案例case复习

JUNIPER典型CASE案例--电源模块告警1. 问题描述电源是路由器至关重要的模块部分，尽管电源模块故障率很低，同时也具有冗余功能，但重视级别同样不能忽视。

当一块PEM出现硬件故障后，Juniper路由器仍然会继续稳定工作，这是因为电源模块的冗余使其在任何一块电源故障的情况下仍然可以继续稳定的运行。

使用show system alarms 可以查看当前是否电源告警。

----------------------------------------------------------------------------{master}wangyan@2-RE0> show chassis environment pemPEM 0 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 20 percentVoltage:48.0 V input 52565 mV48.0 V fan supply 48751 mV8.0 V bias 8473 mV5.0 V bias 4976 mVPEM 1 status:State PresentVoltage:PEM 2 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 20 percentVoltage:48.0 V input 53209 mV48.0 V fan supply 50320 mV8.0 V bias 8515 mV5.0 V bias 4984 mVPEM 3 status:State OnlineTemperature OKDC Input: OKDC Output: OKLoad Less than 40 percentVoltage:48.0 V input 53229 mV48.0 V fan supply 50793 mV8.0 V bias 8527 mV5.0 V bias 4996 mV----------------------------------------------------------------------------2. 分析过程此故障原因为电源模块出现硬件故障后，导致机框管理进程获取电源信息不正常.从而发出告警。

案例：7745信道占用失败率超过门限（昆明晋宁分公司CASE）
一、故障CASE
本周昆明市晋宁县分公司上报基站故障CASE，站号：4778，站名：洗澡堂，故障现象：基站多块载频出现严重7745告警，已排查天馈系统，更换过载频和合路器，告警仍未消除。

二、故障分析
1、基站侧，检查硬件数据是否配置正确，主要检查RX和TX连线是否正确。

硬件数据配置正确
告警载频
2、基站为FLEXI EDGE站型，使用ECDA（空腔合路器），分析告警，发现出现告警的载频都为偶数载频，检查后台数据RX DIV功能设置（基站使用空腔合路器，若未开启分集接收功能，会导致偶数载频接收信号异常，出现严重7745告警）。

分集接收功能未开启
三、处理方法
1、闭锁故障小区，修改命令ZEQS:BTS=BTS号:L:FHO,20:;
2、开启分集接收功能，修改命令ZEQM:BTS=387:RDIV=Y:;
开启分集接收功能
3、解锁闭锁小区，修改命令ZEQS:BTS=BTS号:U:;。

社会企业的5个案例评析一、Introduction社会企业是指以社会目标为导向，运用商业模式经营，并将企业收益部分用于实现社会价值的企业形式。

本文将评析五个优秀的社会企业案例，以指导更多企业实现社会效益和商业价值的平衡。

二、CASE 1：Tom's ShoesTom's Shoes是美国一家知名的社会企业，其以销售休闲鞋为主要业务，但同时也有着很深的社会责任感。

Tom’s Shoes的创始人Blake Mycoskie发现，并不是所有人都能拥有像他一样舒适的鞋子。

于是，他创建了Tom’s Shoes，在每销售一双鞋子的同时，也会捐赠一双鞋子给非洲地区的儿童。

该企业所捐赠的鞋子数量已经超过了1,000万双。

Tom’s Shoes的成功体现了如何将商业价值与社会价值相结合，以创造更加有意义的企业发展。

三、CASE 2：Newman’s OwnNewman’s Own是由美国著名演员Paul Newman创建的社会企业，该企业主要经营的是食品类商品。

该企业一直以来都秉承着“做好的东西应该让世界变得更好”的信念，将企业收益的100%捐赠给慈善事业和社区组织。

自1982年成立以来，该企业已经捐出了超过1.3亿美元用于慈善事业。

Newman’s Own的商业模式可以为其他企业提供灵感，以实现社会责任和商业价值的双赢。

四、CASE 3：BioaquaBioaqua是中国一家以生态环保为宗旨的化妆品公司，该企业的产品所使用的原材料都是来自大自然的，且产品本身的使用也十分环保。

Bioaqua还积极参与社会公益活动，定期为当地环卫工人提供免费护理服务，帮助他们缓解工作压力，并提高其身体健康水平。

Bioaqua的例子告诉我们，环保和社会责任可以成为企业的利润来源和品牌形象优化渠道。

五、CASE 4：Warby ParkerWarby Parker是一家以销售眼镜为主要业务的美国社会企业，该企业将以商业为基础的管理理念与以人为本的社会价值观结合起来，旨在以互联网销售为特色，打破传统的眼镜销售渠道，并为消费者提供更加高质量的眼镜产品。

