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在全球金融危机爆发后,众多企业为了自保选择“砍掉”成本。2009年伊始,东南亚地区最大的海运商新加坡海皇东方航运公司(Neptune OrientLines,简称NOL)重整亚洲业务,将原先的三个业务区缩减为两个,其目的只有一个:削减成本。从今年三季度开始,NOL扭亏为盈。但在后危机时代,企业是沿用危机时“临危受命”的成本控制计划呢?还是应重新审视其盈利模式和定位成本战略?据国家统计局初步测算,2010年上半年我国国内生产总值达172840
After the outbreak of the global financial crisis, many enterprises chose to “cut off” their costs in order to protect themselves. Beginning in 2009, Neptune Orient Liner (NOL), the largest shipping carrier in Southeast Asia, restructured its business in Asia and reduced its original three business areas to two for one purpose: cost cutting. From the third quarter of this year, NOL turned profitability. However, in the post-crisis era, the enterprises are following the cost control plan of “facing the crisis” or should they re-examine their profit-making strategies and positioning cost strategies? According to preliminary estimates by the National Bureau of Statistics, the gross domestic product Up to 172840