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抚顺曙光医院治疗前列腺炎多少钱抚顺市新宾县医院官网专家在线咨询抚顺市新抚区中医院割包皮手术 In 2001, while interviewing executives at Nokia, I was introduced to the Finnish word. It meant humility, I was told, but humility with a quiet self-assurance. That self-assurance seemed well-deserved. Nokiawas then the giant of the mobile phone world, controlling 35 per cent of the global market.2001年,在采访诺基亚(Nokia)高管时,有人跟我提到了一个芬兰词 。 有人告诉我,它的意思是谦逊,是带着默默自信的谦逊。这种自信似乎当之无愧。诺基亚当时是全球手机行业的巨擘,控制着全球手机市场35%的份额。Could it last, I asked in the articles I wrote at the time. We now know that it did not. After being eclipsed by Apple’s iPhone and by Android-based Asian handsets, Nokia last year handed over its much-weakened mobile phone business to Microsoft. But Nokia has not disappeared. It is now a mobile networks operation, has a digital mapping business and owns a host of patents.我在当时写的文章中问道,它能长期屹立不倒吗?我们现在知道,它不能。在被苹果(Apple)的iPhone和基于安卓(Android)系统的亚洲手机夺去光后,诺基亚去年将其实力大大减弱的手机业务售予微软(Microsoft)。但诺基亚没有消失。它现在经营着移动网络业务,拥有数字地图业务和很多专利。Reinventing itself is not new to Nokia. It has done so repeatedly since it began life in 1865 as a paper manufacturer. It has since been a maker of rubber boots, raincoats, cables and television sets. It has been an electricity generator, was once Ireland’s leading producer of toilet paper and the world’s only supplier of studded bicycle tyres.重塑自身对于诺基亚并不新鲜。自从1865年作为一家造纸商创建以来,它曾多次这么做过。之后诺基亚生产过橡胶靴、雨衣、电缆和电视机。诺基亚做过发电商,曾经是爱尔兰主要卫生纸制造商,也曾是全球自行车防滑钉轮胎的唯一供应商。This is unusual. Few companies change their businesses as dramatically and only a minority last as long. In an influential book, The Living Company, first published in 1997, Arie de Geus asked why some companies endured while others died young. The average multinational company lasted less than 50 years, but some, such as Nokia, were well over 100 years old.Royal Dutch Shell, where Mr de Geus worked for 38 years, began in 1833. A few had been around for centuries, he wrote. The Sumitomo Group of Japan could trace its origins to a copper casting shop founded in 1590.这不同寻常。很少有企业会进行如此剧烈的业务转型,而且只有少数能够存活这么长时间。在1997年首次出版的颇具影响力的《长寿公司》(The Living Company)中,阿里德赫斯(Arie de Geus)问道,为什么一些公司可以长寿,另一些公司却英年早逝。跨国企业的平均寿命不到50年,但诺基亚等一些公司的历史却远远超过了100年。德赫斯为之工作了38年的荷兰皇家壳牌(Royal Dutch Shell)是在1833年创建的。他写道,很少有企业会存活几个世纪之久。日本住友集团(Sumitomo Group)的起源可以追溯到1590年创建的一家铸铜店。In no other type of organisation, whether universities, armies or churches, was there such a disparity between the shortest and longest-living institutions.其他任何类型的组织(不管是大学、军队还是教堂),寿命最长和最短者之间都不会出现如此巨大的差异。Does it matter whether companies live centuries or not? Is not the death of companies and the birth of new ones the way economies and societies progress – through what Joseph Schumpeter called “creative destruction”?公司能否存活数个世纪是否重要?老公司的灭亡和新公司的诞生,不是经济和社会通过约瑟夫訠籱祟(Joseph Schumpeter)所称的“创造性破坏”进步的方式吗?Yes. Companies can become complacent, as Nokia was about the arrival of the smartphone. Many are replaced by quicker, more alert competitors. But Mr de Geus and others have argued that long-living companies perform a valuable role.是的。公司可能会变得自满,诺基亚对于智能手机的出现的态度就是如此。很多公司被行动更迅速且更警觉的竞争对手取代。但德赫斯和其他一些人认为,长寿公司发挥着重要作用。They lay down roots. They establish links with communities, provide employment and memories to successive generations of workers and act as an important social glue. As families have become more fragmented and people more mobile, long-living companies provide a sense of cohesion and communal solidarity.它们会扎下根基。它们与社会建立联系、为一代代员工提供就业和回忆,同时充当一种重要的社会粘合剂。在家庭变得更为分散且人们的流动性变得更强之际,长寿公司提供了一种凝聚感和社会团结感。When they die, neighbourhoods are often left desolate, longstanding suppliers lose business and former employees and their families are deprived of their workday memories.