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2011年10月30日 星期日

Gains at McDonald's continue, but menu prices could rise

麥當勞也賣燕麥粥!健康化帶動9季獲利成長


2011-10 Web only 作者:經濟學人

麥當勞於星期五表示第三季淨利成長9%。麥當勞在衰退之時、之後的表現都相當不錯,但麥當勞也提及牛肉、勞工成本上升等挑戰,並暗示今年可能會第三度調漲價格;想吃麥當勞的消費者可能得準備付更多錢了。

第三季淨利增至15.1億美元,也是麥當勞連續第九季獲利成長;每股盈餘為1.45美元,營收成長14%至71.7億美元,雙雙超出分析師的預測。麥當勞股價上漲3.7%,升至92.32美元。

麥當勞的成功關鍵在於快速適應消費者的口味變動,並將自已重塑為更新潮、更健康的餐廳。麥當勞在菜單中加入了冰沙、燕麥粥等品項,重新裝潢餐廳,並將更多門市改為24小時營業;麥當勞指出,這些改變帶來了更多顧客。

本季,麥當勞在美國的原料成本較去年同期增加了8%,比第一、二季的成長幅度都高。牛肉的成本通常會在夏天烤肉季結束後下滑,但目前仍舊維持於高檔,也出乎麥當勞意料。美國農業部預估,今年的牛肉和小牛肉價格將較去年增加8或9%。

麥當勞今年已二度調升價格以因應原料成本上升,但麥當勞的財務長表示,漲價並未使客戶減少。食品雜貨的漲幅比餐廳來得高,或許給了麥當勞一些漲價空間,因為消費者會覺得在家吃沒那麼划算。

費用增加的不只牛肉,國外稅額抵扣減少使得麥當勞的實際稅率上升,勞力等成本亦呈現上升。麥當勞也在中國投資新的門市,目前門市數量約為1400家,並希望能在2013年年底前增至2000家,顯示麥當勞的策略為投資新興市場。

©The Economist Newspaper Limited 2011


USA food: Gains at McDonald's continue, but menu prices could rise

McDonald's said Friday that its third-quarter net income rose by 9 percent as it kept defying a tough economy and attracting more customers. But those diners might want to get ready to pay more.

McDonald's, the world's largest hamburger chain, has performed well throughout the recession and its aftermath. But it noted potential challenges like the rising cost of beef and higher labor costs, and hinted that it could raise menu prices for the third time this year.

"The economists say we are officially out of the recession, but it hardly feels that way," Jim Skinner, the company's chief executive, said in a conference call with analysts. He referred to McDonald's gains as "hard won" victories.

The 9 percent rise in net income, to $1.51 billion, was McDonald's ninth consecutive quarter of earnings gains. Earnings per share of $1.45 beat analysts' expectations of $1.43. A 14 percent increase in revenue, to $7.17 billion, also beat the $7.02 billion predicted by analysts polled by FactSet.

McDonald's shares rose $3.31, or 3.7 percent, to close at $92.32.

McDonald's success has hinged on quickly adapting to customers' changing tastes and reshaping itself as a hip and more healthful place to eat. It has added menu items like smoothies and oatmeal, remodeled restaurants and converted more locations to 24-hour operations. All those moves, the company says, have brought in more customers.

The company's commodity costs in the United States spiked 8 percent this quarter compared with a year ago. That is higher than the second quarter's 6 percent and the first quarter's 1 percent increase.

The cost of beef, which normally declines at the end of the summer grilling season, stayed high, which McDonald's said it had not expected. The Department of Agriculture now predicts that consumers will end up paying 8 or 9 percent more for beef and veal in 2011 compared with 2010.

McDonald's has already raised prices to offset the higher ingredient costs, raising menu prices by an average of 1 percent in March and another 1.4 percent in May. The chief financial officer, Peter Bensen, said the company had experienced good "flow through" on the two price increases, meaning they had not driven away customers.

Grocery prices, which are increasing at a faster clip than restaurant prices, could also give McDonald's some room to raise prices because customers could view eating in as less of a value.

Beef was not the only expense to rise. McDonald's effective tax rate climbed because of some lower foreign tax credits. Labor costs rose, and the company invested in new restaurant openings in China, where it now has about 1,400 locations.

"Almost every category of costs is going in the wrong direction," Mr. Bensen said.

The store openings in China, where McDonald's hopes to have 2,000 locations by the end of 2013, signal its strategy to invest in emerging markets.

©The Economist Newspaper Limited 2011

2011年10月27日 星期四

白吃午餐???

wsj:

本文作者最近的溫州之行發現﹐溫州中小企業最為頭疼的問題其實並非信貸緊縮﹐而是由人民幣升值、人力成本上升所導致的競爭力下降。

---
中國政府兩位高級顧問週三向英國《金融時報》表示﹐若中國有可能參與歐元區救助﹐其參與救助的範圍將取決於歐洲是否能滿足某些條件。

---

The euro and its troubles

Summit for nothing

Oct 27th 2011, 16:18 by The Economist online

Bond markets have a habit of ignoring government meetings in Brussels

THE solution presented to the world in the early hours of October 27th was the third such attempt at a grand gesture to restore confidence in the euro. Equity markets have responded warmly, perhaps because an announcement with important bits missing is better than no announcement at all. But, as the chart below shows, previous summits have done little to change the direction of travel for the bond spreads of troubled countries in the euro zone. It would be a surprise if this time is different.


