unfortunately, as the core stakeholders change in business philosophy, business conditions and interest demands, as well as competition in the industry, the “commercial system” has not been able to adapt to change and gradually lose its competitiveness. What T Company now wants to do is re-establish a new marketing organization system that is based on the cooperation network and market-oriented and customer-oriented, so as to make the competitiveness of enterprise’s monomer shift to the competitiveness of “business ecosystem” .