《时代周刊》介绍40页PPT
时代周刊 简介PPT精品文档21页
The South Pacific edition, covering Australia, New Zealand and the Pacific Islands, is based in Sydney.
TIME
General Introduction
Time (trademarked in capitals as TIME) is an American weekly
news magazine published in New York City.
Time is the world's largest circulation weekly news magazine with a readership of 25 million, of which 20 million are in the US.
Time magazine was created in 1923 by Briton Hadden and Henry Luce, making it the first weekly news magazine in the United States.
The first issue of Time was published on March 3, 1923, featuring on its cover Joseph G. Cannon, the retired Speaker of the United States House of Representatives.
actually began in 19Introduction of the Content
美国杂志
• 其他杂志：
• 《读者文摘》（the Reader‘s Digest） ，1922年由华莱士 夫妇 DeWitt Wallace（1889– 1981）、 Lila Bell Acheson Wallace （1889–1984),创办 ，现在全世界发行3000万， 其中美国1600万。世界上发 行量居第二位的杂志。
• 1885年5月创刊的《好家政》（ Good Housekeeping）
• 下图：1908年和2007年的该杂志封面
• 1931年创刊的《妇女日》（Woman‘s Day ）
• 下图：1942年和2008年的封面
• 美国退休人协会原来出版《现代成熟》（ Modern Maturity），2002年在《现代成熟 》与《我这一代人》（My Generation）合 并，出版《AARP》（the American Association of Retired Persons ）杂志，发行 3800 量3800万，世界上发行量最高的杂志。该 杂志的最前身是1958年的《AARP杂志》（ AARP the magazine）。
• 该刊的特点是将一周的新闻加以组织、分 类，并提供背景材料、进行解释分析。这 种新闻报道方式也成为30年代流行起来的 解释性报道的先驱。 • 《时代》的特点与风格： • 编辑重于记者； • 文字思想和风格的一致；“时代体” • 封面报道与年度风云人物的评选。
• 有世界“史库”之称。是美国第一份用叙 述体报道时事，打破报纸、广播对新闻垄 断的大众性期刊，其编排广为国内外新闻 杂志所效仿。读者主要是中产阶级和知识 阶层。该刊拥有一批精明能干的撰稿人记 者，还有一支庞大的研究人员队伍。覆盖 面遍布全世界。
• 1921－1967年 李普曼 （Walter Lippmann， 1889－1974）在报刊专 栏作家的岗位上，一生 写作1万多篇报刊专论 （分别在《世界报》、 《先驱论坛报》、《新 闻周刊》发表），共汇 集91卷。
时代周刊TIME的特色与转型
当初这一栏目的设定只是为了弥补一项错误而已。 那是在1927年,美国第一位飞越大西洋的英雄林 白在成功地从美国飞到巴黎之后,《时代》的编辑 却由于疏忽而没有将这条新闻登载,于是到了年末 总结工作得失的时候,才以“年度风云人物”来报 道林白。于是1928年的第1期,出现了《时代》 历史上第一位“年度风云人物”。
经营管理特色之二：“品牌化”
《时代》杂志品牌的延伸：挟时代之名，亨利鲁斯开始了扩张之路， 先是创办《生活》，用图片作为叙述新闻的方式，1954年又创办了 体育画报扩大他的时代——生活帝国。
时代公司的经营不仅仅局限多办几份杂志，早在1963年，时代所属 的时代公司就已成为美国最大的出版商，其杂志收入占公司收入的 3/4，公司还出版书籍与课本，拥有电台、电视台包括外国电视台的 股份、一个研究图形艺术的组织、一家纸厂、德克萨斯州610.000 英亩的森林及其他地产，雇员》700名。
编辑特色之二：报道风格
报道倾向：鲁斯公开宣称其发行的杂志具有强烈 的倾向性，强调报刊应教育茫然无知的读者，这 在强调客观性的新闻同行中受到了极大的攻击， 但是鲁斯不在乎。他说，我并未自命杂志是客观 的，从第一页到最后一页都是编辑的，无论什么 内容都反映我的观点。
编辑特色之二：报道风格
集体作业：将世界上每一份著名杂志和报纸中最重要的以及一 般人有兴趣的讯息分类整理改写，变成大约一百篇短文变成大 约一百篇短文，每篇最多不超过四百字，每一篇文章都会在适 当的版面出现，根据不同的方式安排，重新组合所有新闻。
TIME简介
1923年3月，亨利·卢斯与他的耶鲁同学布里顿·哈登创办。 中学毕业后，亨利.鲁斯考入耶鲁大学在上学期间，他曾担任
过美国大学日报中历史最久的耶鲁日报总编辑毕业后，他和一 个同学同时也是耶鲁日报的负责人之一哈登，商量办一个新闻 周刊两人热情有余但经费不足，几经筹措，所得依然有限最后 哈登出了一个主意哈登的祖母很有钱，但年老孤独，很少有人 去看望她哈登和鲁斯两人决定一起去探望这位老祖母，并且陪 她过圣诞节，然后，趁着老人心情最好的时候把他们的计划告 诉她，请求她的资助果然，他们在圣诞之夜去拜访老祖母的时 候，老祖母非常高兴，听到他们办杂志需要开办费，就拿出支 票本写了张大额支票作为圣诞红包时代杂志就是这样开始的， 他们的投资总数是八万六千美元。
五年级上册语文第八单元习作：《推荐一本书》课件(共15张PPT)
信息
请你来推荐
推荐理由
请你来推荐 推荐理由
新奇的内容 优美的语言 曲折的情节 鲜明的个性 深刻的思想
请你来推荐
推荐理由
新知识 新收获
……
请你来推荐
销售情况
他人评价
有这样一本书，它已翻译成 54种语言出版，全球销售超过三亿 册，曾获得或挪威、德国、西班牙 等国图书大奖，这本风靡全世界的 哲学启蒙书，唤醒了我对生命的赞 叹，对人生意义的关怀与好奇。它 就是——《苏菲的世界》。相信， 当你打开这本书时，也会有和我一 样的感受。
请你来推荐
书名《
》
课堂练写
写的时候注意以下几点: •推荐理由可以只写一点，也可以写几点。注意分段写。 •把重要的理由写具体。如果你推荐的是一本小说，可以结 合书中的相关情节、人物、对话或插图等来说明你的理由； 如果你推荐的是一本科普读物，可以说说你获取到哪些有 趣的知识或独特的想法。另外，你还可以转述或摘录书中 的精彩片段，引用别人对这本书的评价。
统编版教材小学五年级语文上册
习作：推荐一本书
请你来推荐
一年一度的校际好书分享 活动又要开始了。为了让手拉 手学校的孩子，都能喜欢我们 分享的书，学校希望这次由同 学们进行推荐。
请你来推荐
请你来推荐
请你来推荐
基 本 信 息
作者
书名
介绍 一本书
出版社
.价格
……
请你来推荐
基 本 信 息
项目 书名 作者 出版社 价格
《绿山墙的安妮》曾赋予青年时代的希拉里·克林 顿以勇气，点亮了J.K.罗琳的创作灵感。安妮的纯真 打破了国际和年龄的界限，感动了全世界。
——《时代周刊》 当我第一次翻到这本书的封底，看到美国著名 的《时代周刊》这样评价这本书，我心里就产生了 强烈的好奇：连《哈利波特》的作者——J.K.罗琳 都因为这本书而产生了创作灵感，这究竟是一本怎 样的书呢？好奇，让我买下了这本书。从此，我便 和这本书结下了不解之缘。
G566-时代周刊年度图片及封面
TIME G－5662010由高力民创建冰岛火山大喷发喷发中的艾雅法拉火山岩浆滚滚，照亮了冰岛的夜空。
这是何等壮观的景象啊~！然而紧随其后而来的浓重火山灰云不可避免地引发了全球性的混乱局面。
摄影：Ragnar Th Sigurdsson / Arctic Images洪灾后无家可归的灾民洪水退去后的旁遮普省小乡村，一位妇女伫立在水泊中，这里曾是她的家园。
在一个月的暴雨连续冲刷后，巴基斯坦西北部的河堤终因不堪重负而溃决。
随着印度河水肆意泛滥，洪峰一路向南，吞没了无数良田。
摄影：Massimo Berruti / Agence VU for TIME美国总统奥巴马：执政一周年奥巴马在今年1月15日接受媒体采访时表示：“我认为华盛顿政府在过去一年中表现相当出色，且并未被经济危机拖累的焦头烂额。
”摄影：Callie Shell / Aurora for TIME挥泪别爱人密西西比州科林斯市，阵亡陆军上士威廉·“赛斯”·里基茨的遗孀罗茜·里基茨轻轻唤醒熟睡的儿子，好让他在葬礼上和永眠的爸爸道别。
威廉于今年2月27日不幸在阿富汗西部地区一次由武装粉丝发动的伏击中丧生。
摄影：Peter van Agtmael / Magnum for TIME泰国“红衫军”抗议在一次悼念仪式上，漆成血红色的棺材排排陈列，以缅怀那些在今年4月10日曼谷示威活动中死难的同胞们。
摄影：James Nachtwey / VII for TIME海地的临时避难所位于海地Gros Morne灾民聚居点的一座尚未完工的简易帐篷支架，此时距离1月12日大地震发生已过去几个月之久。
摄影：Richard Mosse for TIME墨西哥湾原油泄漏事故墨西哥湾漏油事件发生两个多月后，美国路易斯安那州威尼斯水域依然油污斑斑。
此次事件由“深水地平线”钻油平台失火所引发，这期间约计有数百万吨的原油涌入了墨西哥湾水域。
摄影：Peter van Agtmael / Magnum for TIME塞拉利昂的产妇死亡率极高塞拉利昂的一家医院中，一位年仅18岁的母亲Sessay在姐姐和护士的安抚下强忍剧痛，在尖叫和恐惧中准备努力迎接双胞胎中的第二个宝宝的出生。
时代周刊介绍_管理_匿名_天涯问答
时代周刊介绍_管理_匿名_天涯问答time《时代周刊》创立于1923年,是半个世纪多以前最先出现的新闻周刊之一，特为新的日益增长的国际读者群开设一个了解全球新闻的窗口。
今天，《时代周刊》仍保持着先驱的地位，它报道、阐述和解释影响亚洲乃至全球人们生活的所有事件。
如果您最近有翻阅time《时代周刊》，您将惊喜地发现为了迎接新世纪的来临，时代的精英们重新编排了这本知名的英文杂志。
时代周刊秉承一贯探索求真的专业新闻精神，每周将新闻事件化为文字，审视潮流趋势，为您剖析世界局势，报导鲜为人知的幕后故事。
