世界シェア２位のパソコンメーカー、台湾・宏碁（エイサー）のジャンフランコ・ランチ最高経営責任者（ＣＥＯ）は26日、都内で記者会見し、小型・低価 格の「ネットブック」について「2011年までは成長が続く」との見通しを語った。７～９月期に欧州などで発売したスマートフォン（高機能携帯電話）を中 国や日本に投入する計画も明らかにした。
ランチＣＥＯは世界のパソコン市場について「世界同時不況による最悪期を脱し、10年には09年比で10～15％の出荷増が見込まれる」と指摘。得意とするネットブックを武器に日本のパソコン市場で12年に３位以内に入る方針を示した。(26日 22:33)
The on going fight for Japan Airlines is starting to heat up even more. This news comes as American Airlines warned the airline last week that it would face enormous risks if they choose to join the SkyTeam Alliance and leave their alliance, Oneworld.
The American Airlines vice president for Asia and the Pacific, Theo Panagiotoulias, went on to tell reporters in Tokyo just last Thursday that the Oneworld alliance was providing Japan Airlines with 500 million in annual revenue. He pointed out that his alliance would give a further $100 million if both parties were successful in acquiring antitrust immunity after the conclusion of open skies talks between Japan and the United States.
The vice president of American Airlines went on to say that there is very minimal risk in staying with Oneworld; however, joining SkyTeam has enormous risks. He noted that there is not a war between the two alliances over Japan Airlines. He said that this is just the right choice for Japan Airlines’ future.
Theo Panagiotoulias continued that Japan Airlines’ defection to Skyteam would pose regulatory risks at Delta. Japan Airlines currently accounts for over 60 percent of the United States and Japan market traffic. He said that, overall, it could jeopardize Tokyo’s position as an international hub in the Asia Pacific region, as the alliance also includes Korean Air.
He finished up by saying that Japan Airlines really needs to focus on quality revenue right now and not quantity revenue. American Airlines’ overall value proposition is far superior to anything that Delta has out on the table so far.
The German Football Federation (DFB) and the German Football League (DFL) have said they will join forces to probe 32 games suspected of having been fixed.
"A sports federation has a duty to fight organized crime with international implications," DFB president Theo Zwanziger told a press conference. "We can only achieve this with the support of the public prosecutor's office."
Police in Italy arrested nine people in connection with the scandal on Monday. This followed 17 arrests last Thursday in simultaneous raids in Germany, Britain, Austria and Switzerland.
European soccer is left reeling
The scandal is shaping up to be the continent's worst-ever case of match-fixing in soccer.
German prosecutors revealed last Friday that as many as 200 games across Europe are thought to have been rigged. Police suspect a network of 200 people fixed matches in at least 10 countries through bribes to players, coaches, referees and officials. The gang is thought to have earned as much as 10 million euros ($15 million) by winning huge bets with bookmakers in Europe and Asia, especially in China.
Bildunterschrift: Großansicht des Bildes mit der Bildunterschrift: DFB's Zwanziger wants the public prosecutor's support
None of the 200 suspicious games involves any of Europe's first division clubs. The 32 German matches involve clubs extending from regional leagues up to the country's second division.
Zwanziger said the affair was unrelated to the so-called "Hoyzer scandal" of 2005. That had been German soccer's worst match-fixing affair since the 1970s.
"For me there are fundamental differences," Zwanziger told Monday's news conference. "(In 2005) we were alone with that scandal."
The "Hoyzer scandal" involved three Croatian brothers and Bundesliga referee Robert Hoyzer, who admitted to receiving 70,000 euros and a plasma television to throw matches. All the men were convicted.
"Imagine what position the DFB would be in if all those actions then had ended up without stiff sentences. That would have been a miserable result for our society," Zwanziger said.
"We now also have something this time we did not have then," he added, referring to an early warning system developed to monitor betting patterns for signs of suspicious activity.
Crime gangs are on the ball
However, DFL boss Christian Seifert cautioned that no early-warning system could be fool-proof.
"While the early-warning system is in place, no federation in the world is 100 percent safe against organised crime gangs who want to manipulate matches," Seifert said.
Meanwhile, the governing body for European football, UEFA, has called a crisis-meeting at its base in Nyon, Switzerland, for this Wednesday.
UEFA's media director, Robert Faulkner, said only groups that were affected by the most recent manipulation scandals would be invited.
jen/AFP/Reuters
Editor: Michael Lawton
Nov 19th 2009
From The Economist print edition
IN THE normal run of things the management world is divided into dozens of mutually suspicious tribes—theoreticians versus practitioners, publicity-hogging gurus versus retiring academics, supporters of “scientific” management versus advocates of the “humanistic” sort. But this month has seen unusual comity: the leaders of all the management tribes came together to celebrate the centenary of the birth of Peter Drucker, a man who is often described as “the father of modern management” and “the world’s greatest management thinker”.
The celebrations took place all around the world, most notably in Vienna, where Drucker was born, in southern California, where he spent his golden years, and in China, where he is exercising growing influence. The speakers were not limited to luminaries of management: they also included Rick Warren, the spiritual guru of the moment in America, Frances Hesselbein, a former head of the American Girl Scouts, and David Gergen, an adviser to both Republican and Democratic presidents.
Why does Drucker continue to enjoy such a high reputation? Part of the answer lies in people’s mixed emotions about management. The management-advice business is one of the most successful industries of the past century. When Drucker first turned his mind to the subject in the 1940s it was a backwater. Business schools were treated as poor relations by other professional schools. McKinsey had been in the management-consulting business for only a decade and the Boston Consulting Group did not yet exist. Officials at General Motors doubted if Drucker could find a publisher for his great study of the company, “Concept of the Corporation”, on the grounds that, as one of them put it, “I don’t see anyone interested in a book on management.”
Today the backwater has turned into Niagara Falls. The world’s great business schools have replaced Oxbridge as the nurseries of the global elite. The management-consulting industry will earn revenues of $300 billion this year. Management books regularly top the bestseller lists. Management gurus can command $60,000 a speech.
