0Xwpgvi2010年最实用的经济管理资源共享集(免费下载)007
Abwwdxm经济学电子书下载网址集合
秋风清，秋月明,落叶聚还散,寒鸦栖复惊。
经典经济学电子书下载网址集合1.北极星学术书库/xueshu01.html这个前身是有名的素心学苑，书很多，很8错哦。
里面的书用专门的电子书软件整理过的，看起来很方便。
且占地面积也不大。
2.东北财经大学经济学及管理学网站学术书斋/xsshuku/xshshuku1.htm3.北极星学术书库(哲学、社会学、历史、政治、心理学、经济学etc.) /xueshu01.html4.中国青少年新世纪读书网――经济管理类著作/cnread1/jjzp/index.html5.英文书籍--三味书林 *** */fayu/english/index.html可以根据作者或书名找到英文学术原著的原版，很棒啊！除了经济学经典著作之外还有一些社会学、哲学、政治等方面的书。
6.MC University经济思想史文献http://socserv.mcmaster.ca/econ/ugcm/3ll3/按学者的名字索引，文献相当全面。
内有各时代著名学者系列著作甚至照片（或画像），让你在敬佩之余又可瞻仰之。
7.海纳百川（数字图书馆）/01/01A/01.htm8.经济与自由图书馆/index.html东西太多，感觉有点乱，找东西不太快。
有空可以逛逛。
library（由CENET论坛网友zen提供）要注册的，这个过程有点特别。
先进入：/然后按照以下顺序前进：research tools------indexes&databases-------databases by title-----选择字母N，进入后即可看到netlibrary。
接着注册就行了。
有14000多本书吧，我试过，能查到例如：Stiglitz的社会主义向何处去这样比较新的英文原著（1990）10Price Theory/Acade...y/PThy_ToC.html这可是老弗的英文原版著作哦，国内虽然能下到中文版的，但是要跟国际接轨不想吃二手货的同志还是看这个比较好哦。
OFFICE 2010的下载、安装、kms激活的资源和详细教程
OFFICE 2010 VOL X86、X64的下载、安装、kms激活的资源和详细教程简单的说Vol是大客户版，零售版是个人用户版。
零售版安装需要序列号，需要电话激活。
VOL版安装不需要序列号，要kms模式——本地激活服务。
个人感觉：零售版多少万人用有限的几个序列号，电话激活，只有在微软默许的情况下才能应用。
vol版的安装、激活模式受制于微软的地方很少。
就像win7的软激与硬刷的道理一样，零售版激活霸道，VOL大客户才是王道。
为了说明这个道理，我在本文第六部分KMS激活理论里引用了别人的文章，说得很清楚。
我有一个提议：凡受益于此教程激活了office2010的朋友，请回帖时说明一下已经激活，让大家了解一下成功率。
一、下载：（新近增加64位大客户版本）A、文件1：Office 2010 vol X86“大客户”版本SW_DVD5_Office_Professional_Plus_2010_W32_ChnSimp_MLF_X16-5252 8.iso语言：简体中文下载地址：（1）、/soft/view-44973.html（2）、[Office.2010.中文专业加强版.VLC版].SW_DVD5_Office_Professional_Plus_2010_W32_ChnSimp_MLF_X16-52528.iso (883.38 MB)（3）/2008-B/SW_DVD5_Office_Pro_Plus_2010_W32_7 .rar（4）ftp://10.72.33.20/Pub1/Software/Microsoft/Office/Office.2010/SW_DVD5_Offic e_Professional_Plus_2010_W32_ChnSimp_MLF_X16-52528.ISO文件大小：883.38 MB (926,285,824 字节)MD5值：62123980d01d31adf53a71d756a746fcSHA1值：8ced13ac8ce7c8db10337be922b5e556c36c420f注：原115盘的下载地址已失效，现提供新的下载地址，为了保证资源的有效，会提供多组，但未来得及核对，请自行检查md5及sha1值，自行查毒。
office2010 原版软件下载地址(涵盖各个语言版本)
office2010 原版软件下载地址(希望大家多到论坛等地方分享，分享越多下载速度越快，分享是种美德)1.office2010 简体官方原版Office2010 pro Plus专业增强版64位(VOL大客户版)：/file/74717396(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位(VOL大客户版)：/file/74699139(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 Standard 标准版32/64位(VOL大客户版)：/file/74699142 (点击打开网盘，选择免费用户迅雷不限制速下载)2.office2010 繁体官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717397(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位（VOL大客户版）：/file/74699140(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 Standard 标准版32位（VOL大客户版）：/file/74699143(点击打开网盘，选择免费用户迅雷不限制速下载)3.office2010 英语官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717398(点击打开网盘，选择免费用户迅雷不限制速下载) Office2010 pro Plus专业增强版32位（VOL大客户版)：/file/74699141(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 Standard 标准版32位（VOL大客户版）：/file/74699144(点击打开网盘，选择免费用户迅雷不限制速下载)4.office2010 日语官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717395(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位（VOL大客户版）：/file/74699112(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 Standard 标准版32/64位（VOL大客户版）：http待传(点击打开迅雷网盘，选择下载)Office2010 Standard 标准版32位(VOL大客户版)：/file/74699145(点击打开网盘，选择免费用户迅雷不限制速下载)5.office2010 德语官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717393(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位（VOL大客户版）：/file/74699110(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 Standard 标准版32/64位（VOL大客户版）：http待传(点击打开迅雷网盘，选择下载)6.office2010 法语官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717392(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位（VOL大客户版）：/file/74699109(点击打开网盘，选择免费用户迅雷不限制速下载)7.office2010 俄语官方原版Office2010 pro Plus专业增强版64位（VOL大客户版）：/file/74717394(点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 pro Plus专业增强版32位（VOL大客户版）：/file/74699111(点击打开网盘，选择免费用户迅雷不限制速下载)8.office2010 project 简体中文专业版本Office2010 project 专业增强版32位(VOL大客户版)：/file/74717400 (点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 project 专业增强版64位(VOL大客户版)：/file/74717399 (点击打开网盘，选择免费用户迅雷不限制速下载)9.office2010 visio 简体中文专业版本Office2010 visio 专业增强版32位(VOL大客户版)：/file/74717402 (点击打开网盘，选择免费用户迅雷不限制速下载)Office2010 visio 专业增强版64位(VOL大客户版)：/file/74717401 (点击打开网盘，选择免费用户迅雷不限制速下载)。
Office 2010各版本下载地址及密钥
Office 2010各版本下载地址及密钥1、Office Professional Plus 2010：6QFDX-PYH2G-PPYFD-C7RJM-BBKQ8BDD3G-XM7FB-BD2HM-YK63V-VQFDK2、Office Professional Plus 2010：（VL）MKCGC-FBXRX-BMJX6-F3Q8C-2QC6PVYBBJ-TRJPB-QFQRF-QFT4D-H3GVB3、SharePoint Server 2010：（Enterprise）6VCWT-QBQVD-HG7KD-8BW8C-PBX7T4、SharePoint Server 2010：（Standard）HQ937-PP69X-8K3KR-VYY2F-RPHB3不过我个人感觉2007更好用、更漂亮，2010有太多华而不实的功能，而且太慢了。
方案一（安装Office 2010企业版）：Microsoft Office 2010 Pro VOL简体中文正式版+迷你KMS激活:/a/office/word/20100517/23035.htmlKMS 激活方法：/a/office/word/20100519/23036.html方案二（安装Office 2010专业版）：Microsoft Office Pro 2010 简体中文正式版下载：/article.asp?id=316最新Microsoft Office Pro 2010 简体中文正式版激活密钥(密钥激活过程)：/a/office/word/20100625/24111.html附教程：《Microsoft Office 2010实用技巧宝典》微软官方光盘下载：/article.asp?id=319因为密钥的激活次数有限，个人推荐方案一，希望对你有帮助不用激活工具。
先使用密钥6QFDX-PYH2G-PPYFD-C7RJM-BBKQ8安装office 2010，待安装完成，关闭所有office 套件，在控制面板，卸载程序里，找到office 2010右键-更改-更改密钥-输入BDD3G-XM7FB-BD2HM-YK63V-VQFDK 完毕后再打开office 2010打开word 2010点帮助看看是不是已经激活。
Micrisoft Office 系列
Microsoft Office 2010、Visio 2010、Project 2010 官方中文版 +有效激活方法以下提供的Microsoft Office 2010系列三个版本六个光盘镜像，均为同版本中功能最全的最高版本。
微软对于“VOL”大客户版，提供了两种激活方式，即：“KMS”和“MAK”。
“迷你KMS”不是什么“破解”，而是自行搭建的“KMS”激活服务器。
就Microsoft Office 2010系列三个“零售版”目前市场售价而言，分别为：8210元RMB(Visio 2010高级版)；4899元RMB(系Office 2010专业版；市场暂无专业增强版发售)；对于Project 2010，目前尚无报价信息。
“VOL”不上柜台只对大客户。
Microsoft Office 2010简体中文专业增强(VOL)版：32位下载：/file/349837File:SW_DVD5_Office_Professional_Plus_2010_W32_ChnSimp_MLF_X16-52528.iso Size: 926285824 bytesMD5: 62123980D01D31ADF53A71D756A746FCSHA1: 8CED13AC8CE7C8DB10337BE922B5E556C36C420FCRC32: C0043D3364位下载：/file/349807File:SW_DVD5_Office_Professional_Plus_2010_64Bit_ChnSimp_MLF_X16-52534.ISO Size: 1009090560 bytesMD5: B3091BC749CE9EF412810193E593769CSHA1: 604AB2B401E0F1EAD8A643CFFAADF0F9023F25EDCRC32: A2BB19BF——功能和特性：/zh-cn/products/HA101812297.aspxMicrosoft Project 2010简体中文专业(VOL)版：32位下载：/file/349823File: SW_DVD5_Project_Pro_2010_W32_ChnSimp_MLF_X16-43249.ISOSize: 480309248 bytesMD5: 26D89EC79A696A56F76AC872E8B71F26SHA1: 7A8DBF88D86AA7D854934B69130E64DF94521485CRC32: BA18F55E64位下载：/file/349690File: SW_DVD5_Project_Pro_2010_64Bit_ChnSimp_MLF_X16-43255.ISOSize: 525422592 bytesMD5: FA16918791FFB3819F524F20B9861A06SHA1: 8F4B58BF52591D7AF49C56343025E4EA1CA0D7A9CRC32: 4E043F1A——功能和特性：/zh-cn/project-help/HA010354195.aspx Microsoft Visio 2010简体中文高级(VOL)版：32位下载：/file/349819File:SW_DVD5_Visio_Premium_2010_W32_ChnSimp_Std_Pro_Prem_MLF_X16-51022.ISO Size: 528869376 bytesMD5: 8664651980EF1970596D2BCEEDA0D508SHA1: 7035CA96725A64BE565807AF156512DF94730717CRC32: 46ACA02F64位下载：/file/349622File:SW_DVD5_Visio_Premium_2010_64Bit_ChnSimp_Std_Pro_Prem_MLF_X16-51028.i soSize: 588294144 bytesMD5: 98FC96E97606FD0060C8F9B8301DD3ACSHA1: E54CDB51ED80CBF78C4153EC8ADABE4A112C4ACCCRC32: 8D870811——功能和特性：/zh-cn/visio/“迷你KMS ”下载：请打开：我的威盘（Office 2010 Toolkit 2.1.1）——正常运行这个“迷你KMS”，需要Microsoft .NET Framework 2.0或更高版本（可从微软下载中心下载）的支Microsoft Visio Premium 2010 简体中文高级版（MSDN原版）+ 永久激活密钥刚才向大家提供了Microsoft Project 2010简体中文专业版 + 永久激活密钥。
Axrucva2010年最实用的经济管理资源共享集(免费下载)014
Time will pierce the surface or youth, will be on the beauty of the ditch dug a shallow groove ; Jane will eat rare!A born beauty, anything to escape his sickle sweep.-- Shakespeare2010年最实用的经济管理资源共享集（免费下载）014固定资产管理制度总则第一条目的为加强固定资产的保管及使用管理，特制定本规定。
第二条范围本规则所称固定资产包括土地、房屋及建筑物、机械设备、运输设备、马达仪表、工具、什项设备(各公司自分事务性什项设备及机电性什项设备)等。
第三条会计科目列帐原则前项固定资产，耐用年数在二年以下，不具生产性，未超过一定金额者(各公司自订)应以费用科目列帐，而不得以固定资产科目列帐。
第四条管理部门固定资产按下列类别，由各公司指定部门负责管理，其管理及保养细则由各公司管理部门会同使用部门自行制定之。
(一)土地、房屋及建筑物、运输设备、事务性什项设备由总部门负责管理。
(二)机械设备、马达、仪表、机电性什项设备由工务部门负责管理，但得视实际需要归由性质相关部门管理。
(三)工具由资材仓库负责管理。
第五条编号固定资产取得后，即归管理部门管理，并会同会计部门依其类别及会计科目统驭关系，予以分类编号并贴粘样签。
第六条移交人员移交时，对于固定资产应依人事管理规则第十一条的规定详列清册办理移交。
第七条增减报告会计部门应于次月15日前就土地、房屋及建筑物、运输设备、机械设备、机电性什项设备等项目编制"固定资产增置表"一式三联送管理部门核对，并填列异常或更正内容后，第一联管理部门留存，第二联送返会计部门自存，第三联送使用部门留存，采用电脑处理报表代替之。
第八条盘点固定资产管理部门应会同会计部门每年盘点一次(不含工具、马达、仪表、事务性什项设备)。
The Economics of Microfinance-chapter 1
The Economics of Microfi nanceBeatriz Armendáriz and Jonathan MorduchThe MIT PressCambridge, MassachusettsLondon, EnglandSecond Edition© 2010 Massachusetts Institute of TechnologyAll rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from the publisher.For information about special quantity discounts, please email special_sales@mitpress. .This book was set in Palatino by Toppan Best-set Premedia Limited.Printed and bound in the United States of America.Library of Congress Cataloging-in-Publication DataArmendáriz, Beatriz.The economics of microfinance / Beatriz Armendáriz and Jonathan Morduch.—2nd ed.p. cm.Includes bibliographical references and index.ISBN 978-0-262-01410-6 (hardcover : alk. paper)—ISBN 978-0-262-51398-2 (pbk. : alk. paper) 1. Microfinance. I. Morduch, Jonathan. II. Title.HG178.3.A76 2010332—dc22200903476010 9 8 7 6 5 4 3 2 11 1.1 IntroductionIn March 1978, seven years after Bangladesh won its war for indepen-dence, a small group of young men joined together to make a secret pledge. They vowed to create a new and dynamic organization dedi-cated to fi ghting rural poverty. Some saw Bangladesh’s plight as hope-less, as the country struggled in a world increasingly divided between haves and have-nots. Thirty years later, however, the organization started by the young men serves nearly six million villagers in Bangladesh and is celebrated by global business leaders. The Associa-tion for Social Advancement (now best known by its acronym, ASA) targets Bangladesh’s poorest villagers, many of them women, offering tools to create better lives. ASA found success by applying fundamen-tal lessons from economics and management, coupled with important (and not obvious) new insights. In the process, ASA is expanding fi nancial markets and creating fresh ways to think about business strat-egies, economics, and social change.1The hurdles have been high and ASA’s leaders have had to rethink their plans more than once. While ASA started with a commitment to fomenting political transformation, its course shifted radically. Today ASA is squarely a bank for the poor, headquartered in a new offi ce tower in Bangladesh’s capital. In this, ASA stands as part of a global “microfi nance” movement dedicated to expanding access to small-scale loans, savings accounts, insurance, and broader fi nancial services in poor and low-income communities. Their bet is that access to microfi -nance can offer powerful ways for the poor to unlock their productive potential by growing small businesses. Increasingly, the focus is also on helping customers save for the future and create more stable lives. InRethinking Banking2 Chapter1doing so, ASA and institutions like it are challenging decades ofthinking about markets and social policy in low-income communities.ASA’s customers borrow on average around $120 per loan, andrepay the loans over the better part of a year. Traditional commercialbanks avoid this population. First, the loans are so small that profitsare typically hard to find, and, second, lending seems risky since theborrowers are too poor to offer much in the way of collateral. But atthe end of 2008 ASA reported loan recovery rates of 99.6 percent, andtheir reported revenues have fully covered costs in every year since1993.For many observers, microfinance is nothing short of a revolution ora paradigm shift (Robinson 2001). Innovators are profi led in leadingnewspapers and business magazines (in December 2007, ASA toppedForbes magazine’s global ranking of microfinance providers), andthe 2006 Nobel Peace Prize, awarded to the microfi nance pioneersMuhammad Yunus and Grameen Bank, signals the ways in whichmicrofinance has shaken up the world of international development.One of the most striking elements is that the pioneering models grewout o f e xperiments i n l ow-income c ountries l ike B olivia a nd B angladesh—rather than from adaptations of standard banking models in richercountries.Entrepreneurs, academics, social activists, and development expertsfrom around the world have been attracted by the lessons about retailbanking through microfinance, as well as by the promise that bankslike ASA hold for getting much-needed resources to underserved pop-ulations.2 Scores of doctoral dissertations, master’s theses, and aca-demic studies have now been written on microfinance. Some focus onthe nontraditional contracts used to compensate for risks and to addressinformation problems faced by the microlenders. Others focus onmicrofinance as a way to better understand the nature of markets inlow-income economies—with possible lessons for how to supply insur-ance, water, and