美国哈佛游学商务考察精品PPT课件
哈佛管理教程-商务写作PPT课件
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2.1 基础知识
明确
“以读者为中心”
确定
目的
的方法
交付
清楚 表达
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信息 简明
Company Logo
2.2 界定项目的范围
LOGO
在考虑写作项目的范围时，您可以从或广或窄的角度阐述主题。 例如，在汇报公司在营销职能方面的不足时的两种选择：
营销对实现公司目标有什么作用 公司营销部门的发展历程
优点：地点 A 和地点 B
缺点：地点 A 和地点 B
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2.4.6 归纳法或演绎法
使用此方法时应注意下列事项： 确定您的读者对该主题已经了解了多少。 以读者熟悉的信息开始写文件。 对熟悉该主题的读者采用归纳法。 对不熟悉该主题的读者采用演绎法。 尽可能将关键信息置于开头。
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2.4.1 重要性排序法
对于许多内部文件，撰文者通常会采用“结论 先行”(BLOT) 法。通过将最紧要的信息放在 文件开头，您可以帮助忙碌的读者快速看到最 重要的信息。
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2.4.2 时序法
使用此方法时应注意下列事项：
抓住重大事实。
利用视觉设计突出重要信息，例如您的关键信息 ，因为使用这种发展时序法时可能会遗漏这些信 息。
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2.5.1 从让您感觉最方便的地方开始 2.5.2 按“类别”写作 2.5.3 关于技术文件的特殊考虑
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2.5 写作初稿
Company Logo
2.5.1 从感觉最方便的地方开始
没有任何规定要求您必须从头开始。将写作大纲或写作计划摆在面前 ，并参照它来确定从哪儿动笔会让您觉得最方便。大多数写作经验丰 富的人都会到最后才写引言部分，因为在知道了结论之后更容易写出 精彩的开篇之语。 例如，选择一个大标题，然后就这个标题写上一段。写完之后，再选 择下一项让您感觉方便的来写，依此类推。定时停止写作，将草稿与 您的计划进行对比。
3美国之行考察报告ppt课件
商业地产特色—主力店及中庭广场设置
失败案例
中庭空置无法聚集人气
商业地产特色—步行街中庭设置
中庭开放式酒吧 设置，能够聚集
大量的人气
星巴克半开放式餐厅， 保证了餐厅经营的独立 性，对整体商业氛围起 到烘托作用；半隔断的 设置对视觉动线起到了
一定的引导作用
半隔断
商业地产特色—店招、陈列
商场聚人、商品留人
耐心
品质
美国是全球商业最发达地区，受国内人口结构影响，社会工作人员年龄组合偏大，从超市导购到 机场空姐，从餐厅服务员到政府工作人员，无法实现从业人员外在形象的甄选，但从考察过程中的 各种服务细节可以体会服务之真诚、细致、耐心、由内而外的服务品质，服务的有序性及员工敬业 精神值得回味。
商业地产特色—统一合理规划
理
体
3
服 理务 念三托方机委制坚持“以人为本”的服务理念，实现集团“双满意
会
”
4
团队 氛围
团队在规则之内的适度包容，打造和谐团队，在自由 、民主的氛围下，激情创造，追求卓越
管理体会
物业经营
➢ 物业细节铸就品质；
➢ 商业物业最终是以商家旺场，通过商家吸引消费者 ，商品留住消费者，并得到消费者认同。因此，决定 物业高低的关键因素在于如何吸引商家入驻、引导顾 客消费的系统过程；所以，商业物业的建筑规划的合 理性、结构优化、配套功能的便利性及物业定位精准 、后期管理品质就显得尤为重要
卫生间
装修公司自带垃圾清运车
装
修
打
清运车
围
一、卷首语最大的是美国的团队服务精神，由 内而外，发自本心，在规则之内的激情创造最求卓越的 精神值得学习！
1 团队
形成团队内控机制，明确责权利，奖罚分明
美国考察团第6期行程.
江苏数字信息产业园培训学院
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清华美国商务考察访学之旅行程安排
天数
第八天 第九天
第十天 第十一天
日期
5月24 日 （星期五）
5月25 日 （星期六）
5月26 日 （星期日）
5月27 日 （星期一）
活动内容
纽约 纽约市区游览：乘船游览自由女神像、进入联合国总部大厦（进会议室参观）、 世贸大厦遗址，洛克菲勒登顶俯瞰曼哈顿全景，百老汇街及时代广场等。 晚上：观看百老汇经典剧目演出。
户 名：江苏数字信息产业园培训学院 开户行：中国银行无锡惠山支行 账 号：5404 5820 0642
【以上费用不包含】 ?护照办理费 ?代办签证费 RMB1200元/人 ?行李物品的保管费用及超重费 ?保险范围以外的医疗相关费用 ?个人消费及支付的小费 ?酒店内电话、传真、洗熨、收费电视、饮料等费用 ?特种门票（如：演出等） ?单人间差价 (若需住单房，全程单房补差为： 5600元/人） ?因交通延阻、罢工、大风、大雾、航班取消或更改时间等不可抗力原因所引致的额外费 用。
【注意事项】
?因个人原因放弃上述团费所包含的标准项目时（如自动放弃参观、听课，自动放弃用餐 等），不予退还相应的费用。
江苏数字信息产业园培训学院
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美国主要景点
布法罗
华盛顿
尼亚加拉大瀑布
白宫
林肯纪念堂
纽约
联合国大厦
华尔街
帝国大厦
自由女神像
江苏数字信息产业园培训学院
时代广场
百老汇大街
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【以上费用包含】
? 公务活动参观、培训费、及商务翻译费用 ? 往返国际机票及美国国内交通 ? 中国国内机场接送大巴 ? 全程四星级酒店双人标准间 ? 行程中的所有餐费 ? 行程中标明的景点门票 ? 美亚万国游踪白银计划保险 ? 全程导游及司机的小费 ? 观看百老汇演出费用
百年哈佛给年轻人的15堂课-(2)ppt课件
思路决定出路思考即人生信念是思考的动力杜绝无用的思考像成功者一样思考提升思考能力
这样思考
在人生的任何情况下，扪心自问‘‘一个重要的人也是这样思考吗？’’ 想弱的捆绑凭勇气获胜勇敢者离成功者最近面对困难要拿出勇气勇敢者敢于面对生活
心态关乎人生成败生活中难免有失去对必然的事，欣然的接受得而不喜，失之不忧比上不足是挑战，比下有余是开始
14、保持平常心态很重要
15、成为一个有人格魅力的人
认识自己很重要塑造好的第一印象切勿固执己见犯错并不可怕停止抱怨和牢骚
如何塑造好第一形象
SOLERS 坐要面对别人O 姿势自然放开L 身体微微前倾E 目光接触R 放松
塑造卓越自我
创造精彩人生 把握生命轨迹 引领人生航向
3、拥有真理是智慧的开端
与真理为友发现真理不能人云亦云善于倾听更能接近真理莫为权势而低头
真理在哈佛的含义 1、真相，即是弄清事物的真相和向世界提供真实情况，而不是生活在虚假和欺骗之中。 2、 诚实，即是对自己诚实，对他人诚实，而不自欺欺人 3、 正直，即是正直地做人，正直地做事，而不为了一时之利降低自己人格
百年哈佛给年轻人的15堂课
塑造卓越自我
创造精彩人生 把握生命轨迹 引领人生航向
1、自信是成功的入场券
成功源于自信 自信能战胜一切困难以胜利者的心态去生活不要被自己打败依靠自我
请记住 一个人如果想拥有胜利的心态，他就必须要抛却各种嫉妒、仇恨和怨愤等各种不良思想，养成一种宽容、豁达、平静、安详的心理境界，这种豁达和平静的心境才是伟大的个性。 成功和幸福最大的奥秘，就在于我们永远相信自己会成为理想中的人物，就在于坚信我们能够通过努力获得事业上的巨大成功。
然后下令将其开除了学校。原因是 这名学社违反校规。遵守规则才能实现目标
纽约商务旅游30页PPT
先握手不可，时常是点头微笑致意，礼 貌地打招呼就行了。
服饰礼仪
与美国商人接见时，要讲究服饰，注 意整洁，穿着西装较好，特别是鞋要 擦亮，手指甲要清洁。
Title in he?re
Step 2
Step 1
拜访 礼仪?