当这些公司灭亡时,临近的社区通常会变得荒凉起来,长期供应商会丢掉业务,以前的员工和他们的家人会丧失他们对于工作的回忆。So why do some companies manage to last so long?那么,为什么一些公司能够存活很长时间呢?In his book, Mr de Geus pointed to four characteristics of long-lived companies. First, they were sensitive to changes in the business environment and in their societies. Second, they had a strong sense of identity. Third, they were “tolerant”, by which he meant that they were not over-centralised and allowed experiments and eccentricities among their staff. Finally, they were conservative in their financing – “they knew the usefulness of having spare cash in the kitty”.德赫斯在书中指出了长寿公司的4个特点。第一,它们对商业环境和所处社会的变化相当敏感。第二,它们有强烈的认同感。第三,它们“宽容”,他的意思是它们并不过分集权,允许员工试验和特立独行。最后,它们在融资方面相当保守,“它们知道留有备用现金的用处。”There are other questions we can ask.我们还可以提出其他问题。Is ownership important? Some companies survive because they are family-owned, educating each new generation to take a role and become executives. But family ownership is no panacea. It is difficult to instil hunger for success, hard work and managerial savvy in successive generations. And not all of the oldest companies are family-owned.所有权是否重要?一些公司存活下来的原因是它们由家族所有,他们会教育新一代人承担角色并成为高管。但家族所有权并非万能药。很难将成功的渴望、勤奋和管理头脑连续植入几代人。而且并非所有历史最长的公司都由家族所有。Does the industry matter? Is it easier to survive in the resources business, say in mining, than in the tech industry? It is difficult to judge. The technology industry is too young for us to know whether, for example, Apple, Microsoft or Facebook are going to show real staying power. Certainly, companies that were once big names in technology – Wang and ICL, for example – are no longer around.行业是否重要?在资源行业(例如矿业)是否要比在科技行业更容易存活?现在很难判断。科技行业还太年轻,我们无法了解苹果、微软或Facebook是否会展示出真正的持久力。当然,科技行业那些曾经的巨擘(例如,Wang和ICL)都已消失。And, most important, can large companies keep innovating or are they inevitably undermined by new arrivals with smaller bureaucracies, no pension liabilities and less of an investment in older technologies and ways of operating?最重要的是,大公司能否保持创新,或者是否会不可避免地受到新公司的削弱?新公司官僚主义较少、没有养老金义务,而且在较老的技术和经营方式方面投资较少。Over the next few months, the Financial Times (which itself is 127 years old) will be examining what helps some companies last so long – and how they can fend off decline. We will be running events and broadcasting s from the leading business cities on four continents: Hong Kong, Johannesburg, New York and London.未来几个月,英国《金融时报》(本身有127年历史)将考察是什么帮助一些公司存活那么长时间,以及它们是如何抵御衰落的。我们将举办各种活动,并播放来自位于四个大陆的领先商业城市的视频:香港、约翰内斯堡、纽约和伦敦。Each of these financial and commercial centres has companies that have been around for decades or centuries, as well as thriving start-ups. We will be interviewing executives from both types of companies, as well as academic experts.这些金融和商业中心都拥有具有几十年或几百年历史的企业以及蓬勃发展的初创企业。我们将采访这两类企业的高管和学术专家。But we also want to hear from you, the FT er. Do you think long-living companies are valuable to our societies and, if so, what do you think helps them endure? Do you work or for a company that has been around forever, or do you work for a recent corporate arrival – or perhaps you have worked for both? How do you think the most successful older companies have done it? Please join in the debate by posting your thoughts here or follow #FTLongevity.on Twitter.但英国《金融时报》的读者,我们也希望听到你的看法。你是否认为长寿公司对我们的社会很重要?如果是的话,你认为它们长寿的秘诀是什么?你是在为一家历史悠久的公司工作,还是在为一家最近才诞生的公司工作,或者你曾经为两种公司都工作过?你认为最成功的历史较长的公司是如何做到的?请加入我们的辩论,在这里提出你的看法,或者在Twitter上关注#FTLongevity。 /201507/387907The boss of the Chinese internet firm Alibaba, Jack Ma, has told US businesses that it needs more American products for China.中国互联网公司阿里巴巴的老板马云告诉美国企业,中国需要更多来自美国的商品。In a speech in New York, he said his company wanted to help small US businesses sell their wares in China.