electricity through markets rather than throughinefficient state-owned companies. Still others focus on the ways thatmicrofinance promises to reduce poverty, fight gender inequality, andstrengthen communities. This book provides a critical guide to someof the most important new ideas.The ideas give reasons for hope. Banks and NGOs like ASA areflourishing at a time when the effectiveness of foreign aid to ease theburdens of the world’s poor faces fundamental questions (e.g., Boone1996; Easterly 2006). Governments around the world routinely faceRethinking Banking 3criticism for at times being corrupt, bloated, and uninterested in reform. Against this background, banks and NGOs like ASA offer the promise of innovative, cost-effective paths to poverty reduction and social change.ASA is not the only microlender flourishing in rural Bangladesh. ASA’s leadership could learn from the experiences of Grameen Bank and from BRAC (formerly the Bangladesh Rural Advancement Com-mittee). When we looked at the fi gures at the end of 2003, Grameen claimed 3.1 million members, BRAC claimed 3.9 million, and ASA claimed 2.3 million, nearly all of whom had been written off by com-mercial banks as being “unbankable.” Just four years later, at the end of 2007, the 3 biggest microlenders in Bangladesh claimed over 20 million customers: Grameen counted 7.4 million members, BRAC counted another 7.4 million, and ASA counted 5.4 million.3 Even accounting for the fact that people may belong to more than one micro-lending program at a time, both the absolute and relative fi gures show the potential for rapid growth and scale.The institutions anchor a movement that is global and growing. Microfinance programs have created new opportunities in contexts as diverse as villages along the Amazon, inner-city Los Angeles, the Paris outskirts, and war-ravaged Bosnia. Programs are well-established in Bolivia, Bangladesh, and Indonesia, and momentum is gaining in Mexico and India. Table 1.1 shows the results of a survey conducted by the Microcredit Summit Campaign. By the end of 2007, the campaign had reports of 154.8 million microfinance clients served worldwide by over 3,350 microfinance institutions. Of these clients, 106.6 million were reported as being in the bottom half of those living below their nation’s poverty line or were living in households earning under $1 per day per person (defined as “the poorest”; Daley-Harris 2009). Between 1997 and 2007, the numbers grew on average by about 30 percent per year, and the movement’s leaders expect continued expansion as credit unions, commercial banks, and others enter the market.Microfinance presents a series of exciting possibilities for extending markets, reducing poverty, and fostering social change. But it also presents a series of puzzles, many of which have not yet been widely discussed. One aim of this book is to describe the innovations that have created the movement. Another aim is to address and clarify the puzzles, debates, and assumptions that guide discussions but that are too often overlooked. Debates include whether the poorest are best4 Chapter 1served by loans or by better ways to save, whether subsidies are a help or a hindrance, whether providing credit without training and other complements is enough, and which aspects of lending mechanisms have driven successful performances. Many of the insights from the microfinance experience can be seen fruitfully through the lens of recent innovations in economics (especially the economics of informa-tion, contract theory, and behavioral economics). Other microfinance insights point to areas where new research is needed, especially around possibilities and constraints for saving by the poor and for estimating social impacts.Another aim of the book is to tackle the myths that have made their way into conversations on microfinance. The first myth is that microfinance is essentially about providing loans. In chapter 6 we show that providing better ways for low-income households to save and insure can be as important. But we take issue with the argument that, for the poorest, saving is more important. The second myth is that the secret to the high repayment rates on loans is tied closely to the use of the group lending contracts made famous by Bangladesh’s Grameen Bank and Bolivia’s BancoSol. (Grameen’s original approach is described in section 1.4 and in chapter 4.) Group lending has indeed been a critical innovation, but we note emerging tensions,Table 1.1Growth of microfi nance coverage as reported to the Microcredit Summit Campaign, 1997–2007End of year Total number ofinstitutionsTotal number of clients reached (millions)Number of “poorest” clients reported (millions)1997 65516.59.01998 70518.710.71999 96421.813.020001,47738.221.620012,03357.329.520022,33467.841.620032,57781.355.020042,81499.772.720053,056135.296.220063,244138.796.220073,352154.8106.6Source : Daley-Harris 2009.Rethinking Banking 5and in chapter 5 we describe a series of innovations in contracts and banking practices that go beyond group lending. We believe that the future of microfinance lies with these less-heralded innovations—including the focus on female customers (discussed in greater detail in chapter 7) and the improved management practices described in chapter 11.The third myth is that microfinance has a clear record of social impacts and has been shown to be a major tool for poverty reduction and gender empowerment. We believe that microfinance can make a real difference in the lives of those served (otherwise we would not have written this book), but microfinance is neither a panacea nor a magic bullet, and it cannot be expected to work everywhere or for everyone. Relatively few rigorous studies of impacts have been com-pleted, and the evidence on statistical impacts has been mixed so far. There is not yet a widely acclaimed study that robustly shows strong impacts, but many studies suggest the possibility. Better impact studies can help resolve debates, and we review recent results using random-ized control trials. Chapter 9 describes approaches and challenges to be confronted in pushing ahead.The final myth is that most microlenders today are both serving the poor and making profits. We show in chapters 8 and 10 that profitability has been elusive for many institutions, and we describe why good banking practices matter—and how subsidies can be deployed strategi-cally to move microfinance forward.Unlike most discussions of microfinance oriented toward practitio-ners, we do not begin by describing new microfinance institutions.4 We will have much to say about recent innovations later, but our approach begins instead with the nature of poverty and the markets and institutions that currently serve poor households. By beginning with households, communities, and markets, we develop analytical tools and insights that can then be used to think about the new institu-tions, as well as to think about directions that go beyond current approaches.1.2 Why Doesn’t Capital Naturally Flow to the Poor?From the viewpoint of basic economics, the need for microfinance is somewhat surprising. One of the first lessons in introductory econom-ics is the principle of diminishing marginal returns to capital, which says that enterprises with relatively little capital should be able to earn6 Chapter 1higher returns to their investments than enterprises with a great deal of capital. Poorer enterprises should thus be able to pay banks higher interest rates than richer enterprises. Money should flow from rich depositors to poor entrepreneurs.The “diminishing returns principle” is derived from the assumed concavity of production functions, as illustrated in figure 1.1. Concav-ity is a product of the plausible assumption that when an enterprise invests more (i.e., uses more capital), it should expect to produce more output, but each additional unit of capital will bring smaller and smaller incremental (“marginal”) gains. When a tailor buys his first $100 sewing machine, production can rise quickly relative to the output when using only a needle and thread. The next $100 investment, say for a set of electric scissors, will also bring gains, but the incremental increase is not likely to be as great as that generated by the sewing machine. After all, if buying the scissors added more to output than the sewing machine, the wise tailor would have bought the scissors first. The size of the incremental gains matter since the marginal return to capital determines the borrowers’ ability to pay.5 As figure 1.1 shows, concav-ity implies that the poor entrepreneur has a higher marginal return to capital (and thus a higher ability to repay lenders) than a richerentrepreneur.O u t p u t CapitalFigure 1.1Marginal returns to capital with a concave production function. The poorer entrepreneur has a greater return on his next unit of capital and is willing to pay higher interest rates than the richer entrepreneur.Rethinking Banking 7On a larger scale, if this basic tool of introductory economics is correct, global investors have got it all wrong. Instead of investing more money in New York, London, and Tokyo, wise investors should direct their funds toward India, Kenya, Bolivia, and other low-income countries where capital is relatively scarce. Money should move from North to South, not out of altruism but in pursuit of profit. The Nobel-winning economist Robert Lucas Jr. has measured the extent of the expected difference in returns across countries (assuming that marginal returns to capital depend just on the amount of capital relative to other productive inputs). Based on his estimates of marginal returns to capital, Lucas (1990) finds that borrowers in India should be willing to pay fifty-eight times as much for capital as borrowers in the United States. Money should thus flow from New York to New Delhi.6The logic can be pushed even further. Not only should funds move from the United States to India, but also, by the same argument, capital should naturally flow from rich to poor borrowers within any given country. Money should flow from Wall Street to Harlem and to the poor mountain communities of Appalachia, from New Delhi to villages throughout India. The principle of diminishing marginal returns says that a simple cobbler working on the streets or a woman selling flowers in a market stall should be able to offer investors higher returns than General Motors or IBM or the Tata Group can—and banks and inves-tors should respond accordingly.Lucas’s ultimate aim is to point to a puzzle: given that investors are basically prudent and self-interested, how has introductory economics got it wrong? Why are investments in fact far more likely to flow from poor to rich countries, and not in the other direction? Why do large corporations have a far easier time obtaining financing from banks than self-employed cobblers and flower sellers?The first place to start in sorting out the puzzle is with risk. Investing in Kenya, India, or Bolivia is for many a far riskier prospect than invest-ing in U.S. or European equities, especially for global investors without the time and resources to keep up-to-date on shifting local conditions. The same is true of lending to cobblers and flower sellers versus lending to large, regulated corporations. But why can’t cobblers and flower sellers in the hinterlands offer such high returns to investors that their risk is well compensated for?One school argues that poor borrowers can pay high interest rates in principle but that government-imposed interest rate restrictions prevent banks from charging the interest rates required to draw capital8 Chapter1from North to South and from cities to villages.7 If this is so, the chal-lenge for microfinance is wholly political. Advocates should just con-vince governments to remove usury laws and other restrictions onbanks, then sit back and watch the banks flood into poor regions. Thatis easier said than done of course, especially since usury laws (i.e., lawsthat put upper limits on the interest rates that lenders can charge) havelong histories and strong constituencies.Reality is both more complicated and more interesting. Even if usurylaws could be removed, providing banks with added freedom to servethe poor and cover costs is not the only answer. Indeed, as we showin chapter 2, raising interest rates can undermine institutions by weak-ening incentives for borrowers. Once (lack of) information is broughtinto the picture (together with the lack of collateral), we can more fullyexplain why lenders have such a hard time serving the poor, evenhouseholds