標(biāo)題: Titlebook: Masterpieces of Swiss Entrepreneurship; Swiss SMEs Competing Jean-Pierre Jeannet,Thierry Volery,Cornelia Amstut Book‘‘‘‘‘‘‘‘ 2021 The Edito [打印本頁(yè)] 作者: 祈求 時(shí)間: 2025-3-21 18:49
書目名稱Masterpieces of Swiss Entrepreneurship影響因子(影響力)
書目名稱Masterpieces of Swiss Entrepreneurship影響因子(影響力)學(xué)科排名
書目名稱Masterpieces of Swiss Entrepreneurship網(wǎng)絡(luò)公開(kāi)度
書目名稱Masterpieces of Swiss Entrepreneurship網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書目名稱Masterpieces of Swiss Entrepreneurship被引頻次
書目名稱Masterpieces of Swiss Entrepreneurship被引頻次學(xué)科排名
書目名稱Masterpieces of Swiss Entrepreneurship年度引用
書目名稱Masterpieces of Swiss Entrepreneurship年度引用學(xué)科排名
書目名稱Masterpieces of Swiss Entrepreneurship讀者反饋
書目名稱Masterpieces of Swiss Entrepreneurship讀者反饋學(xué)科排名
作者: dermatomyositis 時(shí)間: 2025-3-21 23:49 作者: Biguanides 時(shí)間: 2025-3-22 01:40 作者: FILLY 時(shí)間: 2025-3-22 07:12 作者: conference 時(shí)間: 2025-3-22 12:18 作者: concert 時(shí)間: 2025-3-22 14:37 作者: 無(wú)孔 時(shí)間: 2025-3-22 19:11
Founders, Shakers, Prime Movers. Listed are early period founders, those from the interwar period, during World War II period, the Post WW II “Baby Boomer” generation, and founders from the most recent period. Separately listed from founders are prime movers who gave the company the eventual direction, if different from the compa作者: 四海為家的人 時(shí)間: 2025-3-22 22:43 作者: 四溢 時(shí)間: 2025-3-23 05:15
Achieving Ownership Stabilityce of founders and owners in applying foundation structures are described. Approaches to provide ownership stability as a public company are described. Special situations covered are employee ownership, and how to maintain stability in ownership with private investors. Examples are provided for situ作者: Salivary-Gland 時(shí)間: 2025-3-23 09:37
Boards and Governancedual board structures frequently adopted. Covering governing arrangements, the chapter reports how SMEs dealt with board roles at public, family-owned, and foundation-owned companies. Discussion of the emergence of dual board structures and the structure of boards at investor-driven companies. The c作者: orthopedist 時(shí)間: 2025-3-23 11:04
The Role Played by Management ownership passed on to the next generation. At first, a comparison between owner-manager and professional manager models is offered. Tracking the various changes as a company evolves, the chapter shows experiences with first-generation vs. second- and multi-generational owner-managed models. The di作者: Essential 時(shí)間: 2025-3-23 16:12
Financing the Enterpriseces adopted to assure the longevity of the companies. Describing frugal beginnings such as setting up in garages and old factory buildings to start, the chapter deals with the bootstrapping mentality and experience with tapping family resources or personal savings. SME experience with leveraging ext作者: 保全 時(shí)間: 2025-3-23 20:34 作者: Exhilarate 時(shí)間: 2025-3-23 23:08 作者: 使苦惱 時(shí)間: 2025-3-24 05:03
The Process of Focusingrney offers an important aspect of understanding the practices adopted by the researched companies. Without that understanding, the experience does not become transferable to other settings. Many of the companies analyzed found their eventually adopted focus only after years of experience, or some f作者: degradation 時(shí)間: 2025-3-24 07:40 作者: Herd-Immunity 時(shí)間: 2025-3-24 12:50
International Sales and Distribution Strategiesnetworks, built sales subsidiaries worldwide, or enlisted partnerships, and how they reacted to constantly changing market developments requiring adjustments in their distribution networks. The early founders of Swiss SMEs engaged in extensive travel to promote their companies at a time when the tra作者: 剝削 時(shí)間: 2025-3-24 14:50
Marketing and Sales Processesealt with the tension between marketing and sales, how they differentiated in B2B vs. B2C environments. For B2C companies, global brand building becomes important. All firms, regardless of industry environment, had constantly professionalized the marketing process. Choosing a product or company name作者: gruelling 時(shí)間: 2025-3-24 21:34 作者: duplicate 時(shí)間: 2025-3-24 23:48 作者: 背帶 時(shí)間: 2025-3-25 05:15 作者: 肉身 時(shí)間: 2025-3-25 10:44
Jean-Pierre Jeannet,Thierry Volery,Heiko Bergmann,Cornelia Amstutz cost associated with publishing, and the progress on the digitization of printed texts. This growth combined with the proliferation of natural language systems for search and retrieving information provides tremendous opportunities for studying some of the areas where database systems and natural l作者: 炸壞 時(shí)間: 2025-3-25 14:59 作者: 虛度 時(shí)間: 2025-3-25 18:09 作者: 凝視 時(shí)間: 2025-3-25 20:18 作者: 縮減了 時(shí)間: 2025-3-26 03:30 作者: 圓桶 時(shí)間: 2025-3-26 06:15
del precisely: 1. When deciding what information to offer to a listener, a speaker must make some assessment of the desirability of the impact that the information would have on the beliefs and judgments of the listener. 2. A speaker may be biased toward the presentation of certain types of informat作者: Fraudulent 時(shí)間: 2025-3-26 10:12 作者: OVER 時(shí)間: 2025-3-26 13:27