Thitel?er?ein?
Tit?le?in here
不提底价，不喜沉默， 不注重利用谈判建立 关系网。
美国风俗文化要注意哦
• 四个不要：
• 1.盯视别人
• 2.冲别人吐舌头
• 3.用食指指点交往对象
• 4把食指放在嘴里
美国人认为这些体态具有侮辱他人的意思。在公共场 所，不要蹲在地上，也不要双腿叉开坐。相处时，必须保 持距离，因为他们认为个人空间是不可侵犯的。保持50100厘米。不能大谈隐私，不能送的礼品有香烟，内衣， 香水，药品以及广告用品
旅行方式及交通方式的确定
• 要明白此次商务旅行是自己去比较方便合算， 还是跟团走比较合算方便，确定旅行方式。
• 旅程中交通的计划： • 1.飞机座位的预定，是头等舱，还是经济舱
2.乘飞机前的路线，比如，从郑州-上海纽约，有可能你原在地没有直通航班
3.到达纽约后是公司派人接，还是自己乘 车去预定酒店
谈判礼仪
是”和“否”必须保 持清楚，这是一条基 本原则，当无法接受 对方提出的条款是， 要明确告诉对方不能 接受，不要含糊其辞， 是对方存有希望。
与美国人谈判，绝 对不要指名批评某 人。因为美国人谈 到第三者是，都会 顾及损伤对方的人 格。
时间价值。在他们的 观念中，时间也是商 品，时间就是金钱。
旅游景点规划
➢帝国大厦 ➢纽约大都会博物馆 ➢华尔街 ➢自由女神像 ➢纽约中国城 ➢布鲁克林大桥
第十二章 哈佛谈判法则ppt课件
（1）在此次图书馆争吵中，A、B二人各自坚持的阵地是什么？
（2）在此次图书馆争吵中，A、B二人各自的实际利益是什么？
（3）管理员的行动为什么能使争执的A、B双方都得到满足？
二、集中精力于利益，而不是阵地
CADASTRAL MANAGEMENT
CADASTRAL MANAGEMENT
（一）利益决定谈判的问题 1、商务谈判时的基本问题并非表面上的立场问题，而是实质 的利益问题。 2、不要只注意或协调立场，而应该去调节双方的基本利益。 3、任何一个利害冲突，都有多个令人满意的解决方案或途 径，而并非只有表面的一个立场或方案。 4、共同的利益比冲突的立场或利益要大得多。
CADASTRAL MANAGEMENT
（二）解决问题的方法 1、将方案设计与决定过程中分开：集思广益
（1）在思想交流之前 ① 明确谈判者的目标。交流之后你需要什么结果呢？ ② 寻找几个交流对象。规模应大到足以相互交流，小到可以 鼓励个人的参与以及自由的思考——通常五到八人之间。 ③ 改变环境。找一个时间和地点使交流不同于正式的讨论。 交流越是不同于正式会谈, 人们也就越容易相互表达思想。 ④ 让空气活跃。怎样才能让你和其他人放松呢？可以边喝酒 边谈，可以在风景优美的度假区开会，也可以简单地解下 领带，互相亲切地打招呼。 ⑤ 选一个主持人。交流时需要一个人主持——保证交流不跑 题，保证每个人都有说话的机会，遵守一定的规则，通过 发问刺激大家的讨论等。
（四）列一张表格将双方利益明示出来 1、讨论共同的利益 2、重视对方的利益 3、对利益强硬，对人柔和而富有弹性
CADASTRAL MANAGEMENT
三、就共同利益设计方案
（一） 影响判断的四种障碍 1、过早的判断 2、寻求唯一的答案 3、注意力集中在一点上 4、认为对方的问题应该由对方解决，与己无关
哈佛大学ppt讲义
哈佛大学PPT 讲义美国成立于1976年，因此哈佛比美国早出140年。
它的总部位于历史文化名城波士顿的剑桥城，医学院和商学院位于波士顿市区。
在剑桥城，与哈佛大学相邻的是与之齐名的麻省理工学院(MIT)。
因为哈佛大学的建立者中有很多人都是剑桥大学的毕业生，哈佛大学所在的城市也就被命名为剑桥城。
其实原来这所大学的名字叫做“剑桥学院”，直到1638年一位名叫约翰·哈佛的学院院长去世时，将自己积蓄的一半和400本图书（在1638年，对于一所创建仅两年、第一届只有学生9位的学校，这可不是小数目）捐赠给这所大学。
后来经过议院的投票，决定将这所大学命名为哈佛大学。
这里还有一个有趣的故事，这个雕像虽然标注着哈佛先生的名字，但雕刻的并不是哈佛先生本人。
由于哈佛先生没有留下任何的影像资料，当后人计划修建这样一尊雕塑时也就没有了模板，只能在当时的哈佛大学里找到一位比较帅的学生作为雕刻的模特，顶替哈佛先生。
“哈佛图书馆墙上的训言”是个国际玩笑这些训言的英文“一塌糊涂”，还存在语法问题，有的连主语都没有作者承认编造“训言”这些“哈佛图书馆墙上的训言”，其实是按照中国人的价值观念编造出来的，只不过是披上洋外衣而已。
•In 1926, the school moved from the Cambridge side of the Charles River to its present locatio0n in Allston (part of Boston)Many of the buildings have red-brick exteriors, as do many buildings in Harvard Yard.1638年，哈佛的捐献成为当时图书馆的主要财产和资料。
经过300多年的发展，哈佛大学图书馆的藏书达1000多万件，设有100多个分馆。
不仅学校的每个学院都有自己的图书馆，而且还有各类专业图书馆。
《哈佛大学》课件
目 录
• 哈佛大学简介 • 哈佛大学的教育理念 • 哈佛大学的师资力量与学生生活 • 哈佛大学的知名校友与社会影响
01
哈佛大学简介
哈佛大学的历史与背景
哈佛大学成立于1636年，是美 国最古老的高等教育机构之一。
该校位于马萨诸塞州的剑桥市， 与波士顿市隔查尔斯河相望。
哈佛大学最初是一所男子学院， 后来逐渐发展成为一所综合性研
04