在印刷及网上领域，time均以报导精辟，富趣味性及公信力见称，是您洞悉今日及未来世界时局不可或缺的咨询来源。
时代周刊每期都会选出一位封面人物，或商界精英，或政坛领袖，或影视明星。
至今很多人仍以登上时代周刊封面为荣。
TIME《时代周刊》创立于1923年,是半个世纪多以前最先出现的新闻周刊之一，特为新的日益增长的国际读者群开设一个了解全球新闻的窗口。
今天，《时代周刊》仍保持着先驱的地位，它报道、阐述和解释影响亚洲乃至全球人们生活的所有事件。
如果您最近有翻阅TIME《时代周刊》，您将惊喜地发现为了迎接新世纪的来临，时代的精英们重新编排了这本知名的英文杂志。
时代周刊秉承一贯探索求真的专业新闻精神，每周将新闻事件化为文字，审视潮流趋势，为您剖析世界局势，报导鲜为人知的幕后故事。
在印刷及网上领域，TIME均以报导精辟，富趣味性及公信力见称，是您洞悉今日及未来世界时局不可或缺的咨询来源。
时代周刊每期都会选出一位封面人物，或商界精英，或政坛领袖，或影视明星。
至今很多人仍以登上时代周刊封面为荣。
0 0添加评论(0)查看更多评论立即登录，登录后可评论奥迪Q609-03-12时代周刊TIME《时代周刊》创立于1923年,是半个世纪多以前最先出现的新闻周刊之一，特为新的日益增长的国际读者群开设一个了解全球新闻的窗口。
今天，《时代周刊》仍保持着先驱的地位，它报道、阐述和解释影响亚洲乃至全球人们生活的所有事件。
《时代周刊封面图片珍藏集》（Timecovercollection）
《时代周刊封面图片珍藏集》（Timecovercollection）中文名: 时代周刊封面图片珍藏集英文名: Time cover collection 别名: 共3396张发行时间: 2006年地区: 美国对白语言: 英语简介: 许知远的文章，了解《时代》入门必读在美国，多数人孤陋寡闻。
因为到目前为止还没有一种适合于忙人阅读的出版物，能满足他们一经浏览即能做到消息灵通的需要。
《时代》即是这样一本新闻周刊。
——布瑞顿·哈登亨利·鲁斯《时代》创始人《时代》的目标在于捕捉这个世界正在发生事件所具有的魔力，不论政治还是艺术，它要鲜活地表现那些塑造我们时代的人。
”——沃尔特·伊萨克森《时代》现任主编布瑞顿·哈登与亨利·鲁斯一点都不迷惘。
当他们在1922年2月6日从《巴尔的摩新闻报》辞职时，他们坚信自己一定可以办成一份“让大多数美国人更了解世界”的杂志。
这对24岁的年轻人象个异类。
因为当时的时髦青年们正在格林威治村或者巴黎忙着写作与听爵士乐，或者乾脆在苦艾酒中消磨时日。
23 岁的海明威还要再过几年才写出《太阳照常升起》，而斯科特·菲茨杰拉德已经出版了一些短篇小说开始鼓吹“爵士时代的忧伤”，至于帕索斯与迈克尔·考利这样的家伙还没有半点成名的迹象。
第一次世界大战摧毁了旧有的世界秩序，象海明威那样上过战场年轻人对于人类文明表现出不屑一顾，他们希望在本能中寻找力量，到巴黎寻找艺术，所以他们迷惘。
而对于在美国国内那么多没有才气的年轻来说，美国外交政策的失败所带来的“孤立主义”，让他们心安理得地躲在国内享受新技术革命带来的物质生活。
1920年报11月，第一个商业性无线广播电视开播，人们的生活中有了广播。
汽车尽管依然奢侈却并非远不可及，纽约的中产阶级们开始流行打麻将，阿姆斯特朗的爵士乐时尚且新奇，尽管依然处于“禁酒期”，还是能找一些。
电影在20年代已经开始成熟，黑白默片的明星们成了新的公众人物。
时代周刊介绍ppt课件
经营者提供商品或者服务有欺诈行为 的，应 当按照 消费者 的要求 增加赔 偿其受 到的损 失，增 加赔偿 的金额 为消费 者购买 商品的 价款或 接受服 务的费 用
经营者提供商品或者服务有欺诈行为 的，应 当按照 消费者 的要求 增加赔 偿其受 到的损 失，增 加赔偿 的金额 为消费 者购买 商品的 价款或 接受服 务的费 用
第一个封面人物 第一个成为《时代》封面人物的是美国国会议员卡农 （Joseph Gurney Cannon ,1836－1926），1923年2月他在 86岁时退休。自1872年进入众议院到退休，卡农一直在众议 院，并于1903－1911期间担任过议长。作为一位老资格的政 治家，他亲历了美国从二流强国一跃而成世界大国的全过程。 这是一个帝国走向顶峰的开始。选择他作为创刊号封面人物， 正好吻合了卢斯的美国梦想。
报道风格
对最新消息 的深度分析
符合其规范 和文风的美
文
语言学家麦里尔曾指出《时代》对“说”这个词的不 同表述法所表现出的爱与恨。 该刊对其讨厌的人常用sputter(唾沫横飞地说),bark( 狂吠),drone(低沉单调地说),Preach(令人厌烦地说), 或是said curtly(唐突草率地说),flush wit hanger(怒 容满面地说),Grin slyly(呲牙咧嘴狡猾地说)。 其所喜欢地人,该刊则常用chat amiably(和蔼可亲地 说),point out cautiously(谨慎地指出), Talk with a happy smile(面带微笑地说)
中国新闻周刊ppt站长素材SCCHINAZCOM.pptx
“五四”青年节——青年读书活动
介绍之五：
◆唯一能确定达到中央高层的市场化运 作的新闻期刊； ◆唯一能进入人大、政协两会会场的 杂志； ◆唯一一份各国驻中国及中国驻外大 部分使领馆订阅的杂志； ◆中国国际航空、法国航空、美联航、 德国汉莎航空指定机上阅读刊物。
“五四”青年节——青年读书活动
推荐原因：5大特点
“五四”青年节——青年读书活动
社会
新造地运动 44 曹妃甸：深蓝飞地 48
“五四”青年节——青年读书活动
天下
希腊悲剧启示录 52 希腊不会是最后一个危机 55 吴克刚：利物浦的中国先生 58
“五四”青年节——青年读书活动
时政
被协调的正义 34 刑事律师何时洗脱“原 罪” 36 “裸体”乡政府的背后推 手 38
• 17、一个人如果不到最高峰，他就没有片刻的安宁，他也就不会感到生命的恬静和光荣。下午1时33分34秒下午1时33分13:33:3420.7.2
谢谢观看
“五四”青年节——青年读书活动
介绍之二：
中国新闻周刊由中国新闻社主办， 2000年1月1日正式出版发行。宗旨以为 广大读者提供国内、国际重大新闻报道 为主，内容涉及广泛且富有深度，重点 在于挖掘新闻背景和内涵。内容涵盖政 治、经济、科技、文化、体育、时尚、 娱乐等领域，是一本既有新闻权威性， 又富有知识和趣味性的大众读物。
“五四”青年节——青年读书活动
介绍之三：
"富有深度、涉猎广泛，重点挖 掘新闻背景和内涵"。作为当下有影 响力的时政杂志，《中国新闻周刊》 既有新闻权威性，又富有知识和趣 味性，强调独立调查的原则，贡献 有影响的原创报道，被公认为中国 新锐权威的时政周刊。
“五四”青年节——青年读书活动
时代周刊TIME的特色与转型 共42页
封面设计： 1927年 起《时代》在封面加 上了醒目的红色边框, 除了2019年“9·11 特刊”换上了黑色的 边框外,一直沿用至 今。摄影技术改进之 前不惜重金聘请知名 艺术家来绘制封面人 物， 并配以大封面
新闻语言：亨利·鲁斯和海登在新闻语言方面也不 乏创新之举，故意引人注意。 他们善于将不同词 性的词以联字的方式组合成为新词，如 greythatched（一个灰头发的人）、doorman（守 门人）、watch-dog （监督人）； 或颠倒句法 产生奇特的效果，如将 The dog runs.写成 Runs the dog. 他们的某些创新之词后来被普遍 采用甚至纳入词典； 而倒装句法更是变为英文句 法中非常重要的一个组成部分。
在这种思想的指引下,整个1922年,鲁斯都在致力 于吸引合适的投资人支持,到年底时,他己经募集 到92000美元,其中绝大多数是优先股。在出刊
创前刊,他那还些希事望广儿招创刊订户,因此要求80名股东,每
人至少向10位亲朋好友寄出订单,广泛推介这份 刊物。
历任总编辑
《时代》周刊的 83 年历史大致可以分为两个阶 段。前者为卢斯时代———个人支配的老派媒体 ( 虽然不乏业务创新) 时代， 后者为后卢斯时 代———告别个人新闻事业、转型为现代公开招 股媒体公司的时代。
TIME简介
1923年3月，亨利·卢斯与他的耶鲁同学布里 顿·哈登创办。
中学毕业后，亨利.鲁斯考入耶鲁大学在上学期间， 他曾担任过美国大学日报中历史最久的耶鲁日报 总编辑毕业后，他和一个同学同时也是耶鲁日报 的负责人之一哈登，商量办一个新闻周刊两人热 情有余但经费不足，几经筹措，所得依然有限最 后哈登出了一个主意哈登的祖母很有钱，但年老 孤独，很少有人去看望她哈登和鲁斯两人决定一 起去探望这位老祖母，并且陪她过圣诞节，然后，
时代周刊精选
1951年6月18日，周恩来第一次登上《时代》封面。
然而，《时代》首次介绍给西方人的周恩来，在政治上成了暴虐的统治者，在外交上成了听话的仆从，在经济上成了无能的领导者。
《时代》对周恩来和新中国的“妖魔化”和“丑化”也许不难“理解”，因为当时美国的双脚正深陷朝鲜战争的泥潭中。
1954年5月10日的《时代》封面上，周恩来身后的栅栏里关着一条“张牙舞爪”和“目露凶光”的青龙，寓意不言而喻。
如果注意到这期杂志出版时正值朝鲜战争后的日内瓦会议期间，就不难理解《时代》记者对中国的“仇恨”与“恐惧”，散布“中国威胁论”的原因了。
《时代》的封面文章中，对与美国自身紧密相关的事件一般会浓抹重彩。
因此，1964年11月13日的《时代》封面就显得有些“另类”，它是周恩来与苏联部长会议主席柯西金握手的场面，似与美国无关，其实不然。
如果说美苏两国在天平两端维持着微妙的平衡，中国这只“砝码”加入哪边就显得尤为重要了。
1959年，中苏关系恶化，中国从苏联一边的“托盘”里走了出来，苏联只好开始缓和与美国的关系。
现在，周恩来到莫斯科与柯西金握手，标志着这两个以前的兄弟国家正试图恢复他们的友谊。
对此，《时代》能不关注吗？那么，中苏握手为什么发生在1964年11月？“当意气风发的毛泽东在1949年发表他著名的演讲，宣布中国人民站起来了以后，他的助手向地处纽约的年轻的联合国发了一封电报，要求联合国驱逐由蒋介石政府代表的中国政府……而今天，联合国要接受一个来自新地区的代表团：中华人民共和国。
”1971年11月8日，《时代》的封面文章这样写道。
从1949年到1971年，中国用了22年时间才重返联合国，最终“入会”却充满了戏剧性。
1972年3月6日的《时代》封面像一副不太规则的四格画：尼克松分别与毛泽东，周恩来会谈；尼克松与夫人一起游览长城，观看中国样板戏“红色娘子军”；把这几个画面巧妙分割开的正好是一个黑色的“友”字。
1975年2月3日，周恩来最后一次登上《时代》封面。
时代周刊英文版官网
• 通过深入报道，为读者提供有价值的观点和思考，帮助读者提高认知水平
时代周刊英文版的未来发展前景
保持全球影响力，成为全球知名品牌
• 时代周刊英文版将继续保持全球影响力，成为全球知名品牌
