Abstract
Nowadays,globaleconomydevelopssofast,thesuccessratioofnewproductdevelopmentisdecidedthecompanycanserveornot.Todevelopnewproductconsistently,itisnotonlytomakecompanyfindmorebenefitbutalsotomakecompanyadaptthedevelopmentofthemarket,helpcompanyimprovingthecompetencetobealonghistoryfirminthesituation.
Alotofmuti-nationalcompanieshaveverystrongcapacityonnewproductdevelopment.Itishelpfultomakeacompanyimprovingcompetenceinthemarketiftheycandevelopaproductwhichiswidelyacceptedbythemarket.Moreimportanceisthatitmakesthecompanycanearnlotsofmoney,meansthatcompanycanenhanceresearchteamfurther,e.g.,Appleissuchcompany.Theyconcentratetheallofeffortonthedigitalmusicsystemevenatverycriticalcondition.IthelpsappleenteratotallynewareafromaPCcompanyafteritissuccessful.AlsoIpodcanbeademototheiphone,allofnewinnovationproductbringhugeprofitforApple.Basedonthat,ApplecaninventmoremoneytodevelopnewPC&Pad,whichkeepApplestayatthetopofthetechnicalcompaniesintheworld.
Newproductdevelopmentcan'tbesuccessallthetime.Thereisariskbehindit.Thepercentageoffailureisquitehighandthecostishugeaswell.Sometimes,itmaymakeacompanybankrupt.Oneofwell-knowncaseistheIridiumstarinventedbyMotorola.
Motorolaspend20yearstogetitcommercialization,however,thefactgivethemabigsurprise.Alowcosttraditionalcellphonehasbeenoccupiedwholemarket.Duetolackofstablecustomersource,Motorolaloselotofmoneyandhavetostopthebusiness.
Wealwaysfacemanychallengesduringnewproductdevelopmentprocess.Itisnotonlybecauseoftraditionaltechnicalissuebutalsobecauseofmarketingchangeandinternalcooperation.Itisincludinginitiatingaprocessofnewproductdevelopment,productcontrol,technicalinnovationandmarketinginnovation.Newproductsdevelopmentisologyofmanagementsystem.Manycompanieshavetheirownuniqueexperienceandmethodonit.
Andalsohavelotsfailurecasewhichcanhelpustolearnfromit.Wetrytobuildupastandardwaytoourcompanyonhowtoimprovetheirefficiencyonnewproductdevelopmentbasedonsomanyexperiences.ItisthereasonwhyIdothelecture.
KeyWords:Newproductdevelopment;processcontrol;technicalinnovation;marketinginnovation
Abstract
Asalongtermincentive,equityincentiveplaysanimportantroleincorporategovernancemechanism.Itmakesoperatorsoremployeesparticipateinbusinessdecision,profit-sharingandrisk-takinglikestockholdersanddevotethemselvesintothecompany'slongtermdevelopmentbyempoweringthemtoacquirecompany'sstockorcorrespondingeconomicbenefits.Equityincentiveisgettingmoreandmoreattentionsfromcapitalmarketsandpubliccompaniesandbecomesanimportantpartofenterprise'scoremanagementcompensation.
593publiccompaniesin2526whichIPOinChina'sA-sharemarkethaveannouncedtheimplementationofequityincentiveplanssinceChinaSecuritiesRegulatoryCommissionpromulgatedPublicCompaniesIncentiveManagementMeasures（Trial）。Thispaperselectedseveralrepresentativesamplesfromthese593companiesafterstudiedthebasicconceptsandviewpointsonequityincentivefromhomeandabroad.ItanalyzedthereasonsforsuccessorfailureintheirequityincentiveplansandsummarizedtheimplementationstatusandinspirationofequityincentiveinChina'scapitalmarket.