哈佛大学的知名校友与社会影响
哈佛大学的知名校友
政治领袖
哈佛大学培养了许多政治领袖，如美 国前总统约翰·肯尼迪、前国务卿亨 利·基辛格等。
商业领袖
哈佛商学院作为全球顶尖商学院之一 ，培养了众多商业巨头，如比尔·盖 茨、马克·扎克伯格等。
学术界
哈佛大学教授包括诺贝尔奖得主、图 灵奖得主等学术精英。
文化传承与创新
哈佛大学在文化传承与创新方面也发 挥了重要作用，为人类文化发展做出 了贡献。
哈佛大学的未来发展与展望
教育改革与创新
哈佛大学将继续致力于教育改革和创新，培 养更多优秀人才。
国际合作与交流
哈佛大学将进一步加强国际合作与交流，促 进全球学术和科研发展。
科研突破与成果转化
哈佛大学将加强科研成果转化，推动科技成 果造福人类。
强调批判性思维和创新能力
02
哈佛大学注重培养学生的批判性思维和创新能力，鼓励学生在
学术和实践中勇于探索和创新。
倡导多元文化和国际交流
03
哈佛大学倡导多元文化和国际交流，为学生提供丰富的国际交
流机会，以拓展学生的国际视野和跨文化交流能力。
哈佛大学的课程设置与教学方法
跨学科课程
哈佛大学开设跨学科课程，鼓励学生 选修不同领域的课程，以拓展知识面 和增强综合素质。
游学(精品版) PPT
的完整生态系统
乐
2)基于用户的IP运营模式— —蝴蝶模式
视
3)全球首家宣布造车的互联网 公司
10
游学基地路线
优秀的互联网企业+纯电商
11
亮
国 内
线 上
游 乐
全 网
点 ：
精 线 场营
油 下 式销
阿
销 同 工，
芙 精 油
量 步 作淘
第 发 环宝
一 展 境成
品
交
牌
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衣品天成
要点：
1）综合实力在全国互联网服饰 品牌公司中排名前4；
2）短短几年时间拥有六百多万 用户量；
3） 创造双十一单日销售额1个 多亿，年销售额8个多亿的销售 传奇。
13
游学基地路线
优秀的传统企业+互联网
14
华为
要点：1)产品和解决方案已经应用于全球170多个国家
2)从中国本土狼王到如今的全球最大通讯设备提供商 3) 《华为基本法》——管理标杆，文化致胜
参观阿里总部滨江园区
实地感受阿里互联网企 业的优秀之处
参观集盒电商+分享交流
——深度接触社交电商
阿里巴巴企业文化分享
—— 深度了解阿里 阿里价值观的演变 阿里三大文化
参观伊米妮+分享交流
——如何打造淘系品牌
17
游学移动课堂-走进名企（参考）
游学主题
学习方向
游学企业
游学形式
智能制造标杆考察青岛行
智能制造在制造型企业中的运用
优秀的互联网企业
7
阿里巴巴
亮点：
1)全球第一，七剑合一 2)裂变发展从18人到2万人， 从20万起家到如今估值超 1000亿美金 3)全球最大电子商务网站 4)双十一912亿营销奇迹 5)阿里文化、头狼团队打造
《哈佛大学简介》课件
教学方法：哈佛大学采用多元化 的教学方法，包括讲座、讨论、 实践等，注重培养学生的创新能 力和实践能力。
哈佛大学的学科优势和特色专业
学科优势：哈佛大学在多个学科领域具 有世界领先地位，包括医学、法学、商 学、教育学等。
教学模式：哈佛大学采用小班教学模式， 注重学生与教师的互动和交流，鼓励学 生积极参与课堂讨论和实践。
哈佛大学的科研项 目涵盖了各个领域， 包括医学、生物学、 物理学、化学、计 算机科学等。
哈佛大学的科研项 目得到了众多企业 和政府的资助，如 美国国家科学基金 会、美国国防部等。
哈佛大学的科研项 目在国际上享有盛 誉，如哈佛医学院 的癌症研究、哈佛 商学院的管理学研 究等。
哈佛大学的科研成果和学术贡献
学科发展：哈佛大学在学科建设 和发展方面取得了显著成就，如 法学、医学、经济学等学科在全 球享有盛誉
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添加标题
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发展历程：哈佛大学成立于 1636年，是美国历史最悠久的 大学之一
科研成果：哈佛大学在科研方面 取得了丰硕成果，如诺贝尔奖、 菲尔兹奖等国际奖项的获得者众 多
哈佛大学的校园环境
哈佛大学的校园文化和活动
学生社团：超过400个学 生社团，涵盖学术、体育、 艺术等多个领域
校园文化：多元化、包容 性、创新性
校园活动：每年举办超过 1000场活动，包括讲座、
音乐会、体育比赛等
哈佛艺术博物馆：收藏了 超过25万件艺术品，是哈
佛大学的文化瑰宝之一
哈佛大学的教学特色
哈佛大学的课程设置和教学方法
哈佛大学的校园布局和建筑风格
校园布局：哈佛大学位于美国马萨诸塞州剑桥市，占地约200英亩， 分为南北两个校区
建筑风格：哈佛大学的建筑风格多样，包括哥特式、文艺复兴式、 巴洛克式等，其中以哈佛纪念堂、哈佛大学图书馆等最为著名 校园特色：哈佛大学的校园环境优美，绿树成荫，湖泊环绕，被誉 为“世界上最美丽的校园之一”
哈佛PPT新
PAGE 2
哈佛在线领导力学院产品源自哈佛商学院出版公司，其使命是 让世界上更多人受益于哈佛商学院的优质教学资源
哈佛商学院
Since 1908
MBA教育
2年制学位教育 课堂教学 针对优秀的年轻人
900人/年
EDP项目
3-8周培养项目 课堂教学 培养企业高层领导
9000人/年
PAGE 10
此外，在线学院平台提供学习地图模板、培训实施模板以及短 信邮件通知功能，帮助培训经理轻松管理培训实施
© Copyright 2013 KeyLogic （Beijing） Consulting Limited. All rights reserved.
