商務(wù)英語系列讀物

內(nèi)容概要

《公司管理》內(nèi)容簡介：將看似沖動的行為規(guī)范化，將瞬間閃現(xiàn)的靈先規(guī)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(fā)展到多種多樣貿(mào)易手段呈現(xiàn)在國際商業(yè)市場，有美商業(yè)的理論便層出不窮，紛至沓來。簡而言之，商業(yè)是公司或者個人通過向社會提供商品和服務(wù)，以最小的成奉獲得最大收益的行為。然而為了獲得此間真諦，一代代的商業(yè)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(fā)閃爍看那一縷原始創(chuàng)造的先芒。

書籍目錄

第一章 IT業(yè)公司管理：信息化時代的脈動　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 娛樂業(yè)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 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 電子業(yè)公司管理：數(shù)字里演繹的神話　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 汽車業(yè)公司管理：飛騰在速度的邊緣　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 零售業(yè)公司管理：歆享于時尚的前沿　CASE 1：Crossroads　CASE 2：Unshackling the chain stores　CASE 3：Always low prices第六章 消費業(yè)公司管理：潮流中探尋的奢華　CASE 1：P＆G：new and improved　CASE 2：Unilever and emerging markets　CASE 3：Queen of Pop

章節(jié)摘錄

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.）　　……

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