中國共產黨黨內領導制度要改革(德國之聲:曹思源)

曹思源:黨內領導制度要改革


2011年7月1日,中國共產黨舉行建黨90年慶典
中國共產黨有8000萬黨員,相當於德國總人口。明年10月,這個世界上人數最大的政黨將召開第18次黨代會。近日,北京學者曹思源再次提出了中共應藉18大修改黨章,推進黨內分權制衡的主張,在學者中引起不同反響。本台記者採訪了曹思源。


德國之聲:最近您再次提出中共在召開18大時應修改黨章。以推動黨內分權制衡,您的這一呼籲在學者中引起了一些反響,有人認為,就算共產黨真的把黨章修改了,寫上分權制衡,也是紙上談兵、自欺欺人。您為什麼要發出這樣的呼籲,您怎麼看這個問題?

曹思源:我覺得中國的前途要靠我們每個人來努力,雖然有很大的艱難險阻。但是通過努力就能克服這些困難。

德國之聲:但是批評者主要的觀點就是中共不會自我制衡,您怎麼看?

曹思源:我的看法是任何事情都會變。自然界、社會科學、人都會變的,同樣,一個組織、一個機構也會變的。不過有的變得快一點,有的慢一點而已。世界上不存在永遠不變的事物。

德國之聲:您認為中共能夠接受您的倡議,推進黨內民主嗎?

曹思源:它今年不接受,也許明年會接受。

德國之聲:為什麼您有這樣的信心呢?

曹思源:不​​是文化大革命要搞到底,搞一百年嗎,現在不是也否定了文化大革命嘛。

德國之聲:我們也知道黨內溫家寶總理也有類似加強黨內民主的呼籲,但響應不大。您認為問題出在哪兒呢?

曹思源:一時反應不大,說的人多了呢,也會產生一些影響。有些冤假錯案,最後不是也要平反嗎?改革一開始很困難,最後不是也要往前走嗎?

德國之聲:那您設想的黨內分權制衡怎麼才能有效呢?您講的這個三權分立是決策權、執行權、紀律檢查權的三權分立,這怎麼能夠在中國共產黨現有體制的基礎上做到呢?

曹思源:改革不是在現在基礎上來談的,現在沒有三權分立。現在是大權獨攬,改革就是要改掉大權獨攬,形成黨代會說了算,黨代會能夠控制的局面。每年開一次黨代會,黨代會年會制。黨代會要發揮作用才能使得這個黨作出科學的決策。我對此有信心。我認為這種改革是有利於共產黨的生存和發展的。現在分權制衡是一種普世價值。企業如此,經濟機構如此,非經濟機構也是如此。一個公司裡面也是有董事會,監事會,股東大會,而不能使一個人說了算。它最終是有利於這個組織的生存和發展的。我認為最終還是能為多數人所接受的。

德國之聲:但是中國共產黨作出的決定並不只涉及黨內部的問題,比如在西方,某個黨作出的決策只是對黨內有效。中國共產黨的問題是黨作的決策其實就成了政府的決策,國家的決策。

曹思源:是。這個問題也要解決。這個問題胡耀邦在世時就說過,黨的工作方式要通過人代會,通過憲法程序來實現自己的決策。通過法律程序使黨的意志變成國家的決策。而不是直接由黨發布國家命令。如果我們實行了國家機構的憲政民主,黨內能分權制衡,黨和國家的關係也能走上正軌。這個問題就有解決的希望了。

德國之聲:您認為下一步更重要的是不是要提出黨和國家的關係如何來處理的問題?

曹思源:這三個問題我都提出過。一個是憲政,我這20多年都在研究憲政。一個是黨的改革。我很早就提出黨的改革。我當時的文章是發在中央黨校的學習報上的。黨和國家的關係問題我也在當中提出來了。這三者是一個問題的三個方面。

德國之聲:您倡議了20多年,您認為中國已經向您倡議的方向邁進了嗎?

曹思源:還是很艱難的。

德國之聲:說到很具體的,大家都知道,在一個地方是黨委書記說了算。比如在一個市,市長不是一把手,而是市委書記是一把手。這樣的關係今後有什麼辦法來理順呢?

曹思源:問題的解決還是要靠黨的領導體制的改革。今後不允許有這種一把手。黨委就是一種委員會的製度。黨委書記-比如有9個委員-他應該是9分之一的票數。他不是一把手,不能由一個人說了算。黨的決議由黨委表決,政府的決議按照行政分工的原則進行,應該由人大決策後,政府去貫徹執行。這個方面要走上正軌還是要做出很多努力的。

德國之聲:比如說市長也是中共黨員,不來自其它任何一個黨派或者是無黨派身份,在這種情況下,他是先服從黨呢,還是服從政府行政職能方面賦予他的職責呢?

曹思源:應該說來市長的職務是行政領導。應該按照憲法和法律服從人民代表大會的決議。服從黨是指服從中國共產黨的黨章、黨綱,按照黨的路線來工作。

德國之聲:但在中國卻做不到這一點。

曹思源:未來能做到。要通過努力,要改變。知道路很難走,但我們就是這樣走過來的。

德國之聲:現在中國共產黨也非常強調腐敗是共產黨最致命的敵人。您認為在這個方面,中國共產黨如何來克服這一問題?

曹思源:首先要自我改革,如果中國共產黨不做體制改革。這個問題解決不了。必須從根本上治理,也就是黨的領導制度要改革。如果黨內是一把手說了算,這個一個人說了算就是腐敗。

德國之聲:我們看到,現在也並非完全是黨內一個人說了算,而是整個制度形成的一個體系說了算,當然首先從維護這個黨自身利益作為出發點。

曹思源:您所說的這些問題我也看到了。問題是很嚴重的。但要探討它的出路,找到出路後,通過多數人的努力,改變這個過時的製度。就有可能消除病根,改變這個現象。

德國之聲:您是希望從黨內民主做起,以此擴展到整個國家的三權分立嗎?

