2006百家优秀管理软件交流会

<正>谁是管理软件行业的先锋?谁是那些特色鲜明、旗务到位、深受企亚用户欢迎的厂商?2005年涌现出了哪些优 秀的厂商?对整个行业的发展积累?什么样的经验?对未来发展提供了哪些有益的启示? 为了回答上述这些问题,本刊与著名的专业网站ERP世界网共同发起了第三次“百家优秀管理软件的调查推介 活动”,这既是2005年度对管理软件行业的一个总结,更是对新一年工作的开展有着非常重要的指导意义,也给众 多企业用户提供了非常实用丰富的选型信息。     

2010年ERP关键词:集成、云计算、行业化

根据IDC预测,2010年全球IT支出将平均增长3.2%,重返经济危机前的水平.对于中国市场,预示着管理软件行业又将引来一轮井喷式增长.在2010年,以ERP为代表的管理软件市场将会有哪些新变化、新趋势呢?事实上,2010年伊始各大管理软件厂商们就已先后发布企业在新一年里的发展战略和目标,诠释本企业对管理软件未来发展的认知和理解.     

读者选票

在如今众多的收获机械品牌中，哪些品牌产品更让全国农民放心满意？在收获机械行业，谁是特色鲜明、质量可靠、服务到位、深受用户欢迎和信任的厂商？随着“全国农民放心满意收获机械调查推介活动”的不断推进，答案不日就会揭晓。     

业界动态

选成熟ERP提升竞争力 3月26日,中国管理软件的领导厂商,用友软件股份有限公司在北京、上海和深圳举办ERP产品推介会,把近期以来中国管理软件的火爆宣传场面推向了最高潮。作为一直致力于软件推动管理进步事业的管理软件公司,用友软件这次推介的U8ERP以成熟、全面、易实施而著称。董事长王文京说:“现在是必须给中国企业用户提供实实在在的ERP产品和服务的时候了,走向成熟的用户已经不能再忍受概念的炒作,和不成熟的产品了。”中外管理界权威为企业应对入世咨询     

奠基e代商机

经历了一个互联网的冬天后逐渐复苏的互联网渐趋理性,电子商务作为未来经济发展的主要模式,开始得到人们的认可。脱离了泡沫阶段的新经济模式,对企业的经营战略和管理框架,对资源的配置和流向都提出了全新的要求。在传统经济模式向电子商务的过渡和磨合时期,企业管理如何定位,企业管理软件功能如何实现,企业管理软件厂商们面对挑战又如何发展?     

黑马为什么这么黑?——来自“黑马中国”的一线调查

这是一份来自6月30日"2011黑马中国大赛"现场的调查报告。《创业家》和零点研究咨询集团通过现场自填问卷的形式调查了147家黑马企业的创始人,得到有效样本138个。通过对这138位创始人的调查,我们试图回答:黑马为什么这么黑?哪些因素会让一家创业企业成为黑马?黑马未来发展的瓶颈在哪里?黑马未来的战略是什么?黑马最希望获得哪些外部支持以帮助他们成功?以及,中国黑马企业的整体概况是什么?尽管样本仍然较少,且局限于《创业家》黑马中国的参赛企业,但这是第一份正式针对黑马企业的调查报告,也是记录当前中国创新型高成长企业不可多得的参考。     

留"金"岁月八类职业鸡年最火

<正>职场恒久不变的流行色是金色。每到年关,盘算一年的钱袋子,谁赚多了谁赚少了?不妨和我们一起盘点2004最多"金"行业,同时对这些职业和行业在2005年的"含金量"进行展望……一金:高级法律顾问含金量:平均年薪30万元 2004年中国企业发生了很多戏剧性     

中国汽车领导公益形象年度大奖盛大出炉

谁在2005年为我们提供了经济新思维?哪些汽车企业家跨越困境异军突起?谁是2005年中国最引人注目的自主品牌新锐?哪位平凡的人物引发了2005年中国汽车领域的波澜起伏?他们所领导的企业又为社会做了哪些公益事业?……     

回望2021

2022年悄然来临.拍卖人已经开启新的征程。2021年拍卖行业经受了疫情持续进行的考验,全行业整体规模稳定增长。回望2021.拍卖行业发生了哪些变化.有哪些对行业发展的利好政策推出,拍卖业务有哪些创新,拍卖人做了哪些努力?在新年之际,让我们一起回望中国拍卖行业的2021,梳理成绩,总结经验,向着2022年迈进!同时也为2021年中国拍卖行业十件大事评选工作打开一些思路,提供一些数据支持.欢迎踊跃参加评选。     

