论文部分内容阅读
3.界定和规划毗邻图 一个似乎显而易见的道理:一个公司的核心业务越强大,流动性越强,其附加的扩张机会的范围也就越宽泛。但是这并不意味着核心业务最强的公司,失去核心业务的牺牲就最大,也就会受到分散注意力的诱惑。他们也面临着第二个成长悖论。因此,试图从衰退中触发新增长点或在不危及核心业务的情况下选择新的增长开端的公司,可以从有系统的编目和制定毗邻机会中获益。
3. It seems plausible to define and plan the neighborhood graph: A company's core business is stronger and its liquidity is stronger, and the scope for additional expansion opportunities is broader. However, this does not mean that the companies with the most core businesses lose the most to lose their core businesses and will also be tempted by distractions. They also face the second paradox of growth. Companies that try to trigger new growth points from recession or choose a new beginning of growth without jeopardizing their core business can benefit from systematic cataloging and setting up adjoining opportunities.