曹思源:我想要嚴格來說呢,應該是多管齊下。不能說其它的改革先停下來,等黨的改革。不是這樣的。每個領域的改革都應努力去進行。黨的領導制度的改革是很關鍵的。黨的製度改革,國家製度的改革,還有各個方面的改革都要進行。不要等待。當然有些改革互相牽扯,有個邏輯上的問題。您也看到,現在很多改革都和黨的領導體制改革有關係。我們不能繞開走。也許最困難的改革是黨的領導制度的改革。我提出要從黨的領導制度改革做起,不是說其它的改革要等在之後。

德國之聲:您相信中國共產黨有朝一日能夠允許多黨制的產生嗎?

曹思源:這是一個普世價值。中國人現在討論問題比較強調普世價值。也就是全世界、全人類發展的普遍規律。誰都不可能逃脫,誰都不可能違抗。也就是像春夏秋冬這麼自然的一個普世價值。我想中國共產黨也必然如此。

德國之聲:就是會引入選舉,自由的選舉?

曹思源:對。

德國之聲:這是一個遠期的目標吧?

曹思源:遠期的目標得從現在開始做起,得靠我們每個人去努力。不要因為太遠了,就不去努力。比如說要一百年,一百年我就沒有責任嗎?

德國之聲:努力有不同的方式。有人認為,如果必須從制度上進行改變的話,光等待共產黨自身的改革不知等到何時,希望從外部施加壓力進行變革。在中國的現實上看來也是很漫長的道路。

曹思源:但是大家都去議論,恐怕還是有好處的。

採訪記者:樂然

責編:葉宣

2011年10月26日 星期三

Canon

今天讀 wsj的:

EARNINGS
Emerging-Market Sales Lift Canon

Canon posted a 14% rise in net profit for the latest quarter to $1.02 billion, but lowered its full-year outlook on fresh concerns about the impact from flooding in Thailand.

想取上周的"大野耐一先生百歲紀念活動(中衛發展中心)" 某位日本顧問對它Canon的"垂愛".....

台灣的女總統/new boss

德國董事會邀請更多女性參與German boardrooms to get more women – one way or another = 德國董事會邀請更多女性參與German boardrooms to get more women –...
德國董事會邀請更多女性參與
此舉約慢美國10年

***
早再數十年前 有識之士就開始鼓吹女性當主管的優點
請參考Lewis Thomas 先生的一些著作
The Youngest Science: Notes of a Medicine-Watcher (Alfred P. Sloan Foundation Series) (9780140243277): Lewis Thomas

***
幾年前 杜邦公司出女董事長
現在輪到IBM...

IBM's new boss

The other transition

Oct 26th 2011, 10:31 by M. B. | NEW YORK


More...台灣的女總統/new boss

2011年10月21日 星期五

Japan's Uniqlo Eyes Manhattan, And More

Japan's Uniqlo Eyes Manhattan, And More

The mannequins are fashionably dressed at Uniqlo's new Fifth Avenue flagship store in New York. Uniqlo's U.S. chief says he would eventually like to have 1,600 stores in the country, almost twice the number in Japan.
Mark Lennihan/AP

The mannequins are fashionably dressed at Uniqlo's new Fifth Avenue flagship store in New York. Uniqlo's U.S. chief says he would eventually like to have 1,600 stores in the country, almost twice the number in Japan.

text size A A A
October 21, 2011

At the same time that Gap is closing 20 percent of its stores, a big Japanese clothing retailer called Uniqlo plans to open hundreds of shops in the U.S. Uniqlo is sort of like the Gap of Japan: The low-priced casual clothing retailer has been around since the 1980s, but sales are flattening out in its home market so the company is looking overseas for growth.

The U.S. is at the heart of its strategy, according to the head of Uniqlo's U.S. operation, Shin Odake.

"If you are to be recognized as [a] global brand we need to have a huge store in [the] center of New York City," Odake says.

 Uniqlo opened a new flagship location on Fifth Avenue last week and will open a 34th Street location Friday. The company has also had a SoHo store since 2006.
Enlarge Mark Lennihan/AP

Uniqlo opened a new flagship location on Fifth Avenue last week and will open a 34th Street location Friday. The company has also had a SoHo store since 2006.

The chief executive officer of Uniqlo's parent company Fast Retailing, Tadashi Yana, was in New York last week to cut the ribbon at a cavernous new flagship store on glitzy Fifth Avenue. Mayor Michael Bloomberg was also on hand for the opening of the 89,000-square-foot store, which is rumored to have one of the priciest leases in the city.

Uniqlo has had a store in downtown Manhattan for several years; it's been a hit with shoppers, and the company wanted to build on its success. In addition to the Fifth Avenue store, Uniqlo is opening another on Friday on 34th Street, just down the block from Macy's.

Both stores are three stories high and piled floor to ceiling with cashmere sweaters in every imaginable color: three shades of green, and blues from navy to periwinkle. They're on sale for $50 and $60. Fashion consultant Roseanne Morrison with the Doneger Group says that range of colors lures consumers into buying more than one item.

"Especially when the value is good, they think, 'OK, I'll buy two for me, but you know I think I'd like to get this new color for my husband.' And that's really the secret," Morrison says.

Just before opening day at the 34th Street store, hundreds of employees scurry about unpacking jeans on sale for $9.90 a pair. They set up displays while checkout staff are lined up behind their cash registers practicing their friendliness and timeliness, and they race each other to fold the clothes perfectly and quickly.

'Similar To A Car Manufacturer'

Attention to detail is one of the things the company hopes will differentiate Uniqlo from its rivals, like H&M and Gap. Another is innovation, Odake says. He says the company studies its clothing with the eyes of an engineer.

We approach [a] basic product and then we try to improve it every year ... which is quite different from, I think, the other brands.

"We approach [a] basic product and then we try to improve it every year, similar to the car manufacturer trying to improve the make of the car," he says. "That's the approach that we have, which is quite different from, I think, the other brands."

