REORGANIZING STATE OWNED ENTERPRISES 改组国有企业.pptVIP

REORGANIZING STATE OWNED ENTERPRISES改组国有企业 By Karl Glad Former Director General of Confederation of Norwegian Business and Industry 挪威工商总会前秘书长 卡尔?格拉德 Karl Glad’s experience reorganising State Owned Enterprises卡尔?格拉德在改组国有企业方面的经验 Director General of Confederation of Norwegian Business and Industry – 9 years. 任挪威工商总会秘书长9年。 President and CEO of Aker Group, a privately owned shipbuilding and offshore construction company – 10 years. 任Aker集团(一家私营的造船和海上工程公司)总裁10年。 Chairman of the Board of Kongsberg Group, a State owned enterprise in high-tech defence industry – 5 years. 任Kongsberg集团(一家国有的高技术国防工业企业)董事长5年。 Chairman of the Board of Norwegian Steel, a State owned enterprise in the steel industry. 挪威钢铁(一家国有钢铁企业)的董事长。 Chairman of the Board of Raufoss ASA, a former State owned enterprise in the automotive industry. Raufoss 有限集团 公司 (一家曾经是国有的汽车工业企业) 的董事长 Why did we have to reorganise?为什么必须改组？ All 4 companies - Aker, Kongsberg, Norwegian Steel and Raufoss - were in financial trouble before it was decided to start a major turn-around. 所有这四个企业在决定开始重大调整之前都面临着财务困难。。 Aker – a private company – had lost money for 4 years. All reserves built up by many years of profitable operation had been lost. Aker这个私营企业亏损已经有四年了。多年来盈利积聚起来的资金储备已耗费一空。 Alternatives – Bankruptcy or - Reorganising to become profitable. 面临两种选择：倒闭或者改组成创收的企业 The 3 state owned enterprises were not profitable, but had received money transfer from the Norwegian Government for many years. 这其他三家国有企业并不创收，但多年来一直接受挪威政府的拨款。 Conclusion No. 1 结论之一 Reorganising or turn-around should be started early in order to have money for new investments, but very often decisions are delayed utnil last minute, when all cash reserves are gone. 改组或调整应当尽早开始，以保证新的投资所必需的资金。但这样的决定往往一再拖延，直到最后一分钟才做出，而那时所有的资金储备都已被消耗一空。 Why are decisions delayed? 为什么要拖延这样的决定？？ Why are companies losing money?公司为什么亏损？ Customers and competitors decide quality and price (market decides). 顾客和竞争者决定质量和价格(市场决定) If you cannot sell your product at a profitable price, you must