论文部分内容阅读
如何开拓业务、平衡营业收入增长与利润率关系、管理团队、调整流程机制、让合资公司有效运转?“过去9年,天纳克中国业务有4倍的增长。天纳克中国销售额占全球的15%,但我们利润占全球利润的40%。”这些数字成为天纳克亚太区总裁过鹏任上业绩的最好诠释。不仅如此,在他出任亚太区总裁前,天纳克日本、泰国、韩国都呈现亏损状态;而他2014年出任亚太区总裁后,如今日本、泰国已经盈利,韩国工厂在2016年下半年也开始盈利。
How to develop business, balance the relationship between operating revenue growth and profit margin, manage the team and adjust the process mechanism so that joint-venture companies can operate effectively? “Tenneco’s business in China has increased four-fold in the past nine years. 15% of the world, but our profit accounts for 40% of global profits. ”These figures are the best interpretation of Tenneco’s supervisor performance in Tenneco’s Asia Pacific region. Moreover, Tenneco Japan, Thailand and South Korea all showed losses before he became president of the Asia-Pacific region. After he assumed the position of president of Asia Pacific region in 2014, Thailand and Thailand are now profitable and the South Korean factories are also starting to operate in the second half of 2016 profit.