That Japanese engineering is what brought shopper Irme Chan, who's visiting from Toronto, to Uniqlo's Fifth Avenue store. She's loaded up on an innovative thermal underwear called Heattech, one of the company's signature products.

"[I've] owned it for years. I have to keep buying it because my sister or my family will steal it," she says.

Chan says she likes the quality and value here compared with similar stores. Retail consultant Patricia Pao says that combination could give Uniqlo an edge in a lousy economy.

"Fundamentally, we are a nation that is born to shop. You can only restrain yourself for so long," Pao says. "People are going to buy things that are of good value. They're not going to buy things just because they're cheap."

Odake says he eventually wants to have 1,600 stores in this country, almost twice the number of Uniqlo outlets in Japan.

2011年10月19日 星期三

Everyone benefits from a beast in the boardroom

董事會應該有根攪屎棍
Everyone benefits from a beast in the boardroom
作者:英國《金融時報》專欄作家露西•凱拉韋


Last week, I found myself sitting next to a woman at dinner who chairs companies. We were talking about boardroom diversity, and she suddenly declared: “I always make sure that there is one shit on each of my boards.”


上週,我在飯局上發現,坐在我旁邊的姐們儿在幾家公司擔任董事長。我們聊到董事會的多樣性,這時她冷不丁地說道:“我一直設法確保我每家公司的董事會裡有一個像坨屎一樣的爛人。”

I wanted to kiss her. It was not just the word, so sharp in contrast to the soft drivel that nearly everyone lets rip whenever they discuss diversity. It was also the bracing sentiment that delighted me, even if I had a nagging doubt that she might be wrong. Surely, I protested, the ideal number of egos on a board was zero?


我簡直都想吻她一下了。不光是因為她敢用這麼直白的字眼兒(這種字眼兒與甭管誰說到董事會多樣性時都會扯上兩句的那種空話形成鮮明對比),更是因為她這種觀點令我耳目一新、如沐春風,儘管我還是隱隱感覺她說的可能不完全對。我反駁道,董事會裡自大狂的理想人數顯然是“零”吧?

She looked at me with exaggerated patience, as if I were an amiable, if dim, child. I was making the elementary mistake, she said, of confusing egos and shits. The ego has no place on any board, as he is only interested in himself. A cumbersome ego is no help at all when you are trying to examine the corporate risk register.


她以誇張的耐心看著我,彷彿我是一個萌萌的、或許還有點兒笨的小朋友。她說,我犯了一個低級錯誤,就是把“自大狂”和“屎一樣的爛人”混為一談了。自大狂根本不該進董事會,因為自大狂只對自己感興趣。在審查公司的風險登記冊時,礙手礙腳的自大狂一丁點兒用處都沒有。

The argument for Shits on Boards (SOBs) is quite different. An SOB is someone who couldn't care less what others think of him or her, and is therefore low-maintenance, whereas an ego demands endless admiration and attention.


董事會裡的爛人(Shits on Boards,縮寫為SOB)則有著截然不同的存在理由。 SOB才不會管別人怎麼看待自己,因此他們的“養護成本”很低,而自大狂總是不斷地需要別人崇拜和關注。

An SOB doesn't mind upsetting people, cares nothing for bonding and rather enjoys stirring things up. They are dislikeable people, but their very nastiness is useful.


SOB不介意惹惱別人,完全不考慮人際關係,並且很樂意充當攪屎棍。他們都是招人討厭的人,不過他們的用處恰恰在於招人討厭。

Now that I think of it, I can see that the SOB serves many functions. They dash in on the attack, battering-ram style, leaving it up to the chairman to restrain them before serious damage is done. Their attack leaves the way open for the nicer, more constructive, board members to come in after them, attacking more powerfully than they otherwise would have.


現在想想,我發現SOB還真有很多功能。他們是進攻的排頭兵,就像用大木樁子去撞城門,要董事長出手約束他們才能避免造成嚴重破壞。他們在前面開道,更溫和、更富建設性的董事緊隨其後,如此一來後者便可發起比平時更有力的攻擊。

The SOB has other uses too. He prevents things from getting too cosy round the table, and is someone harmless for others to gang up against.


SOB還有別的用途。他們能夠避免董事會變得一團和氣。而且,即使SOB在董事會裡成為眾矢之的,也沒什麼壞處。

Indeed, the pro-SOB arguments are so persuasive that there ought to be quotas to ensure every company has a beast in the boardroom. According to my new friend, the ideal number of SOBs around the table is one – implying a quota of about 10 per cent –​​ as more than that means too many clashes.


的確,支持SOB存在的理由太有說服力了。每家公司都應建立配額制度,確保董事會裡有一個爛人。我新認識的這個姐們儿告訴我,每個董事會裡爛人的理想數量是一個,這意味著配額應當為10%左右——因為如果超出這個數字,董事會裡就會爆發太多的衝突。

However, this scheme may be harder to implement than other quotas. If you are a woman, say, you know that you are one, and others do, too. But if you are an SOB, you may not think of yourself in that way .


然而,這種配額可能比其他配額更難執行——因為如果你是女人,你起碼知道自己是個女人,別人也知道;可如果你是一坨SOB,​​你多半不會覺得自己是。

Verifying whether a company has hit its target could be tricky, as the SOB might not want to be labelled as such. The system would have to operate rather as it does in poker: if you can't work out who the sucker is, it's you.


核查一家公司是不是已經用光配額很需要技巧,因為SOB或許不希望自己被貼上那樣的標籤。這個制度的運作方式應該與打牌類似:如果你打牌時不知道誰是那個笨蛋,那你自己就是。

There is another reason why there is no need for a formal SOB quota. That is because they are in such plentiful supply, the problem may not be getting one on board but not getting half a dozen.