with seemingly high returns. The important factors are thebank’s incomplete information about poor borrowers and the poorborrowers’ lack of collateral to offer as security to banks.The first problem—adverse selection—occurs when banks cannoteasily determine which customers are likely to be more risky thanothers. Banks would like to charge riskier customers more than safercustomers in order to compensate for the added probability of default.But the bank does not know who is who, and raising average interestrates for everyone often drives safer customers out of the credit market.The second problem, moral hazard, arises because banks are unable toensure that customers are making the full effort required for theirinvestment projects to be successful. Moral hazard also arises whencustomers try to abscond with the bank’s money. Both problems aremade worse by the difficulty of enforcing contracts in regions withweak judicial systems.These problems could potentially be eliminated if banks had cheapways to gather and evaluate information on their clients and to enforcecontracts. But banks typically face relatively high transactions costswhen working in poor communities since handling many small trans-actions is far more expensive than servicing one large transaction fora richer borrower. Another potential solution would be available ifborrowers had marketable assets to offer as collateral. If that were so,banks could lend without risk, knowing that problem loans werecovered by assets. But the starting point for microfinance is that newways of delivering loans are needed precisely because borrowers aretoo poor to have much in the way of marketable assets. In this sense,1.3 Good Intentions Gone Awry: The Failures of State-Owned Development BanksThe lack of banks does not mean that poor individuals are unable to borrow. They do—but from informal sources such as moneylenders, neighbors, relatives, and local traders. Such lenders often have the rich information (and effective means of enforcing contracts) that banks lack. Their resources, however, are limited. Microfinance presents itself as the latest solution to the age-old challenge of finding a way to combine the banks’ resources with the local informational and cost advantages of neighbors and moneylenders. Like traditional banks, microfinance institutions can bring in resources from outside the com-munity. Microfinance is not the first attempt to do this, but it is by far the most successful.The success of microfinance depends in part on studiously avoiding the mistakes of the past. As low-income countries attempted to develop their agricultural sectors after World War II, rural finance emerged as a large concern then too. Large state agricultural banks were given the responsibility for allocating funds, with the hope that providing sub-sidized credit would induce farmers to irrigate, apply fertilizers, and adopt new crop varieties and technologies (e.g., Reserve Bank of India 1954). The hope was to increase land productivity, increase labor demand, and thereby to increase agricultural wages.Heavy subsidies were also deployed to compensate the banks for entering into markets where they feared taking huge losses due to high transactions costs and inherent risks. The subsidies were also used to keep interest rates low for poor borrowers. In the Philippines, for example, interest rates charged to borrowers were capped at 16 percent before a reform in 1981, while inflation rates were around 20 percent annually (David 1984). The negative real interest rates created excess demand for loans, adding pressure to allocate loans to politically favored residents, rather than to target groups. Meanwhile, the interest rates offered to rural depositors were only about 6 percent per year, so inflation eroded the purchasing power of savings at a rate of about 14 percent per year. Not surprisingly, such policies turnedout disastrously. David (1984, 222) concludes that in the PhilippinesIndia’s Integrated Rural Development Program (IRDP) is, to many, a too perfect example of inefficient subsidized credit. The program allocated credit according to “social targets” that in principle pushed 30 percent of loans toward socially excluded groups (as signified by being a member of a “scheduled” tribe or caste) and 30 percent toward women. Achieving social goals became as important as achieving efficiency. Under the system, capital was allocated according to a series of nested planning exercises, with village plans aggregating to block plans aggregating to district plans aggregating to state plans. Subsidies between 1979 and 1989, a period of rapid IRDP growth, amounted to $6 billion (roughly 25 percent to 50 percent of loan volume made to weak sectors). Those resources did not generate good institutional performance. According to Pulley (1989), IRDP repayment rates fell below 60 percent, and just 11 percent of borrowers took out a second loan after the first (which is particularly striking given the importance accorded to repeat lending by microfinance practitioners). In 2000, the IRDP loan recovery rate fell to just 31 percent (Meyer 2002).10 As insti-tutional performance dramatically weakened, the IRDP failed to be a reliable and meaningful source of services for the poor.In the late 1970s and early 1980s, the Rural Finance Program at Ohio State University launched a devastating critique of government-led development banks like the IRDP and the Philippine programs.11 Its starting point was that credit is not like fertilizer or seeds. Instead, Ohio School critics argued, credit should be thought of as a fungible tool of financial intermediation (with many uses) and not as a specific input into particular production processes. Thus one problem, according to such criticisms, came from mistakenly believing that credit could be “directed” to particular ends favored by policymakers (e.g., expanding the use of high-yielding crop varieties). And that, coupled with cheap credit policies, created havoc in rural financial markets and ultimately undermined attempts to reduce poverty (Adams, Graham, and von Pischke 1984). The story hinges on a failure to adequately account forthe incentive effects and politics associated with subsidies. SubsidizingThus, critics of the subsidized state banks argue that poor house-holds would often have been better off without the subsidies. This is in part because, first, subsidized banks pushed out informal credit sup-pliers on which the poor rely. Second, the market rate of interest is a rationing mechanism—those who are willing to pay for credit are only those with projects that are most worthy. But with subsidies driving interest rates well below market rates of interest, the rationing mecha-nism broke down. Credit was no longer allocated to the most produc-tive recipients, but instead was often allocated on the basis of politics or social concerns. Good projects thus went unfunded. Third, bankers’ incentives to collect savings deposits were diminished by the steady flow of capital from the government, so poor households were left with relatively unattractive and inefficient ways to save. Fourth, the fact that the banks were state banks led to pressure to forgive loans just before elections, to privilege the powerful with access to cheap funds meant for the poor, and to remove incentives for management to build tight, efficient institutions. Braverman and Guasch (1986) conclude that gov-ernment credit programs in Africa, the Middle East, Latin America, South Asia, and Southeast Asia have, with a few exceptions, ended up with default rates between 40 percent and 95 percent. And at such rates, borrowers can be excused for seeing the credit programs as pro-viding grants rather than loans. The misallocation of resources hap-pened so regularly that González-Vega (1984) dubs it the “iron law of interest rate restrictions.”Critics hold that these kinds of subsidies undermined the poor, although the evidence from India at least provides a more nuanced picture. Empirical work by Burgess and Pande (2005), for example, shows net positive average impacts on the poor in India.12 Similarly, Binswanger and Khandker (1995) find that between 1972–1973 and 1980–1981 the state banks in India increased nonfarm growth, employ-ment, and rural wages. Still, the Indian programs have been clearly inefficient, and a great deal of money that was originally targeted to the poor ended up being wasted or going into the “wrong” hands. As a result, Binswanger and Khandker find only modest impacts on agri-cultural output and none on agricultural employment, and they con-clude that the costs of the government programs were so high that they nearly swamped the economic benefits. More than any positive histori-cal precedent, it is the repudiation of these negative legacies that has1.4 Grameen Bank and the Beginnings of MicrofinanceThe roots of microfinance can be found in many places, but the best-known story is that of Muhammad Yunus and the founding of Bangladesh’s Grameen Bank. We briefly tell the story now and return to Grameen’s experience in later chapters.13In the middle of the 1970s, Bangladesh was starting down the long road to build a new nation. The challenges were great: independence from Pakistan had been won in December 1971 after a fierce war, and two years later widespread flooding brought on a famine that killed tens of thousands (Sen 1981). Government surveys found over 80 percent of the population living in poverty in 1973–1974 (Bangladesh Bureau of Statistics 1992).Muhammad Yunus, an economist trained at Vanderbilt University, was teaching at Chittagong University in southeast Bangladesh. The famine, though, brought him disillusionment with his career as an economics professor. In 1976, Yunus started a series of experiments lending to poor households in the nearby village of Jobra. Even the little money he could lend from his own pocket was enough for villag-ers to run simple business activities like rice husking and bamboo weaving. Yunus found that borrowers were not only profiting greatly by access to the loans but that they were also repaying reliably, even though the villagers could offer no collateral. Realizing that he could only go so far with his own resources, in 1976 Yunus convinced the Bangladesh Bank (the central bank of Bangladesh) to help him set up a special branch that catered to the poor of Jobra. That soon spawned another trial project, this time in Tangail in North-Central Bangladesh. Assured that the successes were not region-specific flukes, Grameen went nation-wide. One innovation that allowed Grameen to grow explosively was group lending, a mechanism that essentially allows the poor borrowers to act as guarantors for each other. With group lending in place, the bank could quickly grow village by village as funding permitted. And funding—supplied in the early years by the International Fund for Agriculture and Development, the Ford Foun-dation, and the governments of Bangladesh, Sweden, Norway, and the Netherlands—permitted rapid growth indeed. As figure 1.2 shows, thebank grew by 40 percent per year at its peak. By 1991 the Grameen。
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Axppfnn2010年最实用的经济管理资源共享集(免费下载)006
Time will pierce the surface or youth, will be on the beauty of the ditch dug a shallow groove ; Jane will eat rare!A born beauty, anything to escape his sickle sweep.-- Shakespeare 2010年最实用的经济管理资源共享集（免费下载）006网络经济中的电子商务模式创新1王刊良2万映红(西安交通大学管理学院, 710049)摘要在简要分析和述评网络经济中的电子商务模式及其分类的基础上, 提出了电子商务静态模式和动态模式、元模式和复合模式、附属模式和独立模式等概念, 以及电子商务模式创新的问题和思路。
最后提出了进一步的研究工作。
关键词电子商务商务模式创新1引言当几乎全世界都为因特网在商业上的成功应用喝彩的时候, 当无数企业纷纷购置设备和软件将企业与因特网联结起来的时候, 当许多高技术企业投入大量资金建立网站大做广告(所谓的―烧钱‖)的时候, 当大多数企业盲目照搬西方成功企业的模式而血本无归的时候, 如下面问题不能不引起许多从业者和研究人员的关注和反思: (1) 个人和企业如何利用因特网获得财富？采用怎样的电子商务模式和策略才能不断取得成功? (2) 电子商务有哪些基本的模式, 这些模式是根据什么体系来分类的? (3) 如何在基本的电子商务模式的基础上创新, 创造适合企业自己特殊情况的新型商务模式? 本文试图对这些问题做不同程度的回答。
商务模式也许是网络中讨论最多而最不容易理解的方面。
不过, 它却是几乎所有的网络公司新秀在争取风险资金时, 风险投资公司考察的核心内容之一。
Michael Rappa教授指出, ―商务模式就其最基本的意义而言, 是指做生意的方法, 是一个公司赖以生存的模式—一种1本文受到教育部博士学科点专项科研基金资助(No.2000069826).2王刊良, 西安交通大学管理学院副教授、管理学博士. 电话: (029)2668848, 传真: (029)3237910. 电子邮箱: klwang@.能够为企业带来收益的模式。
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经济管理系列教材
经济管理系列教材
经济管理系列教材有很多，以下是其中一些：
《卓有成效的管理者》
《管理的实践》
《管理：任务、责任、实践》
《成果管理》
《旁观者：管理大师德鲁克回忆录》
世界级经典教材哈罗得·孔茨的《管理学》
松下幸之助的巨著《松下幸之助管理全集》
(美)斯莱沃斯基等的《发现利润区》
菲利浦·科特勒的经典教材《营销管理》
《兰德决策》
爱德华·戴明的《转危为安》（Out of the Crisis）
迈克·哈默的《公司再造》/《再造企业》
拉里·博西迪的《执行》
以上信息仅供参考，如需经济管理系列教材的具体信息，可以到相关书店进行咨询。
EXECUTIVE SUMMARY..........................................................................