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内嵌学习地图，打造企业完整领导力梯队
哈佛商学院出版公司HBP
• • • •
大学课程材料 课程设计工具 案例教学资料 线上教学素材
高等教育
企业学习：在线领导力学院
《哈佛管理导师》 《新经理成长地图》 《领导力加速》
哈佛商业评论 HBR
• • • • 有影响力的期刊、图书 专家资源、图书 一流期刊撰稿指南 领导力优秀思想传播者
KeyLogic 是HBP企业学习业务中 国独家合作伙伴
哈佛商学院、西北大学凯洛格管理学院、百森 商学院等知名学术机构的专家教授，以及来自 摩根大通、Intel等知名企业的高层管理者。
欧洲商业管理学院（INSEAD）
菲利普·科特勒
著名的 战略营 销领域 的专家
罗伯特·卡普兰
平衡计 分卡和 作业成 本法的 创始人
琳达· 希尔
哈佛商学院新任经理人培养 领域首席专家，同时也是哈 佛商学院“领导力计划”的 主讲教授。畅销书《上任第 一年》的作者
哈佛谈判课 PPT 第三、第四章
• 方案C：如果采用方案C，会有400人丧生
• 方案D：如果采用方案D，有1/3的机会挽救所有
人，而2/3的机会会导致600人全部丧生。
• 易受诱导：在预期值相同时，对于潜在的 收益和可能遭受的损失，人们更倾向于后 者，不愿意冒险。
• 解决方案：
– 设置多个参照点 – 在不同参照点下评估你的谈判策略
研究型谈判的七大原则
不要把任何事情当做“对方的问题”
倾听对方的目的就是找出对方的需求。在各自的需求没有回旋的余地 即局部合作，在接触中是有可能和对方既竞争又合作的，找寻自身 问题能得到解决不是因为某一方是“乐善好施”的，而是因为谈判 人员明白，不受桎梏的“对手”比束手束脚的人提供更好的东西。 与对方的共同利益。 时，将焦点转化到需求的原因上就会得到清晰的解决方案。
• 解决方法：
– 在谈判中，寻找可能创造出更多利益的机会，扩大总 的收益。
– 例如，同时讨论谈判中的多个议题，提出多个解决方
案，签订一份相机合同等
2.印象偏见
• 印象偏见：显性信息对谈判人员的影响比 隐性信息更大。（二者同样重要）
1.良好的福利待遇 2.工作单位离家不远 3.和谐的公司氛围 4.经常有机会出国公干 5.起薪10万人民币 6.对工作内容的把握度 7.一流的办公环境 8.500强知名公司 9.不用经常出差
谈判学读书笔记
11710 赵杨 林晓羽 张越
目录
研究型谈判案例引入
研究型谈判的七大原则
研究型谈判的五大策略
当思想偏见磨灭理性
研究型谈判案例引入
谈判双方和谈判焦点： K公司和某欧洲公司 新型保健品配料 分歧点： 专营权——K公司不想生产含有配料的产品 欧洲公司不想卖这种配料 解决办法： WHY——K公司已经做出条件优厚的让步， 为什么欧洲公司还是不愿意卖？
哈佛商务礼仪课
1．将手机放在别人看不到的地方 2．啰让你的手机更有礼貌的8个小提示 3．必要的时候，请关掉手机 4．传短信、打时要考虑对方是否方便 5．把短信用到正处
1．留出几分钟时间开启与关闭 2．摄像机前的颜色搭配 3．摄像头前的坐姿 4．注意你的麦克风 5．平日里多加练习
1
当餐桌变成沟 通场合
2
点餐里的学问
1．穿着庄重 2．说话应得体 3．举止应端庄有礼 4．尽量将关系透明化 5．慎重选择礼物 6．避免暧昧的交往
1．男人面对问题：先思考，再处理 2．女性面对问题：同时进行感觉、表达与思考 3．两性：体谅、尊重彼此的情感表达方式
1．支配型谈判者 2．表达型谈判者 3．亲切型谈判者 4．分析型谈判者
1．设定好自我位置 2．共同基础优先行，对立问题随后谈 3．促使对方彼此的整体利益
1．尽量将讲话量降到最低 2．让辩论简明扼要 3．更用心地记述要点 4．注意奇怪的措辞
1．永远不要假设对方是理性的 2．不要假设双方价值观一致 3．提前展开调查 4．向对方提出问题 5．确定暂定的理解事项 6．清楚地告诉对方你不能退让
1．如何为宴会选酒 2．正式场合中的饮酒细节 3．把握好敬酒的时机 4．向主宾敬酒时的礼节 5．别把敬酒变成劝酒
1
明确差异，男 人女人的不同
2
让竞争与合作 中和
3
欣赏异性的秘 诀
4 “我只不过开
个玩笑”的严 重后果
5 从自己做起，
减少性骚扰发 生几率
尊重彼此的情 感表达方式
Tips：开诚布 公，建立起异 性间的信任
1．创造机会让对方说“是” 2．有逻辑性，一点点地发问 3．注意：这些提问有可能引起误会
商务世界里，处处都 是谈判
识别他人的谈判风格
哈弗大学商务课程
Copyright © 2006 President and Fellows of Harvard College. All rights reserved. This material is provided for use with the video only and is not intended for publication or attribution. Lecture TextBrand PositioningProfessor Youngme E. Moon(edited for clarity )IntroductionWelcome back to HBS. It’s a pleasure to be here. What I thought I’d do today is talk a little bit about my research, some of which is in the area of brand positioning. I teach a second-year course called Consumer Marketing that focuses on three big areas. One is positioning, one is branding, and one is customer management.PositioningAnd so what I would like to do today is talk to you about the first of those three areas: positioning. And what I try to do in the course is to give students a very different perspective on consumer marketing. Because what they get in the first year is the classic approach to consumer marketing. And in the second year, I try to focus more on the research that I do, which is to offer a counter view on marketing.I’d like to begin with positioning and I’m just going to jump right in.Classic definition of positioningPositioning is one of the most fundamental concepts in marketing, and this is the classic definition of positioning. It’s the process by which you are basically managing the impressions that people have about your value proposition. You’re not doing this inisolation, obviously; you’re doing it in the context of other competitive brands out in the market.Category positioning mapAnd so one of the tools that most marketers use in thinking about how to position a product is something that we generally call a “category positioning map.” And it generally lookssomething like this. It’s basically the idea that you can take any category and you can figure out what attributes consumers care about. This is simplified because it’s only two dimensions, so usually there’ll be three, or four, or five dimensions. But the idea is that you can literally plot different brands in this space and figure out where consumers perceive different brands to be in this space. And positioning becomes this process by which you're jockeying for position within the context of this kind of map. And the goal in this is to own a particular position, to dominate one of these positions on the map.Classic approach to positioningAnd the way that we do this conventionally is we segment the market. We take a market and divide it into a bunch of segments. We identify our target segment. We do some market research so that we get to know our target segment, and we market our value proposition. This is what we teach in first-year marketing. And this is the classic approach to positioning.The problem with this particular approach is that it sounds very straightforward, but in fact it’s very, very difficult to execute. And it’s difficult for a lot of reasons. One of the reasons is that that positioning map that I showed you, in fact, is very dynamic. It's not a static map.Category evolutionIt's constantly evolving. In fact, if you think about any category, as you guys remember from being here, any particular category will go through a series of stages, like anything else. And the positioning challenge changes within each one of those stages.So, for example, if you think about the birth of any particular category, any consumer category, there’s really no competition at all. When categories are born, it’s usually because a single product is able to achieve some kind of traction within the category, and it then goes on to become the prototype for the entire category. So, for example, the Sony Walkman was a product that hit, it achieved market traction, and it became the prototype for the entire personal stereo category.In just about every category you can find a product like this. What happens is that after that, competitors recognize that there’s an opportunity. They begin jumping into the market and they begin replicating and refining on that particular product or service. This is a period of replication and refinement. Lots of copycats jumping in. And this is a really great time to be a consumer because the value proposition is increasing significantly with every single generation of product. So if you buy a third-generation Walkman, you’re just so much better off than someone who bought a first-generation Walkman. It's also a great time to be a competitor because the market is growing so rapidly that you don’t really have to do that much head-to-head competition. You can grow by simply grabbing a chunk of a growing pie, as it were.In the