Yet the practitioners of this great industry continue to suffer from a severe case of status anxiety. This is partly because the management business has always been prey to fads and fraudsters. But it is also because the respectable end of the business seems to lack what Yorkshire folk call “bottom”. Consultants and business-school professors are forever discovering great ideas, like re-engineering, that turn to dust, and wonderful companies, like Enron, that burst into flames.
Peter Drucker is the perfect antidote to such anxiety. He was a genuine intellectual who, during his early years, rubbed shoulders with the likes of Ludwig Wittgenstein, John Maynard Keynes and Joseph Schumpeter. He illustrated his arguments with examples from medieval history or 18th-century English literature. He remained at the top of his game for more than 60 years, advising generations of bosses and avoiding being ensnared by fashion. He constantly tried to relate the day-to-day challenges of business to huge social and economic trends such as the rise of “knowledge workers” and the resurgence of Asia.
But Drucker was more than just an antidote to status anxiety. He was also an apostle for management. He argued that management is one of the most important engines of human progress: “the organ that converts a mob into an organisation and human effort into performance”. He even described scientific management as “the most powerful as well as the most lasting contribution America has made to Western thought since the ‘Federalist Papers’.” He relentlessly extended management’s empire. From the 1950s onwards he offered advice to Japanese companies as well as American ones. He insisted that good management was just as important for the social sector as the business sector. He acted as an informal adviser to the Girl Scouts. He helped inspire the mega-church movement. The management school that bears his name recruits about a third of its students from outside the business world.
The most important reason why people continue to revere Drucker, though, is that his writing remains startlingly relevant. Reading “Concept of the Corporation”, which was published in 1946, you are struck not just by how accurately he saw the future but also by how similar today’s management problems are to those of yesteryear. This is partly because, whatever the theorists like to think, management is not a progressive science: the same dilemmas and difficult trade-offs crop up time and again. And it is partly because Drucker discovered a creative middle ground between rival schools of management. He treated companies as human organisations rather than just as sources for economic data. But he also insisted that all human organisations, whether in business or the voluntary sector, need clear objectives and hard measurements to keep them efficient. Drucker liked to say that people used the word guru because the word charlatan was so hard to spell. A century after his birth Drucker remains one of the few management thinkers to whom the word “guru” can be applied without a hint of embarrassment.
Although the company has lowered its anticipated annual sales figures, it is not overly concerned with the near-term dip in performance. The construction equipment giant is poised to sell its hybrid construction equipment throughout Asia, and aims for top market share.
“We didn't think sales would fall to this extent in Japan, the US, and Europe,” said Kunio Noji, president of Komatsu Ltd. at the press announcement of his company’s mid-year performance figures. Considering the results, his manner was unexpectedly calm.
The company's consolidated sales for April through September were 645.9 billion yen, down 46.7% from the same period last year. Operating profits in the same period were down a massive 87.6% to 19.7 billion yen. The projected annual sales figure has been revised downwards by 100 billion to 1.43 trillion yen, which would be a 29.3% decline from the previous year.
Following the financial crisis in the fall of 2008, demand for construction equipment fell precipitously. But this assessment was derived from activities in industrialized countries. In fact, Komatsu did so well in Asia, most notably China, and in Central and South America that the company exceeded its initial sales estimates. This explains Noji's calm demeanor as he announced the decrease in his company's sales figures.
The most remarkable development is the extent to which the China market has recovered its vigor. With the government investing 4 trillion renminbi (approximately 52 trillion yen) in the urbanization of inland cities and other infrastructure projects, demand for construction equipment is strong. “Our sales in China are growing at more than twice the pace of last year－demand has clearly revived,” says Mikio Fujitsuka, an executive officer and general manager of corporate planning at Komatsu.
In a bid to capture a larger share of this market, Komatsu introduced a hybrid power shovel in China this August. It is equipped with both a diesel engine and an electric motor, the former generating power for the latter. Additionally, when the revolving deck decelerates, a capacitor stores the kinetic energy for reuse as electrical power. Although it is priced at around 17 million yen, about 1.5 times the cost of a conventional power shovel, it is estimated to run on 25% less fuel on average. Operators can therefore expect to recover the higher cost in 5 years.
Since the August launch, Komatsu has moved ahead on plans to expand sales of this hybrid power shovel in China. In October, the company began production in China; it has also increased production capacity at its Shonan factory in Hiratsuka, southwest of Yokohama, where motors and other key components are made.
Komatsu has focused on China as a high-potential market for hybrid construction equipment for several reasons. One is that such equipment is in operation for much longer hours in China compared with industrialized countries, magnifying the benefits of fuel efficiency. For example, a piece of construction equipment is in use for an average of 1,500 hours a year in Japan, but for 3,000 hours annually in China. Moreover, fuel typically accounts for 17% of the maintenance and operating cost of construction equipment in Japan, but in China, low labor costs mean that fuel accounts for 55%. In such an environment, hybrids are the most economical choice.
Production capacity is presently limited, so the company forecasts this year's sales of hybrid power shovels to be about 500 units. With expanded local production capabilities, however, Komatsu aims for annual sales of more than 2,000 units, including sales of equipment made in Japan. While other manufacturers of construction equipment?including Caterpillar, the top maker worldwide?still struggle to set up mass production capabilities for hybrids, Komatsu aims to secure a place in China, a major growth market.
Komatsu is also eyeing its future place in the fast-growing markets in the rest of Asia. In Southeast Asia and India, falling demand is expected to bottom out by next spring, in sharp contrast to the industry's meager prospects in the industrialized economies. “Truly, we are entering an age in which Asia, Oceania, China will dominate,” says Fujitsuka. For manufacturers of construction equipment, this means that the competition for market share will now be fought in the emerging economies.
