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商務英語系列讀物:公司管理 版權信息
- ISBN：9787561829882
- 條形碼：9787561829882 ; 978-7-5618-2988-2
- 裝幀：暫無
- 冊數：暫無
- 重量：暫無
- 所屬分類：>>
商務英語系列讀物:公司管理 內容簡介
簡介 《公司管理》內容簡介：將看似沖動的行為規范化，將瞬間閃現的靈先規律化，生活由此被分門別類，用精準的刻度使之成為可掌控和量化的對象。幾千年來，從以物易物的交易形式發展到多種多樣貿易手段呈現在國際商業市場，有美商業的理論便層出不窮，紛至沓來。簡而言之，商業是公司或者個人通過向社會提供商品和服務，以*小的成奉獲得*大收益的行為。然而為了獲得此間真諦，一代代的商業臣予試圖探究真理的愿望，不曾因時空的更迭而減弱，卻隨著夢想的遞進，越發閃爍看那一縷原始創造的先芒。
商務英語系列讀物:公司管理 目錄
**章 IT業公司管理：信息化時代的脈動CASE 1：Doing well by being rather niceCASE 2：Yin and YangICASE 3：Bold fusionCASE 4：Google’S guru of givingCASE 5：NOW servicesCASE 6：Take twoCASE 7：The meaning of Bill Gates第二章 娛樂業公司管理：夢幻般身心的狂野CASE 1：Smooth operator—A Hong Kong entrepreneur shows Disney how to run atheme parkCASE 2：The anti—mogul Jeff Bewkesthe next boss of Time Warner,is likely to break up the companyCASE 3：That’S not allfolks—A fallen German media mogul wants to be a playeragainCASE 4：Pointing to the exit。again——Sumner Redstone asserts himself、CASE 5：Roll uproll up—The theme-park industry is working hard to find new sources of growthCASE 6：Business television—A new business channel takes on General Electric’SCNBC第三章 電子業公司管理：數字里演繹的神話CASE 1：Putting the i into HPCASE 2：Inside IntelCASE 3：Beyond blueCASE 4：The Samsung wayCASE 5：Return to founderCASE 6：Good-bye Moto第四章 汽車業公司管理：飛騰在速度的邊緣CASE 1：Why Toyota is afraid of being number oneCASE 2：A costly distractionCASE 3：The challengersCASE 4：Looking for a star turnCASE 5：Maximum Bob第五章 零售業公司管理：歆享于時尚的前沿CASE 1：CrossroadsCASE 2：Unshackling the chain storesCASE 3：Always low prices第六章 消費業公司管理：潮流中探尋的奢華CASE 1：P＆G：new and improvedCASE 2：Unilever and emerging marketsCASE 3：Queen of Pop
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商務英語系列讀物:公司管理 節選
《公司管理》內容簡介：將看似沖動的行為規范化，將瞬間閃現的靈先規律化，生活由此被分門別類，用精準的刻度使之成為可掌控和量化的對象。幾千年來，從以物易物的交易形式發展到多種多樣貿易手段呈現在國際商業市場，有美商業的理論便層出不窮，紛至沓來。簡而言之，商業是公司或者個人通過向社會提供商品和服務，以*小的成奉獲得*大收益的行為。然而為了獲得此間真諦，一代代的商業臣予試圖探究真理的愿望，不曾因時空的更迭而減弱，卻隨著夢想的遞進，越發閃爍看那一縷原始創造的先芒。
商務英語系列讀物:公司管理 相關資料
The only popular employee benefit that SAS does not offer is a stock-option package,usually mandatory in the software industry. That is because it is a privately owned company.It flirted with going public during the dotcom bubble, but decided against the idea a decision that Mr. Goodnight does not regret in the slightest. "We don't have to deal with Sarbanes-Oxley or minority shareholders suing us every time we turn around, or 25-year-old WallStreet analysts telling us how to run our business," he says enthusiastically. "There are lotsof advantages."Not surprisingly, employees tend to stick around, which means SAS has to be carefulwhom it recruits and severe in dealing with mistakes: a philosophy that Mr. Goodnight calls"Hire hard, manage open, fire hard". The tall Southerner may be soft-spoken, but he is nosofty. The purpose of treating his employees well is to succeed in business. The average rateof staff turnover at SAS is around 4% a year, compared with around 20% in the softwareindustry as a whole. A few years ago a business-school professor calculated that this alonesaved SAS $85m a year in recruitment and training costs.Mr. Goodnight points out that it is not just the benefits that keep people at SAS"it sthe challenge of the work". SAS is a leader in the field of "business intelligence", whichhelps companies use data to understand their own businesses. It has continually increased itsannual revenue, to around $1.9 billion in 2006, has always been profitable and has neverborrowed a penny. Its success has made Mr. Goodnight, now 64, the richest man in NorthCarolina, with a net worth of around $9 billion. SAS' s products are used to perform analysisin data-intensive industries such as insurance, health care, banking and retailing. As othersoftware has become increasingly commoditized, business intelligence has become a hotfield. It has attracted the attention of giants such as SAP and IBM, both of which haverecently acquired business-intelligence firms.
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