安徽卫视《幸福一定强》开机 大卖场向自制剧转身

7月25日,对于安徽卫视来说是一个值得纪念的日子,首部自制青春励志偶像剧《幸福一定强》在厦门盛大开机,作为《王子变青蛙》的续集,《幸福一定强》继续由台湾偶像一哥明道担任男主角,而凭借《五星饭店》中成功饰演汤豆豆的“岩女郎”牛萌萌、“好男儿”李易峰、台湾青春偶像小天后陈婷妮等也加盟了该剧。毋庸置疑,《幸福一定强》的盛大开机,不仅仅看点多多,     

安徽卫视《幸福一定强》春节档浪漫来袭

心形LED屏、水晶柱、白色和粉色花……如果没有现场近百位粉丝和数十家媒体的存在,人们大概会把这当成一场浪漫的婚礼。而实际上,这是安徽卫视从1月26日起每晚22：22将要播出的浪漫偶像剧《幸福一定强》的首快礼。     

剧时代，变者强——安徽卫视广告经营战

2009年,在金融危机的严峻考验下,安徽电视台广告经营逆势上扬,预计全年总创收将达到15亿元,其中安徽卫视在推及人口11．3亿的全国28个省网中,全天收视排名位居省级卫视第二;覆盖上安徽卫视全国覆盖人口8,58亿,     

独播大局＋自制节目——安徽卫视春晚解析

据统计,今年从小年夜到正月初六,全国共有37个上星频道播出了各类春节联欢晚会,其计51场,比去年多11场。在日益激烈的春节收视大战中,安徽卫视借着“中国大腕混搭国际范儿”的春节晚会与《夏家三千金》、《幸福最晴天》等独播剧的特殊编排,赢得了不菲的收视成绩。     

破茧化蝶华丽转身雄鹰展翅蓄势待发——兖矿东华集团10年发展历程侧记

兖矿东华集团有限公司地处“孔孟之乡,礼仪之邦”的山东邹城,北依泰山,东临黄海,水陆交通便利,为国有特大型企业兖矿集团的全资子公司,成立于2002年6月,改制于2011年9月。2013年4月,经山东省国资委和兖矿集团的同意批复后,兖矿东华集团正式完成工商注册,注册资本15亿元。经过十余年的发展,兖矿东华集团目前已经形成融机电装备制造、建筑安装、房地产开发、物流商贸等于一体的大型企业集团。截至2013年底,集团资产逾180亿元,年销售收入逾206亿元,利润2．63亿元。集团4项科技创新成果获得省级以上奖励,拥有自主知识产权技术15项,拥有12项山东省名牌产品和2项省服务名牌,6个省著名商标。业务市场覆盖上海、山西、陕西、内蒙古、广西、新疆等全国16个省份,部分产品远销海外。     

剧时代 变者强——2010年安徽卫视的坚持与改变：2010,安徽卫视的坚持与改变

2009年上半年,在金融危机的严峻考验下,安徽电视台广告经营逆势上扬,同比增长27%;安徽卫视在推及人口11.3亿的全国28个省网,全天收视排名位居省级卫视第二,也是中国大陆第一家在港澳台全面落地入网的省级卫视。     

不选秀，照样火——《我型我秀》的华丽转身

2008年是奥运年,对观众来说是非常值得期待的一年,但对盛极一时的选秀节目来说确是非常难熬的一年。从市场生存环境看,去年下半年开始选秀节目本身在市场中的魅力在下降。缺乏原创、大量复制,使得选秀节目泛滥成灾,多个选秀节目撞车的现象已经让观众产生了严重的视觉疲劳。低质化、白热化的竞争使得选秀节目逐渐丢失了市场份额。从宏观政策看,国家有关部门为规范市场、     

电视剧资源二度开发的可行性探讨——安徽卫视《剧风行动》开播引发的思考

2005年3月，安徽卫视推出了大型综艺节目《剧风行动》，开播后迅速窜红，在大量综艺节目中脱颖而出，成为安徽卫视新一轮改版的最大亮点。除了机智搞笑的主持班底，强大的明星阵容，华丽的舞台设计，新颖的节目形式外，《剧风行动》开播的最大意义在于，它引发了电视业内人士对电视剧资源二度开发的关注和可行性探讨。     

贝乐嘉 安徽卫视岁末温暖献映：自制大剧《娘家的故事》 屡创收视奇迹

12月1日,安徽电视台投资拍摄的第一部家庭情感类自制大剧《娘家的故事》在安徽卫视19：35黄金时间全球首播,自此,近一千万观众开始了每天追看的辛苦生活,安徽卫视的收视在这个岁末也是屡创新高,CSM28省网收视调查数据显示。     

问天下谁是英雄——安徽卫视《三国》整合营销热点扫描

由高希希导演的大型史诗电视连续剧《三国》5月2日起首轮在安徽、江苏、重庆、天津等四家省级卫视播出。随着播出日期的临近,各家卫视都在摩拳擦掌。更有传出安徽卫视将更名三国卫视一说,不     

World＇s highest airport planned in Tibet

The EU initiated seven new trade remedy investigations last year on Chinese exports. It is said, citing the Ministry of Commerce （MOF）, that the figure was one more than the previous year, accounting for over 50 percent of the cases the region launched worldwide.     