正式設置SOB配額還有另一個理由:SOB的供應很充足,麻煩的可能不是怎樣往董事會裡弄一個SOB,而是怎樣避免放五、六個進來。

Still, whether one does it through quotas or more informally, ensuring a diversity of the nice and nasty seems a better way of achieving diversity of thought (which is the object of the exercise) than to use the proxy of male and female. The latter has never struck me as obviously better than insisting on a mixture of black and white, old and young, rich and poor, or posh and chav.


不過,要想實現思想的多樣性(這是搞董事會多樣性的目的所在),無論是以配額還是以更加非正式的形式來確保董事會裡好人和爛人混搭,似乎都比通過控制董事會男女比例的做法更有效。我從來都沒覺得,後者比堅持讓黑人和白人混搭、老的和少的混搭、窮的和富的混搭、雅的和俗的混搭明顯更有道理。

Yet every week the WOB (Women on Boards) lobby shouts more loudly. Last week, management consultancy Hay Group published an apparently shocking survey of large European companies showing that women directors get paid 7 per cent less on average than men because they are under- represented on the audit or risk committees.


可每過一周,“讓婦女進入董事會”的呼聲都會變得更加響亮。上週,管理諮詢公司合益集團(Hay Group)公佈了一份針對歐洲大型企業的調查,調查結果顯然令人震驚:女性董事的收入平均比男性董事低7%,原因在於她們在審計委員會或風險委員會中占得比例較少。

I can't see what's so bad in this. The additional pay directors get from being on the audit committee – €11,000 a year – doesn't seem a lot when you think of all that time, all that detail and all the extra risk you carry should things go wrong.


我不覺得這樣有什麼不好。如果考慮要花費的時間、要關注的細節和萬一出問題要承擔的額外風險,董事因在審計委員會任職而得到的額外回報(每年1.1萬歐元)實在不算多。

My chief feeling on not being on the audit committee of the company where I'ma non-executive director is not outrage, it's relief.


我在一家公司任非執行董事,對於沒能進入那家公司的審計委員會,我的主要感受不是憤怒,而是如釋重負。

The survey also bleats that far
too few companies are chaired by women. If all WOBs were all like


這份調查還唧唧歪歪地說,女性擔任董事長的公司實在太少了。如果所有女性董事都像上週飯局坐我旁邊那位姐們儿那樣,我願舉雙手贊成把女性董事長的配額定為100%。




哎,可惜現實不是這樣。有的女性坦白直率,有的女性則滿嘴空話。我上次偶然碰到的另一位女董事長,也迳自解釋了自己公司董事會的構成機制。她同樣使用了縮寫,即“ABC”:態度(Attitude)、行為(Behaviours)、承諾(Commitment)。

the one I sat next to at dinner last week, I would agree: the quota for female chairmen ought to be 100
per cent.


世界上應該有ABC的立足之地,只不過那是在小學。到了董事會這一級,還是每次都來SOB吧。




譯者/王柯倫

感謝2場TPS 研討會

我周依去聽《現代抒情傳統四論》(王德威) History of Friendship 可以談的太多太多啦

我這兩天參加中衛與和泰汽車和國瑞汽車合辦的TPS 研討會 (謝謝黃總監招待 他們送2本書 讀一下都會覺得日子很快 第一次是30年前在電子所的事---- 他們還有一主題是紀念大野耐一先生百歲冥誕.....----他在書中(1968?) 標準作業書數十年都沒有改.....換句話說 百年來的事.....)

對我而言 很大的突破是可以一早"跑到"新莊和內歷廠去共襄盛舉
(今天在通勤火車上讀Cummings的詩 Fourteen Poems by E. E. Cummings 康明思的詩
真有意思 其中一首提到日本將芝加哥/紐約?某報廢鐵路系統買回去
熔化成子彈殺老美等.......

今天送出四本書 其中一本送的人我竟然不知道名字
不過他告訴我許多他公司的是 包括
2011The Deming Application Prize: 恭賀欣興電子等等
第2本 是和泰副總 他告訴我2手車的豐富利潤以及他們下一部要的方向

第3本是ASUS的"教育長" 我以前請他的同事買員工價的NOTEBOOK PC
他很會蓋啦 今天提到和碩某中國廠區9萬員工的膏流動率下 仍能抓住Sony公司的心
第4本給國瑞的吳經理 他是翻譯大師 幾年前他介紹我去參加經濟部輔導的車輛業

回來接到品管月刊/其年會 帳單
Essex: EFFECT 其中一文說去年某諾貝爾獎(經濟學)是校友

2011年10月16日 星期日

德國董事會邀請更多女性參與German boardrooms to get more women – one way or another

德國董事會邀請更多女性參與
此舉約慢美國10年



Business | 16.10.2011

German boardrooms to get more women – one way or another

Chancellor Angela Merkel’s government wants to see more women in top management positions in German companies. The country’s top 30 businesses are set to present their plans for making this happen.

Chancellor Angela Merkel's coalition government remains divided about how to ensure that the number of women in Germany's boardrooms is raised.

Just hours before the 30 companies listed on Germany's main share index DAX are to outline their plans for doing so, two key ministers expressed divergent views on the issue in the weekend papers.

Labor Minister Ursula von der Leyen threatened to impose hard legal quotas for women in top management positions.

"If the DAX-listed companies continue not to do anything at the top level, we need legislation," von der Leyen told the Sunday paper Frankfurter Allgemeine Sonntagszeitung. "We've heard enough lip service."

Von der Leyen failed in an attempt at the start of this year to introduce a 30-percent quota.

The flexible variant

Family Affairs Minister Kristina Schröder, who like von der Leyen belongs to Merkel's Christian Democrats (CDU), called for the introduction of soft quotas.