Komatsu intends to introduce its hybrid equipment throughout the Asia market, and is considering manufacturing such construction equipment in Thailand and/or Indonesia. Says Noji, “Because annual hours of operation are even longer than in China, particularly in India, we may well see a day when most of the mid-size equipment in the 20-ton range will be hybrids.”
The company that wins in the Asian market will become the leading maker of construction equipment worldwide. By moving quickly to implement its strategy for hybrids, Komatsu clearly seeks to position itself as a front runner.
(Daisuke Takimoto, Staff Writer, Nikkei Business)
◎魏國金
The Dutch government said it wants to introduce a "green" road tax by the kilometer from 2012 aimed at cutting carbon dioxide emissions by 10 percent and halving congestion.
荷蘭政府指出，從2012年起，希望推行依行車公里計算的「綠色」道路稅，以期減少二氧化碳排放量10％，並使塞車情形減半。
The Cabinet approved a bill calling for drivers of an average passenger car to pay a base rate of 0.03 euro per kilometer, beginning in 2012. Drivers of heavier, more polluting vehicles will pay more, and the cost will go up for driving in peak hours.
荷蘭內閣通過一項議案，要求普通客車的駕駛人於2012年開始，支付每公里0.03歐元的基本稅率。車子較重、污染較大的駕駛人將付更多費用，在尖峰時段開車的成本將攀升。
GPS will track the time, hour and place each car moves and send the data to a billing agency.
衛星定位系統將追蹤每部車開動的時刻、時數與地方，並發送資料到一個計費單位。
But the annual road tax and purchase tax for new cars will be abolished, reducing the price of a new car 25 percent, the Transport Ministry said.
不過年度公路稅與新車購買稅將廢除，如此減少新車價格25％，運輸部指出。
Nearly 6 out of 10 drivers will benefit under the system, the ministry said, but government revenue would remain the same. Public transportation, including taxis, will be exempt.
10名駕駛人中近6人將受惠於此制度，運輸部說，然而政府稅收將維持一樣。公共運輸工具，包括計程車將免稅。
The ministry calculated that overall traffic will drop about 15 percent, peak-hour congestion will be halved, traffic deaths will fall 7 percent and carbon emissions from road travel will be cut by 10 percent.
運輸部估算整體交通量將下降15％，尖峰時刻的壅塞將減半，交通死亡案件將下降7％，並且交通產生的碳排放將減少達10％。
新聞辭典
levy︰動詞， 強索、徵收。例句︰The judge livied a $3 million fine against the factory for polluting the river.（法官因該工廠污染河流，處以300萬美元罰鍰。）
congestion︰名詞，壅塞、密集。例句︰I don’t like driving through Bangkok because there’s too much congestion.（我不喜歡在曼谷開車，因為交通太壅塞了。）
call for︰片語，要求、規定。例句︰The regulations call for working in three shifts.（章程規定按三班制工作。）
October 8, 2009 by marek.miller
An idea of a personalized newspaper should not sound new to anyone. How do most people get their news from the internet? Do they still browse the universe of webpages?
More and more users customize the web into their likings – they use multiple rss channels, subscribe to most interesting topics in google news alert and so on. But for many, there is still life in print. Newspapers are losing their ground with the descending circulation due to a lot of useless content they carry. But how can we define useless content? As many readers there is, as many ideas for an “ideal newspaper” they have. In that case, why not let readers decide, and give them a printed newspaper with the content they really demand? From the first to the last page. This is when individuated newspaper comes into play.
In a couple of days, a pioneer project in Europe is about to begin. Niiu, the personalised newspaper is based in Berlin, Germany, and represents the young person’s lifestyle and information needs on a daily basis. It structures the daily information overload that young people are experiencing and pools together diverse sources of information in order to offer the best of newspapers, the internet, and communities. Niiu will be printed on classic newsprint and delivered at the home each morning.
Wanja Oberhof, the founder of Niiu
Wanja Oberhof is the founder of Niiu. He is also one of the speakers on the upcoming INMA / OPA Outlook 2010 conference. Read what Wanja Oberhof told Forum4Editors about the project, and if you wish to listen to him live or be able to ask him few questions personally, make sure you register for the conference in Liverpool. Less than two weeks are left!
Forum4Editors: Please explain to our readers what the idea of personalised newspaper is all about?
Wanja Oberhof: Niiu – the first individualized newspaper will combine various print and online content regional, national and international newspapers plus the essence from the internet. Customers can select their specific individualized content through a web-based platform. This personalized mixture is digitally printed and delivered to you every morning.
How many and which newspapers cooperate with Niiu?
Different regional, national and international titels are participating but we will not reveal them until going live on October 13th.
The model of Niiu
Please describe in short how the production cycle of a personalised newspaper looks like. What are the deadlines for printing, distribution, etc.?
Every client has the possibility to configure his or her own newspaper until 2 pm every day. Our unique technology aggregates, personalizes and publishes the various content automatically. This data is send to our printing press online. The press prints the newspapers overnight. Finally it is delivered home to each reader until latest 8am every morning.
How popular is personalised newspaper so far? Would you call it a success after the first few months of existance? Is it the future of newspapers?
niiu is the first individualized newspaper so far. There is nothing comparable in the market at the moment. Due to our official start in a few weeks, we can say that the feedback is phenomenal! I could imagine that individualized newspapers are one trend in the future, but to my mind there will be more future scenarios for newspapers. I think there will be different services, bringing various content, on several ways (iphone, e-ink, paper, e-reader) to the clients.
An idea of a personalised newspaper sounds great, but on the other hand I am afraid what I would talk with my friends about. If everybody reads a personally tailored newspaper, how does one find common topics for conversations?
To my mind, there are no problems, because the topics are more or less the same like in a regular newspaper. niiu is more about a variety of titles you can choose from. And if your friends have the same interest like you, you can choose a similar combination as they do. Additionally you can suggest single newspaper pages, blogs or RSS Feeds to them. After all you have a larger field of interest to talk about.
Thank you very much.
And what do our readers think about the idea of personalized newspaper? Is it the future of print or rather postponing its death? Please let us know in the comments below.
