深入学习贯彻"三个代表"保持辖内经济金融稳定发展

今年上半年,辖内三省(区)克服非典等不利因素影响,经济金融保持较快的增长势头.辖内广东、广西、海南国内生产总值分别为5822.03亿元、1173.50亿元和325.57亿元,同比增长(下同)12.6%、9.7%和10.2%,分别比全国高1-4个百分点.工业生产保持较高增速,三省(区)工业总产值分别增长22.9%、18.5%和30.2%;国内社会消费需求稳定增长,三省分别增长10.4%、8.5%和8.8%;外贸出口(除海南略有下降外)强劲,广东、广西分别增长26.2%和48%;固定资产投资迅猛增长,三省(区)分别增长27.9%、39%和31.7%.居民消费价格小幅回升.     

定西“三思“

定西市属典型的投资型经济,项目建设和投资增长是决定该市社会发展速度和发展后劲的主要因素.1998年以来,定西市项目投资出现了前所未有的良好发展势头.1998年-2003年,定西市社会固定资产项目投资累计达1532个,总规模突破100亿元,是1998年以前49年投资总和的1.13倍,6年中,固定资产对全市国内生产总值的贡献率一度高达44.43%,全市国内生产总值年均保持10%的速度增长.是改革开放以来,全市经济发展最快、最好的“黄金季节“.……     

2001年赣、鄂、湘经济金融形势分析报告

2001年,在世界经济增长明显放缓的情况下,赣鄂湘三省国民经济仍然保持了较快的发展势头,经济运行质量和效益继续改善,经济结构调整步伐加快.据初步测算,2001年赣鄂湘三省国内生产总值分别比上年增长8.8%、9.1%和9%,与上年相比,江西提高0.8个百分点,湖北下降0.2个百分点,湖南与上年持平.     

要闻传递

宏观经济中国不求过高经济增速更看重民生改善国家主席胡锦涛在两岸经贸论坛上表示,一季度中国G D P增长了10.2%,进出口贸易增长了25%。大陆的经济正保持着良好的发展势头,为两岸深化经贸合作创造了有利的条件。但胡锦涛同时指出,坦诚地讲,我们不希望也不追求过高的速度,我们更     

2012年我国经济运行环境及发展趋势

2011年,在控物价、稳增长和调结构等措施的共同作用下,我国经济保持了平稳较快增长,物价过快上涨趋势得到遏制;受国外需求不断放缓、国内经济增速连续三个季度回落的影响,国内外许多机构下调了我国2012年经济增长预期。预计2012年我国经济增长速度在8.5%～9%之间,改善金融运行的微观机制、保持物价总水平基本稳定、大力推进产业结构优化升级等任务依然艰巨。     

1999年上半年北京市经济金融形势分析

一、经济形势今年以来,北京市国民经济保持了良好的发展态势,在高速增长轨道上平稳运行,总体经济运行质量得到进一步改善。1.国民经济快速增长1-5月北京市完成国内生产总值754.75亿元,增长12.4%,比去年同期增速高出2.3个百分点,其中第一、二、三产业完成增加值31.7、     

目前北京市第三产业存在的问题及对策

一、第三产业发展特点和目前存在的主要问题改革开放以来,北京市第三产业发展一直呈现良好的发展势头,主要特点是:1.增长速度快。第三产业一直以高于国民经济的速度发展。1979—1990年,国内生产总值年均增长率达到9.0%,同期第三产业增加值年均增长14.0%,比国内生产总值增长率高5个百分     

下半年宏观经济预测

宏观调控政策使经济保持平稳较快增长，上半年国内生产总值同比增长9．7％。     

业界资讯

<正>上半年国民经济恢复向好经济增长整体回升上半年，国内生产总值同比增长5.5%，快于去年全年3.0%的经济增速，快于一季度4.5%的经济增速，快于世界主要发达经济体，彰显出我国经济发展的韧性。国内需求持续扩大上半年，社会消费品零售总额同比增长8.2%，保持较快增长；最终消费支出对经济增长的贡献率达到77.2%，明显高于去年；固定资产投资同比增长3.8%，其中基础设施投资、制造业投资分别增长7.2%和6.0%。     

2005年金融形势与货币政策分析

实体经济分析(一)、经济增长2005年,中国经济保持了良好的增长势头,截止到第三季度末,累计国内生产总值达到了106275亿元。2005年前三个季度的GDP增长率分别为9.4%、9.5%和9.4%,远远高于政府年初制定的8%的增长目标,也远高于此前人们的普遍预期。从产出结构来看,在三大产业中,第一产业增加值13510亿元,增长5.0%;第二产业增加值60440亿元,增长11.1%;第三产业增加值32325亿元,增长8.1%。与前两个季度相比,第一产业和第二产业的增长率基本没有太大的变化。而第三产业增长率则略有上升,由第二季度的7.8%上升到了8.1%。(二)、总需求结构在2005…     

Interview God

"Come in,"God said to me,"so,you would like to interview Me?" "If you have the time."I said. He smiled through His beard and said:"My time is called eternity and is enough to do everything;what questions do you have in mind to ask me?" "None that are new to you.What's the one thing that surprises you most about mankind?"     

