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收购科龙之前,顾雏军的一个基本判断是,科龙一年有几十亿的销售额,只要能压缩10％的成本就能有三四亿的利润,短期内能够实现扭亏为盈。于是,顾雏军在进入科龙后提出,成本要巨幅地降,不能留有任何伸缩的余地。他表示,“成本控制不住,公司就要作结构上的调整,冰箱、空调生产厂要么降成本,要么就把厂子合并成车间,财权全部上交。凡是没有实现年初制定目标的部门,管理者就要下台。”到2002年9月,科龙内部设置由11个部门缩为7个,科室从34个变为22个;财务方面实行
Before the acquisition of Kelon, Gu Chu Jun, a basic judgment is that Kelon a few billion in sales a year, as long as 10% of the cost can be compressed to have 34 billion profit in the short term can be turned around. Thus, Gu Chu Jun after entering Kelon proposed that the cost dropped dramatically, can not leave any room for expansion. He said, “The cost control, the company will make structural adjustments, refrigerators, air conditioners, or reduce the cost of production plants, or put the plant into the workshop, all the financial rights turned down. Those who did not achieve the goals set by the beginning of the year, management Will step down. ”As of September 2002, Kelon internal settings reduced from 11 departments to 7 departments from 34 to 22; the financial aspects of the implementation