记者：在柏林墙倒塌20年后的今天，对您而言最为关键和主要的感受是什么？
高克：幸运与感激。其实我并不总是大众中的一员，但在这一点上我和大部分人民都有同样的感受，不仅仅是因为柏林墙的倒塌。柏林墙的倒塌是一个很好的 信号，它已经成为了一个标志，不仅我们德国人，现在全世界都知道这个历史时刻。但我一直思考，柏林墙的倒塌并不是偶然发生的，也不是因为戈尔巴乔夫是如此 的友好，而是因为在那之前四个星期，也就是1989年10月9日，莱比锡有数千人战胜了自己的恐惧和软弱，走上街头高喊：我们是人民。当时产生了一种强大 的、出人意料的力量，使我们自我克制，同时这股力量也促使执政者思考，必须要发生一些什么。对于一个获得解放的国家来说，这空间太过狭窄，于是柏林墙被推 翻了。在我看来，就是这样。我会回想1989年的秋天，那个在秋季到来的"春天"。我当时在罗斯托克，在这个城市，人们第一次真正地大规模聚集在街头，那 是在10月19日，莱比锡的和平游行则是发生在10月9日。人们克服了常年累积的恐惧，鼓起勇气，进行反抗，并重新定义自我，高喊"我们是人民"。这一切 酝酿了11月9日的到来，并赋予这一天以特别的庄严与力量。当人们赋予自己权利时，柏林墙倒塌了，这是一个奇妙的象征。
记者：经年累月，如果这一历史画面被那些不了解前东德，或者说没有在成年之后经历前东德年代的人们逐渐淡忘，您对此是否有忧虑？
高 克：如果人们总是沉溺于无知，而不热衷于政治觉醒，那当然值得担忧。只是我们不可能生活在其它的时代。总是有很多人怀旧，战后也是。可惜我已经是第二次经 历这样的情形：有人说，希特勒时代也并不是一切都那么糟糕，既然有了这样的话，那么他们也可以说当时的体制也并不是那么糟糕。这就好比智利人、阿根廷人或 是西班牙人在说，啊，皮诺切特时代、魏地拉时代或是佛朗哥时代也不是那么糟糕。有这样的人，他们没有认识到自由的好处，他们仅把把自由看作是人们可以失去 的空间。这种想法是可悲的，我很高兴，德国的政界也考虑到那些同大多数人观点不同的人的视角。
记者：现在左翼党的力量进一步加强，要提出的一个关键问题是：如何针对个别的情况对待过去的历史？勃兰登堡州州长马蒂亚斯∙普拉策克主张，那些曾经为前东德国家安全部工作的人也应当被接纳。他做了一个有趣的比较，战后在联邦德国，纳粹和党卫队成员也有机会。您认为这是一个正确的主张么？
高 克：现在，马蒂亚斯因为他关于党卫队的言论已经遭受了足够多的责难。但是我们还必须要说以下几点：首先，我们没有像战后时期"去纳粹化"那样实行"去共产 主义化"，当时有200多万人被剥夺公职。第二，当时从公共事业部门中清除曾为前东德国家安全部工作的人员，也只去除了50%的国安部工作人员。在各州的 内政部，比如警察局，有约50%的前情报人员在继续工作。现在我们再看一下，原来的共产党员以及30%到50%前情报人员可以继续留任。这已经不能说是同 旧有体制特别对立。如果普拉策克还想要更进一步，那我认为，他不应马上提出庞大的和解计划，而是应该简单地说，他选择红红联合执政（社民党与左翼党）对于 国家而言有哪些好处--他也的确这样做了。例如他认为，基民盟党内矛盾过大等等。我认为这并不好，原因是：和解是很简单的。如果做过错事的人说出真相，并 且人们基于这个真相愿意立即直接和解，如果这真相中还含有认罪的成分，也许还有一点悔过之意，那么这本身就伴随着内在的团结与和解。但是只要左翼党从人员 组成以及政治理论方面同过去的独裁还存在紧密的联系，那么许多人，也包括我，就会称之为"机会的民主主义者"。
记者：高克先生，马蒂亚斯∙普拉策克这篇上周在《明镜周刊》发表的文章中有让我感到吃惊的地方。他在其中也举了例子。据我所知，过去的20年中，接受纳粹融入社会这一实践在联邦德国引发了抗议，也就是在1968年的时候。类似1968年的针对纳粹的事件在前东德并没有发生过。人们当然会问，现在柏林墙倒塌已经20年了，我们对待社会主义是否还需要采用"1968年"的方式？
高 克：我们中的许多人都有这种感觉，您说得很对。人们从德国的政治文化中也感觉得到，1968年的运动在哪里发生了，而在哪里没有发生。人们从许多其它的事 情上可以感觉到，东德的企业中没有自由工会，我们的学校里举行升旗仪式，开设军事课程，我们没有校报和班长，有的是德国自由青年联盟书记。自由的企业和学 校与独裁时代的企业和学校是不同的。这当然是值得反思的。我们为什么这样使自己适应那个社会？为什么我们承担个人的责任是如此困难？不是因为东德人性格脆 弱。东德人是伟大的，但其中也有一些不理智的人，就像全世界各地的人一样。但是他们已经做了很多。他们只是还需要更长的锻练时间，去培养这种独立负责的行 为方式。西部在这方面当然有一定的优势，但仅此而已，这并不是性格方面的优势。
记者：现在20年过去了，您认为，这些所欠缺的训练是否已经得以弥补？或者说，另一种梳理历史的方式将获得成功？
高 克：值得注意的是，同战后不同，我们马上开始睁大眼睛，采取公开行动，将共产主义非法化。我们了解关于共产主义的一切，我们通过前东德国家安全部收集的卷 宗了解到它的精密结构。我们从68年的运动中吸取了经验。因此我们对待独裁的做法不是对其保持缄默，或是将它掩盖。特别值得注意的是，现在我们有很多知情 者，同时却有很多西德人说，请不要再提过去的历史，我们根本就不愿意知道得那么详细。而且我们也并不确切地知道，什么时候这种作用影响到了公众，这种道德 净化的回忆，人们承认自己的罪过，允许悲痛和羞愧。就这一点而言，我们一直在等待一种比个别政治家或个别团体的表态更深入的行动，这样民主社会主义党 （PDS）那些真正理解民主的人们，能够开始对其党内的红色反动分子直言不讳，将自己同那些对独裁进行美化和曲解的人区分开来。
