喜力啤酒(Heineken)家族女继承人之谜

世上赚大钱的方式很多.一些人历尽艰辛,凭借一点机遇和幸运,终于成了百万富翁;也有人从博彩中一夜暴富.而查伦·德·卡威尔霍·海尼根(Charlene de Carvalho Heineken)却与众不同,她靠继承遗产获得巨额财富.一年前,荷兰啤酒大亨费雷迪·海尼根去世,给他的女儿留下了数十亿美元的遗产.     

船王丹尼尔的借钱经历

世界上私人船只吨位的第一人是美国的丹尼尔·路维格,提起他的创业史,丹尼尔说,企业的成败更重要的是看管理者的财富智商,高财商的管理者能够使企业兴旺发达。丹尼尔·路维格发展自己的事业,靠的是巧妙地向银行借钱。一次,丹尼尔·路维格发现用轮船载油比载货更有利可图,可是由于资金有限,丹尼尔·路维格不可能买到一艘油轮,于是他打算买下一艘货船,再改装成油轮。可是钱从哪儿来呢?丹尼尔·路维格想到了银行贷款,于是丹     

比尔·盖茨为什么能成为世界首富

美国《财富》杂志和《福布斯》杂志访问比尔·盖茨,询问他成为世界首富的秘诀,比尔·盖茨回答说,他之所以成为世界首富,除了知识,除了人脉,除了微软软件公司很会行销之外,还有一个关键前提是大部分人没有发现的,就是眼光好。比尔·盖茨所说的眼光好有三层含义。第一层含义是要掌握最大的趋势。微软公司的英文名字叫做Microsoft,Micro代表的含义是Microcomputer,是微电脑的意思;Soft代表的是Software,是软件的意思,是给微电脑使用的软件。当比尔·盖茨创业的时候,全世界最顶尖的电脑公司叫IBM,由汤姆·斯沃森领导着。当时一台电脑有现在…     

巴菲特:理性的法则

在２０世纪的最后一个月,尽管比尔·盖茨本人应沃伦·巴菲特之邀。参加了在后者家乡举办的桥牌锦标赛,外人感兴趣的却不是富豪的牌技,仍然是他们个人财富的消长──随着２０００年最后的日子里纳斯达克指数的萎靡不振,巴菲特已经有望超越盖茨成为世界首富！     

数字解读沃尔玛

《财富》杂志评选的2001年美国企业500强中,零售业巨人沃尔玛连锁店终于将埃克森·美孚石油公司逼下马来,以2198.12亿美元的营业收入总额坐上了美国乃至世界企业的龙头宝座。而沃尔玛的主席罗伯逊·沃尔顿也力挫微软公司董事长比尔·盖茨成为全球首富。 在全球经济不景气的情况下,沃尔玛仍然在不断地扩张。沃尔玛旗下在美国已拥有     

EC贺岁片之数字教父──来访者:李泽楷 电讯盈科集团主席

当年西西里有关荣誉第一的道德法则使《教父》成为经典之作,教父的形象也总是与荣耀、权利和财富难舍难分。２０００年,作为新经济的代言人,十位不同使命的数字教父造访中国,所到之处确实令不少人匍匐在地。 “与你的朋友亲近,与你的敌人更要亲近”。这是阿尔·帕西诺所饰演的传奇人物唐·迈克尔·科里奥在《教父》中的一句名言。借用这个说法,这十位数字教父的格言是：“与市场亲近,与中国更要亲近。” 今天,李泽楷晋身数字英雄的行列,财富与其父比肩,不枉老超人当年对他成为“楷模”的期盼。２０００年,对于李泽楷来说,上半隼…     

投资策略 体现在思维的力度上

<正>曾经读过劳拉·兰格梅尔写的《财富圈》一书,她在《财富圈》中说"听我的,按我说的去做,你肯定能在不长的时间内成为百万富翁。"当有人质疑世上哪来那么多轻而易举的致富方法时,兰格梅尔坚持说有,她以亲身经历告诉人们,条条大道通财富,     

世界首富的生意经

这里所说的世界首富,并不是无人不知的微软公司董事长比尔·盖茨。据英美媒体公布的2001年全球大富豪排行榜显示,美国百货连锁店“威名”负责人罗伯森·沃尔顿的财富高达453亿英镑,比盖茨足足多出80亿英镑,成为名副其实的世界首富。一个百货连锁店老板究竟是一个怎样的人?他是靠怎样的生意经击败了曾经不可一世的IT精英?     