"The flexible quotas that I envision for executive and supervisory boards would allow companies complete freedom in decision-making and design, while at the same time achieving the greatest degree of legal obligation," Schröder told the business weekly Wirtschaftswoche.

Draft legislation drawn up by her ministry includes the possibility of imposing fines of up to 25,000 euros ($35,000) on companies that fail to comply, according to a report in news magazine Der Spiegel.

All companies listed on the stock exchange would be required to publish figures showing how many men and women they have in their executive and supervisory boards.

Economy Minister Phillip Rösler, who is also chairman of the liberal Free Democrats, the junior partner in the coalition, opposes the quotas.Woman on a telephoneWomen hold just 2.2 percent of the seats on German boards

"Today everybody can already declare what quota they want to aim for and reach - and then be judged by that," Rösler said.

Opposition criticism

Schröder's plan for flexible quotas in particular has been criticized by the opposition.

Renate Künast, the parliamentary party leader of the opposition Greens, accused Schröder of cowering to big business.

"It is unacceptable for companies to be given 10 more years to reach a quota of 10 percent women in boardrooms," Künast said.

On Monday, business executives are to meet with Chancellor Merkel's cabinet to present their plans for raising the number of women in management positions in their companies.

Current figures indicate that there is a lot of room for improvement. Of the 190 seats on the executive boards of the 30 DAX-listed companies, just six are held by women.

Meanwhile, state-owned Deutsche Bahn, which is not listed on the Dax, said on Sunday it plans to have 25 percent women on its staff by 2015. One in five of those should be in leading positions by then, the company said.

Author: Chuck Penfold (dpa, Reuters, epd)
Editor: Nicole Goebel

2011年10月14日 星期五

Fans Line Up to Snag "For Steve" iPhone

Fans Line Up to Snag "For Steve" iPhone

Paying tribute to the Apple icon, co-founder Steve Wozniak among those who lined up to buy the new 4S.

0
129211409

Apple fans and iPhone lovers around the world snaked around city bocks on Friday morning in hopes of getting their hands on the new version of the popular smartphone, which went on sale in stores at 8 a.m.

The release of the iPhone 4S, unveiled the day before Steve Jobs died, appears to have become something of a tribute to the Apple co-founder.

In Los Gatos, Calif., CNN reports that Steve Wozniak, who helped found the company with Jobs, was the first in line to buy the new phone, riding his Segway to the store at noon on Thursday and staying overnight.

In Sydney and Tokyo, Reuters also found fans vying to be the first to get the 4S, which many, sweetly, decided stands for "For Steve." Haruko Shiraishi, at the end of the eight-block line in Tokyo, told the news wire: "I am a fan, a big fan. I want something to remember Steve Jobs by."

Others appeared to be scooping up the phone’s latest incarnation out of a fear that Apple will lose its way with Jobs no longer around. "Since Jobs died, I wanted to make sure I had a new iPhone with some advantages over the old,” Mark Du in Sydney told Reuters.

Many stores, including those in Tokyo, Sydney, New York, and California, reportedly have small, fan-built shrines springing up outside their doors.

Whether for journalistic integrity or simply because many journalists are the sort of nerds who would line up for a new Apple product anyway, there are plenty of live blogs and accounts of life in the iPhone waiting line, and the inevitable dissection of the product's features after purchase.

2011年10月12日 星期三

這樣的 BlackBerry 還會讓人上癮媽

Wall Street's CrackBerry Withdrawal Research in Motion's BlackBerry outage spread to the United States late Tuesday, leaving Wall Street bankers without their usual e-mail and messaging fix.


Nicknames

BlackBerry is widely referred to as "CrackBerry" in Canada and the United States, which alludes to its excessive use by its owners and is a reference to the addictiveness of crack cocaine. "CrackBerry.com" is also the name chosen for a technology website about the BlackBerry phone line, and the website is popular among BlackBerry users. Use of the term CrackBerry became so widespread that in November 2006 Webster's New World College Dictionary named "crackberry" the "New Word of the Year."[54]



BlackBerry outage

Another burning platform

Oct 12th 2011, 7:52 by P.L.

BlackBerry

YOU can’t live with them, but you can’t live without them. Users of BlackBerry smartphones often curse the flashing red light that tells them, wherever they are, that yet another e-mail demands their attention. But they curse its absence even more. On October 11th lots of them, in Europe, the Middle East, Africa, India and South America, had to twiddle their thumbs rather than click away at their smartphones. For many, service had been interrupted for the second day running. On October 12th problems were reported in North America, too. Plenty tweeted their rage at Research in Motion (RIM), the Canadian company that makes BlackBerrys—presumably from other devices.

For RIM, the interruptions could scarcely have come at a worse time. The company has had a bad year. In its most recent quarter (ending in August) its revenues were 10% lower than a year before, at $4.2 billion. Its profit, at $329m, was down by more than half. According to Gartner, a research and consulting firm, in the second (calendar) quarter RIM’s share of the smartphone market declined to 12%, from 19% a year earlier.

BlackBerrys, it is true, still have lots of enthusiastic followers. Commuters and corporate road warriors needing to keep in touch with colleagues and clients swear by them, as well as into them and at them. A QWERTY keyboard of buttons is kind to clumsy middle-aged thumbs (though touch screens are also on offer). Information-technology departments, particularly in companies that put a special premium on security, love them too: life is fairly simple with a PC on every desk and a BlackBerry, connected to the corporate e-mail system, in every hand. And many youngsters, especially in Britain, have taken eagerly to BlackBerry Messenger (BBM), a free instant-messaging service. Less happily, politicians called for BBM to be shut temporarily during this summer’s English riots, because some were using it to organise disturbances.