记者：您还指出：在这种情况和体制之下，如果犯了错的人认罪，但人们是在一种人人都不希望出现的情况下，也就是在压力之下做出决定，同谁合作，付出什么样的代价，考虑什么对我自己的事业是有价值的，这是否起作用？现在这还重要么，或者说这是无所谓的？
高 克：不，一个人是否使自己适应环境，这当然不重要。我之前也说了，那些合格的人能够继续工作。他们也没有被清除出去。我指的是德国统一社会党（SED）的 成员。但是罪过是值得关注的。许多人认为，人们不必谈论它，它能够自动消失。我们德国人学到的经验正是：一个国家如果承担其罪责，那么它就不会迷失自我， 这个国家就会获得新的面貌，是可以信赖的，这不仅是针对我们周围的世界，对于本国的国民也是如此。这样，同本民族的距离会转变成肯定，但并不是通过逃避。 因此我呼吁：我们不能说我们不再对任何事情感兴趣。而是我们期待这个进程能够继续下去：澄清真相与罪责--不仅是刑事方面的罪责，还包括政治责任与道德上 的罪恶。这是一个有益的过程，最终能够实现解脱。现在，如果自欺欺人地说，一切都非常和平，而不去探讨那些应当探讨并正在探讨的东西，那这将是一种虚假的 和平，我不愿意指望这种和平，我们也不需要这种和平。
作者：Bettina Klein / 余思
责编：谢菲
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| 奇美集團創辦人許文龍（左二）與鴻海集團董事長郭台銘（右二）昨宣布鴻海集團旗下群創光電將與奇美電子合併。 （記者林正堃攝） |
〔記者陳梅英／台北報導〕鴻海集團旗下群創光電與奇美集團奇美電子合併，群創以一股換奇美電子二．○五股，群創為存續公司，但合併後新公司將更名沿用「奇美電子」名稱，英文名稱則為Chimei Innolux Corporation（奇美群創公司）。
這宗台灣面板業有史以來最大併購案，昨日由鴻海集團董事長郭台銘與奇美創辦人許文龍共同宣布。以雙方上週五收盤價估算，奇美電二．○五股換一股群創，奇美 電股價仍有高達二成溢價空間，換言之，週一奇美電股價還有得漲，不過群創上週五已經收在平盤，若群創股價漲不動，奇美電漲幅勢必也會受限。
初步估算，「新奇美」成立後，股本約七百二十億元，總市值達三千億元，超越友達，產能市占率也以一％微幅差距領先友達，一躍成為台灣最大、全球第三大面板廠。合併基準日預計落在明年五月或六月，新奇美的董事長預定由現任奇美電董事長廖錦祥擔任，段行建為執行長兼總經理。
許文龍說，進入資訊科技時代，產業整併是台灣走向國際的必走的路，「這宗合併案對台灣非常的重要」、「不只是要當台灣的台灣，而是要做世界的台灣」。他強 調，他至今仍深信面板產業是百年難得一見的產業，很多人張開眼看到第一個東西都與面板相關，產業現在才走到「清晨八點鐘」，未來還有很長遠的路要走。他也 不斷強調，以他的年紀走到現在，追求的不是財富，雙方洽談這宗合併案，都不是從個人從中可以得到多少私人利益出發，他並認為找到鴻海這個親家，「對股東也 能交代了」。
郭台銘則表示，這宗合併不只一加一大於二，信手拈來就有採購、技術、客戶、產能等綜效，尤其不管是奇美實、許文龍對於奇美電，或是郭台銘、鴻海對於群創， 自家人持股比例高，「拿自己的錢出來投資，做事也一定會較為謹慎」。新奇美成立後，奇美實業許文龍家族將為公司最大股東，鴻海與郭台銘則是第二大股東。
郭台銘並自誇，奇美實業與鴻海集團各自有良好的基因（企業文化），雙方聯姻，會造成好的突變，台灣面板業再也不是一家獨大，「兩家（友達與新奇美）公平合 理的競爭，對產業的進步是良性的」。郭台銘也認為，未來全球面板業，除了第一名三星外，第二到第四名的排名將會大洗牌。根據市調機構資料，全球前四大面板 廠排名依序為三星、ＬＧＤ（樂金顯示）、友達與奇美電，顯然郭台銘企圖心不僅要贏過友達，還要挑戰ＬＧＤ。
群創對奇美電的追求早在今年初就已經展開，合併傳言在市場上不知道傳過幾遍，但真正敲定是在上週四晚間，只是週四早盤，股市已有反應，奇美電一度爆量漲停 板，最後沒守住，即使隔天消息見報，雙方均否認，奇美股價仍有半根漲停板，追價者眾，顯示市場均樂見奇美電找到好買家。
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歷經長達16個月的協商，英國航空（BA）與西班牙伊比利亞航空（Iberia）12日同意合併，組成歐洲第三大航空集團，盼能抵擋旅客下滑之勢，並強化與法航荷航（Air France-KLM）及德航等同業的競爭力。 這樁換股合併交易總值為70億美元，預定2010年完成，尚待主管機關和股東同意。根據12日的協議聲明，英航將持有合併後新公司TopCo的55%股 份，伊比利亞占45%；英航執行長瓦許（Willie Walsh）將擔任執行長，伊比利亞執行長瓦茲奎茲（Antonio Vazquez）則出任董事長。 為了稅賦考量，新公司將在馬德里註冊，董事會和股東會議也大多在馬德里舉行，但營運和財務總部在倫敦，股票會在倫敦證交所（LSE）上市。伊比利亞股東每股可換得1.0205股新公司股票；每股英航股票則可換得新公司1股。 英航與伊比利亞將各自保留招牌，合併營收每年估計可達150億歐元（220億美元），合併五年後預估每年可節省近6億美元的成本。新公司有419架客機，205條航線。 