丹佛斯FC301變頻器故障說(shuō)明DANFOSSFC300代碼解釋及維修
經(jīng)過(guò)幾十年的發(fā)展,國(guó)外的咨詢業(yè)已經(jīng)成為一個(gè)發(fā)展迅速的知識(shí)型產(chǎn)業(yè)部門,被列為高層次知識(shí)產(chǎn)權(quán)中的重要領(lǐng)域,成立了很多具有很高水平和威望的咨詢公司。美國(guó)咨詢業(yè)已經(jīng)相當(dāng)發(fā)達(dá),咨詢領(lǐng)域除工程咨詢外,還包括決策咨詢、技術(shù)咨詢、管理咨詢、專業(yè)咨詢(會(huì)計(jì)、法律、稅務(wù)、醫(yī)藥等等領(lǐng)域,咨詢服務(wù)幾乎涉及社會(huì)生活的各個(gè)方面,而且市場(chǎng)運(yùn)作規(guī)范、專業(yè)化程度高、收費(fèi)合理,已形成相對(duì)穩(wěn)定的咨詢行業(yè)與服務(wù)體系。美國(guó)75%的企業(yè)都要請(qǐng)教咨詢公司,日本50%的企業(yè)要在咨詢顧問(wèn)的幫助下改善管理。市場(chǎng)的擴(kuò)展帶來(lái)收入的激增,60年代美國(guó)的管理咨詢年收入為10億美元,70年代增長(zhǎng)到20億美元,80年代達(dá)到50億美元,至今已達(dá)到200億美元。在西歐各國(guó)也呈現(xiàn)出穩(wěn)定快速的增長(zhǎng)。英國(guó)現(xiàn)有各種規(guī)模的咨詢企業(yè)2000余家,服務(wù)范圍按性質(zhì)可分為工程咨詢、產(chǎn)品與技術(shù)咨詢、經(jīng)營(yíng)管理咨詢?nèi)箢?。工程咨詢公司現(xiàn)有900余家,約90種專業(yè);產(chǎn)品與技術(shù)咨詢公司約有1000家,共200個(gè)專業(yè);經(jīng)營(yíng)管理咨詢公司數(shù)百家。德國(guó)的咨詢業(yè)始于50年代,咨詢機(jī)構(gòu)發(fā)展迅速,并呈兩極分化趨勢(shì)。目前德國(guó)已有各種形式的咨詢機(jī)構(gòu)幾千家。日本約有咨詢機(jī)構(gòu)1000多家,主要集中于東京等幾個(gè)大城市。
我國(guó)咨詢業(yè)和改革開(kāi)放同時(shí)起步,從1980年開(kāi)始,由中國(guó)企業(yè)聯(lián)合會(huì)(當(dāng)時(shí)為中國(guó)企業(yè)管理協(xié)會(huì))開(kāi)創(chuàng)了這項(xiàng)工作。由中國(guó)企業(yè)管理協(xié)會(huì)牽頭,通過(guò)學(xué)習(xí)與引進(jìn)國(guó)外咨詢研究的理論與方法,結(jié)合中國(guó)的國(guó)情及企業(yè)的實(shí)際情況,開(kāi)展企業(yè)咨詢研究。根據(jù)中為咨詢觀察目前我國(guó)咨詢業(yè)發(fā)展時(shí)間非常短,和西方咨詢研究業(yè)的發(fā)展水平有大的差距??偸遣荒苄纬蓪I(yè)化合作化的集團(tuán)作戰(zhàn)行為。西方咨詢業(yè)已發(fā)展到以客戶為軸心提供個(gè)性化扎實(shí)的服務(wù),而國(guó)內(nèi)咨詢業(yè)的人才結(jié)構(gòu)、知識(shí)結(jié)構(gòu)還不能承擔(dān)國(guó)際化復(fù)雜的業(yè)務(wù),零散資源亟待整合。現(xiàn)今越來(lái)越多的國(guó)際咨詢研究公司來(lái)到中國(guó)開(kāi)展業(yè)務(wù),搶灘中國(guó)市場(chǎng)。目前我國(guó)共有各類咨詢公司3萬(wàn)余家,而真正從事咨詢服務(wù)業(yè)務(wù)的僅1500余家,在咨詢業(yè)中做大品牌的只有幾十家。我國(guó)的咨詢業(yè)市場(chǎng)還十分不完善,收集信息的準(zhǔn)確率不高,時(shí)效性不強(qiáng),很難為企業(yè)提供系統(tǒng)、準(zhǔn)確、及時(shí)的決策信息。中國(guó)目前的管理咨詢還缺乏準(zhǔn)確的市場(chǎng)定位,整個(gè)行業(yè)管理薄弱,咨詢公司小而散,形不成規(guī)模,就連在國(guó)內(nèi)咨詢業(yè)發(fā)展較快的深圳,其咨詢公司的業(yè)務(wù)主要集中在營(yíng)銷培訓(xùn)、品牌培育、產(chǎn)品代理等初級(jí)業(yè)務(wù),很少涉及企業(yè)戰(zhàn)略、信息決策等較高級(jí)的咨詢業(yè)務(wù)。中國(guó)咨詢業(yè)發(fā)展地位特點(diǎn)資料:
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目前全國(guó)各地有數(shù)百家咨詢公司,有的只有幾名雇員,也有十幾家在短短幾年內(nèi)發(fā)展到約1000名雇員。相比之下,麥肯錫(McKinsey&Co)在全球擁有1.8萬(wàn)名雇員,其中在大中華區(qū)雇傭了500名研究員和咨詢顧問(wèn)。中國(guó)咨詢行業(yè)誕生不到20年后,本土咨詢公司即將面臨一場(chǎng)洗牌,只有實(shí)力最強(qiáng)的公司才會(huì)幸存下來(lái)。各公司激烈爭(zhēng)奪合同,卻往往只能向客戶提供膚淺的建議,這種情況對(duì)任何人及企業(yè)發(fā)展都不利。我國(guó)正處在經(jīng)濟(jì)轉(zhuǎn)軌,工業(yè)化進(jìn)入第二階段,加上全球化、信息化撲面而來(lái)。從生產(chǎn)經(jīng)營(yíng)到資本經(jīng)營(yíng),由產(chǎn)品經(jīng)營(yíng)到品牌經(jīng)營(yíng);可使用的成長(zhǎng)工具、擴(kuò)張工具、競(jìng)爭(zhēng)工具更多,組合工具更多,難度更大,專業(yè)要求更高。全球化、信息化更是加劇了這種趨勢(shì)。如:如何合理的利用信息化手段;如何有效利用國(guó)內(nèi)外兩種資源兩個(gè)市場(chǎng)等。復(fù)雜的情況使越來(lái)越多的企業(yè)難以獨(dú)立應(yīng)對(duì),這時(shí)要在競(jìng)爭(zhēng)中獲勝就客觀的需要引入“外腦”,利用外部先進(jìn)的智力成果。
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