3G (Garantia)资本模型下基于零基预算的驱动效益

Liangchen Zhang, Yu Wu, Kangtai Huang
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引用次数: 0

摘要

根据贝恩公司的一份报告,近年来,零基预算在许多管理工具中排名第一,但执行率很低。因此,本文以3G资本控股下的百威英博为例,研究3G资本如何有效实施零基预算。根据研究结果,3G资本对于并购公司来说是“血液交换到输血”的过程。整个流程解决了基于组织文化和人才体系的零基预算问题。本文以百威英博公司成功实施零基预算的案例为研究对象,为企业有效运用零基预算提供建议。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Driving Benefit Based on the Zero-base Budget Under the 3G (Garantia) Capital Model
According to a Bain report, the zero-base budget has been ranked first in many management tools in recent years, but the implementation rate is very low. Therefore, this paper takes Budweiser InBev under 3G capital holding as an example to study how 3G capital effectively implements zero-base budget. According to the research results, 3G capital is the process of "blood exchange to blood transfusion" for the M & A (mergers and acquisitions) companies. The whole process solves the problem of zero-base budget based on organizational culture and talent system. This paper studies the case of Budweiser InBev's successful implementation of zerobase budget, and provides suggestions for enterprises to use zero-base budget effectively.
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