客车选购攻略

到目前为止,公路客运量在综合运输体系中的比重已连续五年超过90%,营运客车达到128.4万辆,大型客车13.8万辆,并以每年10%速度增长.客车制造企业研制出丰富的高、中、低档客车产品.运输企业到底该如何选择呢?     

见招拆招 以新对新 新常态下我国工程机械行业发展攻略

<正>工程机械行业已在我国运行了几十年,并为我国建设事业作出了极其重要的贡献,但中国经济在国内外环境的影响下,其发展变化不以人们主观意识决定,而是按照事物的发展运行的客观规律进行:螺旋式上升、波浪式向前发展。目前,我国经济增速处于换档期,从前几年的高速增长期向中高速平稳增长期逐步过渡。受此大环境影响,我国工程机械行业从2011年4月开始,其在国内外市场上低位运行,且行情每况愈下。即使如此,中国工程机械行业的发展并未进入死胡同,仍有绝处逢生的战略机遇期,这就是要刹住前几年     

申请物流园区补贴攻略——访交科院物流中心成绩优异高级工程师张文涛

物流业要转型升级,离不开推进物流园区这个有力抓手。为此,国家先后出台了一系列文件,在政策大力倾斜之外,还对物流园区的建设进行资金补贴。而全国号称物流园区的地方有很多,声称符合规定的园区更是不计其数,究竟哪些物流园区可以补贴？对物流园区的哪些细节有要求？申请的流程究竟怎样？     

传播中国价值 彰显中国力量

<正>世界工程机械第一品牌美国卡特彼勒董事长说,中国企业中我们要特别关注徐工,要特别关注徐工在大吨位装备上的发展。徐工所进入的大吨位、中高端装备市场,正是他们的优势领域。中国品牌传播中国价值,中国品牌彰显中国力量。7月16日,由人民日报社主办、以"中国品牌中国力量"为主题的中国品     

树立中国标准 打出中国品牌

我们共同谱写的,是中国交通重塑国际形象的历史篇章。《中国交通建设标准规范》的编译输出,作为中国迈向世界交通强国的最新注脚,承载着中国交通龙行天下的光荣梦想,延续着中国交通建设者潜龙勿用的蛰伏与反省。2009年6月,李克强副总理在印尼马都拉大桥通车仪式的讲话中强调:     

中国城市群

要把城市群作为推进城镇化的主体形态,逐步形成以沿海及京广京哈线为纵轴,长江及陇海线为横轴,若干城市群为主体,其他城市和小城镇点状分布,永久耕地和生态功能区相间隔,高效协调可持续的城镇化空间格局.     

中国中铁隧道集团

中国中铁隧道集团(简称中铁隧道)是国内隧道和地下工程领域最大一家集勘测设计、建筑施工、科研开发、机械修造四大功能于一体的企业集团,注册资本11.1亿元,资产总额91.1亿元,总部位于河南洛阳,是隶属     

耶路全球再战江湖

耶路全球(YRC Worldwide Inc.,美国纳斯达克:YRCW)的保密工作做得相当出色,不到6月26日的新闻发布时限,竟然无人觉察到拥有超过3000家自有车辆运营商网络的上海佳宇物流公司(简称"佳宇物流")会落入他的口袋。     

TNT新一轮中国战略启动

TNT急了 全球第二大物流企业荷兰TNT集团的紧迫心情是可想而知的.中国的快递市场和物流市场已经全面开放,而进入中国最晚的TNT的快递业务仍旧落后于UPS、FedEx、DHL.     

The formulation of marketing strategy in urban public transport

This paper prescribes the parameters of marketing strategy formulation in the context of urban public transport and emphasises in particular the usefulness of the marketing mix and segmentation concepts. A marketing mix comprising the two primary dimensions of service attributes and promotion is advocated, the service attributes to include price, in-vehicle time, mesh density, frequency, reliability and comfort. Three primary trip purpose segments are identified viz. journey-to-work, shopping, and leisure/social trip segments, but these may be expanded into a twenty-four cell matrix once origin-destination and car access factors are included. The sensitivity of demand in these segments is examined mostly by reference to demonstration and experimental project data drawn from the United States and the United Kingdom. For the three primary trip purpose segments demand elasticity is shown to be greater for non-price than for price features; for both price and non-price service features elasticity is shown to be a function of journey purpose being least elastic for journey-to-work trips and most elastic for social/leisure trips. The role of promotion is examined and its importance to the successful marketing of public transport clearly demonstrated.This paper is a condensation of material appearing in The Management of Urban Public Transport: a marketing approach, by P. J. Hovell, W. H. Jones, and A. J. Moran, to be published by Saxon House and Lexington Books in 1975.     

Innovation strategy in new transportation systems: The case of Crossrail

This article examines how innovation can be strategically incorporated into transportation systems. Large transportation systems generally have a poor record in systematically integrating innovation in their development, construction and operation. Our research setting is Crossrail, a major new railway traversing London, where the creation and implementation of an innovation strategy formalized and systemized its approach to innovation. Based on in-depth, semi-structured interviews with project leaders and participant observation, the paper critically analyses the formulation, implementation and performance of Crossrail’s innovation strategy. Crossrail’s management explicitly uses an ‘open innovation’ strategy that incentivizes partners, contractors, and clients to innovate in the project. Its strategy guides decisions and priorities on innovation and the types and levels of innovation that best match project aims. The paper holds lessons for those developing, operating and studying large transportation systems both now and into the future.     