DG XIII – E/4 Second Metadata Workshop, 26 June 1998Table of contentsEXECUTIVE SUMMARY (2)1. INTRODUCTION (4)2. SPECIFIC OBJECTIVES OF THE SECOND WORKSHOP (5)3. PARTICIPATION (6)4. STRUCTURE OF THE WORKSHOP (6)5. MORNING SESSION: TECHNICAL ISSUES (6)6. AFTERNOON SESSION: STRATEGIC ISSUES (8)7. CONCLUSIONS (8)8. LIST OF ACRONYMS AND REFERENCES (9)APPENDIX 1. PROGRAMME (13)APPENDIX 2. PRESENTATIONS (14)APPENDIX 3. LIST OF PARTICIPANTS (44)DG XIII – E/4 Second Metadata Workshop, 26 June 1998E XECUTIVE SUMMARYOn 26 June 1998, the second workshop of a series on the subject of metadata organised by the European Commission DGXIII/E4 took place in Luxembourg.32 participants attended the workshop. Many organisations in Europe involved in the implementation of metadata for electronic resources were represented, as were several European Commission services.The workshop contained one session on technical and implementation issues and one session on strategic and standardisation issues reflecting the specific objectives of the workshop.The first specific objective was to give a number of projects the opportunity to present results in the area of metadata from various perspectives. In the morning session, the issues that were covered in the presentations were:metadata creation toolsdefinition of local extensions to Dublin Core for specific application areasthe use of controlled vocabularymultilingual metadataThe presenters of these subjects conducted a panel discussion on these issues and others raised by the audience.The second specific objective was to discuss metadata in a broader context with project participants and experts involved in definition and standardisation of metadata elements. In the afternoon session, presentations covered:metadata activities in contextfuture developments in Dublin CoreIn a plenary discussion, the participants discussed strategic issues concerning the definition and standardisation of metadata element sets.The major conclusions of the workshop can be summarised as follows:the strategic discussions highlighted that establishing widely accepted agreements is essential for the success of metadata;it is necessary that consensus on agreements for metadata is achieved across domains (e.g. libraries, museums, education, business, etc.);agreements and standards need to be maintained over time in a clear and open way with participation of all interested parties (especially user communities) to guarantee stability over time;formal and informal bodies involved in the standardisation of metadata sets (Dublin Core community, CEN, ISO) need to find effective ways of co-operation to ensure maximum acceptance of agreements and to avoid overlapping activities; further metadata workshops organised by the European Commission are considered to be valuable platforms for co-ordination and exchange of experience.DG XIII – E/4 Second Metadata Workshop, 26 June 1998 For further information, including PowerPoint presentations, see the Workshop’s Web site at: http://www2.echo.lu/libraries/en/metadata2.htmlFor more information on the Libraries sector of the Telematics Application Programme, see: http://www2.echo.lu/libraries/en/libraries.htmlDG XIII – E/4 Second Metadata Workshop, 26 June 19981.I NTRODUCTIONThis document is the report of the second Workshop on Metadata, held in Luxembourg on 26 June 1998.DGXIII/E4, the Electronic publishing and libraries unit, is organising a series of workshops on the issue of metadata. Intended participation is from libraries sector projects within the Telematics Applications Programme and from projects in other TAP sectors and other programmes, both EU and national. The primary objectives of the workshops are:To establish a platform for co-ordination between projects concerned with metadata in a broad sense.Under the current Framework Programme for RTD there are a number of projects concerned with metadata as such or with descriptions and descriptors of electronic documents. These projects will come across the same issues and problems and will benefit from concertation, as this will allow them to compare their concepts and approaches with others.To make a wider European community aware of developments in the standards arena and stimulate feedback from the projects to the standards.Developments in metadata in the Internet, specifically in Dublin Core, are moving fast. Some European organisations invest in participating in the Dublin Core workshops but not all have easy access to this activity. By inviting Dublin Core workshop participants to present the developments in the proposed workshops, a wider European audience can be informed on this subject. At the same time, models and experiences from the projects can be fed back into the standards arena.The first workshop which took place on 1 and 2 December 1997, contained a tutorial, project presentations, breakout sessions discussing various aspects of metadata creation and usage.The workshop, although recognising the usefulness of Dublin Core as a starting point in metadata descriptive standards, brought forward a number of concerns regarding the current state and the further development of Dublin Core:•There is currently no formal responsibility for the maintenance of Dublin Core: development takes place in an informal group of invited experts which meets once or twice per year in what is known as the Dublin Core Workshop Series.•The current technical state of Dublin Core is unstable: during the meetings of the Dublin Core group, changes are being made to the format and there is no convergence to a stable version.•The use of the current Dublin Core metadata format is not supported by the existence of guidelines: some of the philosophy and terminology of Dublin Core isDG XIII – E/4 Second Metadata Workshop, 26 June 1998 not obvious to the uninitiated user which could lead to different interpretations adversely affecting interoperability.It was also identified that the current take-up of Dublin Core is slow and that there is a lack of critical mass. This seems to be a classical chicken-and-egg situation: authors and publishers do not invest in providing Dublin Core metadata if the Internet indexing services (the ‘harvesters’) do not utilise it, and harvesters do not collect Dublin Core and use it for selective indexing if there is not enough data available. If this situation cannot be changed, Dublin Core might not turn into reality.The workshop identified a number of actions that could be taken to promote and encourage the use of Dublin Core, including the following:1.There needs to be clarity about version control and maintenance of Dublin Core.The Dublin Core group, addressed through the mailing list META2, will be asked to give a clear statement about this.2.Further pilot projects should be started to further develop experience, test out theissues and help realise a critical mass of Dublin Core metadata. The European Commission and national bodies like National Libraries might have a role to play by encouraging the provision of Dublin Core metadata in documents, e.g. in project deliverables and electronic documents in the national deposit.3.The interest and requirements existing in Europe warrant the establishment of aEuropean group of implementers discussing the practical issues of implementing metadata in general and Dublin Core in particular. The Luxembourg workshops, such as this December 1997 one and a second one scheduled for mid-1998, could develop into a regular series.4.The liaison with other groups concerned with metadata, such as the CEN/ISSSworking group on Metadata for Multimedia Information (MMI), should be established to ensure applicability and interoperability of metadata as widely as possible and cover the needs of a wide range of communities.The report of the first workshop is available on the Web at http://www2.echo.lu/libraries/en/metadata.html.2.S PECIFIC OBJECTIVES OF THE SECOND WORKSHOPThe specific objectives of this second workshop, held in Luxembourg on 26 June 1998, were as follows.The first specific objective of the second workshop was to give a number of projects the opportunity to present results in the area of metadata from various perspectives. In the morning session, the issues that were covered in the presentations were:•metadata creation tools•definition of local extensions to Dublin Core for specific application areasDG XIII – E/4 Second Metadata Workshop, 26 June 1998•the use of controlled vocabulary•multilingual metadataThe presenters of these subjects conducted a panel discussion on these issues and others raised by the audience.The second specific objective was to discuss metadata in a broader context with project participants and experts involved in definition and standardisation of metadata elements. In the afternoon session, presentations covered:•metadata activities in context•future developments in Dublin CoreIn a plenary discussion, the participants discussed strategic issues concerning the definition and standardisation of metadata element sets.The programme of the workshop is attached in Appendix 1. Printouts of the presentation, with short biographical notes of the presenters are attached in appendix 2.3.P ARTICIPATION32 persons representing projects from the Telematics programme, national projects and various Commission services attended the workshop.The list of participants is attached as appendix 3.4.S TRUCTURE OF THE WORKSHOPThis second workshop was organised on a single day and contained two sessions: one session on technical and implementation issues and one session on strategic and standardisation issues reflecting the specific objectives of the workshop.5.M ORNING SESSION: TECHNICAL ISSUESIn the first presentation, Anna B RÜMMER of Lund University in Sweden demonstrated metadata creation software constructed for the Nordic Metadata Project. This creation software on the Web offers an easy way to attach descriptive metadata to resources and has helped to build the SweMeta Dublin Core Database for Sweden, which contains 110.000 records. The system also allows users to assign a unique URN to their resource. Currently there is no statistical information on the use of the various elements, which could provide interesting information. There is no validation of the terms entered. This could be considered in the future.Erik D UVAL of Leuven University in Belgium presented the Ariadne project aiming at sharing and re-use of pedagogical resources to make the best use of scarce high-quality material for educational purposes. The project provides authoring tools that produce base metadata, which helps in creating a corpus of consistent descriptions. The project constitutes a closed environment for the participants, allowing a strongDG XIII – E/4 Second Metadata Workshop, 26 June 1998 exercise of editorial control and therefore of quality. Furthermore, users have the possibility to add annotations to the descriptions. A “Replicator Scheme” controls the distribution and access to the resources available in the Central Pool and the Local Pools in various places around Europe. The project has not reached the stage where a critical mass of material is available and is looking for further participants. The Ariadne project is co-operating with the IMS (Instructional Management Systems) project to co-ordinate the metadata definitions and agree a common metadata set. This set is not technically speaking Dublin Core as it has a richer structure and contains elements specific to educational use of the resources, but the mapping of Dublin Core into the Ariadne metadata set is considered to be possible. Also the project participates in the work in the IEEE Learning Technology Standards Committee which develops technical Standards, Recommended Practices, and Guides for software components, tools, technologies and design methods that facilitate the development, deployment, maintenance and interoperation of computer implementations of education and training components and systems.Paul M ILLER of the Archaeology Data Service in the UK introduced the advantages of using controlled vocabularies and thesauri. For users, these tools would help gaining more effective access to resources and reduce the number of false hits. Creators would be able to make more consistent descriptions and achieve a better integration of new and existing resources. It was noted that a major factor for the use of controlled vocabulary is the ease with which it can be used in both the process of creation of metadata and in the process of searching.Matthew S TIFF of the Museum Documentation