『笨人』连峰养『笨猪』

4年的时间里，7次创业失败，他成了不折不扣的“笨人”与“倒霉蛋”。在他的面前，仿佛笼罩着厚厚的云层，以至于，成功的阳光难以照射到，他陷入了山穷水尽的困境，前方的路该如何走下去？要是一般人可能早就崩溃了，可是，这个“笨人”——连峰，却屡败屡战，跨剑上马．左突向冲，终于，在第8次创业中，闯出一条生路，突围成功，并且，打了翻...     

『六个坚持』解决『肩挑』难题

从第六届村委会换届选举开始，湖北省南漳县就试行村党组织书记和村委会主任“一肩挑”，村“两委”成员交叉任职的运行机制。目前，该县已在80％以上的村推行了党组织书记和村委会主任“一肩挑”。从该县推行的村主职干部“一肩挑”的运行情况来看，“一肩挑”有效解决了农村工作长期解决不了的矛盾，取得了一些效果，但由于推行时间短等原因，也暴露出一些不可避免的矛盾和问题。“一肩挑”带来的四大难题一是认识不统一，发展不平衡。在调查中，有少数党员干部对这种新型村级领导体制认识不一，有的乡镇干部认为实行村党组织书记、主任“一肩挑”，     

『元芳怎么看』与『决策思维』

网络流行语，一波接一波，来去皆匆匆。继“杜甫很忙”、“包青天很黑”之后，“元芳，你怎么看？”这部陈年旧剧《神探狄仁杰》中的一句台词在网络上大火，一天之内被网友问到250余万次。“元芳”全名李元芳，是《神探狄仁杰》中狄仁杰的卫队长，官职正三品上，武艺高强，且对狄公忠心耿耿。“元芳，你怎么看”是狄仁杰常对他说的一句话。每次，“元芳”都会这样回答：“大人，此事必有蹊跷”、“此事背后一定有一个天大的秘密”。通常在两人的对话中，对于案情的分析就此展开。     

滩头『三进』

近日，笔者在湖南省隆回县滩头镇走访时发现，该镇昔日被称为“农家三宝”的“水缸、黄牛、柴堆”，现已逐渐被“自来水、大铁牛、沼气池”取代．当今农民生活正在悄悄发生变化．幸福指数也在逐年提高。自来水进农家“昔日吃水真发愁．如今用上水龙头；民心工程政策好，幸福生活有盼头。”该镇青龙村村民罗路军乐呵呵地对我们说。     

『亮屏』还是『真彩』手机用户讨说法

2004年1月22日，北京的黄女士在某手机专柜购买了一台国产手机，黄女士明确要求购买一台真彩手机，而购买的手机说明书写的是亮屏手机，没注明是真彩手机。购买后黄女士去找销售人员，要求确认购买的手机是否为真彩手机，促销员在消费者的强烈要求下写了一份书面材料：“该手机为65000色真彩。”黄女士认为一部手机出现两种说法，即亮屏和真彩，认为商家有欺诈行为，于是向质量技术监督投诉举报中心投诉。     

『终生』与『终身』辨

当前, “终身学习”的理念深入人心,但在许多媒体中,“终生学习”的说法也不少见.“终生”还是“终身”?两者的区别似乎并不十分明显.这里就这一问题提点自己的看法,与大家探讨.“终生”和“终身”意思基本相同,即使加上某些限制,如“终生”多就事业讲, “终身”多就切身的事来说,仍然有很多难以区分的地方.而且这两个限制也还有可商榷之处.比方“终□吃素”、“终□信佛”,用“生”还是用“身”?     