But the smartphone business is changing—away from RIM. Not only a growing number of road warriors, but also their bosses, want to use their own smartphones rather than company-issue BlackBerrys, and are increasingly allowed to do so. Apple’s iPhone and the many Android-based competitors boast many more apps, and are simply trendier. Ageing men in suits can be fashion slaves, too.

It has not helped that RIM was slow to get new products to market, although phones with a new operating system are now appearing. The company is not only smarting, so to speak, in its core business. It has also made a lacklustre entry into the tablet market, shipping 500,000 its PlayBooks in its first quarter but only 200,000 in its second. Gartner describes its tablet operating system, QNX, as “a promising platform”, and thinks RIM may sell 3m units this year. But that compares with nearly 47m iPads, or 73% of the market by volume.

Investors as well as customers are getting impatient. RIM’s share price has fallen by more than 60% since February. Whatever wonders its co-chairmen and chief executives, Jim Balsillie and Mike Lazaridis, have worked in the past, two leaders now look as bad as none. Jaguar Financial, a Canadian investment bank, smells complacency. It wants a change at the top and in direction, perhaps even to break RIM into three: a network company, a device-maker and a holder of patents. It claims the support of the owners of 8% of RIM’s shares.

Bosses and shareholders at Nokia, Hewlett-Packard, Yahoo! and elsewhere have already found that change in the tech world can be disarmingly sudden. Now it is RIM’s turn to suffer a dramatic loss of power. In more ways than one.





For BlackBerry Maker, Crisis Mounts
RIM scrambled to restore service to millions of BlackBerry users around the world as the company's worst-ever outage vexed office workers, officials, emergency responders and others who rely on the messaging device.

約四年前五BlackBerry風靡全美商務人事等要人圈 以其保密能力
今日該公司發生數日大區域停擺
許多人恐怕無法再忍受...
Google 等公司的服務契約都會指定起碼的可用性 availability 譬如說 99.8%(待查)...





FUN TO DRIVE AGAIN

キャッチフレーズ【catchphrase】

    広告や宣伝で、感覚に訴えて、強い印象を与えるように工夫された短い文句。うたい文句。


トヨタのCM、車黄金時代のキャッチフレーズ復活

関連トピックス

写真:トヨタ自動車の新企業広告CM「FUN TO DRIVE, AGAIN.」の一コマ拡大トヨタ自動車の新企業広告CM「FUN TO DRIVE, AGAIN.」の一コマ

 トヨタ自動車は1980年代の企業キャッチフレーズ「FUN TO DRIVE」を、15日から始まるテレビCMシリーズで復活させる。「クルマの楽しさをもう一度、創造する」決意を示し、若者を中心とする国内のクルマ需要の復活につなげたい考えだ。

 このフレーズが使われた84~87年は、自動車が若者の憧れの的で、国内の新車販売台数も右肩上がりだった「黄金時代」。ドライブで余暇を楽しむ人も多く、クルマの楽しさを訴求するフレーズは人気を集めた。

 15日からの新CMシリーズは、木村拓哉さんが織田信長、ビートたけしさんが豊臣秀吉を演じる大河ドラマ仕立て。初日の夜は全国119局で60秒の特別版を流す。

H-P 的大困境

留在 PC 業 短期還可有利可圖 但是長期而言坐失轉型的機會
它必須學習IBM 斷尾去追求更好的生活


H-P Rethinks PC Spinoff
H-P may be better off keeping its PC business, suggests new analyses by Hewlett-Packard and its top advisers.


人類の知恵

去年蘇錦坤先生送我交大的 CS Note 我認為它的品質堪慮
今年我為不食言 花數萬元拿到一本令我啼笑皆非的一日一言
一日一言 人類の知恵 (桑原 武夫/ )CS Note/《永恆的日記──每一天的音樂》
還有一種寫法:Gen. Robert E. Lee

On Oct. 12, 1870, Gen. Robert E. Lee died in Lexington, Va., at age 63.

*****
今年出版的領導學的英文書 多引用去年智利的受陷礦工的處理過程 (有的書專以此為主題)
但是當事者呢 他們多幸福?

Out of the Dark in Chile, but Still Trapped

A year after the globally televised rescue of 33 miners in Chile, most are unemployed, many are poorer than before and some are experiencing post-traumatic stress.

****
令人不寒慄的日本災難
有些朋友聽我說過台灣飛利浦竹北廠 請日本公司清洗污染土地的故事
這一次他們是幾萬倍的災難
日本必須清理三分之一台灣大小的土地: Estimated 13,000 square km eligible for decontamination
The mounting human costs of Japan’s nuclear disast...

***

1955年11月28胡適自紐約給胡光麃寫信

光麃兄

…….尊事能如此解決,我在海外知道了很高興

老兄是絕頂聰明人,總未免鋒芒太露…….我在十八九歲時就取李白詩「至人貴藏暉」的意思,取「藏暉」為室名,欲以自警。但四十多年來,終不能實行此意……

胡光麃《波逐六十年》香港:新聞天地1976年第7版,頁174

胡光麃著 《波逐六十年》 Living In A Turbulent Era 等書
這本書是我們大二的推薦讀物
數十年之後 才覺得他們那一輩的了不起

2011年10月11日 星期二

立法品質

立法先要做對事 再求精確 更要要求"可運作"
要依法 不要扯社會觀感

蘋論:立法品質超爛

紐約市不再此"最低標"的好公共設計

紐約市不再此"最低標"的好設計....A Quiet Revolution Reshapes New...

紐約市不再此"最低標"的好公共設計

紐約市不再此"最低標"的好設計....A Quiet Revolution Reshapes New...