Association in the UK spoke about multilingual aspects of information retrieval. He discussed the creation of parallel metadata in multiple languages versus the use of translation tools and multilingual thesauri. He identified the need for new tools but also noted these tools will be expensive and will take a lot of time to develop. Various options can be explored to create multilingual thesauri, including linking existing monolingual ones and translating one thesaurus in multiple languages. He touched upon the fundamental issue of incomplete equivalence of terms in different languages. Project Term-IT is investigating mechanisms to facilitate the production and dissemination of multilingual thesauri in the cultural sector through establishing dialogue with users and analysis of the economics of thesaurus production.As a conclusion of the technical session it was identified that:quality is a crucial issue both in the creation of metadata and in its maintenance there should be a clear focus on the user when designing tools to help create and use metadata; user communities should be actively involved to make sure their requirements are taken into accountspecial attention must be given to the change in concepts and terminologies over time.DG XIII – E/4 Second Metadata Workshop, 26 June 19986.A FTERNOON SESSION: STRATEGIC ISSUESThe first presentation in the afternoon session was delivered by Ian C AMPBELL-G RANT of ICL, chairman of the CEN/ISSS Workshop on Metadata for Multimedia Information. He introduced the work of this group as part of a new approach to standardisation especially intended to achieve rapid agreements on standards and a wide acceptance n the market. The specific objectives of the group include to gather information on metadata activities, to identify gaps and overlaps in current work and to disseminate this information to European industry, projects and programmes. The group is currently working to establish a framework that will help to find existing activities in the area of metadata definition.In the final presentation, Stuart W EIBEL of OCLC in the US presented the current state and the future prospects for the Dublin Core metadata initiative. He outlined the objectives of the initiative, noting that it is a simple set for descriptive elements that are relevant for resource discovery. It could be used as a cross-domain “switching”language, working together with other sets in the framework provided by RDF. He presented the current thinking on the issue of more formally standardising Dublin Core, working through any body that would be appropriate for that purpose (IETF, ISO, NISO, CEN/ISSS).In the discussion that took place after the presentations, several aspects were identified:the involvement of user communities and business areas is crucial to make sure their requirements are being taken into accountagain the issue of critical mass was raised: Dublin Core and other structured metadata forms an ‘island in the sea of marked data’. There needs to be more metadata before it can produce benefits to the users.the CEN/ISSS workshop could form an appropriate platform for rapid standardisation of Dublin Core in the form of a CEN Workshop Agreement; this needs to be further explored.the issue of maintenance of metadata standards is very important. The mechanism and structure should allow open and international participation to ensure the widest possible and agreement7.C ONCLUSIONSThe major conclusions of the workshop can be summarised as follows:the strategic discussions highlighted that establishing widely accepted agreements is essential for the success of metadata;it is necessary that consensus on agreements for metadata is achieved across domains (e.g. libraries, museums, education, business, etc.);agreements and standards need to be maintained over time in a clear and open way with participation of all interested parties (especially user communities) to guarantee stability over time;DG XIII – E/4 Second Metadata Workshop, 26 June 1998formal and informal bodies involved in the standardisation of metadata sets (Dublin Core community, CEN, ISO) need to find effective ways of co-operation to ensure maximum acceptance of agreements and to avoid overlapping activities; further metadata workshops organised by the European Commission are considered to be valuable platforms for co-ordination and exchange of experience.8.L IST OF ACRONYMS AND REFERENCESACM the Association for Computing Machinery, an internationalscientific and educational organization dedicated to advancingthe arts, sciences, and applications of information technology.ADS Archaeology Data Service./ahds/AHDS Arts and Humanities Data Service./ALA American Library Association./ALCTS /ccda/Ariadne RTD project under the "Telematics for Education andTraining" sector of the 4th Framework Programme of theEuropean Union. The project focuses on the development oftools and methodologies for producing, managing and reusingcomputer-based pedagogical elements and telematicssupported training curricula.http://ariadne.unil.ch/CEN European Committee for Standardisation.http://www.cenorm.be/CEN/ISSS European Committee for Standardisation - InformationSociety Standardisation System.http://www.cenorm.be/isss/default.htmCIDOC The International Committee for Documentation of theInternational Council of Museums (ICOM), the internationalfocus for the documentation interests of museums and similarorganisations./CIMI Consortium for the Computer Interchange of MuseumInformation./CPA Commission on Preservation and Access./programs/cpa/cpa.htmlDC Acronym for Dublin CoreDesire Telematics for Research project addressing the needs ofresearch users in the context of a European informationnetwork based on the World Wide Web (WWW).http://www.surfnet.nl/surfnet/projects/desire/DG XIII Directorate General XIII of the European Commission.http://europa.eu.int/en/comm/dg13/13home.htm. See also:http://www2.echo.lu/home.htmlDublin Core Dublin Core is a 15-element metadata element set intended tofacilitate discovery of electronic resources./metadata/dublin_core/EC European Commission.http://europa.eu.int/ERCIM The European Research Consortium for Informatics andMathematics - aims to foster collaborative work within theEuropean research community and to increase co-operationwith European industry.EULER Telematics for Libraries project aiming to provide user-oriented, integrated network based access to mathematicalpublications.http://www.emis.de/projects/EULER/ICL /ICOM The International Council of Museums, a Non-GovernmentalOrganisation (NGO) maintaining formal relations with UNESCO,devoted to the promotion and development of museums and themuseum profession at an international level./IEEE The Institute Of Electrical And Electronics Engineers, Inc., atechnical professional society with the objective to advance thetheory and practice of electrical, electronics and computerengineering and computer science.IETF The Internet Engineering Task Force, a large openinternational community of network designers, operators,vendors, and researchers concerned with the evolution of theInternet architecture and the smooth operation of theInternet.IMS Instructional Management Systems Project, an investmentmembership of academic, commercial and governmentorganisations developing a set of specifications and prototypesoftware for facilitating the growth and viability of distributedlearning on the Internet./ISO International Organisation for Standardisation.http://www.iso.ch/MDA Museum Documentation Association, body in the UK formuseum information management, supporting museums in allaspects of heritage information management including thecrucial area of Information and Communications Technology(ICT)./MIT Massachusetts Institute of Technology./MMI CEN/ISSS Workshop on Metadata for MultimediaInformation.http://www.cenorm.be/isss/Workshop/MMI/Default.htm NGDF National Geospatial Data Framework (UK)./NISO U.S. National Information Standards Organization:Nordic Metadata Scandinavian co-operation project creating basic elements of a metadata production and utilisation system:http://renki.helsinki.fi/meta/NSF National Science Foundation (US), an independent U.S.government agency responsible for promoting science andengineering through programs that invest in research andeducation projects in science and engineering./OCLC Online Computer Library Center, Inc., a non-profit, membership, library computer service and researchorganisation in Dublin, Ohio, USARDF Resource Description Framework, a specification currentlyunder development, designed to provide an infrastructure tosupport metadata across many web-based activities:/RDF/RLG Research Libraries Group.RTD Research & Technological DevelopmentSweMeta Dublin Core Database for Sweden.TAP The Telematics Applications Programme, one of theEuropean Commission's research programmes, aimed atstimulating RTD on applications of information and/orcommunications technologies in areas of general interest:http://www2.echo.lu/telematics/telehome2.htmlTEISS Telematics - European Industry Standards SupportTelematics for Libraries The Libraries sector of the Telematics Applications Programme:http://www2.echo.lu/libraries/en/libraries.htmlTerm-IT a preparatory-phase project under the Language Engineeringsector of the Telematics Applications Programme, aimed atleading to the development of methods and systems toimprove the production, dissemination and exploitation ofmultilingual terminology resources/term-it/URN Universal Resource Name:/html.charters/urn-charter.htmlA PPENDIX 1.P ROGRAMMEMETADATA WORKSHOP 26 JUNE 1998EUROFORUM Building352*5$00(09:00-09:20Welcome, registrationPatricia Manson, European Commission DG XIII/E-409:20-09:30IntroductionMakx D EKKERS, The Libraries Support Team0RUQLQJ VHVVLRQ 7HFKQLFDO LVVXHV09:30-10:00Metadata creation toolsAnna B RÜMMER, Univ. of Lund10:00-10:30Extension of Dublin Core for Educational materialErik D UVAL, Univ. of Leuven10:30-11:00Coffee break11:00-11:30Controlled vocabularyPaul M ILLER, Archaeology Data Service11:30-12:00Multilingual issuesMatthew S TIFF, Museum Documentation Association12:00-12:30Panel discussion12:30-13:30Lunch break$IWHUQRRQ VHVVLRQ 6WUDWHJLF LVVXHV13:30-14:00Metadata activities in contextIan C AMPBELL-G RANT, ICL (chair CEN/ISSS open Workshop on Metadatafor Multimedia Information)14:00-14:30Future developments in Dublin CoreStuart W EIBEL, OCLC14:30-15:00Tea break15:00-15:45Discussion15:45-16:00Wrap-up and closingAriane I LJON, Head of Unit, European Commission DG XIII/E-4A PPENDIX 2.P RESENTATIONSMetadata creation toolsAnna B RÜMMER, Univ. of LundBiographical note:Anna Brümmer is an electronic information services librarian at Lund University Library development department NetLab since the first of February 1996. She began after having finished her studies in library and information science in January 1996. Between 1996-1998 she has, among other things, been involved in the EU-project DESIRE, the Development of a European Service for Information on Research and Education. She is also involved in project EULER, European Libraries and Electronic Resources in Mathematical Sciences, integrating bibliographic databases, library online public access catalogues, electronic journals from academic publishers, online archives of pre-prints and grey literature, and indexes of mathematical Internet resources. For the time being she is the pro tem. head of NetLab.Abstract:Metadata tags are, in an end user perspective, complicated to produce. The talk presented one solution aiming to facilitate the metadata creation process (for end users): a metadata creation tool. The presentation described the issues involved in, and related to, the Dublin Core metadata creation and provided explanations on construction of DC Metadata records. The starting point was the Nordic Metadata project, which has developed basic elements of a metadata production and utilisation system, based on the Dublin Core Metadata Element Set. The result is the Nordic Metadata DC production template/creator, which was demonstrated at the workshop.The presentation included a short introduction to the web resource identifier URN (Uniform Resource Names) and an URN generator.The presentation is available on the Web at:http://www.lub.lu.se/EULER/presentations/creator.html.