【正文】 并非總是要在意大利生產(chǎn)。溫伯格說，公司不會將古琦的生產(chǎn)線移到海外。Serge Weinberg, Chief Executive of Pinault Printemps Redoute, which controls Gucci, says it will not move Gucci39。s true or not that luxury es from Europe and must be made there to be the best.” 在《金融時報》的采訪中，許多企業(yè)高管表示，頂級奢侈品牌將在亞洲越來越多地出現(xiàn)，就像在歐洲一樣。Sanyo is now reacting to this demand for a snob alternative to the Burberry products made in its factories across Asia by opening a flagship store in Tokyo39。2000年它決定給日本三洋公司的特許授權延長十年。Burberry has many Asian licensing arrangements. In 2000 it decided to renew Sanyo39。美國的皮革商品制造商蔻馳（Coach）就是一個經(jīng)典的例子。在過去的五年中，它通過僅在低成本市場生產(chǎn)來提升毛利率。s Japanese licence for ten years. This means that almost half of Burberry39。這意味著按零售價計算巴寶莉幾乎一半的銷售額將是亞洲授權生產(chǎn)的。s Ginza, where it sells Burberry products imported from Europe.為了應對這種對巴寶莉在亞洲工廠所生產(chǎn)產(chǎn)品的需求，三洋公司在東京銀座開設旗艦店，出售從歐洲進口的巴寶莉產(chǎn)品。古馳（Gucci）的多米尼克s production offshore. Yet some in the industry recognize that change may be round the corner even for the superluxury brands. Patrizio Bertelli, Chief Executive of Prada, says: 39。然而一些業(yè)內(nèi)人士認識到，就算對頂級奢侈品牌而言，這種變化也將來臨。Amitava Chattopadhya. Professor of Marketing at Insead, the business school. says: A brand is a set of associations in the mind of the consumer and one of these is the country of origin. For luxury goods, the role of the brand is crucial. To damage it is a cardinal sin and no brand manager will want to get the balance between manufacturing location and the brand image wrong. 歐洲工商管理學院的市場營銷系的Amitava”From the Financial TimesUnit2 Road rages in the sky 空中的交通暴怒Airlines and their longsuffering customers arc reporting a steep climb in air rage incidents. Some incidents are apparently caused by problems which are familiar to many regular travelers. One case reported from America stemmed from an interminable delay in takeoff, when passengers were cooped up in their aircraft on the tarmac for four hours, without food, drink or information. 航空公司與長期遭罪的客戶們都在提及急劇攀升的空中沖突事件。一個已經(jīng)宣判的案例里乘客在飛機上突發(fā)癲狂。To cut costs, they are cramming ever more passengers into their aircraft, while reducing cabin crew, training and quality of service, all of which increase passenger frustration. In addition, there is increasing concern in the US about another costcutting exercise, which could seriously harm passengers39。Modern aircraft are equipped with sophisticated air conditioning devices but running them at optimum capacity burns up valuable aviation fuel. Many airlines routinely instruct their flight crews to run the systems on minimum settings. Campaigners for improved air quality claim that this can lead to irritability and disorientation. 現(xiàn)代飛機都配備了完備的空調(diào)裝置——但要使其以最佳狀態(tài)運行就會耗盡寶貴的航空燃油。這些網(wǎng)站批評航空公司，要求提供更好的服務。But there are some signs, in the US at least, that the airlines are at last attempting to respond to customer dissatisfaction. Some major lines have announced concessions to the most frequent plaint of all, and are removing seats to make more room for their customers. 但也有跡象表明，至少在美國，航空公司終于試圖回應顧客的不滿。ve entered a business playground. Located in a renovated film studio in the heart of Helsinki, the office explodes with colour, creativity and chaos. SOL清潔公司是歐洲北部最令人向往的公司之一，走進它的總部SOL城，你會感覺到就像走進了一個商業(yè)廣場。s petitive formula has five key ingredients. 墻壁刷上了明亮的色彩，白色和黃色；員工在大廳里來去行走，不時用黃色的手提電話交談。 Few people dream about being a cleaner. But that doesn39。但是，這并不意味著清潔工不能在工作中找到滿足。s logo, a yellow happy face, is on everything from her blazer to the pany39。Symbols SOL39。 Lots of panies talk about decentralising responsibility and authority. At SOL it39。這些管理員與自己的團隊一起工作，制定團隊的預算，安排招聘，與客戶碳交易。喬洛南相信自主性，但她也關注責任感。Together they establish performance benchmarks. Then, every month, the customer rates the team39。the more we need good measurements.39?！盠aptops and cellphones are standard equipment for all supervisors at SOL, freeing them to work where they want, how they want. Inside the offices there39。因此，公司是在內(nèi)聯(lián)網(wǎng)上儲存所有重要的預算文件和業(yè)績報告以及培訓計劃、活動安排和公司新聞。s Research Group. The bottom line is that they have to admit they are in trouble and figure out some way to reinvent themselves. 39?！敖鉀Q問題的底線是他們必須承認自己有麻煩了，并找到方法來改造自己。 What is needed, say retail experts, is a new approach. A typical example of this approach working is seen at Selfridges. This UK group hat racast itself from a 39。這家英國集團把自己從一個“暮氣沉沉留有上世紀七十年代遺風的百貨公司”改造成了一個適合21世紀的零售體驗式公司，WSL戰(zhàn)略零售主席溫迪The Selfridges model, says Peter Williams, CEO of .Selfridges, is about creating an experience that is 39。他說美國百貨公司的問題是他們看起來都一樣。阿倫森認為賽爾福里奇百貨公司可能就是不斷衰亡的美國百貨公司的救命稻草典型案例：“它重新讓人們感到興奮和新奇，并通過在恰當?shù)臅r間里以合適的數(shù)量開發(fā)適銷對路的商品來真正吸引顧客。reinvent39。The department store is not dead, it will live on,39?？笨舜髮W市場營銷學教授羅伯特”Unit 5. Money.①昨天，沃爾瑪向公眾傳遞了的大量樂觀信息，著實令投資者驚喜一番。斯科特說：“比起前幾年，我對今年更加樂觀。這個按營業(yè)收入計算世界上最大的零售商表示，與一年多前25億美元，或每股56美分相比，第四季度利潤增長了11%，達27億美元，或每股63美分。%，從2296億美元增至2563億美元。他說：“我們并沒有提高價格，也不打算這么做。s department store chain. 昨天，出乎華爾街的預期，％。 Target yesterday said it saw continued price pressure from rival WalMart. For the fourth quarter, Target39。Target said pretax profit soared percent at Target Stores. At the department stores, which have been ailing, pretax profit jumped percent at Marshall Field39。％。％。在第50屆戛納國際廣告節(jié)上，他被提名為年度最佳廣告客戶。 which lies behind Nike39。He has built Nike39。s Jimmy Connors and John Mdinroe。賽道上的卡爾喬丹甚致拯救了耐克公司。納斯塔塞，他原來也是網(wǎng)球界的壞小子。公司嘗試將業(yè)務擴展到非運動鞋領域，結果未能成功，并在1986年將老大的位置拱手讓給了銳步。他推出了由一個名為大衛(wèi)This brings us to the subject of