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“连锁企业在不同规模阶段,对管理提出的问题迥然不同,您必须不断地跟踪和不断地管理创新,以适应企业发展的要求,在企业快速发展的每一个阶段,都需要有管理能力的突做。也就是说,当连锁企业具备了100家门店规模的管理能力时,未必能够适应500家门店规模的管理要求,量变产生质变,管理矛盾的突出点也随量变而延伸。”这是上海可的便利店有限公司(以下简称可的)已走过8个年头之后的最大感受。在可的企业中 IT 已经渗透到经营和管理活动中的每个细节,
“Chain companies at different stages of the scale, the management of the proposed issues are very different, you must continue to track and continue to manage innovation to meet the requirements of the development of enterprises in the rapid development of enterprises at every stage, the need for the management of the sudden That is to say, when the chain has the management capacity of 100 stores scale, may not be able to adapt to the management requirements of 500 stores scale, quantitative change qualitative change, the prominent point of management contradictions also change with the change. ”This is Shanghai Coco’s Convenience Store Co., Ltd. (hereinafter referred to as Coco’s) has experienced the greatest feeling after 8 years. IT in perishable businesses has infiltrated every detail of operations and management activities,