China Europe International Business School

    我们需要怎样的医生收入方式和就业制度

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    当我们在考虑各项医改措施时,必须重视对医生收入方式和就业制度的研究,这方面改革的滞后将会制约其他许多医改措施的推进

    Impact of Trade on China' s Sulfur Dioxide Pollution -Analysis on Countries and its Variation Trend

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    利用2002和2007年的投入产出表及Trademap的分类贸易数据,估算我国与主要贸易伙伴的贸易中隐含的二氧化硫,并利用结构分解技术对排放量进行分解,结论表明我国对大部分主要贸易伙伴都是污染顺差。建议,一是“奖出限入”的贸易政策已经完成其历史使命,应适当减少出口并鼓励进口。二是调整贸易结构,限制高污染产品的出口并增加进口。The paper estimates sulfur dioxide embodied in China' s trade with its major trading partners by using input - output tables and trade data from Trademap. We conclude that : for most of our major trading partners, China exports more pollution than imports. We propose that the current trade policy should be adjusted and China should reduce exports while encourage imports. And also, we should export fewer products that are pollution intensive while import more

    对中国经济从看空导看多,这一年政府做对了什么?

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    近些年关于中国经济,许小年是很著名的悲观派。他曾多次表示,中国经济正在步入"中等收入陷阱"。不过,在近日举办的一场论坛上,他对中国经济的前景却偏向乐观。他认为,“尽管新周期目前还没有出现,但是新周期的出现是有可能的。”在很多领域,中国政府都做对了,情势正在好转

    让财富创造幸福

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    虽然两千多年前亚里士多德就提出了幸福的问题,但是直到进入21世纪,经济学家才将幸福作为经济学重要的研究对象。但伊斯特林悖论有些令人沮丧,伊斯特林发现,富人确实通常比穷人幸福些,但是GDP的提高并不会让人们随之感到更加幸福。有人说,金钱可以买到幸福,但财富是负担。这似乎一针见血。幸福与财富究竟是什么关系?在2018第五届中国家族企业传承主题论坛暨中欧第七届中国家族传承论坛上,中欧国际工商学院金融与会计学教授、中坤集团金融学教席教授、中欧财富管理研究中心主任、中欧家族传承研究中心联合主任芮萌分享了幸福财富观

    如何领导你的上司?

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    沃顿商学院教授迈克尔·尤四姆(Michael Useem)的《如何领导您的上司——双赢策略(Leading Up How To Lead Your Boss So You Both Win)》”一书,非常适合职业经理人阅读。很多人抱怨自己业绩不佳,是因为上司没有远见;是因为上司不肯授权;因为上司之间相互拉帮结派,使得自己无所适从。如果不幸遇到这样的环境,而又不愿无所事事,大概只有一走了之。本书却指出了另一条道路:领导您的上司,帮助您的上司成为卓越的上司,您也会成为卓越的领导。“如何领导上司”是个鲜有研究却至关重要的领域,尤西姆在这方面有很多真知灼见。本书的写作方式与一般管理著作不同,全朽由九个高级领导人的故事组成,从美国内战时麦克莱伦将军与林肯总统的战时领导关系,到美中贸易谈判中,美国贸易代表巴舍夫斯基如何在中国总理朱镕基与美国总统克林顿、美国议会之间实施“对上领导”,涵盖了不同情况下,高层领导对上管理的各种困难局面,以及从这些内幕故事中提炼出来的若干经典原则

    2006年度民营上市公司绩效排名

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    在我国经济改革的过程中,一个令人瞩目的现象就是民营经济的发展。进入九十年代后,民营经济一路高歌猛进,越来越成为我国经济发展的主要推动力。尤其是2005年初发布的“非公经济36条”.更是明确了非公企业前进的方向,成为民营经济进一步发展的新起点

    A taxonomy of transaction-specific investments and its effects on cooperation in logistics outsourcing relationships

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    This study attempts to identify the variations in the transaction-specific investments made in logistics outsourcing relationships and explore how such variations are related to outsourcing cooperation. Based on the assumption that the vendor and the client always make some level of investment in outsourcing relationships, we develop a cluster model that illustrates four situations that indicate varying levels of vendor-specific investment and client-specific investment. We use data from client firms in logistics outsourcing relationships from China to test the theorised configurations through cluster analysis. The results validate our proposed matrix of specific investments and confirm that systematic configurations of the investment taxonomy and corresponding cooperation behaviours of information sharing, joint action, opportunism and conflict exist in each situation