DFLisarepresentativecompMiywhichIPOinGEMofChina'sA-sharemarketanditsequityincentiveisinprocess.Ifoundthatthedesignofequityincentiveplanshadagreatrelationshipwiththemarketcondition,timenode,grantprice,performancegoalsandtaxesetcthroughdoingresearchontheprogramdesign,assessmentobjective,implementationandincentiveeffectofDFL'sequityincentiveplan.Andonlywithgoodcommunicationswithincentivepersonnelandacoherentandsustainableequityincentiveplancouldcompaniesenhancetheiroperatingperformanceandachievelong-termhealthydevelopment.AfterstudiedequityincentiveplansofseveralsamplecompaniesandDFL,IthoughtsomeimprovementsneedtobedoneinlawsandsupportingsystemsaboutChina'spubliccompanies'equityincentiveplansandImadesomepersonaladvicesinthisissue.
Inconclusion,Ifoundthattheimplementationofequityincentiveplansinpubliccompanieshadbecomeatrendbasedontheresearchofthispaper.StrengtheningrelatedpoliciesandimplementingequityincentiveandemployeestockownershipplanscouldbebeneficialtotheconstructionofChina'scapitalmarketandimprovingthemanagementabilityofChina'sA-sharepubliccompanies.
Keywords:EquityIncentive;PublicCompany;DFL;DesignandOptimization
Abstract
WiththeChinese4Gera,consumersareincreasinglydemandingonmobileInternetservices.Threeoperatorsareestablishingalarge-scale4Gnetwork,atthesametime,thehighqualityserviceandcompetitionofflowbusinessaretofurtherupgrade.
ThispapertakesGansuUnicomCompanyastheresearchobject,analyzesitsrelationshipmarketingstrategybasedonrelatedtheoriesandpreviousliterature.Sincenewchangeshasbeenbroughtby4Glicenseissuancetothedevelopmentoftelecomindustry,thecompetitionsituationoftelecomindustryisanalyzedwiththe“fiveforcesmodel”,andseveralserviceinnovationcasesservesasareferencefortherelationshipmarketingstrategyofGansuUnicom.ASWOTanalysisisconductedtoevaluatetheexternalenvironmentandinternalconditionsofGansuUnicom,whichpointsoutthenecessityofgenusUnicomtoimplementrelationshipmarketing.Basedontheaboveanalysis,thispaperputsforwardsixspecificstrategiesfortheimplementationofrelationshipmarketinginGansuUnicom,includingexternalcustomers,internalcustomers,government,suppliers,distributorsandcompetitors.Toensuretheimplementationoftherelationshipmarketingstrategy,aseriesofsecuritymeasuresshouldbeadopted,suchasworkfocus,departments'integration,networkconstruction,stafflearning,rulesandregulations,servicesystem,andcontinuousimprovement,etc.
TheresearchofrelationshipmarketingstrategyofGansuUnicomwillhelpGansuUnicomimproveitscustomerrelationshipmanagement,andhavetheoreticalandpracticalsignificanceforthecompanytosolvedevelopmentproblembringby4G.Atthesametime,thisresearchwillprovidereferenceforothertelecommunicationenterprisestoimplementrelationshipmarketing.
Keywords:4G;relationshipmarketing;telecomindustry;competition
Abstract
FYGlassisaworldfamousautopartscompanyandhasahighmarketshare.Inthefaceofthefiercecompetitionintheindustry,enterpriseshavetopaycloseattentiontomaintainexistingcustomersandkeepexistingmarketshare,thenturnitsfocustothedirectionof“perfectandstrongest”.BasedontheactualsituationofFYglass,thisarticleestablishedthespecificenterprisecustomersatisfactionanalysismodelfromthepointoftwotypesofcustomer（domesticjointventureandthedomesticindependentbrand），todeterminetheinfluencefactorsofcustomersatisfaction,andattheendofthearticleusingtheanalytichierarchyprocess（AHP）todetermineeachfactor'simpactoncustomersatisfaction.Basedontheresultofanalysis,thisarticlegavesomesuggestionstoimprovecustomersatisfactionmanagementofFYglasstomaketheconclusionofthisresearchhasthestrongeroperabilityandmorepracticaltoprovidetheoryandmethodsupportfortheenterprise.
KeyWords:Autoparts,FYGlass,CustomerSatisfaction,AHP
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