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一、引言 2009年,黑龙江省提出“公路建设三年决战”口号,经过2009年--2011三年建设,截至2012年底,黑龙江省全省公路总里程达到159063公里,公路网密度为35.04(每百平方公里)。现有国家高速8条,国道8条,省道35条(其中地方高速路6条),县道220条,乡道4299条,村道13784条,专用公路4236条。 相似文献
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一、黑龙江省乡村旅游发展的现状
(一)乡村旅游日益成为全省旅游产业的重头戏
2006年到2009年,黑龙江省依托"三农"资源、国家政策和产业机遇,不失时机地提出了发展黑龙江省乡村旅游的战略重点和对策措施,结合农业游、休闲游、风光游,进一步整合乡村旅游资源,迅速规划并合力推进,由落后地区跃升为全国乡村旅游的中上游省份。 相似文献
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2009年3月6日至8日,2009年东北地区农机产品订货交易会暨哈尔滨春季农民大集在黑龙江省汽车农机大市场隆重举办。此次展会以“为我省千亿斤粮食产能建设提供优质装备”为主题,推展农业高新技术、高新装备。 相似文献
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2009年以来黑龙江省外贸形势发展良好,成为黑龙江省经济快速发展的一大助力。可是在全省经济和外贸快速发展的背后,却有一个问题突显出来。那就是外贸人才的缺失问题。如何解决这个问题是紧迫的课题。本论文就是在分析黑龙江省外贸人才的现状和需求情况的基础上,提出了黑龙江省外贸人才培养途径,希望能为黑龙江省的外贸发展贡献一份力量。 相似文献
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3月6—8日,2009年东北地区农机产品展示交易会在黑龙江省农机大市场隆重举行。约翰迪尔大马力和中马力拖拉机、6488玉米果穗联合收割机引来众多用户的关注,约翰迪尔展台也成为展会上最繁忙的展台之一。 相似文献
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政府补贴对市场的影响 自从实施农机补贴政策以来,对农机市场产生了深刻的影响。一是市场销售逐年爬高,催生农机社会化服务组织的跃升。从2004年到2009年,国家共计给黑龙江省投入购机补贴资金12.76亿元(不含农垦)。 相似文献
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俄罗斯中亚东欧经贸动态 总被引:1,自引:0,他引:1
闫午 《俄罗斯中亚东欧市场》2009,(2)
俄罗斯 黑龙江省构筑"三区一岛三带"沿边开放新格局黑龙江省政府常务会议讨论并原则通过了<黑龙江省沿边开放带发展规划>,提出构筑"三区一岛三带"沿边开放新格局,初步规划项目总数355个,总投资3 368.4亿元人民币,规划期为2009~2015年. 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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