case语句用法Case语句是一种多分支语句，它包含一个主体和若干case子句。

case语句通常用于实现某种分类、路由的功能。

它的使用比if语句更具有使用效率和可维护性。

案例实施主体部分：Case语句的主体语句包括两个部分：case和endcase。

它的格式如下：[case expression]case value1: statement1;...endcase;其中，case语句的主体由两个关键字case和endcase组成。

前一个关键字case指明本案例的主题，一般情况下，表达式expression用于提供案例的主题，它可以是变量、常量或表达式（表达式里必须是变量）。

该子句被称为case子句，它由关键字case和一个或多个case值以及一条语句组成。

有多个case子句时，他们要排列在一行。

当expression的值等于某个case子句的值时，执行case子句中的statement1语句；default子句在没有case值与expression相匹配时，执行default子句中的statement_default语句；endcase关键字表示case语句的结束，也是case语句关键字的最后一个；实例：根据学生的分数来给出学生等级。

#include <stdio.h>int main(){int score;printf("请输入学生的成绩：");scanf(“%d”,&score);switch (score/10){// 根据score/10的值来匹配case子句case 10:printf("A"); break;case 9:printf("B"); break;case 8:printf("C"); break;case 7:printf("D"); break;default:printf("E"); break;}return 0;}输入：学生分数：82输出：C。

大学英语跨文化交际案例分析Case2(P8)WhiteDress女王的白色长裙:Caseanalysis:TheIndianwomenmightthinktheweddingceremonyisafuneralifth eyseethewesternbrideinwhitegown.Thecasereflectsthesimilesandmetaphorsin thetext.案例分析:印度女人可能觉得婚礼是一个葬礼,如果他们看到西方的新娘的白色礼服。

这个案例反映了明喻和隐喻在文本。

Cultureislikeaniceberg:wecanidentifythecolorofthedresswornbywomenindiff erentcultures,butwedonotknowthevaluesunderneath.Cultureislikethewateraf ishswimsin:peopleweardressofdifferentcolorsfordifferentcontextbuttheyus uallytakeitforgrantedandneveraskwhy.文化是像冰山:我们可以辨认颜色衣服的妇女所穿不同的文化,但我们不知道下面的值。

文化是像水鱼游在:人们穿不同颜色的衣服为不同的上下文,但他们通常是理所当然的,从不问为什么。

Case4(P18)Coconut-skating椰子-溜冰:Caseanalysis:Thecasereflectsthecharacteristicsofculture.Wecantellfro mthecasethatcultureispervasiveandit’slearned.案例分析:这个事件反映了文化的特点。

我们可以告诉从案件,文化是普遍的,这是学习。

Peoplemayinventdifferentwaysforthingsevenassimpleastheissueoffloormopin g.ThePhilippinewomanmusthavelearnedthiswayofmoppingfromherownculture.人们可能发明东西甚至不同的方式为这样简单的问题的地板闷闷不乐。