    高送转:德艺文创与我武生物

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    与美国市场注重现金分红不同,中国资本市场热衷于高送转。高送转往往伴随着股价大幅度上涨与下跌,因而会引起监管部门的关注。2018年上半年,德艺文创和我武生物分别抛出“10股转8股派2.5元”与“10股转8股派4元”的高送转方案,上市公司推出高送转的动机是什么?为何会产生高送转行情?高送转之后两家公司股价走势相背的原因是什么

    盒马——中国零售市场的新物种(A):商业模式演变

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    这个(A)、(B)系列案例主要呈现盒马在零售市场如何利用大数据资源、借助新技术打破传统线上、线下边界,创造新的零售商业模式。与硅谷式的“从0到1,再从1到n”精益创业的思路不同,盒马在“1”尚未形成时,就开始了模式的复制。这个系列案例的特别之处在于,它包含两个逐层递进的90分钟教学计划,不仅可以帮助同学理解商业模式蓝图的9个模块及其之间的契合度、联动关系,还可以帮助同学理解数据和新技术能如何驱动商业模式创新。更进一步,它还能激发同学去思考,如何以战略的视角去捕捉商业模式的创新点。甚至,它还能启发同学去辩证地思考在创业时是否要遵循硅谷式的从0到1,再从1到n的创业思路及客户开发模型。 案例(A)主要描写盒马在中国零售市场两年半的创业创新故事,展现了盒马线上线下一体化商业模式的形成及演变过程。发展到2018年6月,盒马已在全国开了46家实体店,包括一家引入机器人的店、一家面向上班人群提供早午餐的F2便利店,并增加了电商业务盒马云超,以及与线下零售企业合作开设了类盒马店——“盒小马”

    Ichido: Growth Challenge

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    Ichido was founded by Bingrong Tsai, and grew from one store in 1999 in Shanghai’s Xuhui District to 115 stores in Mainland China as of June 2017. Tsai had been in the bakery industry for more than 30 years. He first spent eight years in Japan starting 1984, then worked in three bakery companies in Shanghai over six years from 1992 to 1998, and then started his own business, Ichido, in 1999. Ichido had revenues of more than CNY 300 million in 2016. Ichido was mainly focused in the Shanghai market (i.e., approximately 100 out of 115 stores were in Shanghai), and the company's revenue model was based on the sale of bakery products (breads, croissants, rolls, etc.) until 2012. Due to fierce competition in the bakery industry in China, different consumption preferences among different generations of consumers, and other changes in the industry (such as retail formats, the growth of ecommerce, etc.), Tsai realized the need to change the business model. He initiated a brand transformation in 2012, when he separated the business into 6 brands in order to better serve different target customers. These included ICHIGO, a store format developed for the Shanghai metro that targeted daily commuters in the subway system; ICHI Bakery Blue, a high-end bakery that mainly produced authentic French handmade breads with natural yeast; ICHI Bakery Orange, a family-style bakery aimed at communities in residential neighborhoods; ICHI Table, a light-meal restaurant providing fare for daily light meals and weekend brunches; ICHI Sweets, a French patisserie that served light luxury desserts and afternoon teas; and ICHI Bonbons, a premium chocolate outlet. At the same time, Ichido starting selling its products on e-commerce platforms in 2016 and running businesses on third-party platforms such as Tmall and JD in order to become an omni-channel player. Based on the advice of his advisors, Tsai decided to strengthen the management team. However, since most of the management team members were recent recruits (who joined in 2016 or 2017) and came from unrelated industries such as electronics, it took time for them to understand the specific challenges of the bakery business. Currently, Tsai had an expansion plan according to which ICHIGO would be the main focus of growth, aiming for 50 new metro stores by the end of 2017. Tsai also considered raising external funding to finance growth. This case is designed to stimulate in-depth discussion based on the two questions: i) How should Tsai expand Ichido to achieve growth? This question requires students to think about the challenges faced by Ichido’s management team, and which of the retail brands should be prioritized for growth and which cities/regions should Tsai and his team focus on; and ii) Should Tsai seek financing from a strategic investor or from a pure financial investor
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