新媒介环境下的舆论监督

随着数字技术、网络技术、通讯技术的发展,付费电视、网络电视、手机电视、移动电视等新媒体已经开始大展拳脚,传统媒体行业内的垄断被打破,广电媒体市场竞争格局和产业链条开始重新划分。截至2010年4月,全国网民规模近4亿,互联网普及率达到25.5%以上,即平均每四个中国人中就有一个是网民。数据表明新媒体互联网的发展势头锐不可挡,它的覆盖面和增长速度超过了在它之前的任何传统媒体。

The U.S. Men＇s Shaving Cream Market： A Competitive Profile

Porter identifies high market share with cost leadership strategy which is based on the idea of competing on a price lower than that of the competition. However, in most consumer markets a business should serve the middle class by competing in the mid-price segment, offering quality better than that of the competition at a somewhat higher price. It is this path that can lead to market share leadership： a strategy that can be both profitable and sustainable. The U.S. men＇s shaving cream market consists of two major product-market segments： gel and foam. We test the hypothesis that the best-selling brand is very likely to be a member of the mid-price segment with a price tag that is higher than that of the nearest competition. This study is based on annual U.S. sales data for 2008 and 2007 from discount retail stores, food stores, and drug stores. We performed two separate analyses for 2008 and 2007, using cluster analysis as the main analytic tool. The results were remarkably consistent between the two years. In the gel segment--by far the most important--the price-quality segmentation analysis supported our hypothesis. An interesting finding is that, for both the gel and foam segments, we found the rank order correlation of brand unit price between 2007 and 2008 as highly significant. This means that in this market management considers the price of a brand as a strategic rather than a tactical variable. Although, technically the results for the foam segment were negative, this does not necessarily contradict our hypothesis. Finally, we discovered six strategic groups in the industry and have tried to articulate what their competitive strategy is.

Voluntary Disclosure and the Type of Product Market Competition： Capacity vs. Price

This paper investigates empirically the effect of different types of product market competition on levels of voluntary disclosure of proprietary information in financial markets. The author proposes that there are two types of strategic interaction settings relevant to disclosure： capacity competition and price competition. Capacity competition drives firms to disclose more information to attain financial market valuation-related benefits, while price competition drives them to disclose less to protect long-term product market advantages. The author finds that the type of product market competition affects the level of voluntary disclosure over and above the finn＇s external financing needs documented in the previous literature. That is, firms engaged in capacity competition disclose relatively more information than those in price competition. Further analysis shows that capacity competition firms disclose more information than no-strategic-interaction benchmark firms but that price competition firms do not disclose less information than the benchmark firms.

Strategies of Chinese Offshore Oil Engineering Companies to Go Global

Alang with big drop of oil prices, offshore oil engineering market demand is witnessing profound changes. This brings rare opportunities while huge challenges for Chinese offshore oil engineering enterprises. Chinese offshore oil engineering enterprises have made rapid development in recent years, but they still have a certain gap with European and American competitors. Only by answering the time＇s call for developmentof international market and having the courage to participate in international competition could Chinese offshore oil engineering enterprises gnaw strong unceasingly.