隐茶杯创业联盟 正宗专利规范拓市

<正>创业者选对正宗专利项目就是成功的保障中国人喝茶一边是现代,一边是传统,如何将两者合二为一呢?安徽龙健公司董事长程学斌做到了,他的这项发明也给众多投资者带来了巨大的财富金矿——茶·杯连环商机。     

实用资讯

<正> 让顾客主动来敲门作者:(美)斯宾塞·约翰逊著周晶译南海出版社版次:2008年4月第1版定价:20.00元【内容简介】顾客为什么购买?顾客如何购买?这两个看似简单的问题,却考验着上至企业领导、下至一线销售人员的智慧。国际著名畅销书作家、管理大师斯宾塞·约翰逊从《财富》500     

Carl Graham Fisher Mr. Miami Beach and much more

Carl Graham Fisher, an Indiana native, was the man who—among other accomplishments—conceived and built Miami Beach, Montauk Manor (on Long Island), the Indianapolis Speedway, and the country-crossing Lincoln and Dixie highways (which foreshadowed today's interstate highway system). Born into poverty, Fisher left home at age 12 to support his family. He made a name for himself in bicycle endurance racing and thereafter opened a bike shop and eventually an auto dealership. In 1904 he met and invested in an entrepreneur who owned the patent for an automobile-headlight design, which made both men rich. Fisher parlayed his new fortune into the Indianapolis Speedway, which he conceived as a test track for American automobile engineers. His disdain for U.S. roads and his familiarity with U.S. automakers led to his proposal to finance privately a coast-to-coast “Lincoln Highway,” paid for by donations from automobile industrialists. Once that project was underway, Fisher turned his sights to Florida, where he recognized the potential of a swampy, mosquito-infested Miami Beach. In 1912 he bought up much of the island, built the extravagant Flamingo Hotel, and commissioned a bridge to the mainland. Since Fisher spared no expense, Miami Beach soon became a popular wintertime destination for the nation's newly rich elite. Next, Fisher looked north and found on Long Island the perfect summer-vacation spot for his winter Miami Beach clientele. He turned Montauk into a gleaming resort community complete with excellent hunting, fishing, all types of recreation, a yacht club (with man-made ocean access), casino, and much more. In 1927, however, a severe storm battered Miami and choked off the winter business. Then came the Great Depression, which effectively eroded Fisher's real-estate empire and forced him into bankruptcy. Fisher died in 1939, with less than $55,000 to his name.     

中国第一商贩年广久

<正>他是第一代个体暴发户的代表,是改革开放的风向标,他一生被邓小平三次点名,其命运的起承转合暗合着个私经济的发展进程。作家吴晓波在著作《激荡三十年》中写道:"在1978年到2008年的中国商业圈出没着这样一个族群:他们出身草莽,不无野蛮,性情漂移,坚韧而勇于博取。"年广久正是他们中典型的一位。他的身后总是不乏不屑甚至鄙夷的目光;他目不识丁,却认为自己深谙实践中的经济学,靠炒瓜子在20世纪     

柳传志 船长靠岸

他被誉为"联想教父"、"中国企业家之父"。他的财富在富豪榜上排不上号,但每逢企业家们聚会时,大家会很自觉地将他排在第一位。美国《时代》杂志曾将他评为"全球25位最具影响力的商业领袖"之一。     

Personal Ethics and Business Ethics: The Ethical Attitudes of Owner/ Managers of Small Business

To date, the study of business ethics has been largely the study of the ethics of large companies. This paper is concerned with owner/managers of small firms and the link between the personal ethics of the owner/manager and his or her attitude to ethical problems in business. By using active membership of an organisation with an overt ethical dimension (for example, a church) as a surrogate for personal ethics the research provides some, though not unequivocal, support for the models of Trevino and others that suggest a link between personal ethics and business ethics.     

Andrew Carnegie and the foundations of contemporary entrepreneurial philanthropy

This paper focuses upon the relationship between the business and philanthropic endeavours of world-making entrepreneurs; asking why, how and to what ends these individuals seek to extend their reach in society beyond business. It presents an original model of entrepreneurial philanthropy which demonstrates how investment in philanthropic projects can yield positive returns in cultural, social and symbolic capital, which in turn may lead to growth in economic capital. The model is applied to interpret and make sense of the career of Andrew Carnegie, whose story, far from reducing to one of making a fortune then giving it away, is revealed as more complex and more unified. His philanthropy raised his stock within the field of power, helping convert surplus funds into social networks, high social standing and intellectual currency, enabling him to engage in world making on a grand scale.     

