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1月23日,解放2005营销年会在长春隆重举行.一汽解放汽车有限公司李长江总经理在会上发表了重要讲话.会后,笔者对李长江总经理进行了专访,现将访谈笔录整理如下.…… 相似文献
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1月23日,解放2005营销年会在长春隆重举行。一汽解放汽车有限公司党委书记兼一汽贸易总公司总经理赵忠信先生在会议上作了《提升客户关系体系能力创建精益化营销团队》的主题工作报告,指出了解放营销体系2005年的工作方向。会后,笔者对赵总进行了专访,现将访谈笔录整理如下。 相似文献
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“解放是一汽的根,根深才能叶茂”。对于解放所应承担的历史使命,一汽集团公司竺延风总经理曾经给出这样形象的回答。然而在新的历史时期,解放如何能在日益激烈的竞争环境中根深叶茂.为完成一汽“十一五”自主百万辆的奋斗目标做出应有的贡献?近日笔者就这个问题采访了第一汽车集团公司董春波副总经理。 相似文献
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2003年7月16日,在中国汽车工业诞生五十周年之际,在长春汽博会一汽解放日功勋用户授勋仪式上,一汽解放汽车有限公司党委书记兼一汽贸易总公司总经理赵忠信亲自授予解放广西用户黄启学解放功勋金质奖章,以表彰他创造了解放车百万公里无大修的奇迹;授予李进楼解放功勋金质奖章,以表彰他20多年来用解放车带领当地人民致富,造福一方的感人事迹。 相似文献
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借2005上海国际车展,中国第一汽车集团解放J6H重卡举行了揭幕仪式。一汽集团公司总经理竺延风亲自主持揭幕仪式,并向现场观众介绍解放J6H的产品特点。 相似文献
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作为我国民族汽车工业的代表品牌,解放卡车因不断为用户创造更大运营效益,而赢得了“挣钱机器”的美誉。面对当前日益激烈的市场竞争,解放品牌紧随世界卡车的发展趋势,成功完成了众多主力产品的换代更新。其中今年3月份才上市的解放悍威重卡,凭借其卓越品质迅速赢得了广大卡车用户的关注和青睐,并迅速在河北、山东、安徽等地区形成了热销局面,创造了卡车新品月销量的崭新记录,使之成为解放新一代“挣钱机器”的杰出代表。 相似文献
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2005年,经历了空前严峻的市场考验,一汽解放在万千用户的信任与支持下,赢得了坚实的发展。解放卡车年产销量和市场占有率依然稳居行业前列,解放品牌价值增长到113.67亿元,继续保持卡车制造业榜首地位。更为可贵的是,在“2005年度中国物流运输车辆调查及评选”活动中,以奥威重卡、悍威重卡为代表的解放新一代主力产品在其发展的关键时期得到了来自百强物流企业和广大用户的鼓励与褒奖。解放近年来不断建设与维护的客户关系体系在艰难的市场环境中彰显出巨大的推动作用,广大用户忠诚不渝的信任和支持已经成为解放战胜困难、稳步前行的动力源泉。 相似文献
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在以“承诺 提速 改善 提升”为主题的解放2007商务年会上,解放首次将营销、肌务、专用车三大扳块集为一体.系统总结了2006年的发展经验,全面部署72007年的营销战略。 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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