2004年会是“整合存储方案年”吗

2003年是公认的存储年,在这一年中,根据IDC的最新数据,从2002年到2007年的综合年增长率(CARG)将保持在51.1%。这样的数据增长量已经催生出了一个巨大的存储设备市场。在2003年,只要我们稍加注意,我们还会注意到一个趋势,就是越来越多的厂商已经将目光投入到存储解决方案这一领域,他们意识到,只有软硬结合、全面集成的解决方案才能真正满足用户所面临的业务需求和日益复杂的行业应用。于是,我们就见到了一轮又一轮的存储厂商对内容管理软件厂商的收购,更有业内人士预言:在2004年的存储市场中,存储解决方案必然是厂商竞争最激烈的核心领域:…     

For your eyes only: U.S. technology companies,sovereign states,and the battle over data protection

Who owns an individual's electronic communications data, who should have access to it, and what can be done with it? The battle of privacy versus security is currently raging between U.S. technology companies and national security forces. U.S. technology companies are adopting corporate foreign policies to respond to sovereign states’ efforts to access customer data, which could change and possibly even destroy their business models. This article discusses the struggles faced by these companies and the policies influencing the possible outcome, as will be determined in the European Union within the next few years.     

揭秘《条例》起草始末

揭秘《条例》起草始末依法保护和促进民营企业健康发展,浙江在地方立法上先行一步。但即使是走在市场经济最前端的浙江,迈出这先行一步的过程也隐藏着政府部门之间不断的沟通与博弈。     

Anglo-Saxification of Swedish business: working paper within the project 'Scandinavian Heritage'

An increasingly globalised world challenges old orders, structures and arrangements. This becomes especially apparent in the ?eld of international business, where mergers, acquisitions and foreign direct investment can trigger job cuts, divestment and the closing-down of traditional industries. For this reason mergers and acquistions are sensitive issues. When two companies from different countries merge, or when a ?rm is purchased by a foreign actor, a new dimension enters into the life of the companies. This is very likely to cause worry and unrest among employees. In such a situation con?icts and clashes may arise and old values and norms may be challenged by the new order. In this paper we examine that issue. A special focus will be given to the con?icts and clashes that can be the consequence of such an encounter between old and new. We shall exemplify this with a case concerning a Swedish company recently bought by an American competitor. The particular aspect of the problem that we are interested in is the in?uence of the new ownership on the ethical values and virtues of the Swedish company. We look speci?cally at the sense in which the changes in the ethical ?eld are expressions of a new Anglo-Saxon shareholder-oriented model, as opposed to a more traditional Scandinavian stakeholder model.     

中国企业的“并购力”

中国企业必须理解,并购并不是一次性的项目,在实现企业愿景的过程中,必须经历多起并购,并在此过程中不断改善自己的并购能力。并购与其说是一种知识,不如说是一种经验,掌握并购能力必须遵循学习曲线。     

Who financed the expansion of the equity market? Shareholder clienteles in Victorian Britain

Who financed the great expansion of the Victorian equity market, and what attracted them to invest? Using data on 453 firm-years and over 172,000 shareholders, we find that the largest providers of capital were rentiers, men with no formal occupation who relied on investment income. We also see a substantial growth in women investors as time progressed. In terms of clientele effects, we find that rentiers invested in large firms, whilst businessmen were the venture capitalists of young, regional enterprises. Women and the middle classes preferred safe investments, whilst financiers and institutional investors were speculators in foreign companies. Our results may help to explain the growth of new types of assets catering for particular clienteles, and the development of managerial policies on dividends and share issues.     

3G时代的未来之星

传言已久的电信行业重组架构终于在5月尘埃落定,随着奥运会的日益临近,一场关于3G网络的市场争夺战,将开始在全国各中心城市陆续展开.     