• 通过不断优化内容，提高时代周刊英文版的竞争力，使时代周刊英文版在全球范
国，增进中美友谊
03
提高英语水平，提升综合素质
• 时代周刊英文版为中国读者提供了一个学习英语的平台
• 通过阅读时代周刊英文版，中国读者可以提高英语水
平，提升综合素质
时代周刊英文版对全球新闻报道的影响
01
提供一手资讯，反映世界动态
• 时代周刊英文版为全球新闻报道提供了一手资讯，反映
世界动态
• 通过报道全球重大事件和问题，使时代周刊英文版成为
围内拥有更高的知名度和影响力
适应数字化时代，发展新媒体
• 时代周刊英文版将适应数字化时代，发展新媒体
• 通过加强新媒体运营，提高时代周刊英文版的传播力和影响力，使时代周刊英文版
在全球范围内拥有更广泛的读者群体
THANK YOU FOR WATCHING
谢谢观看
CREATE TOGETHER
DOCS
• 时代周刊英文版在全球范围内拥有较高的知名度和影响力
内容丰富，覆盖政治、经济、社会、文化等领域
• 时代周刊英文版以新闻报道为主，同时关注社会问题和文化现象
• 报道内容具有深度和广度，吸引了大量读者
02
时代周刊英文版的定位与特点
时代周刊英文版的受众定位
精英读者群体，关注全球事务和重大问题
• 时代周刊英文版的读者多为知识分子、政治家、企业家等精英人士
时代周刊(TIME 2010年4月)下册
SPECIAL SECTIONRadical GreenBy Stacy Perman / Copenhagen Monday, Apr. 12, 2010At Dong's Inbicon plant, ethanol is produced from bio-feedstocks such as straw.Arne WeychardtTowering 88 m above frigid waters, scarcely 5 m from the seawall south of the industrial area of Avedore Holme, near Copenhagen, stand two prototypes of the largest and latest generation of offshore wind turbines. With blades stretching 59 m, nearly 10% longer than those of some of the biggest turbines now running, these two white giants have the capacity to generate 7.2 MW of electricity — equal to the annual power consumption of about 4,900 Danish homes. Constructed and operated by Dong Energy A/S, Denmark's biggest utility, the turbines are being tested for use in an offshore wind farm that the company plans to build in the Irish Sea.Back on terra firma in Kalundborg, northwest of Copenhagen, stands Dong's gleaming Inbicon demonstration plant. Built for the large-scale production and commercialization of second-generation bioethanol, Inbicon is Dong's bid to prove that cleaner, renewable energy made from agricultural waste is viable for investors and consumers. Among the spate of fossil-fuel alternatives the plant produces: straw-based ethanol, biopellets (a coal substitute) and feed booster for biogas production made from C5 molasses.More than just demonstration plants, these sites represent a dramatic shift in business strategy at Dong, which was founded in 1972 as a North Sea oil and gas concern and later expanded to include Denmark's electric utilities. Under CEO Anders Eldrup, Dong has embarked on an ambitious project that it calls the 85/15 plan: to slash 85% of its carbon emissions within one generation by drastically moving away from fossil-fuel production and investing more in renewable energy. Oh, and to be profitable. Says Eldrup: "We are not doing this from a feel-good perspective. We see it as sensible business."So do a number of other European companies — many involved in some of the dirtiest industries — that are taking radical steps to develop and deploy green energy solutions. It hasn't been completely voluntary. European governments and strong public sentiment have pressed industry to improve environmental standards through a combination of regulations, subsidies, incentives and publicly financed research. Rather than resist, some companies used the enviro-prodding to become moreinnovative and energy efficient, and they now find themselves with a global competitive advantage in the green tech so coveted by the U.S.There's no better example than Aurubis AG, the largest copper producer and processor in Europe, which as far back as the 1980s was facing some stringent environmental-protection laws. The company is headquartered in Hamburg, the industrial port city once ruefully nicknamed "the black hole of Europe," which had put into effect some of the most severe climate-protection targets on the continent. Aurubis, founded in 1866, had long contributed to that blackness and figured it had few options beyond outsourcing or shutting down — both of which were roundly rejected. According to Bernd Drouven, Aurubis' CEO, the company took a different tack. It decided to go radical green and invested in and developed state-of-the-art energy-efficient plants and environmental technologies to drastically curb emissions. Says Drouven: "The pressure from regulations and society forced us to be creative in finding technological solutions and ideas in order to cope."Today Aurubis considers sustainability a cornerstone of its strategy. Over the past 30 years, Aurubis has invested some $410 million in reducing emissions — a third of its total capital expenditure. Aurubis' investment has led to technological solutions such as building thermal-power plants, using filters to reduce fugitive emissions and eliminating up to 95% of the copper, sulfur, arsenic and lead in the air and metal loads of wastewater at its production sites. Aurubis has seven production sites across Europe that manufacture some 1 