Liquidity and market makers: a pseudo-experimental analysis with ultrahigh frequency data

An analysis is given of the effect of market makers on liquidity using a transaction-level database. For this purpose, the focus is on a financial market where a change in regulations created explicitly the category of market maker in 1997 and that date is used to construct a pseudo-experiment. In contrast with other studies that use ultrahigh frequency data, the days to be analysed are selected using a statistical procedure to match observations before and after the change in regulation. The propensity score is used to perform the matching. After choosing the days, an estimate of an ordered probit model is made to explain the intraday behaviour of price changes. The coefficient estimates from the ordered probit model are used to calculate a measure of liquidity based on the steepness of the response function of price changes to volume. The results show that liquidity, measured in this way, has not been affected by the introduction of the market makers.     

中国U型储蓄的分析

我国的储蓄率逐渐变为U型和国外的倒U型是相反的。退休后的储蓄率高于工作的人的储蓄率，出现了和生命周期理论相违背的现象。这种趋势从1995年开始，到2000年出现大的上升，到2005年趋势非常明显。     

在市场经济条件下发挥粮食企业主渠作用十分必要

国家粮源的储备基地是国家政策与市场双项调节有机结合,在市场经济条件下发挥粮食企业主渠作用十分必要。     

THE HEALTHCARE VOUCHER: EMERGENCE,FORMATION AND DISSEMINATION

Market‐inspired healthcare reforms have been introduced in Sweden: Freedom of Choice in Healthcare in 1989 and the National Healthcare Guarantee in 2005. After the general election 2006 the idea of the Healthcare Voucher has followed. Built on a theoretical framework composed of Foucault's concept of 'discursive formation' supported by Butler's concept of the ‘performativity of discourse’ the purpose is to analyse the emergence, formation and dissemination of this idea into healthcare in Sweden. The Voucher is disseminated in a form reminiscent of a chain linking a series of texts, referring to each other and building on each other's formulations strengthening each other's messages. It circulates under designations such as healthcare voucher and money and seems to be disseminated by being combined with 'freedom of choice' forming the theme customer choice. The Healthcare Voucher then becomes a means of being able to realise an idea of a political nature, building markets in healthcare. The paper offers a way of analysing how ideas influence the policy agenda, in particular for the voucher/s. Distinctions could be made between the voucher idea and 'money following the patient' in quasi markets. A critical issue in introducing choice and competition, not explored here, is the issue of ‘cream skimming’.     

A critique of Porter＇s cost leadership and differentiation strategies

Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter＇s generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a ＂standard, or no-frills＂ product on the other. Mintzburg （1988） says Porter＇s cost leadership strategy should be called ＂price differentiation＂： a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions： differentiation and scope. Thus, setting scope aside, competitive strategy has only one component： differentiation. So, the key question is not whether to differentiate, but how？ First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable.     

创建适合后勤管理的财务管理模式推进后勤系统市场化精细管理

本文紧密联系公司和个人工作实践,探讨了如何建立有利于财务管理的后勤会计核算体系和创新财务管理的运行方式,总结了强化财务管理取得的初步效果。     

多层次资本市场——高新技术企业解决融资瓶颈的最佳途径

本文通过分析高新技术企业的基本特征和中国多层次资本市场的上市条件,提出多层次资本市场可以解决各类高新技术企业的融资需求,并将两者实现最佳对接的路径进行了分析,同时对资本市场的建设和发展提出了建议。     

论社会主义市场经济条件下的价值观建设

本文通过对价值观的探讨,指明了在社会主义市场经济条件下应建立的正确的价值观。     

Measurement of Advertising Effectiveness： How Different Theories About the Relative Importance of Sales vs. Recall/Recognition vs. Emotion Were Popular

The aim of this chapter is to run through the history of marketing research applied to measuring the effectiveness of advertising and deepen in all those theories that have shed light on this aspect and have influenced subsequent theories and models. This historical review offers the opportunity of knowing the past and understanding better the present of market research applied to advertising. It is a chronological analysis to present day, which introduces the development of the explanatory models for the functioning of advertising and the theoretical and empirical contributions in this area.     

Promotion systems and career development in Thailand: a case study of Siam Cement

This paper examines the promotion systems and career development of managers of Siam Cement Public Company Limited, the largest manufacturing conglomerate in Thailand. Since the 1980s, the company has grown into a full-blown conglomerate and is widely considered to be Thailand's most modernized corporation. In the aftermath of the 1997–8 Asian crisis, the meltdown forced the company and other debt-addicted business groups to streamline their debts and organization structures drastically. However, just five years later, the company had bounced back into profitability and first-class corporate governance, and stands firmly in the front rank. Undoubtedly, the company's successful recovery and its current strengths have been driven by the capability and dedication of its managers. This paper focuses on interviews with the company's personnel managers during 1999–2001, and on the personnel profiles of 128 managers (general manager level), in order to examine Siam Cement's human resource management policies and practices, and to draw from this its overall strategies for the development of managerial careers. The main finding was that well-planned recruitment, competitive promotion, concrete performance appraisal and wide-ranging training and development programmes, including job rotation and sending managers to study abroad, are all essential career development strategies.