Compensating corporate venture managers

This article reports the results of a questionnaire survey addressed to CEOs of Fortune 500 companies concerning incentive practices for venture managers. Data was also collected for venture performance history in these companies.Highlights of the results are:Most companies are not providing different incentives for venture managers than for other managers.Companies that do and companies that do not provide special incentives seem to agree on the types of incentives which would promote improved venture performance, which include milestone bonuses, equity, and/or options in the new venture, variable bonuses based on venture ROI.The primary obstacle to installing such incentives is reported by firms without special incentives in place to be concern about internal equity.Firms with special incentives already in place have less concern with this problem. A moderate problem to such firms is difficulty in defining venture objectives.There is no evidence, from this study, that special incentives for venture managers affected the outcome in venture performance, when such performance was measured by the percentage of “successes” and “failures.” About 50% success rate was reported by each group.The article deals with these questions:Are performance incentives essential?Certainly not, from the data in this sample, but this was a “head count” of successes and failures—a study of overall economic performance might yield a different result. One expensive failure can wipe out the gains from many small successes.Are the incentives reported effective?Obviously not enough to show a difference between those who use them and those who don't. Analysis of the incentive elements used and the earnings limits imposed suggest that the special incentives are not particularly special, nor very much of an incentive. Further, the most common incentive reported, based on venture ROI, fails to consider the time period usually required to achieve a positive ROI, and the many changes of management which occur during that period.What criteria should be used for designing an incentive program for venture managers?Recognition of the probability of management change, incentives which promote early identification of need for change of direction or to abort, focus on event completion milestones rather than the calendar, the relationship of reward potential to risk potential including job security and actual financial risk by the venture manager, achievability, and simplicity are factors to be considered.What kind of financial incentives might be included in incentive design?Depending on the life cycle stage of the venture, fixed and variable bonuses, options for equity or shadow equity in the venture itself, actual equity in the new venture, and to a lesser extent, salary increases and equity or equity options in the parent are suggested. How can the obstacles to installation of performance incentives for venture managers be reduced?To reduce perception of internal inequity, relating potential risk to potential reward and extending performance incentives to other managers is suggested. The problem of defining venture objectives as an obstacle is instantly solved as an incentive issue by making ownership possibility a reality for venture management, especially with financial investment required by venture management.     

Service Quality in Customer Relationships:

This article presents the results of a study of 205 service-related critical incidents in customer relationships in mechanical engineering companies. Information has been gathered from 15 Swedish companies, including Asea Brown Boveri Robotics, Atlas Copco, Bofors, Carlamo, Zander &; Ingesttorn and Wennmec. The selection has been made so as to obtain a spread as regards both tine of production and size of company.

The overall aim of the inquiry has been to increase the understanding of service-related critical incidents in the perspective of long-term, interactive customer relationships. What lies behind these situations? What effect do they have on the development of the selling process? How are customer relations affected? Critical incidents directly connected with the price or the hardware have not been included in this study.

‘Critical incident’ means a problematic, unpleasant situation which places special demands on the service-producing company's resources, especially on its personnel: for example, a customer meeting that fails to avoid friction. The customer may demand customer adaptation of the hardware, special training, special terms of guarantee, short delivery time or a special financing model. Other examples of critical incidents are agreements that have not been kept and missing or incorrect information.     

Ethics in the transnational corporation; the “moral buck” stops where?

This paper addresses two issues. The first issue relates directly to transnational corporations, while the second issue is broader and relates to all diversely held companies. To address the first issue I cite three representative instances where wanton environmental damage has signalled a lack of moral judgment on the part of a transnational corporation. I conclude from these instances that ethical considerations are not given adequate weight in corporate investment decisions. This leads to the second issue. Who should be making ethical decisions within the corporate milieu? I conclude that neither management nor the typical shareholder should be expected to exercise moral judgment because they are not free agents. They have fiduciary responsibilities that must override personal moral suasion.     

Entrepreneurship education in the nineties

Bringing entrepreneurship education into the community support infrastructure poses one of the more important economic development issue for the 1990s. Aspart of the new strategy for job creation, entrepreneurship education holds promise as an integral component in a community's venture support system along with incubators, innovation centers, technology transfer offices, science parks, and venture capital operations. Since new venture success is foremost a function of entrepreneurial knowledge and know-how, entrepreneurship education may be the most promising of these economic development mechanisms. Unfortunately, it may be the most difficult to implement.Generally the extent and nature of education required by modern aspiring entrepreneurs is not well understood. Many would see entrepreneurship education as strictly an add-on to current education in management or engineering. Such is the option of minimal use. The real promise or entrepreneurship education will be realized when it is strategically organized for economic development and job creation. This article traces the recent history of entrepreneurship education before proceeding to deal with a number of questions facing those who would use entrepreneurship education as part of a modern economic development strategy:

1. 1.1. Why is entrepreneurship education important?
2. 2.2. How should it be distinguished from related programs?
3. 3.3. How will success be measured?
4. 4.4. Who will be the students?
5. 5.5. How will the subject be taught?
6. 6.6. What will be the curriculum?
7. 7.7. Who will be the teachers?