手机移动广告的商业运作模式

长久以来，广告是一进在担心自己投放的广告能不能精确的到达受众，广告人也礼思索有没有一种新的广告媒介能把广告精准的做到消费者手中，而现在手机移动广告的出现无疑正在帮助他们交现着各自的梦想。移动广告在理论上讲，它是一种小众传播的载体，属于分众传媒的一种。与传统的广告相比，     

有效的媒体接触

一个人一天的生活轨迹，除了8小时睡觉，其他时间都会有不同的媒体接触。如何将消费者的生活轨迹与网络营销联系在一起，如何让资讯更有效地到达消费者的面前？第一，兴趣定向，根据受众浏览习惯推送他们感兴趣的广告。     

广告的战略关联与受众共鸣

战略关联性和受众共鸣性是衡量一个广告优劣的标准。广告的战略关联性所关涉的是企业的发展规划、公司的营销战略和广告的具体目标。广告的受众共鸣指广告能拨动消费者的心弦,在他们的耳中回响,在他们的脑海里回荡,引起他们的共鸣。优秀的广告既具有很强的战略关联性,又能够深深打动消费者。     

美克美家:让经典融入生活

美克美家精心打造的样板间、免费提供的设计顾问等服务，都在着力使消费者的家居梦想得以简单、便捷地实现，给他们愉悦的购物体验。     

娱乐营销，攻心之道

消费者喜欢娱乐。游戏是人类的天性。他们在娱乐中寻找到兴奋、刺激；找到群体归属感、找到偶像；找到或深或浅的梦想。在这种状态下，他们的心是开放的。因此，对企业而言，这是品牌沟通的最佳情境。品牌即攻心之道，娱乐则是打开消费者心扉的一条捷径。     

规模需求:生财有大道

买房买车是中国百姓一生的梦想，人们为此付出一生的积蓄。正因如此，消费者为买到一处可心而实惠的住房，可谓殚精竭虑耗尽心血。然而，尽管消费者磨破嘴皮跑细腿，他们最多也只能从房地产商手里讨到一两个百分点的优惠。     

如何善用“比较广告”

比较广告就是要比较广告中的产品跟其它同类产品的异同，以突出产品某方面的特性，并向广告受众展示这些不同点带来的不同结果，诱导他们对广告产品产生好感，使受众接受该品牌，从而发生购买行为。比较容易显示出产品的优点，得到消费者的认可。     

新媒介·营销：量体裁衣：腾讯游戏平台成就互动营销多面手

在游戏状态下，人的精神集中，情绪放松，这正是品牌与消费者沟通信息、交流情感的大好时机。作为新媒介形式的一种，网络游戏广告吸引了越来越多广告主的注意力。一方面，传统媒介的受众年龄结构日益老化，品牌正为寻求能有效接触年轻消费者的传播媒介而绞尽脑汁，而网络游戏的玩家大多是18～30岁的年轻人，他们是任何一个有战略眼光的品牌都会孜孜以求的目标消费者。     

让生命更年轻——法国依云水“可爱宝宝”广告战役

过去的广告大多注重以事实为依据,但消费者更希望能从一个大品牌得到情感和梦想。依云矿泉水总是在推销＂一段可爱的梦想＂,这次,他们选择的方式是＂可爱宝宝＂……     

移动电视的内容定位和广告经营分析

广告人一直梦想把广告做到消费者的旅程中和家门口，现在移动电视正在帮助他们实现这个梦想。从理论上来说，移动电视属于分众传播（小众传播）媒介。它不是面对普通大众进行传播，而是面向特定的有清晰特征的族群进行有针对性的沟通，使得广告能够更精准有效地聚焦目标消费者，具有更高的媒介投资效率。目前，移动电视的商业价值正在被快速开垦。据水木清华研究中心的统计分析表明，中国移动电视的终端规模和营业收入在2005年都将得到极大发展。     

个性、精准、互动、整合——数字电视对传统广告运作模式的挑战

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。     

电感耦合等离子体质谱法测定石膏及其制品中铅、镉等10种元素

通过对进出口石膏及其制品特性的研究,摸索出适合石膏及其制品消解的方法,并对传统的仪器方法进行分析比较,最终确定了完整的检测路线。实验中试样经酸消解后过滤得到澄清溶液,用电感耦合等离子体质谱仪对试液中的铅、镉、铬、砷、汞、铜、锌、锰、镍、钴进行测定,10种元素的检出限和定量限分别为0.07mg/kg和0.2 mg/kg,加标回收率为87.0%-104.1%,相对标准偏差均小于10%。     

安全、舒适，多用途，菲亚特DOBLO’（多宝）

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.     

Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision

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.     

Rethinking managership,leadership, followership,and partnership

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.