million tons of copper cathodes and more than 1.2 million tons of other copper products annually. Incidentally, the European Commission designated Hamburg, "the black hole," as its Green Capital for 2011.Green innovation has made Aurubis a world leader in copper-recycling technology. The company recycles and processes more than 400,000 tons of raw materials in its proprietary facilities, whichreduces energy consumption, saves natural resources and prevents the loss of valuable materials.Roughly 40% of Aurubis' copper products come from the processing of copper scrap and othercopper-bearing recycling materials.It was the shock of the Middle East oil crisis in 1973 that compelled Denmark, dependent on imports for 90% of its oil supply, to become a pioneer in alternative energy. The government imposed a spate of regulations and taxes that transformed the nation's energy production and consumption, launching an energy industry that generates billions of dollars and provides tens of thousands of jobs. Currently, wind power supplies 20% of the country's electricity. Denmark's energy technologies account for about 11% of its exports.Lost in the raging debate over the implications of global warming is the fact that one way or another, all companies are going to have to get greener, but companies like Dong and Aurubis are quickly positioning themselves as market leaders. Under the plan Dong announced in September, it expects to increase its proportion of energy production from renewable sources from 15% now to 85% by 2040. At the time of the announcement, the company inaugurated Horns Rev 2, the world's largest offshore wind farm. Some 30 km off the coast of mainland Denmark in the North Sea, 91 turbines generate 209 MW — enough electricity to power 200,000 Danish households.Within 10 years, Dong plans to triple its production of renewable energy. In 2009 it invested $3.32 billionin development — nearly half of which was marked for renewables. Underscoring its commitment to a green transformation, Dong is in the process of shutting down 25% of its coal-fired power plants and switching to straw-based and other renewable fuels. "We're taking the big steps now," says Eldrup. "This is different from politicians who make big promises to do something in the future. We want to show that you must have a big vision and be ready to deliver."In February, Dong signed a licensing agreement with Japan's Mitsui Engineering & Shipbuilding for Inbicon's biomass-refinery technology to convert waste products from palm oil into ethanol. "In our view, being on the edge of new green technologies is a great opportunity," says Eldrup. "It gives us an advantage in reducing CO[subscript 2], but it also gives us technological advantages as well as business opportunities. The U.S. has very high ambitions to increase its ethanol production, and we think this might be a great opportunity in years to come."Dong is leveraging its position as the front runner in wind power to put it ahead in another potentially lucrative market: electric cars. Partnering with Shai Agassi's A Better Place, Dong is involved in a plan to store volatile wind power from turbines for electric-car batteries. Today the consumption and production of electricity from wind occur concurrently. Dong is working on a system in which batteries can be charged when cars are used least and when turbine generation is at its highest — at night.Eldrup says Denmark makes a good test case for the large-scale production of electric cars. For starters, the country does not have an auto industry. Second, Danes pay a 180% tax for new-car registration, while there is no such fee imposed on electric autos, an attractive incentive for consumers. "If we are successful, that gives us a lot of learning and new development in new technology and businesses in Denmark," says Eldrup. He adds, "It also gives us value in exporting."That's a perspective shared by Aurubis. According to Drouven, his company's recycling technology provides potentially lucrative opportunities, particularly in a market like the U.S. that has no such facility. But he notes the company has its eye on a bigger picture. "The climate issue is not only a question of CO[subscript 2] emissions but is one of resources, whether it is oil or energy or raw materials," he says. "It is independent of the current status of the U.S. or Europe or China. I'm convinced that in the long run, society will not accept waste." Drouven says people's awareness about environmental protection will continue to increase as the energy crisis deepens. He adds, "When that happens, we are a company