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太平洋顶峰经过七年时间从一个只有五六个员工的小咨询公司,发展到资产20亿元、员工2000余人的电力公司,毫无疑问,行业和进入时机、早期的聚焦战略和专业化的经营是它成功的关键,但时至今日,专业化的风险也凸现无疑。同时风险发生后的对策也显得有些慌乱和无序。涉足中国市场,特别是政策性极强(所谓关系国计民生)的电力行业,企业既面对巨大潜力和机遇,又面临政策和制度的不确定性,那么企业如何在把握政策的连续性的同时建立起及时的预警和防范机制?
After seven years in the Pacific, from a small consulting company with only five or six employees to a power company with an asset of 2 billion yuan and more than 2,000 employees, there is no doubt that the industry and the timing of entry, early focus strategies and specialized operations Is the key to its success, but today, the risks of specialization are also outstanding. At the same time the risk after the countermeasures seem a bit confused and disorderly. Involved in the Chinese market, especially the policy-oriented (so-called national economy and the people’s livelihood) of the power industry, both the enterprises face enormous potential and opportunities, but also face the uncertainty of policies and institutions, then how to establish business continuity policy at the same time From the timely warning and prevention mechanism?