A canonical correlation analysis of carrier financial strategy: The case of airline deregulation

This study investigates U.S. airline managements' perception of deregulation's impact upon the industry's financial risk by analyzing the airlines' risk management behavior. Specifically, canonical correlation analysis is utilized to ascertain key asset-liability/equity interrelationships and to identify changes in airline risk management as indicated by changes in financial structure. A control sample of nonregulated firms in various service industries is used to separate the effects of general economic conditions from those of deregulation. The results indicate that the airline industry adjusted its financial structure to reduce the industry's exposure to risk as the industry became deregulated. The industry decreased its financial leverage through greater use of equity vis-à-vis debt to finance its long-term assets while simultaneously increasing its liquidity. Definitive conclusions concerning the industry's perception of financial risk after deregulation had been in place a few years are precluded by two external events which occurred in 1978—the requirement that leases be capitalized on the balance sheet and the rapid fuel price increases spurred by the Iran-Iraq war. However, the results clearly show the industry perceived greater financial risk during the early years of de facto CAB deregulation.     

The benefits of a monitoring strategy for firms subject to the Emissions Trading System

This study tests the impact of Internal and External Environmental Management on performance in firms subject to the European Union’s Emissions Trading System (ETS). A conceptual model is drawn up based on the existing literature, and tested on a large sample of Italian firms. The unit of analysis is single firms subject to the ETS that are involved in Green Supply Chain Management (GSCM). The ETS mechanism has been shown to be marginally beneficial for some firms while supply chain relationships are also influenced by such system. Firms need to identify suitable practices to boost the effectiveness of their environmental strategies. We propose the implementation of a monitoring strategy as a useful practice for firms to be environmentally and economically better off. Our results show that firms subject to the ETS should rely on their own (internal) Environmental Management alone for improving environmental performance, as collaboration with suppliers only has a positive impact on economic performance. However, implementation of a monitoring strategy allows a firm subject to the ETS to partially offset the inefficiency created by the system. We show that environmental collaboration does not become more effective when a monitoring practice is put in place.     

Environmentally friendly cost efficient and effective sea transport outsourcing strategy: The case of Statoil

Statoil is a completely integrated oil and gas Norwegian company which established in 1972. The company is one of the most technology-intensive world’s leading energy producers and covers more than 35 countries across the globe. This study proposes how Statoil coordinate with environmentally friendly, cost efficient and effective sea transport supplier. The study used the theories of supply chain management such as model of industrial purchasing process, model of strategic triangle and Kraljic purchasing portfolio model. The result of the study identified that the emission of environmentally harmful gases from sea transport are dependent on the size and the speed of the ships, and the type of fuel they consume. The best solution for Statoil to get environmentally friendly sea transport service is using suppliers that are certified by the preferred standard of ITTC 7.5-04-01-01.2 or ISO 15016:2002. The requirement of environmentally friendly sea transport supplier by Statoil maximizes the suppliers’ risk. Therefore, making partnership with the supplier is the effective and giving the contract with a cost reimbursable agreement of fuel price adjustment (escalation clause) is the cost efficient coordination of Statoil.     

Devising business strategy for railways

This paper presents a case study which tackles a general problem for railway management, namely the formulation of a strategy to improve business financial performance. This is prefaced, in Section 2, by discussion of general principles - concerning the type of information system required, investigations to be conducted and associated measurement needs. The case study, of Section 3, concerns our investigations of VicRail's total business and its constituents. The task of financial improvement is revealed from an assessment of sectors' current cost-recovery positions and the identification of system joint costs. For freight sectors, future traffic prospects, pricing possibilities and the scope for more efficient operations are then considered, and the implications traced for overall deficit reduction and the development of business strategy. The concluding section draws some general lessons for railway managements.A fuller discussion by the authors of the theoretical framework employed, and particularly of the case study application, is contained in a complimentary publication: Improving Railway Financial Performance, published by Gower in January 1985.Transmark is a subsidiary of the British Railways Board, acting as its international consultancy. The authors, who were respectively study director and manager, wish to thank Bernard Warner (an independent consultant), Richard Eccles (of Transmark) and Adrian Balkyn-Rackowe (of British Rail) for their valuable contributions. The study report, titled Rail Cost — Pricing Options, was released by the Minister in April 1981.     

战略更新有新法

对大多数经理人来说,规划和顺利执行企业战略,仍然是一项艰巨的任务.如果有一个放之四海而皆准的战略,事情就简单得多.但是这样的战略是不存在的.为了应对复杂的市场竞争,战略需要定期更新.     

The development of civil aviation in new China

The article reviews the development of the Civil Aviation Administration of China from its foundation, describing its history, major achievements and present scale, and the guiding principles under which the achievements have been made.