英航和伊比利亞去年7月就宣布開始協商合併，但為了持股比率及英航背負26.6億歐元退休金赤字的問題，協商陷入僵局。 同時，經濟下滑造成旅客繼續減少，全球航空公司都降價、減班，厲行撙節。 英航和伊比利亞近來皆力行刪減成本並整頓營運，因此引爆勞資糾紛。英航傳機組人員將在耶誕節罷工，以反對公司裁員和凍結薪酬的決議；伊比利亞近幾周來也因罷工取消數百個航班，該公司13日公布第三季淨損1,640萬歐元，遠不及去年同期的淨利2,040萬歐元。 英航和伊比利亞合併後可望擴大航空網絡。英航的主要據點為倫敦希斯洛機場，是全球旅客數僅次於亞特蘭大的熱門機場，本身亦是跨大西洋航線的霸主；伊比利亞則在拉丁美洲有廣大網路。 經濟衰退讓航空公司紛紛另謀出路，有的和競爭對手連結，藉由購併或結盟分享利潤，也有業者共用員工、統合航線，甚至合資購置飛機。 【2009/11/14 經濟日報】 |
〔編譯魏國金、管淑平／綜合報導〕犯下美國德州胡德堡槍擊案的醫官哈山，六日被轉到軍方醫院接受嚴密看護。他在攻擊中發射超過百發子彈，所有跡象顯示，這是早有預謀的行動，調查人員目前正試圖找出他的犯案動機。初步調查發現，哈山犯案前已有特別的徵兆，但卻沒受到注意。
犯案之前 分送家具可蘭經
在犯案前一天，哈山突然敲鄰居家門，把自己的書架、檯燈與冷凍蔬菜等物品分送左鄰右舍。他也送出幾本可蘭經，並以自己要搬家或是要調到中東等理由，向困惑的鄰居解釋。
哈山到底是因為他的伊斯蘭宗教信念犯案，還是因為替歸國官兵進行心理輔導以致不堪壓力，至今仍眾說紛紜。在美國穆斯林害怕自己會受到連累之際，美國總統歐巴瑪已要求國民不要對原因妄加揣測；他同時下令所有聯邦機構從六日到十一日期間下半旗悼念槍擊案遇難者。
哈 山的八十八歲祖父哈梅德七日對哈山會做出這樣的事情，表示「無法相信」，他說：「哈山是位醫師，熱愛美國」，「美國造就了他今日的成就。」他說，哈山「是 不是生氣還是有其他原因，我不清楚…，我知道的是，他不可能做出這種事。」哈梅德顯然也排除哈山此舉是出於政治動機的可能，他表示，哈山對政治完全沒興 趣。
哈山的堂兄弟奈德．哈山則說，據他們所知，哈山被派往海外，「可能是過去五年來最大的惡夢」，身為穆斯林的哈山也曾抱怨遭同袍騷擾。另 一名表親默哈梅德．哈山則說，哈山一週前才聘請律師設法讓他離開軍隊，但是遭軍方拒絕，還要他去阿富汗，軍方拒絕讓哈山退伍，或許是這次血案的動機。
若 無意外，在輸血後保住一命的哈山，應會面臨死刑的判決。美國媒體六日均把報導焦點，放在英勇阻止哈山行兇的女警金柏莉．孟莉身上。當時她準備將巡邏車送進 廠維修，途中接獲警用電台通知基地爆發槍擊案，她迅速將車開抵現場，然後看到哈山少校揮舞手槍、追著一名受傷的士兵，她隨即衝出車外，拔槍射擊。
面對槍擊 女警駁火往前衝
當 她向哈山開槍後，哈山轉向她開火，她跑向他繼續開槍，哈山身中四槍，而她的兩條大腿與右手腕也受傷。美國當局指出，孟莉是否為撂倒哈山的唯一一人，雖然不 得而知，但她是第一位向哈山還擊的人。三十四歲的孟莉身高僅一百六十二公分，胡德堡緊急救援部主任梅德里指出，「她絕對是個英雄」。
在五日 的殺戮中，哈山發射逾百發子彈、槍殺了十三名同袍，另有三十八人受傷。回顧當時，約三百名準備調派至戰區的軍人排隊進行體檢，哈山手持至少兩把手槍，在數 本軍火雜誌的掩護下出其不意對著手無寸鐵的同袍掃射，大部分的傷者身中兩到三槍，中槍部位在胸、腹與頸部。生還者史密斯說，他可以聽見子彈從頭上呼嘯而過 的聲音。
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| 法新社 |
〔編譯張沛元／綜合佛羅里達州奧蘭多七日外電報導〕就在美國德州發生軍事基地喋血案隔日，佛州奧蘭多六日發生去職員工挾怨重返前東家報復的槍擊案，導致一死五傷。警方表示，這名在兩年前遭革職的員工被捕後還痛斥前雇主對他不聞不問，「任由我腐爛至死」。
四 十歲的傑森．羅德里格茲持手槍前往位於奧蘭多市中心一棟十六層樓的辦公大樓，直闖位於八樓的前東家辦公室行兇，所有死傷者都是前東家員工。警方獲報趕來後 隨即疏散人員並封鎖該大樓、附近辦公室與學校，也派出霹靂小組逐層搜索槍手下落。三小時後，警方接獲線報前往槍手母親公寓，逮捕投降就擒的羅德里格茲。目 前並不清楚致電通報者是羅德里格茲的母親或其他人。
警方表示，羅德里格茲被捕時並未反抗，甚至還表示歉意，「我現在過得很不好，我很抱歉」。根據警方轉述，羅德里格茲認為他近來在領取失業救濟金上發生問題，都是前雇主的錯。他將被控包括一級謀殺在內的多項罪名。
羅德里格茲的行兇動機，顯然是報復兩年多前開除他的建築工程公司。據報導，他在前年七月失業同月被州政府諭令接受精神健康評估，同年九月申請破產。離婚並有一名八歲兒子的羅德里格茲有近九萬美元的債務。
但羅德里格茲的友人法爾科說，羅德里格茲是運氣不佳的正直好人，「他找不到工作，付不了帳單，所以他才搬回去跟他母親住」，「他們把他說得好像怪獸，但他不是。我知道他殺了人，但我覺得他只是太衝動氣昏頭」。
Google Inc. Chief Executive Eric Schmidt has snapped up Bay Area talent for years, first as an executive at Sun Microsystems Inc., then as CEO of computer maker Novell Inc. and now as the 54-year-old boss at Google.
