Preparing for promotion pays off

You shouldn't assume that your organization will make any great effort to help you get promoted. It is your responsibility to discover and to meet the expectations of those who make the decisions about promotion.     

Jobs '90. Attitude aptitude

Is your job all it's cracked up to be? Take R&I's job$ quiz and compare your opinions about career and industry issues with those of your executive colleagues.     

The garage team—entrepreneurship lessons from DHL international

When you start a venture, you start with yourself: your own personal operating system, or POS. Then, you identify and define your compelling product or service, something you should already know a lot about. You also need to use your sales skills to convince key stakeholders to support you, and to design your venture by putting together a pattern that works. The next step is to put together a team to help you implement the pattern you have designed, the men and women who will make up your garage team. The garage team is made up of the core people in a start‐up, people who help graduate the entrepreneur to the role of leader, because a leader with no followers is a leader of none. This article explores the essential attributes of such a team and how they contribute to the success of entrepreneurial ventures. © 2009 Wiley Periodicals, Inc.     

Differentiating hospitality operations via experiences: why selling services is not enough

By infusing your hospitality operation with a theme—explicitly stated or creatively subtle— you can improve your guests' experience and (not incidentally) your profits.     

Breaking the rules for better service

It's possible your company's customer-service policies are inhibiting the potential of your managers and costing you business.     

Joint sales promotion: An emerging marketing tool

Promoting your product jointly with another company's product may help your firm realize certain marketing goals.     

Patterns of argument in business ethics

De George's account of philosophical and theological approaches to business ethics presupposes a particular view of the logic of argumentation. This paper presents an alternative model for describing arguments that has been suggested by Stephen Toulmin. It uses this model to qualify De George's claim that philosophers are justified in their indifference to the work of theologians in business ethics.Consider what you think justice requires, and decide accordingly. But never give your reasons; for your judgment will probably be right, but your reasons will certainly be wrong.Lord MansfieldDavid P. Schmidt is Assistant Director of Trinity Center for Ethics and Corporate Policy at Trinity Church. He is a former Director of Corporate Relations for DePaul University. He is presently completing a doctoral dissertation on Theological Arguments and Public Policy Issues at the University of Chicago Divinity School.     

More value for your company's continuing education dollar

Money for training is in short supply, so dollars for “outside” training must be spent wisely. Here are some ways your employees can get the most for your company's money out of those external training programs.     

Managing innovation: Military strategy in business

“How in God's name do you think you lead …? By the strength of your arm only? No. But by your brain … And by magic.” From Tai-Pan by James Clavell     

Redshift: A radical change in the fabric of computing

Some companies are boosting their computing power to massive scales. Should your company? That depends on whether your company's needs are blueshifting or redshifting. Greg Papadopoulos, Jonathan Schwartz and Jason Woods explain why these new business terms could define your company's future.     

The only way is up

Just because the world is in a business downturn, it doesn't mean that you and your business can't be up about your future prospects. Don Sull has specialized on the upside of turbulence.     

Productivity in the '90s. Up and running

When it come to building new facilities, time is money. Delays cost dollars, blunt your competitive edge, and leave you with a building that's obsolete before it opens. Here's how to use functional programming, process-oriented teams and good planning to keep your project on track and your company on budget.     

The big-bang-for-your-buck theory

Do it right, and your investment in information technology can have all sorts of strategic payoffs. Do it wrong, and you'll be paying, dearly, for nothing. Here's a guide to evaluating IT and measuring its impact.     

The counter-conventional mindsets of entrepreneurs

These days, it seems, nearly everyone aspires to be an entrepreneur. But many entrepreneurs think and act differently than the way in which most other businesspeople do and the way much of today’s business education encourages them to think and act. My in-depth examination of dozens of entrepreneurs I’ve come to know well over the past 2 decades tells me that their unconventional—or, dare I say, counter-conventional—mindsets and behaviors are marked by six common patterns: (1) ‘Yes, we can;’ (2) beg, borrow, or steal; (3) think narrow, not broad; (4) problem-first, not product-first logic; (5) ‘No’ is something waiting to be turned into ‘Yes’; and (6) ask for the cash and ride the float. Thankfully, we now know that entrepreneurs are made, not born. These six patterns of entrepreneurial thought and action are eminently learnable. If you want to someday be an entrepreneur, or if you want the people in your company to become more entrepreneurial, then developing—or encouraging and incentivizing your people to develop—such a mindset might constitute a suitable first step toward preparing you to follow a more entrepreneurial path or to foster a more entrepreneurial culture in your company.     

"疏浚"产业链

你的客户到底是把你仅仅当作多多益善的渠道商之一，还是把你当作帮他解决了苦恼已久的大麻烦的人？这在很大程度上决定了你的商业模式是否真的有效。     

Ethical Guidelines for Marketing Practice: A Reply to Gaski & Some Observations on the Role of Normative Marketing Ethics

Gaski (1999) is critical of marketing ethics and suggests that its ethical guidelines amount to no more than "obey the law" and "act in your self-interest". This reply questions Gaski's critique and clarifies possible misconceptions about the field that might otherwise result. It identifies the limitations and assumptions of Gaski's argument and shows that there are exceptions to his central proposition even when narrowly circumscribed. It is not disputed that there is merit to reminding managers of their obligations to obey the law and to act in their enlightened self-interest. However, although fulfilling these obligations is generally a necessary requirement for good conduct, it is not sufficient. There are situations where ethics demands more of marketing managers than "obey the law" and "act in your self-interest". In addition, managers may face situations where ethics, the law and self-interest are inconsistent. The article incorporates observations on the role of normative marketing ethics, including the requirement to develop ethical theory for marketing as well as ethical guidelines.     

“唯女子与小人为难养”新解——孔子没有鄙视妇女的辨析

《论语》＂唯女子与小人为难养＂,历来被视为是孔子鄙视妇女的言论。然而《论语》中有19个＂女＂,除有一＂女＂作女本字解,其余18个＂女＂作＂汝＂解;＂女子＂应作＂汝子＂解。＂难养＂是难教育、难培养,＂唯女子与小人为难养＂是说只有你的儿子与小人算是难教育、难培养。孔子没有鄙视妇女的意思。     

场地清洁指南——如何正确清洁和消毒线下活动场地

随着2021年的到来,我们每一个人都迫切需要新的开始,这意味着希望也随之而来。无论是准备一个活动,会议或贸易展,现在是时候重新调整你的规划过程了,并把清洁,健康和安全纳入管理规定之中,科学的防疫规定让你能更好的掌舵你的活动。     

Entering Eastern European markets : Lessons from Kmart

Kmart completed its purchase of 13 stores in the Czech Republic and Slovakia in May/June 1992. Using interviews conducted in June 1993 with directors of Kmart-Czech Republic and Slovakia and a vice director of its major Prague competitor, Kotva, this paper analyzes the strategies Kmart is using to position itself in Eastern Europe for both retail sales and product acquisition and distribution. Four lessons to be learned from Kmart were identified: (1) internationalize what you do well; (2) know your customers by listening to them and adapting to their needs; (3) be flexible and change if a strategy does not work; and (4) balance short-and long-term gains.