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2016年春节前夕,返乡大潮又聚集在各大城市的火车站.在这股大潮中,一些画面格外引人注目.在北京西开往成都的列车上,四川省遂宁市政府工作人员将一本本宣传册发放给乘客,咨询台的工作人员耐心地为乘客解答疑问;在广州南站开往贵州贵阳北的和谐号动车上,贵州省团委负责人在列车广播中宣读倡议书;安徽省阜阳市委书记连日在火车站迎接返乡客.这些忙碌的身影天各一方,却有着一个共同的目标——号召归来的务工者留在家乡创业就业. 相似文献
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近日,A股红枣品牌好想你发布公告,宣布拟斥资9.6亿元收购杭州郝姆斯食品有限公司100%股权.郝姆斯旗下的百草味是天猫平台上坚果零食类目的畅销店铺,产品线包括坚果、糕点糖果、果干、肉脯以及海鲜等.
百草味如何从一间小小的门店发展成日销量过亿元的休闲食品巨头?沿着创始人蔡红亮的创业轨迹,或许可以找到答案. 相似文献
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<正>一、上世纪90年代以来通胀定标执行情况的国际视角1990年,新西兰是世界上第一个正式实行通胀定标制度的国家。仅在大约十五年之后,将近一半的OECD国家先后采取了这一政策。到了2006年,实行该制度的国家已囊括:澳大利亚,加拿大,捷克,韩国,新西兰,波兰,瑞典,英国,冰岛,匈牙利,墨西哥,挪威,瑞士和土耳其。西班牙和芬兰在上世纪90年代期间也曾使用过该制度但后来选择了放弃。 相似文献
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中国对国际石油的严重依赖已成一个基本事实和趋势,中国已经不得不走上了全球寻油之路.中国有90%以上的进口石油是通过海上运输的.由于中东和非洲的政治局势并不稳定,我国运输航线面临"马六甲危险". 相似文献
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<正>富有和巨富客户是许多产业的推动力,比如时装、珠宝首饰、汽车、房地产甚至是银行和投资业。未来这部分的增长除了发生在发达经济国家,如美国和欧洲外,将主要发生在崛起中的市场,如印度、中国、亚太地区、巴西等.这些富有群体的行为特征在某些方面和传统的有钱顾主有些不同。但是有些东西是有共性,可以作为面向他们的营销指导方针。 相似文献
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在数字化技术发展应用背景下,数字化是电视发展的必然趋势。据有关数字显示,从2005年至2009年,全球数字电视用户数量每年保持30%的速度增长,全球数字电视用户将从2004年的11720万户增长到2009年的51600万户,全球数字电视市场规模也将从2004年的570亿美元增长到2009年的1040亿美元。 相似文献
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外部形象
从外观上看,菲亚特D0BLO(多宝)给人的第一印象就是坚固、有力和安全.其高大而健壮的前部看上去象一辆越野车;向外隆起的发动机罩以及大包式保险杠,是为了保护行人和骑车人的安全.塑料前格栅坚固耐用,并可在低速碰撞时提供有效的保护. 相似文献
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This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species’ well-being, as well as the source of all products and services. This article examines ecocentric, transformational business, and marketing strategies epistemologically, conceptually and practically and thereby proposes six ecocentric, transformational, strategic marketing universal premises as part of a vision of and solution to current global un-sustainability. Finally, this article outlines several opportunities for management practice and further research. 相似文献
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《Business Horizons》2022,65(4):401-411
Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors. 相似文献
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Sidney J. Levy 《心理学和销售学》1985,2(2):67-81
With growing interest in qualitative research beyond its popular use in focus groups, a greater appreciation of the potential of projective techniques is recommended. Examples are given to illustrate the variety of methods available, and how they may be practically applied in research projects to elicit rich information about perception of products and brands, and about characteristics of respondents. 相似文献