third stage, things get a little bit more difficult because now you’re forced into the head-to-head competition. The market’s not growing so much, so what used to be a positive-sum game now has become a zero-sum game. And as a result, the battle is really over creating differentiation and distinctiveness within the context of all of this competition. And one of the things that happens is that, as the market gets more mature, competitors become more sophisticated; the segmentation starts to get much more refined. So, whereas in the growth stage you might have kind of a crude segmentation, in this stage you see a market get divided in really, really fine segments. And you see companies beginning to bring these products that are specialized for every single one of those segments.The end result is that the overall number of products in the category just explodes. So today, for example, Sony makes over a hundred different Walkmen. There are Walkmen for the beach, Walkmen for children, Walkmen for jogging, Walkmen for going on airplanes, and so on, and so on. And every single one of those products represents a different segment in Sony’s mind.Mature categoriesNow, you see this in category after category, this kind of product proliferation. And the thing to keep in mind here is that when you see a company offering lots and lots of products like this, those product portfolios reflect the firm’s segmentation philosophy. If I’m producing cereal and I produce four kinds of cereal—plain, raisins, nuts, nuts and raisins; four types of cereals—that product selection is a reflection of my segmentation philosophy, because I believe different segments out there care about that difference. Shopping, then, as a consumer becomes a process by which consumers are essentially self-selecting into these categories.And every time you buy one of those products—you buy the one with nuts but no raisins— you’re basically validating that firm’s segmentation philosophy. You’re validating the fact that that difference matters to you. And what’s interesting about this process is how easilyand how readily consumers adapt to the evolution. Twenty years ago it would have been ridiculous to be able to go to the store and buy something like Diet Cherry Coke with no caffeine. That kind of specialization would have been absolutely ridiculous. Today if you’re someone who consumes Diet Cherry Coke with no caffeine, and you discover one day that Coke has discontinued that product, that really ticks you off. Because they recognized you as a segment and now they’ve decided they don’t care about you anymore.This is all kind of a way to say that, as categories mature, the differences between products starts to get increasingly subtle, increasingly nuanced. But just because they get increasingly subtle doesn’t mean that they’re meaningless. On the contrary, in a mature market, marketers end up living and dying by those tiny little differences. So differences that are insignificant in an immature market become highly significant in a mature market. So the positioning challenge becomes very, very different in a mature market.The second thing that happens at the same time is that the difference between customers becomes increasingly subtle. And this happens for a lot of reasons. One reason is that the segmentation starts to become much more fluid. Now, what do I mean by that? What I mean is, let’s say we decided we were going to segment by age. A very crude way to segment by age as a demographic would be to say, “OK, there are three basic age groups. There are children, there are adults, and there are senior citizens.”That might work fine in a growing market. In a mature market that’s been around a long, long time, you don’t see that kind of crude segmentation. It is not enough to say that there are children, adults, and senior citizens. Instead you say there are not just children; there are newborns, there are babies, there are toddlers, preschoolers, kindergarten, elementary, and you segment like that. There are not just adults, but you have adults that are single, adults that are married, adults with no kids, adults with kids, and so on. And you start to really fine-tune that segmentation.What that means, though, as a marketer, is that you are now trying to hit a moving target. Nobody is staying in the segment long enough. You have very little time to reach that consumer before they move on. You see this problem, for example, in the toy industry. The toy industry is one in which five-year-old kids wouldn’t be caught dead playing with anything that a three-year-old would play with. Right? So, if you’re a toy manufacturer and you’re producing toys for a very specific age range, you have a very limited amount of time to create some resonance with that consumer before they move on.The same in the fashion industry, where fifteen-year-old girls wouldn’t be caught dead wearing anything a thirteen-year-old girl is wearing. In mature products, consumers get sophisticated like this, much more demanding, and it becomes much more difficult to reach them.A second thing that happens is that the segments start to really overlap in some very messy ways. As you remember, the whole reason you position and you segment, anyway, is to find a part of the market that you can really dominate, that you can own; a place where you’re sort of immune from competition. Even if you come up with the most elegant segmentation scheme in the world, in a mature market it is impossible to avoid competition. And the reason for that is different firms adopt different segmentation schemes.So let’s say I decide I’m going to segment by gender. Somebody else comes along and says, “I’m going to segment by age”; someone else comes along and says, “I’m going to segment by lifestyle”; “I’m going to segment by geographic location,” and so on. And soyou have overlapping segmentation schemes in which you might be doing really well in the context of your own, but it’s still impossible to avoid competition from someone else who’s just looking at the market in a different way.Another problem: Consumers don’t always cooperate with the way firms segment the market. Even as firms get more sophisticated in how they view the market, consumers also get more sophisticated. A good example of this was about eight years ago when I had my first kid. So I had my first kid and, at the time, I was driving this little two-seat convertible.I had this baby. I realized this car is completely impractical. So when my son was a week old, I took the car in to trade it in and I drove out with a . . . ?