他在纽约发表的演说中指出,阿里巴巴想要帮助美国的小型企业向中国销售它们的产品。Alibaba aly accounts for 80% of all Chinese online consumer shopping and is looking to expand abroad.阿里巴巴已经占据中国在线销售市场的80%,并开始向境外扩张。Mr Ma said he eventually wanted 40% of sales to come from outside China, rather than the current 2%.马云称,他希望有40%的销售额来自中国以外,而不是现在的2%。He was at pains to explain that Alibaba, which he founded in 1999, differed to Amazon because it didn#39;t buy and sell stock, it provided a platform for small businesses to sell their products.马云努力解释他于1999年创建的阿里巴巴和亚马逊之间的区别——阿里巴巴并不购入和卖出货物,它为小型企业提供了一个出售商品的平台。Alibaba listed on the New York Stock Exchange last year, raising bn, in the largest initial public offering in history.去年,阿里巴巴在纽约交易所上市,融资250亿美元,是历史上最大规模的IPO(首次公开募股)。;China has been very focused on exporting,; Mr Ma said, ;it should focus on importing. China should learn to buy.;马云说:“中国已经致力于出口,还应该关注进口。中国需要学会购买。”Questioned on how he planned to deal with counterfeits, for which the company has been criticised and is currently being sued by Gucci, he replied he was ;at war against criminals; and was working closely with the government to stamp it out.阿里巴巴被Gucci批评并告上法庭。当被问到他打算如何应对假货时,马云回应说自己正在“和犯罪进行一场战争”,并和政府紧密合作打击假货。;We#39;re getting somewhere,; he said.他说:“我们已经初见成效。”The flamboyant Mr Ma, who once dressed up in leather and a Mohican wig and sang Elton John#39;s Can you Feel the Love Tonight? to employees, said he had learned a lot about corporate values and missions in the US - from companies such as GE and Walmart.个性张扬的马云曾经穿着皮衣,戴着莫西干式假发,在员工面前演唱艾尔顿·约翰的《今夜爱无限》。他说自己从通用电气、沃尔玛等美国企业学习到很多关于企业价值和使命的东西。 /201506/379946辽宁抚顺市妇幼保健院治疗内分泌多少钱

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抚顺曙光医院如何挂号Chinese technology firm Xiaomi has become the world’s second largest wearables manufacturer in less than a year, data shows。数据表明,中国小米公司用了不到一年的时间成为全球第二大可穿戴智能设备制造商。Xiaomi’s recently released fitness tracker the Mi Band, launched in the second half of 2014, sold 2.8m copies in the first quarter of 2015, data from research firm IDC showed. Xiaomi accounted for 24.6% of the wearables market, making it second only to Fitbit’s 3.9m devices sold and 34.2% of the market。据IDC的数据报告显示,于2014年下半年面市的小米手环在2015年第一季度销售量达280万,占可穿戴设备市场份额24.6%,仅次于Fitbit,后者以390万的销售量占有34.2%的市场份额。Garmin placed third behind Xiaomi with 700,000 devices, Samsung fourth with 600,000 and high-profile fitness tracker maker Jawbone came fifth with just 500,000 devices。Garmin以70万部排在第三,三星以60万部位居第四,而知名度高的健康追踪器生厂商Jawbone仅以50万的销售量屈居第五。Only 11.4m wearable devices – a category that includes fitness trackers and smartwatches – were sold globally in the first quarter of the year, but that marked a 200% increase year-on-year from 3.8m in the first quarter of 2014.2015年第一季度可穿戴智能设备(包括健康追踪器与智能手表)共卖出1140万,相较于2014年第一季度380万的销售量增长了200%。Xiaomi’s success over the last few quarters was primarily driven by sales within its home market of China, where it found success with smartphones. Its Mi Band, headphones and rechargeable battery packs recently went on sale outside of China in the UK, US and parts of Europe. Its smartphones have yet to expand beyond China and a few select developing market。小米在前面几个季度的成功主要来自国内的市场、智能手机的销售很成功。小米手环、耳机和可充电池最近已开始销往英美和部分欧洲国家。其智能手机也开始扩张到了中国以外的市场。‘Price erosion has been quite drastic’“价格侵蚀很激烈”The Mi Band significantly undercut the market leader Fitbit on price, costing under #163;20. But the big change from a year ago has been the introduction of devices such as the Jawbone Up Move and Misfit Flash costing #163;40 with similar capabilities to those costing more than #163;100.小米手环低于20欧的售价大大低于行业头把交椅Fitbit。但去年以来市场最大的变化是出现了Jawbone Up Move和Misfit Flash这些售价仅40欧但功能可媲美100多欧的设备。