Scenarios for future service encounters

This article develops research-based scenarios of future service encounters. Views from senior customer service directors in 14 major service companies regarding future service encounters and future roles and capabilities of customer service professionals were gathered. This was considered in the light of secondary data regarding technology and socio-economic projections. Short scenarios of future service encounters around key dimensions of technology, time and money are presented. Ways in which scenario planning may be used to aid planning and proactive business strategy in the service sector are discussed.     

Mitigating the effect of service encounters

Although marketers believe that encounters with service employees are a major determinant of customers' perceived service quality and value, there is little empirical evidence that quantifies this relationship. This paper considers the role of employee service encounters, such as repair visits and sales calls, within a comprehensive model of customers' assessments of service quality and value. It is estimated with survey data that describe small business customers' ratings of a local telephone company. In contrast with marketing folklore, most employee service encounters do not affect perceived service quality, but they have a strong effect on perceived service value. By quantifying the effect of sales calls, repair visits, billing contacts and so forth, we find that service encounters frequently do not compensate for service failures and disruptions.     

Burnout processes in non-clinical health service encounters

This study employs Bagozzi's (1992) reformulation of attitude theory (appraisal → emotional response → behavior), to examine the antecedents and outcomes of burnout in a healthcare environment where healthcare workers are engaged in the novel context of non-clinical health service encounters. The findings identify significant relationships between job demand stressors (role overload, role conflict, role ambiguity and interpersonal conflict), symptoms of burnout (emotional exhaustion and depersonalization), affective job outcomes (job satisfaction and organizational commitment) and behavioral job outcomes (service recovery performance and turnover intentions) and extend our understanding of these phenomena in the largely unexplored yet important context of non-clinical health service delivery. The major implication for hospital managers is to ensure that non-clinical healthcare workers have adequate information pertaining to their job-related duties and responsibilities since role ambiguity is the only characteristic of the non-clinical work environment that influences subsequent appraisal (depersonalization), emotional response (organizational commitment) and behavior (service recovery performance) in the conceptualization of appraisal → emotional response → behavior.     

Customer-sales employee encounters: a dyadic perspective

Although researchers have suggested that the performance of the salesperson during sales encounters is critical, many of the underlying mechanisms that govern the interaction between salespersons and customers are still unclear. In this research, we investigate sales encounters from a new approach based on the field of research of interpersonal perception. Results demonstrate that drivers of customer satisfaction may also be satisfying for the contact employee. Additionally, we find that customer satisfaction is not only determined by the customer’s own perceptions, but also by the perceptions of the employee. Similarly, employee satisfaction is driven by the customer’s perceptions. Finally, our study identifies that perceptions of employee performance and satisfaction do not only reflect the unique interaction between the customer and the employee, but also relatively stable characteristics of the employee.     

The impact of sales encounters on brand loyalty

Gaining and sustaining brand loyalty is a key challenge in increasingly competitive markets. Many marketing researchers as well as practitioners emphasize the critical role of the interpersonal interaction between the customer and the salesperson in influencing customer satisfaction, generating favorable brand attitudes and strengthening the bond between the customers and the brand. So far, empirical research that investigates how sales encounters impact brand loyalty by enhancing customer satisfaction with the sales encounter is lacking. Using data from 154 dyads of customers and salespersons of a large automobile brand, this study shows the perceptions of both the customer and the salesperson regarding the impact of sales encounter performance on satisfaction. Sales encounter satisfaction, in turn, leads to brand loyalty by enhancing brand attitude and salesperson loyalty.     

Trust during retail encounters: A touchy proposition

Adopting an interpersonal communication perspective, this study examines the propositions that a salesperson's touch increases trust, which increases product evaluations and purchase intention. These relationships are evaluated in a contact and non-contact culture, with need for touch (NFT) examined as an additional moderator. An exploratory series of in-depth interviews provides an initial understanding of these relationships, followed by a 2 (touch/no touch condition) × 2 (consumers in France/Germany) experiment with wine serving as the example category. The findings indicate that touch does not uniformly instill trust in customers. Instead a salesperson's touch relates to greater trust only when consumers have an inherent NFT or when they are from a culture where personal touching behavior is less prevalent. Trust, in turn, relates positively to evaluations of product attractiveness, quality, and to purchase intention.