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贝塔斯曼公司商业分析英文短文

时间:2015-08-31 16:16来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
BMG公司是贝塔斯曼公司的子公司,一家德国的媒体集团,在一九九二年成为第二大的媒体企业,该公司的销售额为九十七亿美元。在那个时候,贝塔斯曼公司是由超过两百多家公司所组成的,在三十七家公司有五万多名员工,它主要经营的范围包括音乐,广播,电视,电影,书籍,杂志,和报纸出版发行,印刷和制造业务。总部设在德国小镇居特斯洛的一个小农村,公司并没有进入美国市场,直到1986年通过收购几家公司,其中一个是RCA唱片,通过一位艺术家将他的标签放置在地图上:普雷斯利艾维尔斯。RCA收购贝塔曼斯音乐集团从而升至到六大唱片,其他五家公司分别为CBS,华纳,宝丽金,MCA,和国会EMI,这六大唱片公司当时占据全球音乐唱片销量的百分之八十。
 
Rudi Gassner and the Executive Committee of BMG International 
 
BMG International is a subsidiary of Bertelsmann AG, a German media conglomerate that became the second largest media enterprise with 1992 sales of $9.7 billion. At that time Bertelsmann was comprised of over 200 companies and 50,000 employees in 37 countries whose business interests included music, radio, television, film, book, magazine and newspaper publishing and distribution, printing and manufacturing operations. Headquarted in a small rural German town called Guetersloh, the company did not enter the US market until 1986 through the purchase of several companies, one of which was RCA Records, a label that had put its name on the map in the 1950's through one artist: Elvis Presley. The acquisition of RCA elevated Bertelsmann Music Group (BMG) into the ranks of the "Big Six" record companies. The other five companies – CBS, Warner, PolyGram, MCA, Capitol-EMI – and BMG were responsible for supplying 80% of worldwide music sales at that time. 
 
Rudi Gassner became CEO of BMG International in 1987. At that time the company operated in 17 countries with headquarters in New York. Gassner described the organization as "a patchwork of companies around the world. It had no mission, no goals, and in total, it didn't make any money..." (p 369) Due to the lack of structure, Gassner was able to build his idea of what a global company should look like, and he wasted no time in getting started. The structure he created for BMG was a centralized corporate structure and decentralized local management structure emphasizing a flat hierarchal form. He established this in creating five regional divisions led by regional directors (RD's) who were responsible for the strategic development of the region in conjunction with the whole company, in addition to managing the managing directors (MD's). This structure tackled two crucial business issues: globalization and domestic repertoire. After he created the regional structure, Gassner established an executive committee consisting of the regional directors and four members that were corporate staff. At the end of the case, the executive committee was having trouble reaching a consensus about some major issues. (责任编辑:BUG)


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