“As with any young market, price erosion has been quite drastic,” said Jitesh Ubrani from IDC. “We now see over 40% of the devices priced under 0, and that’s one reason why the top five vendors have been able to grow their dominance from two-thirds of the market in the first quarter of last year to three quarters this quarter。”“对于任何新兴市场,价格侵蚀都是极其激烈的。”IDC的Jitesh Ubrani道,“目前有40%的穿戴设备价格低于100欧,这也是前五位销售厂家能够把同期市场占有率从2/3提升到3/4的原因之一。”What these numbers do not take into account is sales of the Apple Watch。而这些数据并没有把苹果智能手表Apple Watch包括进去。Analysts expect that Apple managed to sell in the region of 5 to 10m Watches in the second quarter of this year, with estimates putting total Watch sales for the year in the region of 30m. That would make Apple the top wearable manufacturer。分析师估计Apple Watch2015年第二季度的销量将在500万至1000万,而全球所有智能手表的销量将为3000万。这也表明苹果将成为领头羊。Apple’s Watch is the highest priced smartwatch from a major manufacturer currently available, and will test willingness of consumers to pay a premium for wearable technology。Apple Watch是目前价格最高的智能手表,其也将测试出消费者们在可穿戴设备上到底愿意投入多少。The wearable market is highly likely to become polarised in the next year between the cheaper, sub-#163;40 market lead by Xiaomi and others, and the premium #163;300-plus market with Apple Watch as its poster child。未来的市场极可能由小米等售价低于40欧的厂商和高于300欧的Apple Watch构成。 /201507/385647 Can a US consumer internet company ever make it big in China? That question, which has long dogged Silicon Valley, is starting to take on the urgency of a strategic imperative.美国的消费互联网公司能否在中国做大?这个长期困扰硅谷的问题正开始变成一项紧迫的战略任务。It isn’t just that China is a juicy target in its own right. There is a risk to ceding ground to emerging Chinese rivals in their booming home market at a time when those companies are taking their first, tentative steps towards going global. US companies, themselves accustomed to using dominance of a massive domestic market as a launch pad to take on the world, should understand what’s at stake.中国市场本身并非一个诱人的目标。风险在于,美国公司的市场份额可能被中国蓬勃发展的国内市场上的新兴本土竞争对手夺走,后者刚开始迈出走向全球的尝试性步伐。美国公司本身习惯于利用巨大国内市场的主导地位作为走向世界的跳板,他们应理解其中的利害。Uber and Airbnb, the yin and yang of the sharing economy, are the latest to try their luck. The ride-hailing app that likes to batter down doors is in a pitched battle with a Chinese local competitor backed by two of those aspiring global players, Tencent and Alibaba. Airbnb, which prefers a less confrontational approach, this week lined upsome influential allies as it seeks its own way in.打车应用优步(Uber)和空中食宿(Airbnb)是共享经济的“阴阳”两面,它们是最新两家想碰碰运气的公司。喜欢直接破门而入的Uber正与中国一家本土竞争对手较劲,后者得到中国两家志向远大的全球竞争者腾讯(Tencent)和阿里巴巴(Alibaba)的持。而喜欢采用对抗性不那么强的策略的Airbnb最近拉到一些颇具影响力的盟友,希望用自己的方式进军中国。“Localisation” figures prominently in both companies’ game plans. Having the right management and local backers and supporters certainly helps. Knowing when to adapt a successful global formula will also be key. The failure in China of eBay, which was outflanked by Alibaba’s free listings for buyers and its introduction of a payment service to reduce fraud risks, is still a case study in how an adaptable local rival can come out on top.这两家公司的通盘计划都把“本地化”放在突出位置。具备合适的管理层和本地后台及持者,肯定会有所帮助。知道何时修改全球成功方程式也很关键。eBay在中国的失利,仍是说明适应性强的本地竞争对手能够胜出的典型案例。阿里巴巴让买家免费展示商品,并引入付务以降低欺诈风险,这些都比eBay高明一些。Uber and Airbnb at least have one advantage over companies like Google and Yahoo, which failed before them: they aren’t directly involved in the online media and communications businesses, making them less obviously targets of an authoritarian state.Uber和Airbnb至少具备一个相对于谷歌(Google)和雅虎(Yahoo)等公司的优势,后两者已在中国折戟:Uber和Airbnb不直接涉足在线媒体和通信业务,这让它们不那么容易成为威权政府瞄准的目标。