Global Human Resource Management at Coca-Cola The Coca-Cola Company is one of the most successful multinational enterprises. With operations in close to 200 countries and nearly 80 percent of its operating income derived from businesses outside the United States, Coca-Cola is typically perceived as the quintessential global corporation. Coca-Cola, however, likes to think of itself as a “multi-local” company that just happens to be headquartered in Atlanta but could be headquartered anywhere and that presents the Coca-Cola brand with a “local face”in every country where it does business. The philosophy is best summarized by the phrase “think globally, act locally,”which captures the essence of Coca-Cola’s cross-border management mentality. Coca-Cola grants national businesses the freedom to conduct operations in a manner appropriate to the market. At the same time, the company tries to establish a common mind-set that all its employees share.Coca-Cola manages its global operations through 25 operating divisions that are organized under six regional groups; North America, the European Union, the Pacific Region, the East Europe/Middle East Group, Africa, and Latin America. The corporate human resource management function is charged with providing the glue that binds these various divisions and groups into the Coca-cola family. The corporate HRM function achieves this in two main ways; (1) by propagating a common human resources philosophy within the company, and (2) by developing a group of internationally minded midlevel executives for future senior management responsibility.The corporate HRM group sees its mission as one of developing and providing the underlying philosophy around which local businesses can develop their own human resource practices. For example, rather than have a standard salary policy for all its national operations, Coca-cola has a common salary philosophy—the total compensation package should be competitive with the best companies in the local market. Twice a year the corporate HRM group also conducts a two-week HRM orientation session for the human resource staff from each of its 25 operating divisions. These sessions give an overview of the company’s HRM philosophy and talk about how local businesses can translate that philosophy into human resource policies. Coca-Cola has found that information sharing is one of the great benefits of bringing HRM professions together. For example, tools that have been developed in Brazil to deal with a specific HRM problem might also be useful in Australia. The sessions provide a medium through which HRM professionals can communicate and learn from each other, which facilitates the rapid transfer of innovative and valuable HRM tools from region to region.As much as possible, Coca-Cola tries to staff its operations with local personnel. To quote one senior executive, “We strive to have a limited number of international people in the field because generally local people are better equipped to do business at their home locations.”However, expatriates are needed in the system for two main reasons. One is to fill a need for a specific set of skills that might not exist at a particular location. For example, when Coca-Cola started operations in EasternEurope, it had to bring in an expatriate from Chicago, who was of Polish descent, to fill the position of finance manager. The second reason for using an expatriate is to improve the employee’s own skill base. Coca-cola believes that because it is a global company, senior managers should have had international exposure.The corporate HRM group has about 500 high-level managers involved in its “global service program”. Coca-Cola characterizes these managers as people who have knowledge of their particular field, plus knowledge of the company, and who can do two things in an international location— add value by the expertise they bring to each assignment and enhance their contribution to the company by having international experience. Of the 500 participants in the program, about 200 move each year. To ease the costs of transfer for these employees, Coca-Cola gives those in its global service program a U.S. based compensation package. They are paid according to U.S. benchmarks, as opposed to the benchmark prevailing in the country in which they are located. Thus, an Indian manager in this program who is working in Great Britain will be paid according to U.S. salary benchmarks—and not those prevailing in either India or Britain. An ultimate goal of this program is to build a cadre of internationally minded executives from which the future senior managers of Coca-Cola will be drawn.Sources: D.A. Amfuso, “HR Unites the World of Coca-Cola”, Personnel Journal, November 1994, pp. 112-20, and S. Foley, “Internationalizing the Cola Wars”, Harvard Business School Case #9-794-146.Case Discussion Questions1.What is Coca-Cola’s staffing policy for managerial position: ethnocentric,polycentric, or geocentric? Does this policy make sense?2.What is the strategic role of the HRM function at Coca-Cola? How doesHRM help Coca-Cola to become a more successful international business?3.Do you think it is appropriate to pay expatriates according to U.S. benchmarkrates, even when their home operation is not the United States? Whatpotential problems might such a policy cause? What are the benefits of thepolicy?。