2011年10月4日 星期二

談些世界鞋業與圈內人小事 (陳基弘與鍾漢清)

談些世界鞋業與圈內人小事 (陳基弘與鍾漢清)

929

Reebok Stands Behind Its Claims as 'Toning' Shoe Runs Afoul of FTC

Reebok agreed to pay $25 million in customer refunds to settle charges that it wrongfully claimed the shoes could work better than normal foorwear to strengthen muscles but said it stood behind the technology.

FTC press release and complaint

News Hub: Reebok Agrees to Refunds

104

Chen: 我昨天剛從美國回來

me: 這樣健行 快告訴些新鮮事

Chen:我有看到你寄的Reebok的消息

這件事很好笑

其實推動這種塑身鞋的廠商

就我所知 第一個是亞瑟士

後來sketcher(好像是這樣拼吧?) 也有推

Reebok是很後面才跟進

不知怎麼搞得卻中槍

Nike當然很幸災樂禍 (Addidas幾年前買下Reebok)

他們負責sports performance的一個副總很諷刺地說

Nike"真的"在追求提升運動員的潛能

言下之意, Addidas-Reebok是花拳繡腿

me: Reebok公司聲明對該科技很有信心 花錢與政府和解只是不喜歡多打官司 Reebok公司近幾年這款賣得很好

me: 我前幾天跟朋友 他從美國買爬山等專月鞋 品牌好像BIO-…. 哈哈 市場很大

Chen: 其實很久以前Nike和我們也有討論有沒有可能在鞋子製造些醫療效果?

就像腳底按摩這樣?

這提議很快就被否決因為很怕扯到醫療效果Nike進來不知怎麼搞得吹起了復古風

me: NIKE這想法/做法比較合法 保健 另外是光腳最好 我搭捷運都會研究男女的鞋子

這趟有無其他趣事

Chen: 成立了一個所謂department of Nike Archive, 縮寫為DNA 開始整理Nike 30幾年來的歷史遺產

我們有幸得以進入它們的倉庫(博物館?)參觀

me: ARCHIVE DATA BASE這很有用 以前1986 Connectors 廠商AMP的日本也有類似做法 我學一些

Chen: 看到一雙Nike共同創辦人手製的的田徑鞋

有什麼用呢? 除了替冰冷的生意關係上點妝

me: 那張用廚房Pan 烤出的sole照片的照片 我看過

其實人類的鞋史有意思得很 可惜無人有真本事寫這

現在任何設計家都可以幻想/prototype 他們夢想的鞋子 我在想應推廣這種個人話的鞋子 (提供設計和製造服務)

Chen: 我去那倉庫參觀其實是滿感動的

因為看到很多我們當年汗淚交織造成的作品如今已經進入博物館裡被供奉 非常感慨

這是Nike Basketball的魅力: 壓力(pressure)之所在即為樂趣(plessure)之所在

我告訴隨行的小朋友: 你們正在接續這一頁傳奇 讓他也激昂了起來

me: 對了加拿大的Bat'a 有鞋子博物館 12年前在網路看過

Chen: 我知道 Bata這牌子還在

只不過好像不怎麼有名了

me: 他們紀念先人還在捷克這一大學

Chen: 有幾個我認識的Nike的人以前也在Bata做過

他們都很懷念那個公司

me: 他是20世紀前40年歐洲鞋王 http://www.answers.com/topic/bata-ltd

Chen: 好像是創辦人收山不做了

me: Bata 很早就空難死亡

Chen: 是找不到接班人還是怎樣?

me: 現在是他們逃希特勒的後代

Chen: Nike送我一雙LeBron簽名的鞋子

我代表接受

me: 這人我不知道呢

Chen: 新一代的籃球明星

me: 原來如此 http://www.answers.com/topic/lebron-james

Chen: 這很難得

me: 難得Nike如此慷慨?

Chen: 這真的很奇怪了

以往只是發些很廉價的感謝信

這次真的很正式在一個全體BB成員參加的餐會上, 忽然叫我的名字, 要我到台上.

我以為是發生什麼事情

me: 我想Nike 更成熟了

Chen: 原來竟是頒這個特別的禮物給我

的確是 讓冷冰冰的生意關係增添一些人性色彩

我也第一時間想辦法把鞋子送去YY, 畢竟那鞋子是他們搞出來的

下個月我再去收回來, 獻給董事會

(一段刪去 me: YY現在如何 (10年前比) 指揮官是誰)

我有一個個人生涯規劃的想法順便請教一下您的意見

me: 任何職位好好幹就好

Chen: 我現在在這個位置已經7年多

me: 願聞其詳

Chen: 我是打算再做個2

把接班團隊培養好

我要申請換個環境了

我的下一個位置有2個目標

me: 注意 有石候 "馬上"會變動 建議換工作要有藝術 送協給董事會也許是好時機

Chen: 一個是海外工廠的製造協理, 就是以前jack的腳色

另一個是報價, 工作地點在台灣

現在我走不了

me: 這些由你老老闆決定 他說不定另有奇招

Chen: 他曾經要我到開發中心管理部

我表示沒意願寧願待在category

me: 你這工作要完全信賴老老闆

Chen: ok 他似乎是比較希望我重回生產部門這也不錯

me: 這些決策個中的trade-off 細節和價值觀 我搞不清楚

Chen: 特助是比較希望我去報價

me: 生產一直是主流

Chen: 如果我重回這個位置應該也是一個很有趣的事情

me: 報價工作太浪費你的才能 我看法保守 報價是政治決定 除非NIKE 改變制度 許多電腦化只是幌子

Chen: 說的沒錯

我也滿期待我能夠把這個工作提升到什麼程度 唯一缺點就是量產工廠都在海外

me: 你這工作的優缺點 太太要知道 她必須多點付出

所以結論我贊成你回製造

Chen: ok, 謝謝您的建議

(刪一段討論家事)

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