But any successful internet business is to some extent a challenge to the status quo. China’s latest gesture towards online control — to station police officers physically inside internet companies — is an indication of the outsized influence that the successful internet companies can have, whatever corner of the market they are in.然而,任何成功的互联网公司在一定程度上都是对现状的挑战。中国控制网络的最新姿态(警察进驻互联网公司办公地点)表明,成功的互联网公司可能会具备过大的影响力,无论它们处于哪个市场缝隙。One reason is the amount and range of the data they hold. Amassing a giant database about the movements of a nation’s citizens is a key asset. And that is likely to be only a starting point, as the winning platforms reach into more areas of online (and, increasingly, offline) life.一个原因是它们持有的数据的规模和范围。有关一国公民活动的巨大数据库是一项关键资产。随着各个胜出的平台把触角伸入更多在线(以及越来越多的线下)生活领域,这可能还只是一个开始。Holding the data locally might give authorities greater confidence that they can tap into it when they need: Uber has data centres for its operations inside China. But there is still a question about whether a foreign company could ever be trusted to be as compliant as a local competitor.在本土保管这些数据,可能会让当局更有信心认为,他们能够在需要时利用这些数据:Uber在华业务设有境内数据中心。但仍有一个问题:能否相信一家外国公司像本土竞争对手那样依从?Another factor that weighs on foreign players is the way that competition tends to evolve in internet markets. Many turn into winner-takes-all affairs, with the companies that come out on top ending up as centres of power in their own right.另一个不利于外国公司的因素是互联网市场的竞争演变方式。很多竞争搞到最后成了“赢者通吃”,拔得头筹的公司变成实力中心。The immodest ambitions of a company like Uber highlight what is at stake. It aspires to become an essential part of the infrastructure of any big city, not only supplying personal transport but also handling logistics. Local governments in China may resist foreign control of something so essential, even if Uber promises to help solve some of the problems caused by swelling personal car ownership for China’s polluted and traffic-clogged cities.Uber这种怀有巨大雄心的公司突显了其中的风险。它渴望成为所有大城市不可或缺的基础设施的一部分,不仅提供个人交通,还要染指物流。中国地方政府可能反对外国公司控制如此关键的基础设施,即便Uber承诺帮助中国污染严重且交通拥堵的城市解决私人汽车保有量增加所带来的一些问题。A key question now will be how far the latest US aspirants are prepared to go to become truly “local” to overcome reservations like these. Uber’s funding arrangements for China are the most intriguing. It aly has Chinese investors and is now trying to close a funding round for a separate Chinese unit, bringing outside investors directly into the business.现在的一个关键问题在于,最新一批有志进军中国市场的美国公司,准备在多大程度上变得真正“本地化”,以消除中国方面的疑虑。Uber在中国的融资安排最耐人寻味。该公司已拥有中方投资者,现在正试图为另一家在华公司搞定一轮融资,让外部投资者直接投资Uber的这块在华业务。An Uber spokesperson says the company is also contemplating a local initial public offering, some time in the future, for its Chinese arm, though there are no plans for a one at the moment.Uber发言人表示,该公司还在考虑未来将其在华业务在中国国内上市,尽管目前还没有这方面的计划。Given its huge need for capital and the particularly cut-throat nature of the Chinese taxi app wars, local investors will be useful. A structure like this would also give Uber more flexibility to adapt later — for instance by bringing in local partners or even, if forced, to reduce its stake in the Chinese venture.鉴于巨大的资本需求以及中国打车应用大战尤为激烈,引入本土投资者将是有帮助的。这种结构还将赋予Uber更大灵活性,便于以后调整,例如引入本土合作伙伴,或者甚至(在被迫的情况下)减持在华业务的股权。But for any US internet company, staying in the driving seat will be a priority. Yahoo’s decision to fold its struggling Chinese business into Alibaba a decade ago turned into one of the most successful internet investments ever made. But now, as it gets y to spin out what’s left of that minority stake, Yahoo’s diminished role is all too obvious. That is a fate its successors will be working hard to avoid.但对于任何一家美国互联网公司而言,保持控制权将是优先任务。雅虎10年前决定将其步履维艰的中国业务并入阿里巴巴,而那个决定结果成为史上最成功的互联网投资之一。但如今,在雅虎准备脱手这部分少数股权的剩余股权之际,雅虎的地位下降表露无遗。这是后来者要努力避免的命运。 /201508/395288抚顺妇保医院地址查询抚顺东洲区搭连地区医院治疗阳痿早泄

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