that has already invested in conservation of energy. We have a head start."The big-picture, long-term-payoff approach is what helps companies weather short-term vagaries. Dong recently reported a tumble in revenue from $11 billion in 2008 to $9.1 billion in 2009 — in large measure because of the global financial crisis and drop in energy prices. While the company said it expects higher sales in 2010, Eldrup looks beyond the quarterly reports. "This is the way the energy business is," he says. "We are working on a long-term horizon."It is a sentiment echoed by Aurubis' Drouven. His company also took a hit last year but reported first-quarter operating earnings were $64.6 million, up 50% from the whole previous fiscal year and 21/2 times those of the first quarter of 2009. "Our investors want to receive good dividends," he explains. "But our investors are more interested in long-term, stable, reliable returns than in the fast buck."This long-term approach to business and global warming will ultimately effect profits and climate change. Companies that act now will likely be the market leaders in the future. As Denmark's Minister of Climate and Energy, Lykke Friis, explains, "Business, like climate change, is a global challenge and an opportunity. We are in an energy race that will determine international relations. On the one hand, there will be energy exporters, and on the other, those that rely on them."An Advert for ChangeBy BRUCE CRUMLEY Thursday, Apr. 01, 2010Bruno Levy / FedephotoPublicis is the world's third largest ad agency, but CEO Maurice Lévy runs it with a distinctly French approach. TIME's Paris correspondent Bruce Crumley recently rendezvoused with him.Despite the recession, Publicis remained profitable in 2009. How'd you do that?First, we anticipated innovations in the market before our competitors. That not only helped us grow in developing segments, namely digital, but also helped us in traditional areas by enhancing our image. Also, we have a challenger's spirit. Recessions are never good, but they make your mind work harder and force you to make extra effort.And you acquired two online-advertising businesses.They were two beautiful acquisitions that transformed Publicis and clearly made us the digital-advertising specialist.Unlike in previous recessions, which saw clients cut ad spending, you're also dealing with big media partners facing an existential crisis.It's posing a triple challenge. First, it's now crucial for all our clients — all companies — to increase market share even as they deal with very fragile financial situations. Exposure to risk is considerably greater. Second, social changes are much deeper and faster: consumers are empowered and have total access to vast and unverified information, and social networks can change the view of a situation or a company's reputation rapidly. Third, media — what had been the strongest link in theagency-advertiser-media triangle — is now the weakest and faces an uncertain future. So our business is radically transforming with that. It's no longer necessary just to have a good idea to help a client. You also need very complex capacities to do that, using very fast and reactive tools of measurement.But with information everywhere and consumer attention spans shortened, isn't advertising itself in danger?Most consumers are no longer passive. We expect reactions from them, and they don't hold back from giving them. Consumers have also become nomads — from channel to channel, medium to medium, to video on demand — so we really have to go out and find them without becoming invasive. Once we've done that, the key is to create a link with them — which you do with emotion. The successful advertising equation now is intelligence quotient plus emotional quotient. And that's why I believe that no matter how media and companies finally harness the Internet, they'll need ad agencies to create that all-important emotional bond.You have the reputation of being a manager who's attuned to social concerns. How do youbalance that in a world obsessed with the bottom line?Finding the right spot to place the fulcrum and locate the balance between demands on results and your responsibility to society and employees is the most difficult thing of all — especially during a recession. Rather than laying employees off, we're taking advantage of the relatively high turnover in this sector by hiring one new person for each two who leave — with arrivals usually having talents in both the analog and digital worlds. That's much more difficult and complicated than layoffs, but it reflects our attention to human