摘要
对于这个高速发展了10年,年营业收入达12亿元的庞大企业,如果说从1998年开始的交运品牌建设是其自下而上全员参与的第一次“革命”的话,那么,这一次试水“扁平化”和再造业务流程,则是其自上而下的以市场为导向的第二次“革命”。
For a large enterprise with 10 years'rapid development and 1.2 billion yuan per year income, its creating brand from 1998 was the first 'revolution', in which bottom-up full participation, then this time that tries to be 'flat' and recycling business processes would be second top-down market-oriented 'revolution'.
出处
《运输经理世界》
2006年第7期40-42,8,共3页
Transport Business China