Jean-Pierre Jeannet,Thierry Volery,Heiko Bergmann,Cornelia Amstutzeople can say the same thing in various ways to achieve various effects, and generators cannot. People vary the content and form of their text when they want to convey more information than is contained in the literal meanings of their words. This information expresses the speaker’s perception of th作者: 悠然 時(shí)間: 2025-3-26 20:10 作者: Foolproof 時(shí)間: 2025-3-26 21:12
Jean-Pierre Jeannet,Thierry Volery,Heiko Bergmann,Cornelia Amstutzthors or speakers. I call this the long term view because in the text generation programs in existence today there is very little that deserves the title of “author” or “speaker.” Writing and speaking are rightly regarded as complex arts capable of high refinement and great intellectual achievement.作者: Substitution 時(shí)間: 2025-3-27 01:47 作者: LATER 時(shí)間: 2025-3-27 06:01 作者: 必死 時(shí)間: 2025-3-27 13:15
e are two important aspects to person-machine communication: understanding and generating. While natural language understanding has been a major focus of research, natural language generation is a relatively new and increasingly active field of research. This book presents an overview of the state o作者: N斯巴達(dá)人 時(shí)間: 2025-3-27 14:37 作者: Interdict 時(shí)間: 2025-3-27 19:20
Jean-Pierre Jeannet,Thierry Volery,Heiko Bergmann,Cornelia Amstutzuage. There are two important aspects to person-machine communication: understanding and generating. While natural language understanding has been a major focus of research, natural language generation is a relatively new and increasingly active field of research. This book presents an overview of t作者: 出血 時(shí)間: 2025-3-27 22:55
Jean-Pierre Jeannet,Thierry Volery,Heiko Bergmann,Cornelia Amstutzmmatical alternatives. When such a grammar is used for generation, it has distinct informational needs: that is, if its supporting environment does not contain the information that the grammar requires in order to motivate the grammatical alternatives it offers, generation cannot proceed. The choose作者: osteocytes 時(shí)間: 2025-3-28 05:30
MUC evaluations, have been enormous, but it must now be time to ask what research issues face the systems we have built and what we should do next. We suggest that there are two classes of important research issues: those requiring detailed comparative evaluation of alternative approaches to IE subt作者: 非實(shí)體 時(shí)間: 2025-3-28 08:09 作者: flammable 時(shí)間: 2025-3-28 11:53 作者: Camouflage 時(shí)間: 2025-3-28 18:09
Marketing and Sales Processes can be crucial in a global environment. In the B2B environment, marketing and selling differ from the consumer markets and are focused more on application-driven sales, key account systems, and reliance on lead customers. Examples from adopting key account systems and enlisting lead customers are provided.作者: 微生物 時(shí)間: 2025-3-28 18:51 作者: GROUP 時(shí)間: 2025-3-29 00:55
Franchise Focus Choicess also leading to a systems-centered approach in franchise building. The chapter ends with company examples of consumer franchise building practiced by B2C firms and how this process differs from the franchise building in the B2B sectors.作者: 鋸齒狀 時(shí)間: 2025-3-29 06:50
International Sales and Distribution Strategiesrkets. Sometimes, market entry was achieved by building or acquiring manufacturing operations. Cracking some of the most difficult markets, such as Japan, posed special challenges. And finally, when industry conditions changed, even well-planned distribution strategies needed to be changed.作者: esculent 時(shí)間: 2025-3-29 07:13 作者: 急性 時(shí)間: 2025-3-29 13:35 作者: 敘述 時(shí)間: 2025-3-29 18:35
Segmentation Choicesme segments, and niche segments, and when one or the other might apply. The chapter ends with the description of what a true niche segment strategy entails. A link between segmenting and a company’s internal organization is established.作者: 性別 時(shí)間: 2025-3-29 22:26 作者: filicide 時(shí)間: 2025-3-30 02:18
Achieving Ownership Stability. Special situations covered are employee ownership, and how to maintain stability in ownership with private investors. Examples are provided for situations when ownership stability fails. Finally, the chapter concludes with a differentiation between independence of a firm vs. autonomy in making key decisions.作者: 善辯 時(shí)間: 2025-3-30 04:37
Boards and Governance, and foundation-owned companies. Discussion of the emergence of dual board structures and the structure of boards at investor-driven companies. The chapter ends with comments on the evolution of boards at SMEs.作者: groggy 時(shí)間: 2025-3-30 09:56
Financing the Enterprisehe chapter deals with the bootstrapping mentality and experience with tapping family resources or personal savings. SME experience with leveraging external financing are reported. Finally, the chapter concludes with experiences of SMEs financing themselves internally, such as based upon cash flow and applying conservative financial policies.作者: condone 時(shí)間: 2025-3-30 13:51
