华南地区首个孕婴童用品专业展亮相深圳——2011华南国际孕婴童用品展览会盛装待客

据2010年相关数据统计,目前中国0—12岁的婴童人数高达2亿人,婴童经济正以年增长率超过30％的速度快速增长,市场需求到2015年有望达到2万亿元人民币的规模。在一线城市中,北京新生儿数量14．6万,上海16．8万,深圳16．8万,尤其是深圳最近5年新生儿出生总量达72万之多,     

华南孕婴童行业第一展11月17日精彩再现

由广东省轻工业协会、广东省孕婴童用品协会和广东新之联展览服务有限公司三家单位共同主办的“2011广州国际孕婴童用品服饰展览会”将于11月17至19日在亚洲第一大馆一一中国进出口商品交易会展馆举办。本届展览会规模将达到20，000平方米，展     

数字看点

1万亿元关键词:婴童消费日前,在杭州市举办的第七届中国国际妇幼婴童产业博览会上获悉,婴童产业已经形成了年消费1万亿元左右的巨大市场。     

孕婴童行业9月广州好戏连台

作为一个永远的朝阳产业,婴童行业近年来在国内发展迅速,且随着老百姓的消费水平和消费意识不断提升,婴童产业的未来更显蓬勃生机。目前我国0-6岁的婴童数量大概是1．7亿，婴儿潮的涌现带来了巨大的孕婴童用品市场，据专家预测，孕婴童用品市场规模将达到850亿，2012年将可以达到1000亿的规模。一波又一波的婴儿潮，     

引领中国孕婴童产业风向潮流 第12届CBME孕婴童展圆满闭幕

7月20日下午,历时3天的2012年第12届CBME孕婴童展、CBME童装展(以下简称CBME)在上海新国际博览中心圆满落幕。这个亚洲最大的孕婴童展会为孕婴童产业人士提供了商贸洽谈的机会,也为中国孕婴童行业走向世界铺就一条宽敞的道路。民览规模再创新高,稳居亚洲之首2012年的展会规模再攀新高——从去年的7个展馆增为10个展馆,展馆总面积增至115,840平方米,参展商1,287家,参展品牌1,908个。展品囊括母婴用品、童车床及床上用品、儿童家具、     

中国孕婴童产业进入多渠道融合营销时代

近年来,Answer Marketing Consulting LTD报告显示,中国已成为继美国之后全球第二大婴童用品消费大国,婴童产品零售总额达1,800亿美元。同时,中央对城镇化建设工作的推进,以及开放＂单独二胎＂政策,成为未来拉动孕婴童行业持续发展的最大潜力。业内人士对孕婴童产业未来发展的信心高涨。     

“单独二胎”利好孕婴童产业2014CBME中国见证发展

近年,中国孕婴童行业的发展速度惊人。Answer Marketing Consulting LTD.报告显示,中国已成为继美国之后全球第二大婴童用品消费大国,婴童产品零售总额达1,800亿美元。同时,中央对城镇化建设工作的推进,以及开放＂单独二胎＂政策,成为未来拉动孕婴童行业持续发展的最大潜力。     

CBME孕婴童展 童装展7月盛大启幕

CBME孕婴童展童装展,全名＂第11届上海儿童、婴儿、孕妇产品博览会,上海儿童服装及配饰博览会＂,是亚洲最大的孕婴童产品博览会和中国最大的童装展会,将于2011年7月20-22日在上海新国际博览中心盛大启幕。作为国内最早举办的孕婴童产品博览会,CBME孕婴童展童装展历经十余年发展,在各方面均为国内翘楚：2011年CBME孕婴童展童装展总计展览面积将达80500平米,共计3800个展位,预计参展出品牌将达1600多个。各品类中的知名企业都将参加此次展会,如丽     

传承三载 突破创新 2008婴博会确立杭州“婴童产业之都”

3月16日,中国轻工业联合会、杭州市人民政府共同主办,杭州市婴童行业协会、杭州市经济委员会、杭州市贸促会联合承办的2008年第4届中国国际妇幼婴童产业博览会在杭州成功地落下帷幕。如果说2007年第3届中国国际妇幼婴童产业博览会上只是提出了“国际婴童之都生活品质之城”这个行业品牌,那么2008婴博会无疑是确立了杭州作为婴童产业之都的城市定位。     

2012 CBME孕婴童展7月启幕在即玩具展区令人期待

亚洲最大、全球第二孕婴童展—CBME孕婴童展将于2012年7月18日至20日在上海新国际博览中心盛大举行。CBME孕婴童展创办于2001年,是集玩具、母婴用品、童装、食品等孕婴童产品为一体的大型产业博览会。2012年,展会将开放10个馆.展     

团结联合求真务实创新发展提高前进

1．发挥联合优势，举办了一些有影响的大型活动，增强了行业凝聚力和影响力。     

Structure,conduct, performance,and welfare

This paper extends previous analysis of weaknesses of the structure-conduct-performance paradigm and of the price-cost margin as a measure of performance. Sufficient conditions are established under which monotonic linkages may not exist between virtually any two of social welfare, its individual components, structure, conduct, or performance.     

Relationship between innovativeness,quality, growth,profitability, and market value

The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource‐based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness–quality–performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of structural equation models indicate that (1) innovativeness mediates the relationship between quality and growth, (2) quality mediates the relationship between innovativeness and profitability, (3) both innovativeness and quality have mediation effects on market value, and (4) both growth and profitability have mediation effects on market value. Implications for theories and practices are discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

Knowledge structures of prospectors,analyzers, and defenders: content,structure, stability,and performance

The managerial cognition perspective argues that managers operating in complex, dynamic environments develop knowledge structures that help them focus their attention, interpretation, and actions. We explore the content and structure of top managers' strategic knowledge structures by measuring differences in the level of attention they give in annual reports to strategic issues and themes that Miles and Snow used to describe their main strategic types. Twenty-one themes that form seven main factors describing managers' strategic cognition are identified, and these demonstrate reasonable fit with the Miles and Snow model. We show that expert raters can recognize these factors when they read annual reports that contain them. Cluster analysis is then used to identify groups of firms that share similar profiles on these strategic dimensions which are interpreted as examples of cognitive strategic groups. These groups show alignment with Miles and Snow's strategic types, are relatively stable over time, and differ in financial performance. The sample comprises 1,038 listed Australian firms between the years 1992 and 2003. Copyright © 2007 John Wiley & Sons, Ltd.