新进员工政治技能类群划分的实证研究

以来自12家企业的531名新入职员工为样本进行研究,依据他们在和谐人际、面子经营、能力型社交、形势机敏性和权术运用等政治技能5维度上的差异,通过聚类分析和单因素方差检验,得到4种政治技能群体：“自信天真、交际导向群”、“淡泊名利、形势导向群”、“正直独立、冷静导向群”、“技能全面,稳健导向群”,探索性地提出管理和辅导新进员工政治技能的政策建议,在有助于改善新员工政治技能的同时,对管理者提高政治技能管理水平、增强凝聚力和促进组织内部和谐有所裨益。     

The trillion-dollar enterprise: An interview with Booz.Allen & Hamilton's Vice Chairman,Cyrus F. Freidheim,Jr.

The Trillion-Dollar Enterprise: How The Alliance Revolution Will Transform Global Business by Cyrus F. Freidheim, Jr. (Reading, Massachusetts: Perseus Books; 1998. pp. xiii + 253. ISBN 0-7382-0004-2, Price: $25.00) is an interesting, timely, and provocative book that uncovers the alliance revolution and other forms of cooperative activities taking place in global business. The work is one of the first genuine attempts to share many years of a groundbreaking research at Booz.Allen & Hamilton on corporate networks, interorganizational alliances, and cooperative activities of global companies. The concept of the trillion-dollar enterprise that Freidheim convincingly puts forward provides a refreshing and new addition to the lexicon of global business. In this interview with Thunderbird International Business Review's Book Editor, Syed Tariq Anwar, Freidheim describes the trillion-dollar enterprise, its place in the twenty-first century, and its future impact on world industries. Freidheim predicts that the trillion-dollar enterprise will change the way companies do business in the domestic and international markets. Alliances, corporate networks, and megaventures will be the name of the game in the future, eventually bringing new types of companies and competitive environments that will have a lasting effect on multinational corporations (MNCs) as well as consumers. © 1999 John Wiley & Sons, Inc.     

Loyalty in Business?

Discussions of loyalty in business typically assume that employees have a prima facieduty of loyalty to their companies, one that sometimes conflicts with other duties, such as the duty to blow the whistle in response to dangerous or unethical practices. Ronald Duska, however, denies the existence of any such duty. According to Duska, one does not have an duty of loyalty to a company, even a prima facieone, because companies are not proper objects of loyalty. He bases this conclusion on two premises: first, that loyalty is appropriate only in relationships that demand self-sacrifice without expectation of reward, and second, that the employee-company relationship does not demand such sacrifice.In this paper I pose a dilemma for Duska. Briefly put: one can interpret Duska's phrase relationships that demand self-sacrifice without expectation of reward" either narrowly or broadly. If one interprets it narrowly, then Duska's first premise is false; if broadly, then his second premise is false. Either way, Duska's argument is unsound. However, after rejecting his conclusion about loyalty in business, I go on to argue that Duska is right to deny that the duty of loyalty conflicts with the duty to blow the whistle. More generally, the paper is an attempt to elucidate the proper application of loyalty in business.     

陈凛 不仅仅是陈逸飞的儿子

<正>不同于常见的天使投资,陈凛专选那种发展到一定规模但VC还没介入的企业,而且投资额度达几百万美元,也要比一般的天使投资大。2012年初,陈凛成了联创策源的投资合伙人。在这之前,陈凛,这位著名艺术家陈逸飞的儿子,一直作为天使投资人在上海单打独斗。不同于常见的天使投资,陈凛专选那种发展到一定规模但VC还没介入的企业,而且投资额度达几百万美元,也要比一般的天使投资大。"很多上海的公司是这么想的,与其早期融资让VC拿走很多股份,还不如找     

Custom-built

Mass customization has rapidly moved from an abstract theory to a practical source of competitive advantage. Fabrizio Salvador has been studying the companies that have bolstered their business by tapping into the idiosyncratic needs of customers. Tom Brown reports on his latest thinking.