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从长虹的巨亏看企业营销信用风险管理的缺失(国外英语资料)
从长虹的巨亏看企业营销信用风险管理的缺失(国外英语资料) Changhong has been a remarkable enterprise, but this time planted, planted in a had never heard of the enterprise APEX, be fooled by season dragon APEX powder, a provision of $310 million, or about 26 yuan, according to the 2003 Changhong profit 240 million, Changhong at least to do ten years, mean ten years of hard cast to waste. Some people sigh: Changhong in the end who works for? It is said that the former president of Changhong, Mr Ni Runfeng is an expert on Redology, whether he realized the true meaning of the rise and fall of Changhong in the big family of four rise and fall in? In fact, judging by the events of Changhong, it is mainly caused by Changhongs mistakes in credit risk management. If Changhong is more stringent in marketing credit risk management, this disaster can be avoided. This article wants to discuss the marketing credit risk management question. Enterprise marketing credit risk originates from macro environment factors such as nature, society, technology and economy, as well as external environment factors such as competitors and partners. Risk is everywhere, if we risk will come to a standstill with profound respect and humility in the face of opportunities, but if we risk it ignored, could have disastrous consequences. Not only to stride forward, but also beware of others stabbed behind, this is mainly to test the enterprises own risk awareness and management level. First of all, we should judge the key business segments that produce marketing credit risks. Generally, the marketing credit risks come from six aspects: Link 1: contact customers - select target customers - how to identify good credit customers Link two: negotiate - determine credit terms - credit rating of customers, credit and strict credit policy Link three: contract - contract approval - Implementation of responsibility at all levels Link four: delivery - contract tracking - to ensure the implementation of the contract Link five: Collection - c
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