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简述民法的概念及基本原则。
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Make Meetings Work for YouOnly call a meeting if you (and your colleagues) are quite clear about its purpose. Once you are certain of your objective, ask yourself whether it could be better achieved through (19) means, such as a memo. Meetings called on a routine basis tend to (20) their point. It’s better to wait until a situation or problem requires a meeting. If in doubt, don’t waste time having one.If you’re sure a meeting is the solution, circulate a memo several days in advance (21) the time and place, objectives, issues to be discussed, other participants and preparation (22) Meetings should be held in the morning, if possible, when people are usually more (23) , and should last no more than an hour. Six is the (24) number of participants for a good working meeting. Inviting the whole department (more than 10) increases emotional undercurrents such as, "Will my (25) be taken seriously " Larger meetings can be productive as brainstorming (26) for ideas, provided participants can speak freely without feeling they will be judged.A successful meeting always leads to action. Decision should take up the (27) of the meeting minutes, including the name of the person delegated to each task, and a(n) (28) for its completion. Circulate the minutes after the meeting and again just before the next one.Draw out quieter members of the group. (29) helps create a relaxed and productive atmosphere. Do not (30) out any individual for personal criticism -- they will either silently (31) , upset and humiliated, or try to come up with excuses rather than focusing on the problems in (32) Save critical comments for a private occasion.If you’re talking for more than 50 per cent of the time, you’re (33) the meeting. 20（）
Focus on Your CustomerIf you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it’s easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn’t easy. The place to start A customer-driven business model.A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services.If you think this is a daunting task, you aren’t alone. Because most enterprises don’t have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort.Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary.Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships.Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers’ preferred channels and determine if there’s some way to optimize them.Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place. According to the writer, a customer-driven business model ensure customer loyalty by（）
In May 1995, Andrew Lloyd Webber, creator of a string of international hit musicals and a very wealthy man, spent U.S. ＄ 29.2 million on Picasso’s "Portrait of Angel Fernanders de Soto". It was the highest price paid at auction for a painting since the art market crashed in 1990.Lloyd Webber has a theory that Picasso’s Blue Period paintings were influenced by Burne-Jones, the British Pre-Raphaelite master whose international reputation stood high at the turn of the century. The theory is not shared by many art historians, but that doesn’t matter to the composer. He had been looking for a Blue Period Picasso for some time.It is now extremely hard to come by Blue Period Picassos- figurative works that are drenched in melancholy, expressed by a dominant use of blue. Blue Period subjects par excellence are mothers and children or harlequins; Lloyd Webber’s purchase is not the most attractive of them. He paid roughly double what the picture was worth. He seems to have got carried away when the bidding started to climb.The Picasso was one of the two highest prices of the 1994-1995 auction season, and help illustrate what has been happening in this curious market. The very rich have got their confidence back, which has meant that buyers can be found for works of really outstanding quality and, very occasionally, bidding battles have driven prices back to their 1989-1990 levels.The 1980s boom collapsed in 1990. After several false dawns there are now signs that serious recovery has begun. More than an expansion of the market, however, it reflects the relative weakness of the American dollar, the currency in which most art deals are transacted. Collectors from countries with stronger currencies have been finding dollar prices cheap.The middle market is still fairly weak. It is not unusual for up to half the lots on offer at a Christie’s or Sotheby’s sale to be left unsold. Dealers, as opposed to auctioneers, are still finding it hard to make a living and seldom buy for stock. The auctioneers have tried to replace them by encouraging private people to buy directly at auction and more of them are doing this. But private buying is unpredictable and cannot underpin the market in the way dealer buying used to. Private individuals buy what they want; they don’t bid on everything that is going cheap.Overall, the nature of the market is changing. In the 1980s art was bought as a speculation: buy in April, sell for double the price in September. This mentality vanished with the 1990 collapse, but the very rich and their financial advisors still take the view that it is sensible to keep a percentage of your investment portfolio in art. It is this kind of money that creates the fancy prices at the top end of the market.Geographically, the present recovery has been led by North America. Normally a major recession, such as was experienced in the United States, results in a shift of taste. But the Americans liked Impressionist and classic modern pictures best before the market collapse and that is what they have been coming back to. It is currently the strongest sector of the picture market. Contemporary and Old Master markets are still struggling and there are few buyers for Victorian pictures, apart from Lloyd Webber.Besides Europe and America, however, there is now a growing market in the East. Indeed, the East has become the great hope of hard-pressed dealers over the last three years —they have been aiming to find new buyers in Japan, Korea, Singapore, Taiwan, Hong Kong and China.There are more rich connoisseurs in Japan than anywhere else but they have not been in a buying mood. Japanese speculators lost huge amounts of money in the 1990s crash and there are few collectors who dare to buy any works of art today. The market in Chinese ceramics, works of art, jade jewelry and old and modern brush paintings is now dominated worldwide by wealthy collectors from Hong Kong, Taiwan and Singapore. The huge volume of excavated art that is smuggled out of China has dramatically weakened the archaeological end of this market but rarities, especially the late imperial porcelains, are selling well. There have even been two or three successful auctions inside China since 1994. The local millionaires are beginning to put their money into art. Collectors from Hong Kong, Taiwan and Singapore would most likely buy ().
Focus on Your CustomerIf you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it’s easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn’t easy. The place to start A customer-driven business model.A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services.If you think this is a daunting task, you aren’t alone. Because most enterprises don’t have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort.Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary.Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships.Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers’ preferred channels and determine if there’s some way to optimize them.Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place. According to the article, to get customer information is considered to be（）
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