The hiring has been particularly fast and furious at the Internet search giant, which has grown to more than 19,600 employees world-wide. Roughly a third of those workers live in the Bay Area, according to Google.
Here's what Mr. Schmidt, a 33-year resident of the Bay Area, had to say about Silicon Valley hiring and the role of the weather in the local labor market:
Q: With so many other schools in the U.S. and around the world doubling down on engineering and technology, is Silicon Valley at risk of losing its edge?
A: Anyone who bets against Silicon Valley is betting against a successful track record of 40 or 50 years.
You've got the universities. You've also got a very, very effective venture-capital industry, which is very well honed and you have the creations of at least a biotech revolution and a high-tech revolution, and the possibilities of the green revolution being created here.
When I'm asked about this, and I've been asked this for years, I answer this the same: It is the weather. There's a reason why generations of young people who are willing to challenge assumptions and so forth have ended up in the Bay Area, and the weather is not a small part.
Q: What makes Silicon Valley and Silicon Valley workers different, and can that be replicated elsewhere?
A: You need a bunch of things. You need a venture-capital industry, you need a culture that will be tolerant of failure and the laws have to allow you to fail and not be criminalized. You have to obviously have a global perspective.
It has been remarked many times in Silicon Valley that when you walk through Silicon Valley, the majority of the people do not look like WASP-y Americans. They at least visually appear culturally different and they are often from India, for example. These are all reproducible but they aren't reproducible easily.
Q: Many of the industries you have outlined, like biotech and energy, require sustained investment and lots of investment in capital-intensive infrastructure. Does Silicon Valley have the culture to wait for those sort of transformative initiatives to bear fruit?
A: I think it is a mistake to assume that the only interesting businesses are the ones which require no capital like Web-based businesses. I don't see any particular reason why high-cost capital business cannot also be built in the same cauldron as these low-cost ones.
Q: As Google starts hiring again, what percentage of your new hires will come from the Bay Area, and how does that compare to previous years?
A: I suspect it will be pretty similar. The supply lines are pretty much the same every year.
Top universities, key technical companies, talent that wants to move to Google and so the primary hiring has been, if you think of universities, has been Stanford and Berkeley. And then you have a couple places like MIT and Carnegie Mellon.
But I would say that if you include people who are currently students and therefore they already live in Bay Area, it is probably a very healthy percentage.
Q: A lot of workers in Silicon Valley have been laid off. Do you think they will end up back in the tech sector? Will Google hire them?
A: I don't know about Google.
I do think that they will be rehired and especially if they have maintained their currency.
The problem with being laid off in Silicon Valley is if you are laid off for a few years, which would be terrible, during that time, the technology moves forward, so you have to keep yourself current.
If they maintain their currency, I think there are very good hopes for them.
Write to Jessica E. Vascellaro at jessica.vascellaro@wsj.com
下一轮劳资谈判将在2010年初举行， 但现在德国两个最大的工会组织已经对在谈判回合中采取什么策略这一问题出现了争议。因为，谈判桌上将决定，采用哪种方式使德国摆脱经济危机。德国服务行业 工会主席弗兰克∙波斯尔克的态度很简单：在过去的六年中始终存在实际工资损失，而现在，人们的口袋里必须有更多的钱，这样才能够推动经济增长。他表示：" 这几年我们一直在承受实际工资损失，现在已经没有空间再去放弃一部分人的工资要求，而让少数人赚更多钱。我们需要为所有人提高工资，这是我们要向雇主们传 递的讯息。"
德国金属行业工会主席胡伯的看法则刚好相反：他 更注重保住工作岗位。因此他并不主张提高工资。纽纶堡-爱尔兰根大学的劳动市场专家克劳斯∙施纳博尔分析说："服务行业的就业岗位并没有受到很大的威胁， 因此人们可以平静地要求再增加一些工资，以促进国内需求。问题在于：国家必须能够担负得起这些要求。而现在的国家财政并不乐观。"
如果国家缺钱，那也就自然没钱用来分配，这是个 很简单的道理。对于服务行业工会来说，这意味着将要连续第七年遭受实际工资损失。汉斯贝克勒基金会的比斯平克对这种小心谨慎的节约心态持批评意见： "如 果我们所有人现在都执行放弃工资的政策，那就有可能陷入一种我们无法承受的螺旋式的衰退。在德国始终存在通货紧缩加重的危险。我认为，金属行业工会主席胡 伯的意思也并不是，要人们通过维持工资水平不变来抑制通货紧缩。"
Bildunterschrift: Großansicht des Bildes mit der Bildunterschrift: 金属行业工会有自己的想法
胡伯首要关注的其实并不是节约--他只是希望保 障该行业内的工作岗位，同时要求大家面对现实。出口领域遭受损失，削减就业岗位，采用短时工作制，工业领域受经济危机严重影响，比服务业所面临的情况要糟 糕得多。比斯平克认为，这两家工会组织之间并不存在根本性的矛盾： "在即将开始的劳资谈判回合中，大家要求的侧重点有所不同。德国工会联合会下的各个工 会始终保持自治，因此从来没有允许其它的工会或是外界干预他们的工资政策。将来也会是这样，我不会过高地估计目前对下一轮劳资谈判回合侧重点存在的分 歧。"
美国最新的经济数据以及德国劳动力市场的稳定给 人们带来希望，或许经济危机能够慢慢结束。这样，两家工会组织也将重新走到一起。克劳斯∙施纳博尔表示："如果危机结束，金属行业工会也就能够有所好转。 但现在首要的问题是保障就业岗位。因为岗位一旦失去，就很难再重新赢回来。若是雇员都没有了，那工会也就没有成员了。"
作者：Friedel Taube / 余思
责编：石涛
Ford yesterday offered a rare ray of hope for a car industry in the doldrums by reporting that it had made a $1bn profit in the third quarter.