在『人』字上做文章在『创』字上下功夫

正确的认识，健全的组织，良好的机制，逗硬的考核，使川中天然气净化厂“两个文明一起抓”抓得实，方向准，力度大，效果好。 川中天然气净化厂担负着四川省工业用气和民用气的重任。是四川省工业能源及化工原料的重要“粮仓”之一，被人们誉为“川中的明珠”。工厂年处理天然气 ４亿立方米，生产硫磺近万吨。自１９９４年建厂以来，厂党委坚持“两手抓、两手都要硬”的方针，牢牢把握“人”这一创建根本，在“创”字上狠下功夫，逐步形成了具有自身特色的文明单位创建机制，探索出一条新形势下搞好国企文明单位创建工作的新途径，做到了班…     

『清仓打折』商家为何『涛声依旧』

缘何“涛声依旧”■记者亲历虽然“办法”已实施,但不少地方的商家促销痼疾犹存,一些商家和促销人员甚至表示不知有促销新规。在南昌市商业步行街胜利路的一家鞋店,门前张贴着一张“全场15元”的宣传单,当记者走进鞋店后却被告之店内并没有15元的鞋出售。而在隔壁一家刚刚开业的鞋店,居然悬挂着“店面转让,全场清仓”的字样。记者在南昌市中山路百花洲看到一家叫“经典·保罗”的服装专卖店,这家专卖店从10月初开始就宣称“店面装修最后两天甩卖”,可如今过去这么久了,这个店仍然在进行所谓的“最后两天甩卖”。在一些大型超市,霸王条款依然…     

中国奢侈品 走进复兴时代

<正>2010年3月27日,中欧第二届顶级品牌高峰论坛在时尚之都上海盛大开幕,本次巅峰对话围绕着"中国——世界奢侈品的‘福地’"这一主题展开。中国顶级时尚奢侈品品牌的领军者NE·TIGER代表中国奢侈品行业,以高端交流的形式对话全球奢侈品领域的行业翘楚。NE·TIGER品牌创始人艺术总监张志峰先生,与论坛群英共同探讨了目前中国市场前所未有的发展机遇,与来自众多     

『五注重』抓选举

为抓好村“两委”换届选举工作，山东省潍坊市采取“五注重”工作法，保证群众民主权利，真正赢得了广大选民的认可。注重严格程序市委、市政府在各种会议上明确提出“只要程序违法，选举就无效”，反复强调“应有的程序一环不减，该走的步骤一步不少，该做的工作一点不漏”，教育引导各级干部和换届工作人员严格依法按规办事。坚持“先审计后换届”，组织县镇经管、财政等部门，对各村的债权债务、经费开支等进行全面审计，审计结果张榜公示，接受党员群众监督。     

Options as a Marketing Tool: Pricing a Promotional Scheme for a Product with a Secondary Market

Adding options to durable products allows new opportunities for manufacturers and retailers in markets with a secondary market to create better segmentation schemes, provide creative means to differentiate their products and services, and increase the value they offer consumers. This raises the need for sellers to properly price such options. This work presents a few examples of incentive programs for the car industry, develops models and calculates their cost to the seller, demonstrating the applicability of the proposed methodology. Our numerical results indicate that such options are surprisingly inexpensive for car manufacturers and dealers. Copyright © 2015 John Wiley & Sons, Ltd.     

营销团队建设“三步曲”

“铁打的保险公司，流水的保险代理人”，保险公司各级主管在这边马不停蹄不遗余力地增员，报纸、网站上的代理人招聘广告铺天盖地满天飞扬，不停地面试，然后不停地办理入职手续。业务员却在那边不间断地流失和“阵亡”，好不容易搭建起来的营销团队，一不留神就没有了，主管们又重新变成“光杆司令”了，只好孤军奋战，还有那些“没走”的，也就是处于名存实亡状态的“睡眠代理人”。新面孔不断出现，“不老的面孔”不断地消失，人员的频繁进出构成保险公司营销部门一道独特的行业风景线。请看——[编者按]     

Advertising a product to face a competitor entry: a differential game approach

We analyze a market in which advertising is the dominant marketing tool to create market share. We assume that an incumbent firm dominates the market during an initial stage, and that a new competitor is going to enter the market. In particular, we analyze the different advertising policies that the incumbent firm can adopt, before and after the entry of the rival. We explore three possible behaviours. In the first scenario the firm knows that the competitor will arrive at a given instant. In the second one we assume the original firm to be surprised, in the sense that it does not anticipate the entry of the opponent either because it does not expect the competitor to arrive, or it is not prepared to react before the entry takes place. Finally, in the third scenario, the original firm knows that the competitor will enter at a constant rate. We characterize a differential game model and compare the firms’ behaviours in a strategic perspective.     