and employment concerns — something that gets amplified in the attitude and performance of employees.Is this approach particularly, even exclusively, French?In France we have legal constraints and restrictive labor rules that oblige us to think differently. It's harder to lay people off when businesses need to, and when they do, some encounter very negative reactions from society, unions and even angry workers, like we see in boss-nappings. You don't see that in other countries. It forces you to think in different ways.Motorola's Binary CodeBy KATHLEEN KINGSBURY Monday, Apr. 12, Array 2010Motorola's co-CEO Sanjay JhaMichael LewisGreg Brown, Co-CEO of Motorola, likes tocompare his company's recentperformance to the Dickens classic A Taleof Two Cities. Yes, that's got to be the most clichéd literary reference in Western history, but Brown is not a wordsmith. He runs a gadget company. And that's the problem: Motorola was once renowned for manufacturing ultra-chic mobile phones. Yet since 2006, that business has been in free fall, and the company's overall revenue has dropped by half. The recession didn't help much. Keeping the $22 billion firm afloat were its less glamorous but profitable units that sell two-way police radios, barcode scanners and networking equipment for telecom carriers.Brown says 2008 "marked the best year ever for our home and enterprise-mobility segments and theworst year ever for our mobile-device business. There were really two stories behind one Motorola." Motorola's dire straits required a dramatic reinvention. So over the course of 2008, it slashed costs, replaced nearly 70% of its senior executives, transformed its corporate culture and hired Sanjay Jha,Brown's co-CEO, to resurrect its handset segment. Then it took the turnaround one step further, announcing plans in February to split the corporation into two independent entities.By the first quarter of 2011, Motorola's assets will be divided evenly, with both parts sharing intellectual property and the brand name. Jha will oversee the mobile-device and television-set-top-box businesses. Brown will run the rest, which the company calls Motorola Enterprise Mobility Solutions and Networks, a name that could only have been fashioned by engineers. "I've long advocated that these were two distinctly separate companies," Brown says. "The split will mean renewed focus, improved innovation, better customer satisfaction and increased employee engagement."Conglomerates have fallen out of favor in corporate America, and Motorola is the latest to be torn apart. As a separate entity, a company comprising the radio and networks units — both mature, stable businesses — could become a classic widow-and-orphan value stock that investors love, generating high dividends. Mobile, however, will be the growth opportunity.After two difficult years — in 2009, the mobile market declined for the first time since 2001 — the handset industry appears to be on its feet again, according to research firm Gartner Technology, with salesstabilizing at 340 million units sold in last year's fourth quarter. Some analysts expect the worldwidemobile-subscriber base to almost double by 2013.As Motorola knows all too well, it will take a red-hot hit to capture those new customers. The 81-year-old American institution, based in Schaumburg, Ill., has a celebrated history: its engineers invented the cell phone and, before that, the walkie-talkie, as well as one of the world's first semiconductors. By the early 2000s, it had also produced the best-selling mobile phone of all time, the StarTAC, the world's first clamshell. It surpassed that feat with the ultra-sleek Razr, introduced in 2004. The Razr transformed the mobile market, and more than 100 million units were sold in its four-year run. It was the iPhone of its time.Today the iPhone is the iPhone of its time, a sleek machine with the ability to handle the Web, e-mail and photos and run a jillion apps —features that Motorola mostly failed to develop in following up on Razr's achievements. "Razr's success hid some fundamental shortcomings in how the business was being run," Jha says. Meanwhile, he adds, "the Chinese and Koreans were coming in and innovating faster than we were."The cost of that failure? By 2008, market value had fallen by more than $37 billion in less than 18 months, and in 2009, Motorola's market share was halved from the prior year. Motorola fell from the No. 2 mobile manufacturer globally to barely eking out a spot in the top five, leading some to suggest that the handset unit should close shop. Investors, including billionaire activist