The carmaker also reported its North American arm returning to profitability after four-and-a-half years and raised its official view on its outlook, saying it was on course to be “solidly profitable” by 2011.
Ford, the only one of the US's “big three” carmakers to avoid bankruptcy this year, was boosted by cost-cutting, increased market share and government-sponsored incentives such as the “cash for clunkers” programme in the US.
Ford's net income in the quarter was $997m or 29 cents per share, compared with a net loss of $161m or 7 cents per share in the same period last year. Analysts had expected on average that the company would post a loss of 13 cents per share.
It reported its first pre-tax operating profit – $1.1bn – since the first quarter of 2008. That was largely driven by the performance of Ford North America, which posted its first profitable quarter since the first quarter of 2005, with a pre-tax operating profit of $357m, compared with a loss of $2.6bn a year ago.
Ford's expectation that it would be “solidly profitable” by 2011 upgraded its prior statement that it would “break even or better” by that year. However, Alan Mulally, president and chief executive, said the outlook for next year was much more doubtful. “We're just not sure about the strength of the recovery,” he said.
实行短工时制半年过后，该厂的400多名员工仍然没有安全感。他们问自己，依靠短时工的生活还有多久才会过去？究竟他们的企业还有多久才能扭转销售额下滑的局面？
不过，Autoliv公司的生产线仍在运转。这可算是从萨克森州德伯尔恩传来的好消息。目前宝马、奔驰、福特和欧宝汽车公司每天需要的约3000个 汽车皮带就在这里离开生产线。尽管有危机，生产还在运行，但数月来的生产水平处于低迷状态。就在一年前，车厂三个班次的时间里还多生产1500个汽车皮 带。随后市场需求量就降低了三分之一。今年2月份以来的销售额至少在某种程度上保持稳定。
工厂负责人希维亚·塔格说："工厂目前就稳定在这个水平，销售额没有继续下滑。但仅去年11月份到今年2月初我们厂的销售额就下滑了34%。对此，我们不得不在工作方式上进行调整。"
由于工厂负责人不愿意裁员，这就意味着唯一的改变方式是：实行短工时制度。半年来,几乎Autoliv的所有员工都进入了短工时制，并且在未来几个 月也不会有太多的改变。希维亚·塔格说： "目前，我们与职工委员会协商将短工时制延长至2010年3月31日。现在我们很幸运，到2009年底我们还能为员工提供工作保障。相反，员工放弃了通过工资协议获得薪金调整的机会。"
Bildunterschrift: Großansicht des Bildes mit der Bildunterschrift: 短工时制下，诺大的车间里只有很少的员工
用不涨工资换取几个月的工作保障，此外还有短期工时制带来的显而易见的经济损失。员工已经切身体会到了经济危机的到来，短时工作者的收入平均减少了 20%。15年来，乌特·格伯伦德都在Autoliv的生产线工作，而且收入一向不错。可是一年来，她开始尝试着节俭的生活。格伯伦德说："我们取消了不 必要的开支，例如：固定电话。关于保险费我现在也在考虑，是否还能支付的起？还有我必须放弃养老保险吗？此外，健身房也是人们可以省钱的地方，总之还有很 多需要节省的地方。"
到目前为止，Autoliv公司还没有一位员工因为持续中的危机而失业。到现在为止，希维亚·塔格还能避免发出解聘信。但仍有超过30位员工自愿离 开了工厂，因为工厂的未来并不乐观。塔格表示："截至目前，我们并没有因为经营情况解雇员工。但是我们不想隐瞒，现在我们正有这样的考虑，并且我们在与职 工委员会进行谈判。法律规定，短时工制度到明年9月30日截止。在这种情况下，我们必须作好进行调整的准备。"
希维亚·塔格也不清楚，未来几个月订货量的实际情况将会如何。一年来，这位工厂负责人降低了成本，以弥补收入上的损失。例如：为企业正常运转寻找最 佳方案、提高工作效率、节省电力。而降低成本也已经达到工厂的极限。现在只有裁员才能节省更多的成本。短时工阻止了这一局面的发生，而且极大程度地减轻了 企业的负担。劳务中介机构负责人沃尔克马·贝尔预言，在未来半年，很多企业会遭遇经济危机带来的后果。贝尔表示："2009/2010年冬季将是一个经受 严峻考验的时期，经济界要么得以渡过寒冬，要么就将不得不体验到企业崩溃的局面。总之，2010年是个艰难的一年。我们这个地区有很多小型企业。这就意味 着短时工和经济危机将分担到很多企业的肩上。我们要对此抱有健康乐观的态度。"
为了保住已不稳定的工作位置，仅有乐观向上的精神是不够的，还必须有订货量。然而在萨克森州德伯尔恩德的Autoliv公司，人们十分现实，在积极 思索的同时更加务实。这不仅体现在工厂的管理层。该公司负责人格伯伦德表示："没有一个企业能够承受，在没有订单的情况下还可以继续雇佣员工。但如果工厂 订单能重新保持稳定，那所有的员工都能保住饭碗，这对所有人来说都是一个最佳的解决方案。但是这是否现实，我们仍有我们的疑虑。"
作者：Ronny Arnold/ 严严
责编：乐然