Reevaluating waste as a resource under a circular economy approach from a system perspective: Findings from a case study

The circular economy (CE), definable as a system focused on the reorganization of material, information, and energy flows to achieve greater resource efficiency through the reuse, remanufacturing, and recycling of materials, is a concept widely discussed by practitioners and scientists of many disciplines. Waste recycling is integral to the CE, but there are still few articles focused on waste, and only few studies shed light on CE implementation at the company level. This paper focuses on a particular type of waste, that is, absorbent hygiene products (AHPs), which represents a nonnegligible fraction of municipal solid waste, considered an increasingly serious global challenge. We conducted our analysis on FaterSMART, an Italian firm that developed a unique worldwide technology able to totally convert AHP raw material wastes into recyclable materials, under a CE approach. The case study findings are based upon semi-structured interviews, direct observations, and analysis of FaterSMART's archival documents and are analyzed according to a framework developed for the research and focused on the place of waste from a linear economy, in which waste is considered a burden to CE, in which waste is considered a resource. The latter case is what we found that happens at FaterSMART. FaterSMART's findings could contribute to open up new management scenarios and stimulate further research into how this and similar types of technology will help societies to change from the “use-it-once-and-throw-it away” mentality of linear business models to the sustainable CE model that fully conceptualize waste as a resource for the system.     

Between a rock and a hard place: managing diversity in a shareholder society

This study examines whether the appointment of racial/ethnic minorities into top management positions has a different impact on share price than the appointment of Caucasians into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of racial/ethnic minority and Caucasian men into senior management positions. Market reaction to the naming of racial/ethnic minorities into corporate leadership positions is significant and negative, while the market's reaction to the naming of Caucasians is significant and positive. However, the negative market reaction to the appointment of racial/ethnic minorities into top management positions is mitigated in those firms that have explicitly incorporated diversity into their strategic growth plan. Our findings suggest that to successfully introduce diversity into upper management, firm decision makers must first signal the importance of diversity to market actors.     

Simulation of a blood-inventory-bank system in a hospital

A blood-bank inventory system has been analysed viewing it as an inventory-hank system where the demand forecasting forms a part of the inventory model. A simulation model incorporating the “desired-beginning-inventory-level” policy has been used for the analysis of system-performance. Optimal inventory policy-guidelines have been suggested for a hospital blood-bank using blood shortage and blood out-dating as the two important components of the measure of effectiveness. Numerical results have been given.     

一个人和一本杂志的奇迹

曾经接近倒闭的台湾《商业周刊》在俞国定手中奇迹般地成为今天台湾业界发行量、广告额排名第一的杂志。他掌握了媒体成功的秘笈了吗?     

Congestion in a city with a central bottleneck

We consider dynamic congestion in an urban setting where trip origins are spatially distributed. All travelers must pass through a downtown bottleneck in order to reach their destination in the CBD. Each traveler chooses departure time to maximize general concave scheduling utility. We find that, at equilibrium, travelers sort according to their distance to the destination; the queue is always unimodal regardless of the spatial distribution of trip origins. We construct a welfare maximizing tolling regime, which eliminates congestion. All travelers located beyond a critical distance from the CBD gain from tolling, even when toll revenues are not redistributed, while nearby travelers lose. We discuss our results in the context of acceptability of tolling policies.     

Without a vision, a business may perish

The process described is not only viable for a company, but also can be used by any group that is gathered to perform any task. The process serves to explore strengths and weaknesses so the group can use one and shore up the other. It looks at the outside forces that may affect the work and allows the group to place its effort in the areas it can influence. By looking at what is or about to occur, the process may be able to create synergism or prevent disaster. A vision or direction statement that many if not all had some input into is easier to understand and support. Referral to these benchmarks or compass points makes the journey easier.