shareholder Carl Icahn, began agitating for Motorola's breakup.Enter Jha, a former Qualcomm executive who had become a rock star in industry circles. Hired in 2008, Jha was enticed to Motorola with $100 million in performance-contingent bonuses and stock options, making him one of the highest paid U.S. executives that year. "Motorola's [board] had to decide — shut down the business, or find one of the very few people both capable and willing to turn things around," says Avian Securities analyst Matt Thornton. "Someone of Sanjay's caliber had to have incentives to take this on."That investment is showing some positive signs. Handset sales began slowly improving in late 2009 as Jha set about changing Motorola's 9-to-5 corporate culture and wooed top talent away from competitors. He scrapped much of the 2009 product portfolio in favor of new smart-phone offerings, all running Google's Android operating platform.Hitching Motorola to one horse — even if it's Google — was a risky but necessary move, as the market-leading iPhone taught consumers to increasingly demand usability in addition to cool hardware, Motorola's traditional specialty. "Software is the star now," says Carolina Milanesi, a Gartner analyst. "The choice of Android was one Motorola couldn't postpone without risking falling further behind or never recovering at all."By the end of last year, Motorola emerged as one of the largest shippers of smart phones. That's largely due to Droid, its newest offering for Verizon Wireless. Motorola has also made headway with Cliq, itsT-Mobile phone, and early in March it launched BackFlip, the first Android phone for AT&T. About 40% of wireless customers now use smart phones, according to Web research firm Crowd Science, and that portion is growing rapidly. To complement Android, Motorola developed Motoblur, one of the first user interfaces to unite social-networking tools such as Facebook, Twitter and MySpace. "We fundamentally changed our focus from market share to profitability with this new emphasis on smart phones," Jha says. "But that's what our research showed consumers want."None of these products have proved to be an iPhone killer. That could be problematic for Motorola in the long run, especially if Apple breaks its exclusive contract with AT&T. The Crowd Science survey found that iPhone users account for 1 in 3 smart-phone owners. Among non-iPhone users, nearly 40% say they would switch to an iPhone for their next purchase. "Much of Droid's success has resulted from Verizon pushing it as its lead product," says Jefferies & Co. analyst William Choi. "What happens when Verizon can sell the iPhone?"Motorola's focus on smart phones may limit its overseas growth. The high price tags of smart phones drive profit but not necessarily volume, particularly in emerging markets. And as part of its cost cutting, the firm is all but gone from most of Africa and the Middle East.Strong brand recognition, though, will help Motorola recapture market share in Latin America, China and the U.S. Indeed, being a household name is one of the best competitive advantages Motorola retains, making its recent decision to manufacture phones branded with Google's name another questionable one. Already Motorola has had to pull Google from its phones being shipped to China after the search-engine company butted heads with the government in March. "That's O.K. for a less familiar brand like [Taiwan's] HTC," Gartner analyst Milanesi says. "But there is no value to Motorola in making phones for others. It needs to concentrate on re-establishing its own brand."Long term, Jha will need to consider Motorola's building its own operating software. For now, though, the first goal will be to restore stability to the beleaguered unit, especially as an independent company. One of the first steps will be to explore synergies with the TV-set-top business. "Right now, about 80% of the content people use comes to them in their home," Jha says. "But they increasingly need to carry that content on their cell phones. How can we make that easier?"Meanwhile, Brown's new spin-off will absorb Motorola's $3 billion in debt. But the split also means his charge will be able to keep the strong cash flow. "We will reinvest some of that money in expanded innovation, and we can consider ways to grow the firm organically or potentially through acquisitions," Brown says. "It will also be easier to attract world-class talent to a world-class firm rather than one in transition." Perhaps two heads will prove, after all, to be better than one.Porphyry, Rock StarBy COELI CARRThursday, Apr. 01, 2010Porphry works