__: A minivan.PROFESSOR YOUNGME E. MOON: No, I drive one of those now. But it was close: a big old Volvo station wagon, the biggest Volvo station wagon that you can buy; a huge car. Now, if you think about it, it’s like driving a living room sofa down the freeway. But if you think about it, there’s absolutely no reason, where my son was a week old, to need a car that big. I mean, my baby was really very small. But the reason I got that car was because, in my mind, I was looking at women that were five or six years ahead of me. And they didn’t just have one baby, but had two or three kids, and were lugging around all this stuff in the trunk, and so on. In other words, I was projecting forward. I was projecting myself into a segment that I wasn’t really in yet.People do that all the time. Consumers, when they get very sophisticated, they anticipate being in a segment and they put themselves in it. Or they want to be in it, so they put themselves into segments that we, as marketers, wouldn’t necessarily expect them to put themselves into.And on top of all of this, as markets get more mature, the segmentation starts to become more “psychographic.” This is one of the most favored terms that you’ll hear marketers use. Because, on the one hand, everything we do as a marketer, we’re always segmenting by psychographic. When we use a demographic variable like gender, for example, to segment the market, what we’re really going after is some kind of psychographic. If I say I’m going to differentiate between men and women, what I’m really assuming is that there is some kind of psychographic difference between the way men think and feel and the way women think and feel.But when the market gets more mature, there comes this tendency to want to bypass those easy substitutes. We use easy substitutes like age, and gender, and so on, and a desire to go straight for something that is psychographic and to bypass those substitutes. And so all of this results in a really very, very messy market that is full of many, many contradictions. That’s the end result.A very good example of this would be the SUV market. If you think about twenty years ago in the SUV market, you had a choice of two or three or four different SUVs to choose from. Today there are literally dozens and dozens of SUVs. You can buy cheap SUVs, you can buy luxury SUVs. Porsche now makes an SUV; Mercedes; BMW makes two SUVs. Now, if you think about the luxury SUV and you had to describe the target market for the luxury SUV, how would you describe that target market?I guess it would be somebody who likes to think of himself as very rugged and outdoorsy but, on the other hand, can’t bear the thought of going anywhere without leather seats. It’ssomeone who likes to think of himself as pragmatic and down to earth, but still wants that high-profile status symbol. It’s someone who almost certainly has a spouse and a couple of kids, but wouldn’t be caught dead in a family car. And that is essentially the target market for a luxury SUV. It’s a complete contradiction in terms.We kind of laugh at that because, from a marketing perspective, we like to divide the world into little chunks. There are people like this and there are people like this. But, as consumers, what makes that kind of funny is that we know that in reality that’s not really true. Right? As a consumer we live with these kinds of contradictions all the time. If you were a marketer and you came to me and you said, “I’ve taken the market and I’ve divided it into two segments. One would be people who like to be outdoors and like to rough it, and over here, people who like luxury and they like to be pampered. Which one would you put yourself into?” You know what I would say? Both. I like them both.If you said to me, “I’ve divided the market into two segments. One would be people who like to save money, who are very pragmatic; and the other are people who like to pay a premium for a status symbol. Which one would you put yourself into?” Both. I consider myself pretty pragmatic, but I will also spend some money on a few status symbols as well. As consumers, we are very comfortable living with these contradictions. As marketers, however, we don’t necessarily have the tools out of which we can really think about how to take advantage of those kinds of contradictions in the market.So a lot of the research that I do looks at how to position yourself in the context where these types of tools don’t necessarily allow you to take advantage of those kinds of opportunities. I think that in many, many situations, particularly growth situations, a way of looking at the market that uses this particular paradigm can be very useful. But, as markets start to get more messy and more complicated, then sometimes it’s necessary to go beyond this particular way of looking at the world. Because I really believe that the challenge for marketers, particularly in mature markets, is trying to position in the context in which consumers are extraordinarily sophisticated; where everybody that you meet really is this walking contradiction; where consumers are moving targets; when consumers are constantly defying your expectations about how they should and will behave. That’s what I’d like to do.And I’d like to give you an example of some of the ways you can push the logic of this particular paradigm and come up with marketing plans that, at first glance, from a first-year marketing perspective, look kind of absurd, but in fact actually are very powerfully resonant. So here’s an example of what I mean.Iconic Positioning StrategyImagine that you were CEO of a company. You had a product. You wanted to market it to consumers. And you came to me and said, “I don’t know anything about marketing. Why don’t you come on board as my CMO and come up with a marketing plan?” I say, “OK, fine. Give me a month to study the market and I’ll come back with a marketing plan.” I come back in a month and I say to you, “I’ve looked at the market and I can’t make heads or tails of it. It’s a complete mess. People are behaving in irrational ways. I really don’t get what’s happening. So here’s what I’ve decided to do. This is my marketing plan. What I’m going to is I’m going to create a mythological or fictitious target segment, and I’m going to marketto this fictitious target segment. And my goal is going to be to create a compelling relationship between our product and this