企業(yè)管理：組織結(jié)構(gòu)和管理流程德隆討論-資料下載頁
2025-05-22 23:12本頁面
【導讀】Barcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–Lisbon. London–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–Zurich. 一方面以資本運作進入產(chǎn)業(yè)并。握，通過既定企業(yè)或產(chǎn)業(yè)的權(quán)益交易,市場的創(chuàng)業(yè)機會較多。已有相當?shù)漠a(chǎn)業(yè)集中度。較為寬松的監(jiān)管環(huán)境。兼并之后的整合風險。風險評估與控制能力。公司價值管理能力。時機把握和創(chuàng)造能力。綜合模式1和模式2的職能。繼續(xù)德隆所擅長的模式，操作容。建立德隆的產(chǎn)業(yè)基礎(chǔ)。在發(fā)揮既有專長的同時，逐步培養(yǎng)產(chǎn)。過渡期可能的選擇？無法充分發(fā)掘產(chǎn)業(yè)重組所蘊含。缺乏職業(yè)經(jīng)營者隊伍。對核心能力及總部職能的要求很高。經(jīng)營重點不明確，在兩者間搖擺。證券市場的規(guī)范化會降低兩合模式的。利用現(xiàn)有能力和人才發(fā)展產(chǎn)業(yè)經(jīng)營。2年內(nèi)斥資33億元成立3
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