中国企业的”腰“太细企业——专访博士生导师孟凡辰(国外英语资料).docVIP

中国企业的”腰“太细企业——专访博士生导师孟凡辰(国外英语资料) Meng Meng is a good management company and self. After three years as the general manager of the largest base outside SIEMENS, SIEMENS has nearly doubled its business in Shanghai by nearly four times. Now, his business is SIEMENS (China) senior vice president of limited company, is also the school of economics and management of Tongji University, the Shanghai Municipal Peoples government decision-making advisory committee members. Meng, the target management ability is clearly beyond the average person. On different occasions, he told MBA how to manage their careers and raise their income levels by improving their core competencies. He recently published a book called how to do Chinese business book, regardless of reporters gave him what, in answer after he did not forget to add a sentence: on this issue, a more detailed answer in my book. Business week: since you served as general manager of SIEMENS East China, SIEMENS launched a lot of cooperation with the domestic private enterprises. You have also mentioned many times that Chinas state-owned enterprises and private enterprises lack some strategic systems. And what specific impact does that have on your cooperation? ??? Meng Fanchen: SIEMENS is process oriented enterprises, more systematic and normative strong China; private enterprises are generally individual oriented process management, executive ability is very strong, there is good complementary with SIEMENS, we do a single business with them, their profit a great possibility. But also Xiao He, Xiao He also lost, we told them it is difficult to establish long-term strategic partnership, because Chinese changing business environment, private enterprises boss tomorrow to see more favorable and Schneider cooperation in the past will cooperate with them. Even long-term cooperation, domestic private enterprises there is no standard enterprise system and relatively stable framework, it is difficult to dock with SIEMENS really. Gene