target segment.”Now the first thing you’d say to me is, “Hold on a second. These people really do exist out there in the market, right? You just don’t know how to find them. You don’t know where they are.” And I would say to you, “Actually, I know with 100 percent certainty that there is nobody in the market resembling the fictitious target segment I have in mind. I know that with certainty, and yet this is the marketing plan I want to adopt.”Harley-DavidsonWhat would you say to that? You’d say, “That’s ridiculous, that’s absolutely absurd.” And yet all of us are familiar with this brand right here. The target market for the Harley-Davidson is the biker outlaw. And I can assure you that in 2005, in America, there are no biker outlaws.I mean, there might be one or two, but certainly not enough to sustain a business like Harley’s. In fact, if you look at the demographic profile of Harley’s customer base, it’s a fascinating thing to do. Because far and away, the vast majority—I’m talking 80-plus percent of their customers—are men in their fifties that have jobs like investment banker and consultant. I mean, it's you guys, basically.There’s a complete disconnect between what all their communication is about and who is actually buying their product. Now, is this aspirational branding? If you survey these people, they are not people who would say, “I want to give up my day job and become a biker outlaw.” This goes far beyond aspirational branding. In fact, what Harley-Davidson is doing is they recognize that there are some people out there that harbor nothing more than a fantasy. They have a fantasy and sometimes they like to play it out.And so what they’ve done is they have decided that they’re going to create an iconic target segment. They’re going to target someone way over here that doesn’t even really exist, but they’re going to create this illusion that is so powerful, it becomes a magnet for all of these people who want to share in that fantasy, at least for a weekend or two. As a result, their brand positioning tends to look completely out of alignment with their actual customer base. Now, why would a company adopt a strategy like this? The answer is, if you were to take fifty investment bankers and you were to just line them up, chances are one or two of those investment bankers would share in this fantasy. Probably not more than that because it’s really pretty ridiculous—sorry, there might be some Harley owners out there—but only one or two of you.The problem is, looking at these fifty, there’s absolutely no way to tell which of the fifty have it. It’s a very deeply embedded psychographic. So you could just target everyone, but that’s not very efficient, right? You could do a ton of market research to try to figure out which one of them displays those kinds of characteristics and go after them that way. But that’s probably not going to be very effective, either. So what Harley has done is something very different. They’ve decided, “Were going to create something very iconic over here and we’re going to use it as a magnet to draw people out.”And, in fact, from a marketing perspective, it’s extraordinarily efficient. It’s efficient to the extent that my guess is when I said the words “Harley-Davidson,” immediately in your mind that image popped into your head, even though you probably can’t remember in your life ever seeing an advertisement for Harley-Davidson. They have been so religiously focused on creating this mythology and sustaining this mythology over the years that it has become very, very deeply embedded in our psyche and it’s very powerful.MarlboroHere’s another example. Now again, I can assure you, in 2005, there are not many American males walking around herding cattle. Nor are there many people out there that aspire to quit their jobs and go work on a ranch. There really aren’t that many people. And yet what this brand positioning does, again, is it creates a mythology about what it means to be an American male. That mythology resonates with people and it becomes a magnet. It becomes a brand magnet.PlayboyHere’s another example. In the 1970s, Hugh Hefner created this image of the playboy, this James Bond-like international jet-setter that would fly around with the Playboy magazine and hang out at playboy clubs. My guess is that, if you took a hidden camera and you put it in a 7-Eleven, and you videotaped the types of people that were buying Playboy, they would bear absolutely no resemblance to this mythological character. Again, it’s a situation where the brand positioning is completely out of alignment with the demographic and behavioral reality of the customer base, which makes no sense from a classical marketing standpoint, but makes a lot of sense, actually, if you think about what’s happening here.Rap musicAnother example is rap music. You see this with hardcore rap music, where the vast majority of people who are buying are white kids that live in the suburbs. And yet the whole industry even refuses to acknowledge that that is the target segment. And it is the refusal to acknowledge that that makes this particular mythology so powerful for kids.This is an extreme version of targeting by psychographic, because what you’re doing is establishing an iconic segment that in no way reflects the demographic or behavioral reality of your actual customer base. In fact, you may even refuse to acknowledge the demographic or behavioral reality of your customer base. Harley cannot start talking to its customers as if they were investment bankers. That would be suicide. What’s happening in here with all of these companies is they’re pushing the logic of target market segmentation to an extreme. You can think of this as a continuum and, at one end of the continuum, is the conventional demographic segmentation that we use. And we use demographics like gender and geographic location as an accessible substitute for what we believe are obvious psychographic differences.Further down the continuum you get the kids that want to be like Michael Jordan. This is aspiration. They want to be like Martha Stewart, and so on. And then at the extreme end of the continuum, you get much more of an iconic kind of positioning. And as you move further to the right, there’s a recognition that the psychographic characteristic that you are tryingto appeal to is less accessible. It’s harder to access. And as a result, the iconic imagery that you use starts to become much more farfetched and mythological, farther to the right. More suspension of disbelief is required.And you see those investment bankers getting on their Harleys on the weekend and whooping it up, you’ve got to suspend some disbelief in order to do that. And the marketing of the illusion must be completely uncontaminated in order to pull off something like this.This is an example of the idea that sometimes achieving real differentiation in a mature market where there’s lots of competition requires going beyond the standard category positioning approach. Iconic positioning strategy is the idea that you can take segmentation logic and you can push it to an extreme, and even going beyond the behavioral or demographic characteristics of the market. Yes?