How to restore the fiduciary relationship. An interview with Eliot Spitzer. Interview by Louise O'Brien

Eliot Spitzer's investigations into the mutual fund and investment-banking industries have made the New York State attorney general the de facto flag bearer of corporate reform. His exposure of conflicts of interest between investment bankers and research analyst in Wall Street firms led to the $1.4 billion global settlement between regulators and banking houses in 2003. In this interview, Spitzer describes the challenge of protecting public markets from conflicts of interest, paying particular attention to how such conflicts get institutionalized in an industry. "The cases that have gotten me and my fellow regulators most upset are the ones where we've seen senior management being tolerant of rank abuses," he says. "Because then you know that the entire structure is rotten." He also points the finger squarely at boards, maintaining that board members are drawn from pools of company and industry insiders. He cites "a void in values in a lot of boardrooms," holding up executive compensation as a powerful example. "Board compensation committees ... are self-selected and interwoven--it's a rigged marketplace." He continues, "It would be interesting to see what the world would look like if CEO pay packages had to be submitted to shareholder votes." Spitzer suggests that what's really needed is for all business leaders to reinstill throughout their organizations the critical notion of a fiduciary duty--whether it is to the shareholder or to the customer. Using the mutual fund industry as an example, he also contrasts the value of enforcement with that of regulation and articulates an important--and surprisingly limited--role for government in protecting free markets.     

中国风电:转动绿色梦想

执著于风车旋转的神奇和美妙，坚信大自然给予的无限能量，孜孜寻找天、地、人的和谐共生，为一个清洁健康的未来……     

"所有制偏好论":国企改革深化的理论障碍

我国国有企业改革难以深化并取得实质性突破与进展,最深层次的原因不在技术与操作方面,而在于理论层面。"公有制偏好论"是我国国有企业改革深化最大的根本性障碍,而"私有制偏好论"又是国有企业改革深化的误区。夺取我国国有企业改革的胜利,必须从理论上实现从"所有制偏好论"到"所有制平等论"的根本转变。     

中国企业到欧洲发展要谨慎

前不久,2012ACCA年会在在京召开,此次年会的主题是：经济转型,你准备好了吗？期间,《国际融资》专访了ACCA全球会长温思霆（Dean Westcott）,请他谈了对欧洲形势的看法和对中国企业“走出去”的建议,他认为：因为欧债危机,欧洲经济这一两年一直在动荡之中,而中国经济一直保持着8％以上的增长速度,此时,中国企业”走出去”到欧洲发展一定要谨慎。特别是会计人员要在其中发挥更加重要的作用     

世行行长:中国用战略思维看待经济问题

世界银行集团行长(简称:世行)金墉于2012年11月27日至30日访华,这是他在2012年7月就任世行行长以来首次访华。访华期间,中国国务院副总理李克强和有关部委领导会见了金墉行长,金墉行长还到四川省考察汶川地震恢复重建等项目,亲眼目睹灾后重建如何为当地人民带来更好的服务。在结束访华行程前举办的记者会上,他回答了记者的提问,此次记者会,金墉行长特别强调了世界银行未来与中国之间的合作伙伴关系,并说中国用战略思维直面经济问题,表示世行愿在城镇化方面加强与中国合作     

赵一弘 碧生源的“工匠”

赵一弘用了10年时间,仅凭借着碧生源旗下的2款主力产品,就创造了逾8亿元的年销售额,并将企业带到了香港联交所。从2000年北京房山区窦店镇一个仅1100平方米的厂房,到2010年登陆香港联交所主板,碧生源控股有限公司(以下简称为碧生源)董事长兼CEO赵一弘和创业团队经历了10年时间,在这10年里,除了产品外,他们专心做好了一件事情:在全中国范围内铺设了一个遍布近12万家零售终端     

为中国企业对外投资搭鹊桥

当一个国家的经济实力足够强大的时候,企业“走出去”,寻求更多新的市场机会便是必然。中国改革开放30年来经济持续高速发展,使越来越多有实力的中国企业“走出去”到海外进行项目投资,参与国际并购。截至2008年底,中国对外直接投资的企业约1．2万家,中国非金融类对外投资累计金额约1400亿美元,分布在全球170多个国家和地区。2008年,中国对外直接投资首次突破500亿美元,     

徐曙光 董事长专业户的成功法则

他曾连续成功创业,并跨越不同的国家、涉足不同的领域。他正是董事长专业户徐曙光。     

The case of the machinists' mutiny

"You can't be serious!" Mike Trail, the president and fourth-generation owner of Trail Manufacturing, stared at five older men standing in his office. "I'm afraid we are, Mike." Sandy, the most senior of the five, was polite but firm. "We won't switch over to the new equipment." Trail Manufacturing was a small Midwestern company trying to define itself in a new world of competition. Working with engineering chief Marco Duncan, Mike Trail, its young CEO, developed a program to revolutionize the company's manufacturing capability by installing six computerized machining centers. The $4 million automation program was proceeding smoothly, or at least it seemed to be, until the sixth of eight production teams, whose members included the company's most respected machinist, refused to continue participating. Mike canvased his colleagues for suggestions. "We can't let any screw machines remain in operation," Marco insisted. "The problem wasn't just old machines. The problem was--and is--the whole company. We need a clean break with the past." Shop manager Darrell Montgomery didn't necessarily disagree, but he worried about alienating Sandy. "You know what Sandy means to this place," he said. "If it wasn't for him, we never would have survived the startup." Bob Block, the company's CFO, went a step further. He questioned Marco's all-or-nothing vision and counseled compromise. "With half the new cells up, the screw machines are running a lot fewer jobs," he noted. "But they still account for over half our sales and even more of our profits. Maybe these guys are right." Four experts on change examine the crisis at Trail Manufacturing and debate Mike Trail's next step.