共查询到20条相似文献,搜索用时 46 毫秒
1.
2003年12月25日至30日,陕西重汽在古城西安隆重召开了商务暨服务年会.全国各地千余名经销商和服务商欢聚一堂,共庆2003年取得的辉煌战绩,共商2004年的发展大计,决心在新的一年取得更为出色的成绩.本刊记者参加了此次盛会,并采访了张玉甫、方红卫等多名领导,感触颇深,特撰写此文,以祝新陕汽更有新辉煌. 相似文献
2.
2003年12月25日至30日,陕西重汽在古城西安隆重召开了商务暨服务年会.全国各地千余名经销商和服务商欢聚一堂,共庆2003年取得的辉煌战绩,共商2004年的发展大计,决心在新的一年取得更为出色的成绩.本刊记者参加了此次盛会,并采访了张玉甫、方红卫等多名领导,感触颇深,特撰写此文,以祝新陕汽更有新辉煌.…… 相似文献
3.
从一个濒临倒闭的小厂,到成为国际电能表行业的领导者及中国空调行业的前三甲,奥克斯在短短的15年时间内实现了1000倍的增长。2003年,奥克斯已在中国企业联合会和中国企业家协会联合公布的中国500强企业名单中列第253名;在中国机械工业企业管理协会排定的中国机械500强名单中列第29位;同时被中国企业联合会评选为中国最具成长性企业之一。奥克斯取得的辉煌成绩是令人瞩目的,它的成功也值得所有渴望得到长足发展的企业学习。然而,在它辉煌的背后,我们也看到了一些令人担心的隐忧。 相似文献
4.
5.
6.
7.
2003年,正值这万物复苏,鲜花盛开之时,4月25日,云铝总经理田永亲手按下了总控开关,至此,曾为云铝的辉煌立下了汗马功劳的60kA自焙电解系列及其附属设施关电停产,正式退出历史舞台。 相似文献
8.
11月17—20日,约翰迪尔在三亚举行了年度中国经销商大会。来自全国各地的300多名经销商与约翰迪尔公司的代表齐聚一堂,回首约翰迪尔中国市场部成立五年来的辉煌历程,共商未来发展大计。 相似文献
9.
2006年元月,来自全国各地的1000多名中国重汽经销商、改装厂和用户代表共聚一堂,庆祝中国重汽走过了五十年辉煌的发展路程,憧憬着今后更快发展的美好未来。中国重汽成立五十年来共生产各种汽车45万辆;中国重汽重组五年来产销重型汽车13.38万辆。如今,中国重汽又站在新的起点,明确提出“树中国重汽品牌,打造百年基业”的宏伟目标。在众多经销商代表中,特别引人注目的是来自中东、俄罗斯等国家的经销商代表。这些中国重汽产品国外经销商代表首次出席中国重汽的年度商务大会,显示出中国重汽在实施国际化战略上取得了突破性进展。 相似文献
10.
11.
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
12.
13.
14.
15.
16.
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
17.
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
18.
《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
19.
20.