__: I have a quick question. Are you saying that the brand, then, would actually evolve from the demographic, aspirational to iconic? Or can you actually start out iconic right away?PROFESSOR MOON: The latter. In fact, it’s very difficult to move. Your credibility rests in the fact that you start out—absolutely, that’s right.So what I’d like to do with the rest of the time today is I’d like to talk about other examples of this kind of positioning approach, and three others in particular. I’ll stop between each one to try to take questions, but I am going to try to finish on time here, so I’m aware of the time. So I’m just going to keep going straight ahead.Reverse Positioning StrategySo the next thing I’m going to talk about is something that I call a “reverse positioning strategy.”I talked about how categories matured over time and how the positioning challenge changes over time. And some of the things I mentioned were the fact that when categories get mature, there is lots and lots of product proliferation. Customer behavior tends to become a little bit less rational or apparently rational as customers become more sophisticated and start trying to outgame the system a little bit.What also happens in a mature category is that the standards keep getting higher and higher. Now I’m sure all of you remember this from first-year marketing. It’s the idea of the augmented value proposition. It’s the idea that you always start with a basic value proposition, but the goal is to continually augment your value proposition. What happens as a result of that, what I call this “augmentation trend,” is that consumer expectations just go up and up over time.It used to be that, if you stayed at a hotel and they gave you cable television and Internet access, you thought, “Wow, that’s really great.” But today you can stay at a Holiday Inn, and if they don’t have those things . . . Your expectations have changed. You expect more from your bank today than you used to twenty years ago. In almost every category, this is true.Now, there are two consequences of this augmentation trend that you tend to see in mature categories. The first consequence is that it’s inevitably the case that there are some firms that are just better at leading this augmentation charge than others. And so what tends to happen is that a brand hierarchy starts to develop, and the brands at the top are continually expanding the definition of full service. So you get the Four Seasons, The Ritz-Carlton, and they’re leading the charge.The nice thing about being one of those brands at the top is that you tend to attract the most attractive customers in the market. These are people who are willing to pay a premium for full service. And if you give them full service, then you can usually win their loyalty. So they tend to be the more loyal customers in the market.At the bottom of the hierarchy you find firms that decide they’re not going to play this game. They’re going to offer low-cost, low-margin, high-volume players. They’re the ones that lag behind in the augmentation and offer a much more basic value proposition. And the problem with being down here—one of these discount players—is that you tend to attract。
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研、金融与技术—特别是生物工程，并被认 为是一个全球性城市或世界性城市。
美
国
六
大
名
城
旅行
洛杉矶
洛杉矶是美国的第二大城，美国最大的 海港。闻名世界的好莱坞就位于该市。洛杉
游
矶已为美国石油化工、海洋、航天工业和电
览
子业的最大基地，有“科技之城”的称号。
美
国
六
大
名
城
旅行
游
览
美
国
六
拉斯维加斯
大 名
拉斯维加斯（Las Vegas） 是美国内 华达州的最大城市，以赌博业为中心的庞
优秀企业家全球游学计划-美国哈佛行价格
学习总结
经常不断地学习,你就什么都知道。你知道得越多,你就越有力量 Study Constantly, And You Will Know Everything. The More
游 学
激情自驾
往届学员游学掠影
游 学
激情自驾
往届学员游学掠影
游 学
美国1号高速公路海岸自驾游
往届学员游学掠影
游 学
圣塔巴巴拉海景别墅群参访
收获
庞圣高
重庆庞帆冲压厂
冲压行业是重庆传统制造业的重要组成部 分。随着全球产业一体化进程的加快，传统制造 业利润的下降，作为产业链下游的冲压行业更是 雪上加霜。次此美国哈佛商学院的培训让我受益 匪浅。Mel教授的操底收购策略给我提供了很好 的企业发展思路。通过收购美国企业打造我们的 核心配套和国际竞争力。
使城市别具风貌。
旅行
游
览
美
旧金山
国
六
大
旧金山
名 城
旧金山（San Francisco），又译“圣 弗朗西斯科”、“三藩市”。旧金山位于美 国西海岸，是美国西部最大的金融中心和重 要的高新技术研发和制造基地。
游学掠影
赌城女郎
游学掠影
欢乐时刻
游学掠影
街头合影
游学掠影
唐人街
游在美国
邂逅“自由女神”
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
2014年2月博众房地产研究院团员斯坦福大学参访
往届学员游学掠影
游 学
2013年11月优秀企业家哈佛大学课堂
访在名企
富达投资
圆桌会议
企业家在富达投资参加圆桌会议
授予证书
教授授予哈佛商学院结业证书
游学掠影
谷歌总部
游学掠影
健赞公司
游学掠影
思科系统
欢迎晚宴
游 学
2013年11月优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
哈佛教授给团员颁发结业证书
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
王旭东
重庆建工集团
参加完哈佛商学院的短期EMBA培训，我感 觉是一次企业管理理念的升华！用国际化的眼光 看待企业的业务重组；站在全球的高度思考企业 的发展战略；用创新的手段提升企业的竞争力。 中国市场经济、大型国有企业的嬗变转型都能从 美国自由市场经济的高速发展历程中找到可以借 鉴的经验。
优秀企业家全球游学计划-美国哈佛行价格
游在美国
同学情
游在美国
阳光早餐
游在美国
同学友谊
激情自驾
自驾车队
海岸自驾
畅享自由
洛杉矶→旧金山 太平洋海岸线 黑人Rap 音乐 壮阔海景风光 700 英里驰骋
往届学员游学掠影
游 学
激情自驾
往届学员游学掠影
游 学
激情自驾
往届学员游学掠影
游 学
激情自驾
往届学员游学掠影
游 学
激情自驾
往届学员游学掠影
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
欢迎晚宴
中美企业家 深度交流
游在美国
解决企业问题，突破瓶颈，战 略蓝图，领导力提升。
现场互动，学有所得。
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
游 学
优秀企业家哈佛大学课堂
往届学员游学掠影
4以 1号高速公为路主的海岸线自驾游
游学是一次自由的飞翔
5以 中美企业家交项流为目主对接与欢迎晚宴
游学是一次商业机会
6以 私董会为主的圈子服务
游学是另一种人脉圈
游 学 掠 影
学在哈佛
参观哈佛大学，接受 哈佛商学院资深教授 授课，与美国著名学 者亲密互动，获得结 业证书！
游学掠影
领导力课程
城
大的旅游、购物、度假产业而著名，是世
界知名的度假圣地之一，拥有“世界娱乐
之都”和“结婚之都”的美称。
旅行
游
览
美
国
六
圣巴巴拉
大 名
圣巴巴拉是美国最美的海岸度假小镇， 也是全美名流富豪的居家度假首选，被称
城
为“上帝的宠儿”。一年中至少340天太阳
都不会放假，气候温暖，亚热带植物繁茂，
美国开拓时代白壁红瓦建筑样式的街道，
企业家美国哈佛游学商务考察行
美中经济与文化发展基金会
M型人生
我 游学的第定一在站哈佛，也必须是哈佛！ 王石
Value 六大价值
1以 哈佛商学为院主的最高级别定制课程
游学是一场知识的盛宴
2以 六大名为城主的自由舒适豪华旅行
游学是一场舒适的旅行
3以 世界500强企为业主的深度参访
游学是一次商务考察
张华荣
重庆澄江建设工程有限公司
企业的重组、改制与战略并购是我长期思 考并困绕我的问题。哈佛商学院教授的生动案例 给我提供了很好的借鉴。如何有效的配置企业资 源？如何提升企业的竞争力？如果保持企业的长 久健康发展？这些问题都在哈佛课堂帮我寻找到 了答案。
何东升
重庆涪陵明龙货运有限公司
物流行业在目前的中国是一个技术含量低、 劳动密集、竞争激烈但是利润却相对较低的行业。 在美国考察与学习期间，美国发达的现代物流业 让我感触颇深。哈佛的培训虽然短暂，但是Mel 教授生动的启发让我茅塞顿开。“招聘顶尖的物 流人才、搭建高科技的信息化系统、打造差异化 的物流竞争优势。”
旅行
游
览
美
国
六
大
纽约
名
纽约是美国政治、经济、文化及交通
城
等领域的枢纽中心。与英国伦敦、日本东
京并称为"世界级城市"。纽约直接影响着
全球的经济、金融、媒体、政治、教育、
娱乐与时尚界。
旅行
波士顿
波士顿是创建于1630年，是美国最古 老、最有文化价值的城市之一。该市是高等
游
教育和医疗保健的中心，它的经济基础是科