取悦客户的上上策

用户的忠实程度对于一个公司的兴衰成败意义重大,在经济发展前景不确定的情况下更是如此.对于一个公司来说,寻找一个新的用户并与之建立商业合作关系所需要的资金是维持一个现有用户的30倍～40倍,并且这种资金常常超越了公司的成本底线.因此,公司在维持与现有用户的商业合作关系上多投入5%的资金,就能够多得到25%～55%的利润回报.     

Mapping and analysing virtual outcrops

Laser scanning is a very efficient way to generate realistic, high-resolution digital models of 3-D geological outcrops. This paper discusses the methodologies involved in the creation and analysis of virtual outcrops, based on laser scanner data. The visualisation of the laser scanner data as a photorealistic 3-D object is described. Geological features picked out on the virtual outcrop (e.g. fractures, faults or bedding planes) can be extrapolated outward, into space, and inward, into the subsurface, using tension surfaces.     

Mentoring and the tolerance of complexity

This paper explores mentoring in the light of complexity theory and the premium placed upon knowledge in organisational viability. A key question is “what is the role of mentoring, as a developmental and knowledge creating process, in a complex environment?” There are two parts to the discussion. First, we explore complexity at work, and what it means for the individual. We link the central ideas of complexity theory with the notion of a ‘corporate curriculum’, an inclusive concept intended to capture the complex nature of learning at work, in all its variants. Secondly, we speculate on the contribution mentoring can make in complex organisations where employees are part of a knowledge economy by virtue of being knowledge producers and being engaged in learning at work. The environments in which we work are becoming more complex and mentoring is also complex. There is a synergy here. For people living in complexity where there are few rules, no right answers and no predictable outcomes, we suggest that mentoring can play a distinctive role in helping people to ‘tolerate’ complexity and remain effective.     

Trade union recruitment strategies: facing the 1990s

Despite a high level of initiatives few unions have developed systematic recruitment strategies, in particular when measured against three key criteria-the employment of a ‘dedicated’ national official; a specific budget; and a comprehensive monitoring system. This reflects an organisational ‘culture’ restricting recruitment potential.     

Wage-Setting and Inflation Targets in EMU

Although the operation of national coordinated wage-bargainingsystems in EMU has produced low inflation rates, EMU-wide inflationhas been above the ECB target rate for the last 3 years. Bycontrast, under the ERM, inflation rates declined steadily after1992 to below 2 per cent in both the last 2 years of the regime.It is argued that this was the consequence of two low-inflationincentives under ERM: (i) the Maastricht inflation conditionfor EMU entry; and (ii) the combination of the Bundesbank threatto raise interest rates if German wage and price inflation roseabove acceptable limits, linked to the need for other ERM membersto follow low German inflation to stay within the exchange-ratebands. These incentives no longer operate under EMU, where individualeconomies do not have an incentive to contribute to low EMU-wideinflation. We suggest that inflation coordination between thelarge EMU member states might contribute to a solution whilepermitting the continuation of real exchange-rate adjustmentsof smaller economies.     

Trade Union Membership in Europe, 1960–1990: Rediscovering Local Unions

This article compares union density rates in seven Western European countries between 1960 and 1990. In contrast to conventional analyses, the paper argues that, in countries where workplace union organization is well developed, and where unions have managed to turn the official institutions for workers' participation such as works councils into extensions of their operations, they fared better during the 1960s and 1970s than in countries where this was not the case. This difference in the fate of unions was even more pronounced during the 1980s. Unions with strong locals lost few members or actually gained some, while unions without strong local structures saw union density drop by between one-quarter and one-third.