in places like St. Francis Cathedral in Santa Fe, NMThomas LippsIn 1992, Renzo Stenico and his son Fulvio located a porphyry quarry in the unlikely village of San Juan de los Rangeles, in central Mexico. It was no accident. More than two decades earlier, the elder Stenico had founded Mondial Porfidi in Trentino, a region in northern Italy that is porphyry's home ground. He'd also learned that the stones had been sighted a continent away. The Stenico family secured extraction rights to a local quarry and created Mexico Porphyry & Stones. "Mexicans call this porphyry 'pigeon's blood' because of the red-and-purple color," says Carlos Gamba, who manages the San Juan quarry.It's not that the Italians had found an El Dorado in Mexico. But the discovery changed the scale and scope of the porphyry business, which has been dominated by family-owned Italian companies. From ancient times, porphyry — a multitonal crystalline stone formed by the rapid cooling of lava — has touched the lives of royalty, adorning both birthing rooms and tombs. Napoleon's outermost coffin is made of the stuff. Now, more than 2,000 years after porphyry was first quarried in Italy, the stone's commercial appeal as a paving material in the construction of public spaces and residential patios is growing, especially in the U.S. Its new popularity has also put it on the global radar.When porphyry with a distinctive color is discovered outside Italy — Trentino's 100 or so quarries tend to yield a multitonal gray, reddish purple and rust palette — sometimes the opportunity to toy withgeographic tradition is just too good to pass up. That's especially the case when the prospect of cheaperlabor comes into play, says Andrea Angheben, technical consultant at ESPO, the region's porphyry-promoting and educational organization, which has a membership of more than 80 companies.In Trentino, extraction of the stone accounts for annual revenue of about $534 million, says Angheben. More than half the 1.5 million — ton output stays in Italy; 30% is sold to France and Germany. Farther afield, Saudi Arabia and Dubai are recent customers, and some Italian companies are in discussion with Qatar. "They see it's a good stone, and they have the money to buy it," says Angheben, speaking of "certified Trentino porphyry," whose brand is associated with specific production controls. But the Italian stones are no longer the only rocks in town.In addition to Mexico, Argentina and Australia have joined the fray. About 70% of the Mexican output is sold internally, and 20% is shipped to Italy. Miles Chaffee — owner and CEO of Milestone Imports, in Santa Fe, N.M., and the exclusive distributor of Mexico Porphyry in the U.S. and Canada — takes the rest.Porphyry has made Chaffee an exporter too. He's sold Mexican porphyry to Japan, Taiwan and even Disneyland in Hong Kong. Increasingly, though, the stones are finding a home in the U.S. as pavers for municipal parks, hotels and universities. In 2008, Stanford University used the stone for the first time to pave a heavily trafficked bicycle and pedestrian area at the center of campus. "The color, which had a purple tinge, sold us," says Kelly Rohlfs, a civil engineer at Stanford who managed the project — and ordered more. The cost, "a lot cheaper than Italian porphyry," was also a factor. High-end residential projects figure into Chaffee's mix too. A 5,000-sq.-ft. (465 sq m) porphyry driveway carries a preinstallation price of about $35,000. Although Chaffee felt the recessionary blow to his bottom line in 2009, this year he expects to move 4,500 tons to earn revenue in the low seven figures.For Andrea Tomaselli, a porphyry importer and co-owner of Italian Porphyry, in Melbourne, every public-space project he executes advertises the material. In addition to using tiles from Trentino (he's a native)and Mexico, he imports grayish-mauve product from Patagonia. Over the past year, fueled by public-works projects, his business grew 150%. Because design patterns often depend on juxtaposing tiles according to hue and size, he says, "the colors you want determine the quarries you pursue."Tomaselli now helps run a 15-acre (6 hectare), newly operational quarry of red-streaked blue-gray porphyry on Aboriginal land in Dimbulah, Australia, a lower-cost alternative to the imported stones. The more that porphyry is used and seen in projects, the more demand there is for it, he says, noting that this awareness also helps Trentino sell more of its product. His sales pitch is that with proper care, porphyry, unlike concrete, can last forever. Just ask Napoleon.Don't Become Irreplaceable。