打造钻石般的人生——徐虎的创业之路

沪宁高速公路上,一辆丰田小轿车风驰电掣。开车的年轻人叫徐虎,是南京宝利莱贸易有限公司总经理。这位1992年毕业于成都地质学院的高才生,经过十年的闯荡,如今已成为珠宝行业的新秀。此时他正赶往上海参加全国珠宝展销会。     

我在美国赚下九笔“财富”

听一个踌躇满志的年轻人讲述在美国5年的创业经历。除了金钱，他还赚到了受用一生的九笔财富，这才是他取之不尽的宝藏。     

不拘小节，终累大德

在一个多雨的午后，一位老妇人走进费城一家百货公司，大多数的柜台人员都不理她，只有一位年轻的销售人员过来问是否能为她做些什么。当她回答说只是在等雨停时，这位年轻人并没有转身离去，反而拿给她一把椅子。雨停之后，这位老人向年轻人说了声“谢谢”，并向他要了一张名片。     

为自己工作

有个年轻人取得博士学位后，与能力相当的一位同学一起来到一家跨国公司上班，当时他的薪水是10000元，但他同学的薪水却是15000元。这实在是不公平，他总是为这5000元耿耿于怀，工作的时候漫不经心，小错误常常发生，工作效率低。这位年轻人只为薪水工作，认为少5000元就要少干5000元的事，让学习机会与晋升空间远离自己而去，各种各样的坏习惯油然而生，他为他自己以后的成长设置了障碍。     

纽伯格的成功投资十原则

一个年轻人，背着一个军用挎包，孤身来到大连，包里只放了6本自己喜欢的书。这个年轻人就是后来实德集团的董事长，也就是因为成功运作大连实德队而声名大噪、号称足球大鳄的徐明。当他辞掉公职，毅然下海的时候，可能并没有想到，十年后能成为有如此影响力的年轻富豪。     

暮鼓晨钟

恪守正念,赢得尊敬改革开放后,一位年轻人下海创业,在深圳搞玉米贸易。为了能弄到两个计划外的火车皮指标,他让同事给火车站的货运主任送去了两条好烟,却被打了回来。年轻人心想:该不是嫌我送的礼太轻了吧?通过进一步接触,这位主任批给了年轻人两个计划外火车皮的指标,却仍然没有收下香烟。货运主任坦白地对他说:之前曾看到他和工人一起扛饲料大包,觉得他是一个认真做事业的年轻人,很愿意帮一把忙!这位主任的正直、善良和原则性,深深打动了年轻     

贾斌的“江西方略”

近日，记者有幸与泰康人寿江西分公司贾斌总经理进行了一次访谈，聆听了三年前贾总初到江西的创业故事。2003年，当他奉命从山东老家第一次踏上江西这片红土地时，身边带着4名创业者开始了泰康人寿江西分公司筹划工作。与任何创业者一样，在创业初期，江西泰康遇到过不少困难，而当时总公司给他的资源十分有限，但并没有让这位山东汉子退却，他坚信世界上就没有战胜不了的困难。一份耕耘，一份收获，这是亘古不变的真理。     

刘谦 魔术王子的成名魔法

这位以往在大陆不太出名的年轻人，如今大不一样了：想约专访？等着群访吧!想看他写的书？等着加印吧!想邀请他演出？等着添钱吧!想在他博客上跟帖？等着排队吧!     

公司里的心理障碍

曾听一位在企业当领导的熟人谈过这样一件事，他的下级中有一位年轻人，原来工作很勤奋、主动、负责，从不用领导操心，可不知怎幺了，他突然间懒散，不负责任，不遵守工作纪律，劝告和批评也都不管用，结果有一次工作出了大差错，害得这位领导在上级面前挨了批评。我这位熟人当时特别愤怒，认定是这个职工故意与自己做对，心情很坏。直到那位职工因精神分裂症而住院，他才恍然大悟，知道是自己错怪了别人．后来一度还挺自责。     

疯狂的维权

张海超是河南一个普通的农民。2004年夏天，他与许多希望改变命运的年轻人一样，来到郑州的一家工厂上班。由于从事了多种有害工种，在工作了三年多以后，他病倒了，随后被多家医院诊断为尘肺。而他为之打工的企业拒绝提供相关工作资料，他更未获得治疗费用。张海超在多次投诉后终于被批准鉴定，然而，郑州职业病防治所却做出“肺结核”的诊断。为维权求医，两年来张海超已债台高筑，花费近9万元。为了寻求真相，这位28岁的年轻人毅然跑到郑大一附院，不顾医生的劝阻，铁了心要“开胸验肺”。     

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.