The first four steps1. Summarize the Question2. Verify the Objectivesa) One objective is to raise profits. Are there any other objectives that I should know about?3. Asking clarifying questionsQuestions to ask to determine the case scenarioThe company Is it public or private? How big is it? Is it growing?The industry Where is the industry in its life cycle?Competition Internal: Who are the major players? What is our market share? External: substitutions, the economy, interest rates, unemployment rate, price-cutting by competitors, rising material costsThe product If it’s a new product, ask about both the advantages and the disadvantages. Is there a patent? Is it licensed?12 case scenariosStrategy scenarios1. Entering a new market2. Industry analysis3. Mergers and Acquisitions4. Developing a new product5. Pricing strategies6. Growth strategies7. Starting a new business8. Competitive responseOperations Scenarios9. Increasing sales10. Reducing costs11. Improving the bottom line12. Turnarounds4. Lay out your structure1. Summarize the Question2. Verify the Objectives, clarifyinga) Whyb) Objectivesc) Fit of overall strategy3. Lay out your structurea) State of current and future market●Size●Growth rate●Market life cycle: emerging/ mature/ decline●Customer segmentation●Role of technologyb) Market analysis●Major players, market share, strengths and weaknesses●Product differentiation●Price strategy●Available substitutions●Barriers to entry/ barriers to exit✓Capital requirements✓Access to distribution channels✓Proprietary technology✓Government policy/ regulations●Risks: market, regulation, technologyc) Entering●If yes, how?✓Start from scratch✓Acquisition cost benefit analysis of each✓Joint venture/strategic alliance●No1. Entering a New Market/ Market analysis●Major players, market share, strengths and weaknesses ●Product comparison✓Differentiation✓Price strategy✓Available substitutions●Barriers to entry/ barriers to exit2. Ok to enter? – Venture Capitalist point of view:•Management✓Evaluate the management team✓Their core competencies✓Experience working together✓Advisory board?•Market & Strategic Plans✓Barriers of entry✓Major players and market share✓Competitive response•Distribution Channels•Products✓Product and technology✓Competitive edge✓Weakness✓Technology proprietary•Customers✓Who✓How to reach them (internet?)✓How to retain them•Finance✓How is it funded?✓Best allocation of funds✓Can we support the debt?Developing a New ProductThe product●Special proprietary of the product●Financing?●Patented?●Substitutions?●Advantages and disadvantages●Place in product line●Cannibalizing existing products?●Replacing an existing product?Market strategy●Expanding customer base and increase sales?●Competitive response?●New market? Barriers to entry/exit●Major players and market shareCustomers●Who●How to reach●How to retainFinancing●Funding of project●Funds allocation●Interests rates and future economy influenceCompetitive ResponseCompetitive Analysis•Competitor’s new products•What’s changed?•Have they picked up market share?Response•Acquire the competitor•Merge with the competitor•Copy the competitor•Hire the competitor’s top managementIncrease our profile with a marketing and public campaignIndustry AnalysisCurrent market●Life cycle (emerging/ maturity/ decline)●Performance in the past 1, 2, 5, 10 years (growing or declining)●Company position within the market●Major players and market share●Industry changes (new players, technology, regulations)●Drivers (brand, size, technology)Suppliers●How many?●Product availability●What’s going on in their marketFuture●Are players entering or leaving the market?●Mergers and acquisitions●Barriers to entry and exitMergers and AcquisitionsObjectives, why buy?●Market access✓Boost brand✓Increase market share●Diversify holdings●Pre-empt competition●Taxes●Synergies✓Cost savings – reduction of fixed and variable costs✓Cultural integration✓Distribution channel expansionAcquisition costs●Fair price?●Can we afford it? How to pay for it?●Reintegration costs●What if the economy sours?Due diligence●What shape is the economy in?●How secure are markets and their customers?●Industry overall/technology risks●Competitive response●Legal issuesExit strategy●Hold for how long●Break it up and sell of its partsProduct Ananlysis●Special proprietary●Position in the industry life cycle●Market size●R&D costPricing strategies●Competitive analysis✓Competitors’ prices✓Competitors’ prices compared to ours✓Substitutions✓Consumer buying habits●Cost-based pricing✓Cost of goods sold – what does it cost to make?✓What’s our breakeven point?✓How much profit margin can we add?●Price-based costing✓What are customers willing to pay for the product?✓What's it worth to them compared to other things?✓Supply and demandGrowth StrategiesAnalyze the industry and price●Is the industry growing?●How are we growing relative to the industry●Are our prices in line with our competitors?●What have our competitors done in marketingand product development?●Which segments of our business have thehighest future potential?●Do we have funding to support higher growth?Growth Strategies●Increase distribution channels●Increase product line●Invest in Major marketing campaign ●Diversify products and services●Acquire competitorsMarket Analysis●Growth relative to market share●Changes in market share●Customer needs●Price in line with competitors?●Competitors move in marketing and product developmentWays to increase sales●Increase volume. (Get more buyers, increase distribution channels, intensify marketing.)