(one page print-out of Web page)Extension of Dublin Core for EducationalmaterialErik D UVAL, Univ. of LeuvenBiographical note:Erik Duval is a post-doctoral fellow of the National Fund for Scientific Research - Flanders and a part-time professor at the Katholieke Universiteit Leuven, Belgium. His main research areas are distributed hypermedia systems, data modelling, the application of information and communication technology in education, metadata and computer science education. He co-ordinates the development of the Knowledge Pool System for the ARIADNE project and is a member of the IEEE Computer Society, the ACM and the program committee of the WebNet Conference Series.Abstract:This presentation covered the current status of the author’s work on educational metadata. Since about two years, the ARIADNE project has developed both a structure and an infrastructure for educational metadata <http://ariadne.unil.ch>. The structure extends Dublin Core to a considerable extent and includes circa 70 data elements, grouped in 9 categories and defined over abstract data types. The infrastructure includes a tool for describing pedagogical documents and a distributed database of these documents and their descriptions, called the Knowledge Pool System. The ARIADNE results have been input in standardisation work in the Learning Object Metadata Working Group of the IEEE Learning Technology Standards Committee </p1484>.(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)(6 pages printout of PowerPoint presentation, 6 slides to a page)Controlled vocabularyPaul M ILLER, ADSBiographical note:Dr. Paul Miller is Collections Manager for the Archaeology Data Service (ADS)</>, one of five service providers comprising the Arts & Humanities Data Service (AHDS) </> in the United Kingdom.The ADS seeks to both preserve and encourage the reuse of digital archaeological data, whether by physically taking and mounting data or by working with existing organisations and technologies to facilitate distributed access mechanisms.Paul is responsible for the development of this distributed catalogue, and is closely involved with a number of evolving metadata initiatives around the world. These include the Dublin Core </metadata/dublin_core>, the UK's National Geospatial Data Framework (NGDF) </>, and the work of the Consortium for the Computer Interchange of Museum Information (CIMI) </>.Abstract:This presentation went into the problems of terminology and vocabulary, which become increasingly apparent as opportunities for cross-searching between different data sources grow. Efforts to develop controlled lists of terms have been relatively isolated in individual disciplines or geographic areas.With the current explosion in projects to provide remote access to these resources, and initiatives to link diverse resources together for the first time, new problems have arisen, namely;•divorcing of resources from the local expertise developed to support and maintain them •integrating diverse terminologies•contextualising the terminologies•providing access to the terminologiesIn conclusion, controlled terminology remains an important weapon in the information scientist's arsenal, but the new distributed world in which these terminologies are increasingly being used perhaps requires a new approach to some old problems, an approach which was explored in this paper.。
经管类专用收藏夹
经管类专用收藏夹在当今复杂多变的经济环境中，无论是正在学习经济管理相关知识的学生，还是已经在经济管理领域深耕多年的专业人士，都深知掌握丰富且准确的信息和知识的重要性。
这时候，一个精心整理的经管类专用收藏夹就如同一位可靠的伙伴，随时为我们提供所需的支持和启发。
首先，让我们来谈谈在这个收藏夹中，必不可少的一些经典经济学理论的网站和资源。
比如，我们可以收藏像“经济学人”这样的知名网站，它以其深入的经济分析和独到的见解而闻名。
在“经济学人”上，我们能够获取到全球范围内的经济动态、政策解读以及行业趋势的最新报道。
还有“哈佛商业评论”，这是一个汇聚了众多顶尖学者和商业领袖智慧的平台，其中的案例分析和管理理念对于提升我们的经管思维有着极大的帮助。
对于财务知识的积累，一些专业的财经网站是必须要收藏的。
例如“东方财富网”，它提供了全面的股票、基金、债券等金融产品的信息，以及详细的财务报表分析和投资策略指导。
还有“和讯网”，这个网站涵盖了宏观经济数据、公司财务报告以及各种金融市场的实时动态，是我们跟踪市场变化和研究企业财务状况的好帮手。
在管理学方面，“管理世界杂志”的网站值得放入收藏夹。
它发布的最新管理研究成果和实践经验，能够让我们紧跟管理学的前沿发展。
另外，“中国管理研究国际学会”的网站也是一个宝藏，这里有丰富的学术会议信息和研究资源，有助于我们拓宽管理学的视野，与国际前沿接轨。
除了网站，一些实用的工具和软件也不能少。
比如说，用于数据分析的 Excel 插件，如“Power Query”和“Power Pivot”，它们能大大提高我们处理和分析数据的效率。
还有思维导图工具，如“MindManager”和“XMind”，在我们进行项目规划、战略制定等工作时，能够帮助我们清晰地梳理思路，构建逻辑框架。
对于那些想要深入研究特定行业的朋友，收藏一些行业报告网站是很有必要的。
像“艾瑞咨询”，它提供了各个行业的市场规模、竞争格局、发展趋势等详细报告。
WPI
World Premier International Research Center (WPI) InitiativeApplication Guidelines1. Purpose of programTo enhance the level of science and technology in Japan and continuously trigger innovation that serves as an engine for future growth, it will be necessary to boost the nation’s basic research capabilities while strengthening its global competitiveness. To this end, Japan needs to create research centers in which world’s finest brains gather, outstanding research results are generated, and talented young researchers are fostered. These centers should be highly innovative in both their concepts and practices, unfetteredby conventional thinking.This program provides priority support for proposals aimed at creating world premier international research centers staffed at their core with the world’s most leading researchers. By achieving a very high research standard and providing an excellent research environment, the centers should be “globally visible research centers” being able to attract top-level researchers from around the world.2. Eligible applicants: Host institutions (core institutions seeking to build a world premierinternational research center under this program), namely:UniversitiesInter-university research institutesIndependent administrative institutions (IAIs)Public interest corporations (PICs)3. Number of awards:Approximately 54. Implementation period10 years, with possible 5-year extension for projects with outstanding results.An interim evaluation will be carried out five years after the project starts. Projects may be revised or terminated early depending on the results of the evaluation.5. Concepts and requirements of eligible projectsTo be eligible, proposals must place importance on “people” (e.g., researchers and staff) while providing a scheme to form an international research center under the mid-to-long-term vision of the center’s director. Proposed projects must satisfy the following requirements, providing a clear description of the steps and timetables to meet them.(1) Research fieldA field of basic research, including one aiming at the transition from basic research to applied research, in which a world-class research group currently exists in Japan. In principle, the field should be interdisciplinary, spanning or combining two or more of research areas. Examples of research areas are as follows:Biosciences, Chemistry, Material Sciences, Electronics Engineering andInformation Sciences, Precision and Mechanical Engineering, Physics, Mathematics.(2) Research objectivesThe research objectives to be achieved by the end of the grant period (in 10 years) should be set and articulated in an easily understandable manner so as to clearly convey the focus of the center’s research to the public.In describing the objectives, the following should be articulated in an easily understandable manner: What new domains are expected to be pioneered by fusing the target fields. In the process, what world-level scientific issues are sought to be resolved. What is the expected impact of the scientific advances to be achieved on society in the future.(3) Project managementFor the research center to reach a truly top world level, it will be essential for it to establish a highly effective management system. Essential to this will be having a center director and supporting administrative staff who can devote full time to recruiting highly qualified researchers and personnel, reforming systems and carrying out other operational functions. As the center’s “face” and the person who gives the center an attractive persona within the international community, the director should be a distinguished researcher in the subject field, one capable of exercising highly effective leadership and inviting outstanding researchers to the center from around the world. To provide the director with strong administrative and managerial support, an administrative director is to be appointed to perform such tasks as maintaining an environment in which researchers can devote themselves fully to their work.To enable flexible and swift decisions with regard to the center’s management and operation, the center director should be given wide decision-making authority, except for final decisions on hiring or dismissing the center director or final approval on hiring principal investigators.(4) Researchers and other center staffTo be “globally visible,” the research center will need to have a physical concentration (or core) of researchers of a certain scale, one that possesses a high research level. This core should be established within the host institution. Regarding staffing, the core should use the followings as a yardstick taking into account the examples of other internationally renowned research centers:a. At least 10-20 world-class principal investigators (full professors, associateprofessors or others of comparable standing), at least 10-20% of whom are foreignresearchers invited from abroad, while the remainder come from within the hostinstitutions or are invited from other Japanese institutions.b. A total of at least 200 staff members as a target, including young postdoctoralresearchers, research support staffs, and administrative employees.c. At all times, at least 30% of the researchers should be from overseas, including thoseon short stays.d. At least half of the principal investigators who form the core should rank among theworld's top researchers as measured by, for example, the following indicators:i) International influence; e.g., a) guest speaker, chair, director, or honorarymember of a major international academic society in the subject field,b) hold a prestigious lectureship, c) member of a scholarly academy ina major country, d) recipient of an international award, e) editor of aninfluential journalii) Receipt of large-scale competitive fundingiii) Article citationsWith such a core as the center’s nucleus, it should be possible to strengthen and expand the center’s overall capability by forming organic linkages with other domestic and/or overseas institutions, including arrangements for efficient joint use of facilities and equipment, accomplished by such means as setting up satellite functions.(5) Research EnvironmentTo ensure that top-caliber researchers from around the world can comfortably devote themselves to their research in a competitive international environment, measures such as following should be taken:a. Provide an environment in which researchers can devote themselves exclusively totheir research, by exempting them from other duties and providing them withadequate staff support to handle paperwork and other administrative functions.b. Provide startup research funding as necessary to ensure that top-caliber researchersinvited to the center do not upon arrival lose momentum in vigorously pursuingtheir work out of concern over the need to apply immediately for competitive grants.c. As a rule, fill postdoctoral positions through open international solicitations.d. Establish English as the primary language for work-related communication, andappoint administrative personnel who can facilitate the use of English in the workprocess.e. Adopt a rigorous system for evaluating research and a system of merit-basedcompensation. (For example, institute a merit-based annual salary system primarilyfor researchers from outside the host institution. As a basic rule, the salaries ofresearchers who were already employed at the host institution prior to the center’sestablishment are to be paid by the host institution. (See Attachment 1. )f. Provide equipment and facilities, including laboratory space, appropriate to a topworld-level research center.g. Hold international research conferences or symposiums regularly (at least once ayear) to bring the world's leading researchers together at the center.(6) Indicators for evaluating a center’s global standingThe project proposal should provide appropriate criteria and methods for evaluating the center’s global standing in the subject field. They should be used to appraise how the center ranks at the beginning of the grant period vis-à-vis other global research centers, and to set goals for the project to achieve accordingly.Note: The quality and utility of the evaluation criteria and methods adopted will be among the factors evaluated in the application review process. In the interimand final evaluations of the project, these criteria and methods will also beused to assess the degree to which the project has achieved its goals.