Background: In 1996, Wahaha, Danone and BNP (Hong Kong) jointly invested in and incorporated 5 companies to manufacture Wahaha brand products, including purified water and eight-treasure porridge. Wahaha holds 49% equ...Background: In 1996, Wahaha, Danone and BNP (Hong Kong) jointly invested in and incorporated 5 companies to manufacture Wahaha brand products, including purified water and eight-treasure porridge. Wahaha holds 49% equity interests in these companies, while Danone later became the dominant shareholder with a 51% stake after acquiring shares held by BNP in the aftermath of the Asian financial crisis. Danone then proposed to transfer the Wahaha brand to a joint venture but did not succeed. Subsequently, a trademark usage contract was signed by both parties instead. In the ensuing years, the Wahaha Group established non-JV companies in west China, central China and the Three Gorges reservoir area. These companies had RMB 5.6 billion of total assets as of December 31st, 2006 and made a net income of RMB 1.04 billion in that year. On April 3rd, 2007, Danone intended to force a deal by which it could acquire 51% equity interests in those non-JV companies for a sum of RMB 4 billion. Wahaha Chairman Zong Qinghou later complained that he and Wahaha fell into a trap set up by Danone. Both parties have since engaged in a lengthy "war of words", thereby arousing a grand debate on China's FDI policies.展开更多
When telecom giants in the world propose strategic transformation, domestic and foreign telecom equipment manufacturers at upper industrial chain are also faced with the dilemma of transformation, because each section...When telecom giants in the world propose strategic transformation, domestic and foreign telecom equipment manufacturers at upper industrial chain are also faced with the dilemma of transformation, because each section on the telecom industrial chain is closely connected with each other. Wu Ying,展开更多
目的探索我国护理专业学位(Master of nursing specialist,MNS)研究生培养与新护士培训及专科护士培训之间衔接的可行性和实施条件。方法采用描述性现象学研究方法对9名来自临床护理、护理教育、护理管理的专家进行半结构访谈,用内容分...目的探索我国护理专业学位(Master of nursing specialist,MNS)研究生培养与新护士培训及专科护士培训之间衔接的可行性和实施条件。方法采用描述性现象学研究方法对9名来自临床护理、护理教育、护理管理的专家进行半结构访谈,用内容分析法汇总分析专家意见。结果 MNS研究生培养与新护士培训、专科护士培训的有机结合包括3个主题:MNS研究生培养与新护士培训的衔接可行性强,与专科护士培训的衔接需弥补差距;政策保障、机构联动、多方协作、相互认可是确保顺利衔接的必要条件;三者衔接惠及多方,影响深远。结论 MNS研究生培养可与新护士培训相耦合和衔接,需要建立以政策为上层保障,以院校为主体,以医院为基础,以岗位胜任力为出发点,以能力塑造为目标的多方联动、相互认可的培养模式,从而促进护教协同,提升护理人才培养成效。展开更多
文摘Background: In 1996, Wahaha, Danone and BNP (Hong Kong) jointly invested in and incorporated 5 companies to manufacture Wahaha brand products, including purified water and eight-treasure porridge. Wahaha holds 49% equity interests in these companies, while Danone later became the dominant shareholder with a 51% stake after acquiring shares held by BNP in the aftermath of the Asian financial crisis. Danone then proposed to transfer the Wahaha brand to a joint venture but did not succeed. Subsequently, a trademark usage contract was signed by both parties instead. In the ensuing years, the Wahaha Group established non-JV companies in west China, central China and the Three Gorges reservoir area. These companies had RMB 5.6 billion of total assets as of December 31st, 2006 and made a net income of RMB 1.04 billion in that year. On April 3rd, 2007, Danone intended to force a deal by which it could acquire 51% equity interests in those non-JV companies for a sum of RMB 4 billion. Wahaha Chairman Zong Qinghou later complained that he and Wahaha fell into a trap set up by Danone. Both parties have since engaged in a lengthy "war of words", thereby arousing a grand debate on China's FDI policies.
文摘When telecom giants in the world propose strategic transformation, domestic and foreign telecom equipment manufacturers at upper industrial chain are also faced with the dilemma of transformation, because each section on the telecom industrial chain is closely connected with each other. Wu Ying,
