商务英语系列读物

出版时间：2009-7  出版社：天津大学出版社  作者：彭娟，李丹　主编  页数：287  字数：580000  

内容概要

《公司管理》内容简介：将看似冲动的行为规范化，将瞬间闪现的灵先规律化，生活由此被分门别类，用精准的刻度使之成为可掌控和量化的对象。几千年来，从以物易物的交易形式发展到多种多样贸易手段呈现在国际商业市场，有美商业的理论便层出不穷，纷至沓来。简而言之，商业是公司或者个人通过向社会提供商品和服务，以最小的成奉获得最大收益的行为。然而为了获得此间真谛，一代代的商业臣予试图探究真理的愿望，不曾因时空的更迭而减弱，却随着梦想的递进，越发闪烁看那一缕原始创造的先芒。

书籍目录

第一章 IT业公司管理：信息化时代的脉动　CASE 1：Doing well by being rather nice　CASE 2：Yin and YangI　CASE 3：Bold fusion　CASE 4：Google’S guru of giving　CASE 5：NOW services　CASE 6：Take two　CASE 7：The meaning of Bill Gates第二章 娱乐业公司管理：梦幻般身心的狂野　CASE 1：Smooth operator—A Hong Kong entrepreneur shows Disney how to run a　theme park　CASE 2：The anti—mogul Jeff Bewkesthe next boss of Time Warner,is likely to break up the company　CASE 3：That’S not allfolks—A fallen German media mogul wants to be a player　again　CASE 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 growth　CASE 6：Business television—A new business channel takes on General Electric’S　CNBC第三章 电子业公司管理：数字里演绎的神话　CASE 1：Putting the i into HP　CASE 2：Inside Intel　CASE 3：Beyond blue　CASE 4：The Samsung way　CASE 5：Return to founder　CASE 6：Good-bye Moto第四章 汽车业公司管理：飞腾在速度的边缘　CASE 1：Why Toyota is afraid of being number one　CASE 2：A costly distraction　CASE 3：The challengers　CASE 4：Looking for a star turn　CASE 5：Maximum Bob第五章 零售业公司管理：歆享于时尚的前沿　CASE 1：Crossroads　CASE 2：Unshackling the chain stores　CASE 3：Always low prices第六章 消费业公司管理：潮流中探寻的奢华　CASE 1：P＆G：new and improved　CASE 2：Unilever and emerging markets　CASE 3：Queen of Pop

章节摘录

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. （SAP bought Business Objects for $7 billion,and IBM paid $5 billion for Cognos.）　　……