(7) Securing research fundingTo support the center’s operations and its research activities, additional resourcesthat match or exceed the amount of the project grant should be secured. This may takesuch forms as competitive funding obtained by the center’s researchers, in-kindcontributions and other forms of assistance by the host institution (including partialpayment of salaries, provision of research space), and external donations.6. Host institution’s commitmentFor the center to achieve truly top world status, the host institution must clearly define the center’s role within its own mid-to-long-term strategy and provide it comprehensive support accordingly.When applying for the grant, the host institution should describe its commitment with respect to the following in concrete terms:(1) How it will support the center’s need to secure resources that match or exceed theproject grant through such means as competitive grants obtained by researchersparticipating in the project, in-kind contributions and other forms of assistance by the host institution ( including partial payment of salaries, provision of research space),and/or external donations.(2) How it will institute a system under which the center’s director is able to makesubstantive personnel and budget allocation decisions necessary to implementing the center project—a system, which in practice, allows the center director autonomy inmaking decisions regarding the center’s operation.(3) The support it will provide to the center director in coordinating with other departmentswithin the host institution when recruiting researchers for the center, while givingreasonable regard to the educational and research activities of those departments.(4) Its flexibility in applying, revising, or supplementing the host institution’s internalsystems as needed for the center to effectively implement new management methods(e.g., English-language environment, merit-based pay, top-down decision making)unfettered by conventional modes of operation.(5) Its accommodation of the center’s infrastructural requirements (for facilities, e.g.,laboratory space; equipment; land, etc.).(6) Other types of assistance it will provide to give maximum support to the center inachieving its concepts and objectives and becoming a world premier internationalresearch center in both name and deed.7. Formulating project proposalsBased on the center project devised by the research group leader, the head of the host institution (e.g., university president, IAI director) is to prepare a project proposal alongwith a plan articulating in specific terms the host institution’s commitment as described in section 6 above, and submit it jointly signed with the research group leader.The research group leader (or “center director” upon his/her official appointment) shall be “chief center-project officer”, who has primary responsibility for implementing the center project, while the head of the host institution shall be “chief entire-project officer” who has overall responsibility for the project, including carrying out the host institution’s commitments (Inasmuch as funding under this program will be provided in the form of an institutional grant to the host institution, its head has final responsibility for the entire project.) .The project proposal should not be limited to activities supported by the program grant, but should be both comprehensive and long-term in scope covering independent initiatives taken by the center, host institution, and partner institutions and include forecasted activities to be conducted after the grant period has ended.When preparing their project proposals, applicants should also draw up a concrete plan detailing those aspects of center operations deemed eligible for appropriations under the program grant (hereafter referred to as “Appropriations Plan”).In conducting an open call for proposals, no limit shall be placed on the number of applications that may be submitted by each host institution.8. Expenditures(1) Funding required to implement operational components contained in the AppropriationsPlan will be provided in the form of a subsidy from MEXT. Funds equivalent to 30% of direct costs will be provided to the host institution to cover its indirect costs.(2) As a rule, grant funds provided under this program may be used only for the categoriesof expenditures described in Attachment 1.(3) For each center, the project grant will, in principle, cover costs totaling between 500million yen and 2 billion yen annually. (This figure includes indirect costs. Fundingamounts vary according to the content of center projects and implementation year. The final amount of subsidy in each fiscal year may be adjusted based on national budget allocations.)9. Selection of institutions(1) Review processMEXT shall establish a WPI Program Committee (hereafter referred to as the “Program Committee”), made up of experts, including overseas specialists, from outside the ministry. The Program Committee will select awardees through a two-stage processconsisting of document reviews of submitted application materials and interviews of the -center project officer and chief entire-project officer(2) Evaluation areas and criteriaa. Proposal content・ Does the proposed center project meet all the requirements stipulated in section 5above, and are its contents appropriate?・ Does the commitment provided by the host institution meet all the requirementsstipulated in section 6 above, and are its contents appropriate?・ Does the scheme and concept for building a world premier international researchcenter have the power to attract top-caliber researchers from around the world?・ Can efforts to sustain the center as a world premier international research center beexpected after program funding ends?b. Ripple effect・ Does the proposed center project have trailblazing components that otherdepartments of the host institution and/or other research institutions can refer towhen attempting to build their own world premier international research centers?c. Funding plan・ Is the proposed Appropriations Plan reasonable, and does it reflect efforts towardcost-effective operations?(3) Selection of projects may be accompanied by recommendations for improving theproject proposal, including the Appropriations Plan and/or the host institution’scommitment, based on opinions expressed by the Program Committee members andother authorities.10. Implementation(1) Selected host institutions shall revise their project proposals, when required, based onthe recommendations described in section 9 (3) above, and submit their revised proposal together with the Japanese version to MEXT. After review, MEXT may recommendfurther revisions.(2) The host institution is to establish an advisory committee comprising outside experts,including overseas specialists, to seek advice on the implementation of the projectproposal including the attendant Appropriations Plan and host institution’s commitment.In the interim evaluation year and the year the project is scheduled to end, the advisory committee is to conduct a rigorous evaluation of the project’s progress in creating a“globally visible research center,” including the degree to which it has attracted top-caliber researchers from abroad and has achieved its research objectives, and shall report the results to MEXT. MEXT will decide whether to continue or to terminate grantsupport taking into account the findings of the report and the views of the ProgramCommittee.(3) In addition, the host institution is to compile annual reports on the progress of theproject’s implementation and its use of the grant funds, and submit it to MEXT.(4) For each project selected, MEXT will establish under the Program Committee aworking group of experts which will review the reports described in paragraph (3) above and conduct site visits to verify the progress of the center project. Should any aspect of the project’s implementation, including the host institution’s commitment, be deemed inadequate relative to the materials submitted pursuant to paragraph (1) above, MEXT will request the chief entire-project officer and the chief center-project officer to take necessary corrective measures.(5) From the standpoint of accountability to the public and society, a meeting to explain theresults of the project to the general public is to be held during the fiscal year that thepost-project evaluation is conducted.(6) Should a need arise to make a change in the center director or other important elementsof the project (to be specified in a separate document), the chief center-project officer and chief entire-project officer shall promptly apply to MEXT for approval to make the change. MEXT will refer requests for changes to the Program Committee if necessary, and approve them after verifying that they conform to the selection criteria stipulated in section 9 above.In the event of any other changes in the project proposal, including the Appropriations Plan and the host institution’s commitment, the chief center-project officer and chief entire-project officer shall report them to MEXT promptly.11. Application materials to be submitted(1) Before making an official application, a pre-application registration form (Attachment2) should be submitted. It is going to be used in selecting referees for the documentreview, but will not be a subject of the evaluation itself. If this form is not received in time, the official application cannot be accepted.(2) Application materials are to be submitted using the application forms prescribed in Attachment 3. (Official application materials for review process should be in English, while Japanese-language versions are requested in some forms.)(3) In making submissions, the following number of copies and addresses should be used.Number of copiesa. When sending pre-application registration form (English and Japanese versions): 1b. When sending application forms:- Official document: 1- Application materials: set of 70- CD-R(W) disc with electrical files of application materials (excluding the official document): 1Addressesa.Submission of pre-application registration form: Email to the email address below.b.Submission of application forms and materials: When mailing the documents, write“Re: WPI Application forms” on the envelope and send it with ample lead time by a mode of mail or delivery that shows the posting date.WPI Initiative SectionUniversity-Industry Cooperation and Research Program DivisionJapan Society for the Promotion of Science6 Ichibancho, Chiyoda-ku, Tokyo 102-8471, JAPANemail: jspstoplevel@jsps.go.jp(4) To protect the interests of the applicants and comply with the Act on Protection of Personal Information Held by Administrative Organs and other statutes, submitted application materials shall be used as material for screening and selection by MEXT (and Japan Society for the Promotion of Science (JSPS)), but not for any other purpose. Confidentiality regarding their content shall be strictly observed. (For details, seehttp://www.soumu.go.jp/gyoukan/kanri/kenkyuu.htm)(5) Information contained in the application materials may be provided to administrators of competitive funds, including those of other agencies (e.g., independent administrative institutions), to the extent required for the purposes described in section 12 (3) below.Information may likewise be provided for the purpose of checking for duplicate funding proposals submitted to other competitive funding programs.12. Important notices(1) Important notices regarding grant executiona. Implementation and management of grant projectsProper accounting and other financial management practices must be applied in the use of this grant, in conformance with such statutes as the Law for the FairExecution of Budgets Appropriated for Subsidies and Other Grants and the Order for the Enforcement of the Law for the Fair Execution of Budgets Appropriated for Subsidies and Other Grants.Accounting for the project shall be clearly separated from other accounts, with items of income and expenditure recorded in an accounting ledger and supported bydocumentation. The ledger and supporting documents shall be retained by the grantee fora period of 5 years from the year following the fiscal year in which each subsidy isreceived.When equipment is purchased with grant funds, it is to be managed and maintained by a capable manager. Care should be taken to use the equipment efficiently in line with the purpose of the grant, not only for the duration of the project but after it ends, on the ground that it has been purchased with grant funds allocated from thenational treasury.b. Actions against misuse of grant fundsShould misuse or other inappropriate behavior be found to have occurred with regard to the grant funds, MEXT will require that all or part of the grant be refunded and will restrict the researcher(s) involved from participating in the WPI Initiative for a given period of time, as indicated below.In addition, information regarding such cases of grant misuse will be provided to the administrators of other competitive funds, including those of other ministries andagencies, which may cause the violator(s) to be restricted from applying for orparticipating in the competitive fund programs under their jurisdictions.(i) In the event of grant misuse: suspension for a period of 2 years from the yearfollowing the fiscal year that a refund is demanded, except for case (ii) below.(ii) In the event that grant is misused or misappropriation for purposes other than theproject: suspension for a period of 2 - 5 years from the year following the fiscal yearthat a refund is demanded, as deemed appropriate given the substance andcircumstances of the violation.Note: To guard against research grant misuse, each research institution is requested to establish its own management and audit systems, submit progress reports to MEXT, and extend cooperation when on-site inspections are made of their systems’implementation status, as called for in the “Guidelines for Management and Audit of Public Research Funds at Research Institutions (Implementation Standards) ” (MEXT, Feb. 15, 2007).c. Actions against research misconductIn the event that a researcher is found guilty of research misconduct (fabrication, falsification or plagiarism), MEXT shall demand a refund of all or part of the grant, and shall restrict the researcher from participating in the WPI Initiative for a given period of time, as indicated below, in keeping with the “Guidelines for Responding to Research Misconduct” (Special Committee on Research Misconduct, Council for Science and Technology, August 8, 2006).In addition, information regarding said research misconduct will be provided to administrators of other competitive funds, including those of other ministries andagencies, which may cause the violator(s) to be restricted from applying for orparticipating in the competitive fund programs under their jurisdictions.(i) For persons found to be involved in misconduct: 2–10 years of suspension, asdeemed appropriate given the substance and circumstances of the violation.(ii) For persons not found to be guilty of misconduct but found to bear someresponsibility for the misconduct: 1–3 years of suspension, as deemed appropriategiven the substance and circumstances involved.d. Measures regarding researchers who have been restricted from applying for orparticipating in other competitive funding programsIf restrictions have been imposed on a researcher’s eligibility as a result of grant misuse or research misconduct under another competitive funding program*administered by the government or an independent administrative institution, MEXT shall restrict said researcher’s participation in the WPI Initiative for the duration of ineligibility imposed by the other program.*For a list of programs to which these provisions apply, seehttp://www8.cao.go.jp/cstp/compefund/06ichiran.pdfIncluded are programs that issue new calls for applications in FY 2007. In some cases, programs that ended in or before FY 2006 are also included.e. Violations of relevant laws and statutesIn the event that falsified information is contained in the grant application materials or the center project is carried out in such a manner that violates relevant laws, statutes or guidelines, the grant award may be withheld or canceled.(2) Public release of informationMEXT will release the names of the applying host institutions and the number of applications per institution, the title of center projects and the name of partnerinstitutions at the time the applications are received. In regard to each project selected fora grant, MEXT will release additional information including the name of the chiefcenter-project officer and an abstract of the proposed project.(3) Miscellaneous・ Applicants may not seek duplicate funding through this program for costs covered now or in the future by other grants from government or other organizations.・ Pursuant to the “Guidelines for Proper Execution of Competitive Funds” (September 9, 2005), some information from the application materials may be provided to othercompetitive grant programs, including those administered by other ministries andagencies, to the extent required to prevent unreasonable duplicate funding. If suchduplication is determined, approval of the project may be rescinded. Approval may also be rescinded in the event that false information is provided in applications for or in the acceptance of other competitive funding.13. Contact information and calendar(1)CONTACTFor solicitation and other application information:Planing and Evaluation DividisionScience and Technology Policy BureauMinistry of Education, Culture, Sports, Science and Technology (MEXT)MEXT Bldg. 5F, 2-5-1 Marunouchi, Chiyoda-ku, Tokyo 100-8959, JAPANTel: 03-5253-4111 (ext. 3983) Fax: 03-6734-4052Homepage: http://www.mext.go.jp/(Application forms and documents can be downloaded from this homepage.)For information on application materials and the screening/evaluation process: WPI Initiative SectionUniversity-Industry Cooperation and Research Program DivisionJapan Society for the Promotion of ScienceSumitomo-Ichibancho FS Bldg., 8 Ichibancho, Chiyoda-ku, Tokyo 102-8472, JAPAN Tel: 03-3263-0967 Fax: 03-3237-8015Homepage: http://www.jsps.go.jp/(From 2 April, application forms and documents can be downloaded from this homepage.)(2)SCHEDULESubmission of pre-application registration form: 7-10 May 2007.Submission of application materials: 28-29 May 2007.Notification of selection results (tentative): the beginning of September 2007.。
LabVIEW 2010工具包下载地址
LabVIEW 2010部分工具包下载地址，绝对可用：其中包括（FPGA Compilation Tools for Virtex II targets工具包；FPGA Compilation Tools for targets other than Virtex II工具包；NI LabVIEW 2010 Internet Toolkit工具包；NI LabVIEW 2010 Mobile Module工具包；NI LabVIEW 2010 Robotics Module工具包；NI LabVIEW 2010 Real-Time Module工具包；NI Sound and V ibration Measurement Suite 2010工具包；NI LabVIEW 2010 Digital Filter Design Toolkit工具包；NI LabVIEW 2010 Advanced Signal Processing Toolkit工具包；NI LabVIEW 2010 Adaptive Filter Toolkit工具包；National Instruments DIAdem 2010工具包；）NI LabVIEW 2010 FPGA Compilation Tools for Virtex II targets/evaluation/labview/ekit/other/downloader/2010Xilinx10_downloader.exe - NI LabVIEW 2010 FPGA Compilation Tools for targets other than Virtex II/evaluation/labview/ekit/other/downloader/2010Xilinx11_downloader.exe - NI LabVIEW 2010 Internet Toolkit/files/412348342/NILV10IT_CTG.rar/evaluation/labview/ekit/other/downloader/2010Internet-Win.exe- NI LabVIEW 2010 Mobile Module/files/412348414/NILV10MM_CTG.rar/evaluation/labview/ekit/other/downloader/2010Mobile.exe- NI LabVIEW 2010 Robotics Module/files/412348482/NILV10RM_CTG.rar/evaluation/labview/ekit/other/downloader/LabVIEWRobotics2010.exe- NI LabVIEW 2010 Control Design and Simulation Module/files/412348570/NIV10CDSM_CTG.rar/evaluation/labview/ekit/other/downloader/2010CDSIM.exe- National Instruments DIAdem 2010/files/416849459/NIDIA10_CTG.rar/evaluation/diadem/pc/diadem_2010_english.exe- NI LabVIEW 2010 Adaptive Filter Toolkit/files/418059990/NILV10AFT_CTG.rar/evaluation/labview/ekit/other/downloader/LV2010AFTK.exe- NI LabVIEW 2010 Advanced Signal Processing Toolkit/files/418060104/NILV10ASP_CTG.rar/evaluation/labview/ekit/other/downloader/LV2010ASPTK.exe- NI LabVIEW 2010 Digital Filter Design Toolkit/files/418060207/NILV10DFD_CTG.rar/evaluation/labview/ekit/other/downloader/LV2010DFDTK.exe- NI Sound and Vibration Measurement Suite 2010/files/423683197/NISVMS10_CTG.rarftp:///evaluation/labview/ekit/other/downloader/SVMS2010.exe- NI LabVIEW 2010 Real-Time Module/files/425221667/NIL10RTM_CTG.rar/evaluation/labview/ekit/other/downloader/2010RealTime-Eng.exe。
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七夕，古今诗人惯咏星月与悲情。
吾生虽晚，世态炎凉却已看透矣。
情也成空，且作“挥手袖底风”罢。
是夜，窗外风雨如晦，吾独坐陋室，听一曲《尘缘》，合成诗韵一首，觉放诸古今，亦独有风韵也。
乃书于纸上。
毕而卧。
凄然入梦。
乙酉年七月初七。
-----啸之记。
2010年最实用的经济管理资源共享集（免费下载）007强势品牌在中国的精耕之道（一）一瓶可口可乐可以卖到世界的每一个地方，一件价值10块钱的T恤衫只要贴上“佐丹奴”的标志它就可以卖100元钱，一个男人身穿金利来手上带着劳力士开着皇冠车我们就会觉得他很有品位，农村人买农用车只认准“福田”，一提到手机，大家就会想起诺基亚……品牌正在渗透到中国人生活的方方面面，如此强大的品牌魅力，是如何形成的呢？每一个成功的品牌背后，其实都会有一个发人深省的故事。
中国的消费者在短短的时间内，其消费行为模式发生了很大的变化，虽然这些变化所代表的意涵依然是多样化的。
附图中国消费者的多样化的品牌意识深入研究发现，即使同样有品牌，品牌对于某些低端产品只是个简单的识别符号，它不具备概括力。
某些产品或者服务的低端消费者只注重产品的性能价格比，厂家需要向消费者具体地另行承诺与产品有关的几乎所有要点。
而对于相当一部分位于中端的产品，品牌已经具有初步的代表作用，消费者就宁愿多出一点钱，但是产品的核心要素需要你作出特别的强调，比如在相当一部分的产品与商业服务项目中，服务因素需要另行特别承诺。
而在范围广泛的高端产品中，品牌已是产品的代表者，也就是说品牌承诺已可以等同于产品承诺，不需要另外的说服，而且消费者乐意为牌子多出钱，按不同的牌子出钱。
当然，在不同领域的产品中，我们需要确认在该领域中品牌在不同端次的作用，因为的确存在着明显的领域差异。
附图品牌在不同档次产品中的作用示意图当然，品牌也不是在所有产品中间都是很重要的，例如买一个皮夹，消费者就可能认为品牌不重要，而买手机、随身听，品牌就比较重要。
而在有些产品中品牌是非常重要的，比如洗发用品、牙膏、瓶装饮料等，因为这些产品的同质化程度非常高，唯一能够让消费者产生选择性购买行为的只有实施个性化的品牌差异策略。
这给我们的启示就是要了解消费者如何对待品牌，同时消费者信赖的品牌传播渠道是什么样的。
例如做日用品中广告对于产品销售的拉力特别明显，但如果做休闲装、西装、钱夹等，则渠道的推力作用更大。
资料来源：基于2002年1月零点调查与指标网合作的品牌系列报告之一《品牌第一提及率研究报告》。
消费者每天都在接受着成千上万的产品信息，但是并不是所有的品牌都能够成为强势品牌，对于消费者来说，同时具有较高知名度、高的用户满意度与忠诚度、平衡的品牌价值、强的品牌链动能力、适当的品牌延展规则的品牌可以真正为中国市场上的强势品牌。
1.具有较高的品牌知名度我们在研究中把一些小有名气的产品拿到公众中去测试发现，强势品牌的公众知名度是很重要的，例如饮料品牌中，可口可乐的认知度达到了90.2％，汽车品牌中，桑塔纳达到了89.9％的认知率，在金融机构中，中国工商银行的认知度达到了87％。
从不同领域产品的外资和内资品牌认知程度，我们可以发现以下特点：# 外资品牌占绝对优势领域：比如手机、随身听、钱夹、洗发用品、休闲装、瓶装饮料；#外资品牌占优势，但并不特别明显：比如西装、牙膏、小食品、手表；# 内资品牌占优势：比如毛衣。
附图各类产品品牌的认知度排序资料来源：基于2002年1月零点调查与指标网合作的品资料来源：基于2001年1玥零点调查与指标网合作的品牌系列报告之三《生活中的品牌文化研究报告》。
依照品牌强度的区分，在同等的消费者认知度下，依然可以区分出品牌的行业代表能力来。
比如我们测试在提及某类产品或者服务时的品牌联想第一提及率，我们就可以看出品牌代表能力的差异：单从知名度来看，百事可乐和可口可乐它们在一般知名度上是80％和92％，差距不大，但我们看第一提及率，可口可乐与百事可乐差的很远，这意味着消费者认同可口可乐更能作为可乐类饮料的代表品牌。
附图饮料品牌第一提及率情况附图牛奶品牌第一提及率情况附图通讯产品品牌第一提及率情况附图网站名称第一提及率情况资料来源：基于2002年1月零点调查与指标网合作的品牌系列报告之一《品牌第一提及率研究报告》。
2.高的用户品牌满意度与忠诚度公众知名度对于产品来说还不是核心竞争力，因为消费者知道你有名，不代表他就一定去购买。
何况有很多产品的知名度和第一提及率都是很接近的，这样使得在同样的知名度中间，需要在产品质量和服务上进行提升，除了知名度，满意度和忠诚度的力量不可忽视。
现在，很多大名鼎鼎的品牌都在想尽千方百计做着建立顾客满意度和忠诚度的工作。
对于一个产品来说，主动去开拓潜在消费者是重要的，但是更重要是怎样去维护现有消费者，因为获得潜在消费者需要花费更大的成本。
如果别的品牌的消费者忠诚度很高，那就很难抢，我们在采取行动时，竞争对手也在行动。
但如何提高和建立忠诚度，那不是简单地跟知名度相关，最重要相关的还有品牌带给消费者的多方面的价值。
附图品牌价值与品牌忠诚度之间的关系3.平衡的品牌价值一个品牌之所以有着无穷的魅力，主要是品牌价值在起作用。
品牌价值包括品牌的外延和品牌的内涵，即产品的独特功能、被消费者认知的程度、产品所包含的价值和带给人们的利益构成的要素等。
那么对于企业来说，认清什么是我们要建设的品牌价值，如何建立一种平衡的品牌价值体系就显得非常重要。
以汽车为例，我们把它解剖开来，会发现决定品牌价值是由若干个因素来决定的。
我们可以发现成功的品牌在品牌价值的内涵和外延的各个指标方面都是比较平衡的。
如果某个汽车什么方面都做的不好，那这个汽车我们明显的看到它跟消费者的联系就比较平淡，所以需要他在各个要点上加强建设。
比较看“品牌C”，它的品牌外延畸形，品牌内涵也畸形。
我们把“品牌C”和“品牌A”这两个产品比较的话，品牌A的品牌外延和内涵稍微好一点，相对来说，“品牌B”和“品牌D”在品牌外延和内涵方面建设的较为精良。
也就是说我们不仅要增长产品的知名度，很重要的一点，要相当重视对品牌价值内涵的建设，因为内涵才涉及到一个产品的品质。
图品牌A的品牌价值图示图品牌B的品牌价值图示图品牌C的品牌价值图示图品牌D的品牌价值图示资料来源：基于指标网站“技术传播”频道。
一个品牌不仅要在品牌价值层面达到平衡，同时还需要在不同的地域的传播达到平衡，可乐A在不同的区域市场，品牌价值的表现都是差不多的。
而可乐B则在某些区域市场表现比较突出，某些地方则表现得不那么突出。
附图品牌价值的地区差异分布资料来源：基于指标网站“技术传播”频道。
，4.强的品牌链动能力作为强势品牌，还需要具有品牌的链动能力，我们前面提到忠诚度指的是消费者某次买了某个品牌的产品，下次他还要去买，于是就源源不断地购买某个品牌的产品。
而品牌的链动能力是指消费者一直在用您的某个品牌的产品，假如您推出了新的产品，消费者依然会愿意尝试你的新产品。
或者说他会选择，跟你的品牌特性相近的产品，或者选择你的联盟品牌，在广义的范围内表现为选择与你的品牌具有同一特征的品牌，那这种品牌就是具有链动能力的品牌。
相反，如果一个品牌，只能靠独立的促销攻势让人们购买的话，就没有让消费者持续购买的链动能力，其市场营销的总体成本就会偏高。
零点调查与指标数据网做了28个典型产品的比较，研究人员发现有46.5％的产品对于很多的消费者来说是没有明显的品牌特征的，消费者只是偶尔会去购买，因此也没有形成消费者持续购买的链动能力；有51%的品牌具有链动能力，但几乎都是外资的品牌，内资品牌具备品牌链动能力的较少，仅占2.4％。
如果用档次来划分，大众化的非高档品牌之间的链动能力很强，只有部分高档产品，具备较强的链动力。
从地域上看，美国的产品品牌链动能力最强，中国上海、广东的少部分品牌也具有链动能力，欧洲的也很少。
因此，对于这些具有品牌链动能力的品牌，消费者不是因为促销的行为而进行的偶尔消费，而是已经形成了认为该类品牌就是他的生活组成部分的稳定的消费文化。
附图外资/内资品牌链动关系构成附图高档/非高档品牌链动关系构成资料来源：基于2002年1月零点调查与指标网合作的品牌系列报告之二《品牌人格化特征研究报告》。
5.适当的品牌延展规则如果一个企业已经做出了一个有品牌的产品，再做另外一个产品，是不是可以将已经形成的品牌价值延伸到其他产品当中去呢？这对于品牌企业提出了品牌延伸的难题。
品牌延伸曾一度被认为是充满风险的事情，然而，纵观世界一流企业的经营业绩，我们不难发现，这其中既有像索尼公司那样一贯奉行“多品一牌”这种“独生子女”策略的辉煌，更有像宝洁公司这样大胆贯彻“一品多牌”策略，当然也有众多知名企业大幅度的跨行业的品牌运作。
我们把品牌的横向延展从行业的角度分为小类跨越和大类跨越（或从消费者的角度划为临近消费群体跨越与远距消费群体跨越），小类跨越指的是在一个行业内部产品种类的延伸，比如先做卫生纸，再做尿不湿，尿不湿就属于跨小类的消费品，这种跨越是容易的，也是划算的。
而跨越大类，则是运用同一个品牌从一个行业跨越到另外一个行业，严格来说它是不划算的，而且通常跨越大类的品牌运作，并不是原来的品牌价值具备穿透力，而是在一个行业赚到钱后拿到另外一个行业去投资和操作，所以充其量只能算资本的转移不能算品牌的延展。
在品牌的纵向延伸上，每个产品都会同时受4个力的影响，我们分别把它叫做提升力、反弹力、认同力和反扯力。
一个品牌如果做得好，我们就可能试图提升。
但是同时它会产生一个反弹力，就是低端产品利用高端产品效应而产生的对于品牌提升的反作用力。
它非常想利用你占据高端的好处，让品牌价值流下来。
而品牌认同力则是指水平作用的消费者品牌归属与心理接受度，它是水平作用的，在上下端次不共享的，中档层次的品牌做的很好，高档消费者不见得就喜欢。
如果你做低档产品做得很成功，做高档的产品，它反而又产生一个负面心理，你还不如单独做，这样，消费者会认为你是“清白”的，不会产生负面影响，所以这个品牌的认同力不共享，那么在这个产品试着从低档向高档运行的时候，它最重要的是反扯力和水平认同力的抵消，所以，在这个策略上来说，就需要我们在往上提升的时候，给予投入的资源更多，尤其是对品牌建设。
*; 阻碍与区别策略：往高端走的品牌实行阻隔策略，就说，使用单独的产品做品牌，只有当单独的产品品牌成功以后，再强有力地与初始品牌建立关系。
减少原属下一层级品牌在向上贯通后产生的反扯作用；* 差异的渠道策略：通过差异化的分布渠道及有效的渠道管理，区隔不同层级的消费者与用户；因为人们通过渠道来认识你的产品，如果同一个产品，你想做不同的档次，通过放在同一个渠道中，那么这个档次就上去了，所以差异化的渠道，就会导致我们在高档品牌中的渠道投入增大。