●Increase amount of each sale. (Get each buyer to spend more)●Increase prices●Create seasonal balance.Reducing CostsBreakdown of costs●Internal costs✓Increased support systems✓Union wages (labor costs)✓Suppliers✓Materials✓Economies of scale (fixed and variable costs)●External costs✓Economy✓Interest rates✓Government regulations✓Transportation/ shipping strikesStep 2: If any cost seems out of line, investigate why.Step 3: Benchmark the competitors.Step 4: Determine whether there are any labor-saving technologies that would help reduce costs.Increasing Bottom Lines: ProfitsAnalyze the Revenues•What are the revenue streams?•What percentage of the total revenue does each stream represent?•Does anything seem unusual in the balance of percentages?•Have the percentages changed lately? If so, why?Examine Costs•ID major costs (variable and fixed costs)•Major shifts in costs? (e.g. labor or raw material costs)•Any out of line costs?•Benchmark costs against competitorsVolume•Expand into new areas•Increase sales force•Increase marketing•Reduce prices•Improve customer serviceTurnaroundsStrategy•Gather information✓Company✓Why is it failing? Products, management, economy?✓Industry✓Competitors facing the same problems?✓Do we have access to capital?✓Public or privately-held?•Review services, products, and finances•Secure sufficient financing•Review talent and temperament of all staff, get rid of the deadwood •Determine short-term and long term goals•Devise a business plan•Visit clients, suppliers, and distributors, and reassure them•Prioritize goals and get some small successes ASAP to build confidenceMichael Porter’s Five ForcesMcKinsey 7-S FrameworkVocabularyCustomer segmentationCustomer Segmentation is the subdivision of a market into discrete customer groups that share similar characteristics. Companies that identify underserved segments can then outperform the competition by developing uniquely appealing products and services. Customer Segmentation is most effective when a company tailors offerings to segments that are the most profitable and serves them with distinct competitive advantages. This prioritization can help companies develop marketing campaigns and pricing strategies to extract maximum value from both high- and low-profit customers. A company can use Customer Segmentation as the principal basis for allocating resources to product development, marketing, service and delivery programs.Customer Segmentation requires managers to:●Divide the market into meaningful and measurable segments according to customers' needs, their pastbehaviors or their demographic profiles●Determine the profit potential of each segment by analyzing the revenue and cost impacts of servingeach segment●Target segments according to their profit potential and the company's ability to serve them in aproprietary way●Invest resources to tailor product, service, marketing and distribution programs to match the needs ofeach target segment●Measure performance of each segment and adjust the segmentation approach over time as marketconditions change decision making throughout the organizationCompanies use Customer Segmentation to:●Prioritize new product development efforts●Develop customized marketing programs●Choose specific product features●Establish appropriate service options●Design an optimal distribution strategy●Determine appropriate product pricingIndustry lifecycleMarket entry barriersBarriers to entry into markets for firms include:•Advertising-Incumbent firms can seek to make it difficult for new competitors by spending heavily on advertising that new firms would find more difficult to afford. This is known as the market power theory of advertising.[5] Here, established firms' use of advertising creates a consumer perceived difference in its brand from other brands to a degree that consumers see its brand as a slightly different product.[5] Since the brand is seen as a slightly different product, products from existing or potential competitors cannot be perfectly substituted in place of the established firm's brand.[5] This makes it hard for new competitors to gain consumer acceptance.[5]•Capital - need the capital to start up such as equipment, building, and raw materials•Control of resources- If a single firm has control of a resource essential for a certain industry, then other firms are unable to compete in the industry.•Cost advantages independent of scale -Proprietary technology, know-how, favorable access to raw materials, favorable geographic locations, learning curve cost advantages.•Customer loyalty- Large incumbent firms may have existing customers loyal to established products. The presence of established strong brands within a market can be a barrier to entry in this case.•Distributor agreements - Exclusive agreements with key distributors or retailers can make it difficult for other manufacturers to enter the industry.•Economy of scale-The increase in efficiency of production as the number of goods being produced increases. Cost advantages can sometimes be quickly reversed by advances in technology. For example, the development of personal computers has allowed small companies to make use of database and communications technology which was once extremely expensive and only available to large corporations.•Government regulations - A rule of order having the force of law, prescribed by a superior or competent authority, relating to the actions of those under the authority's control. Requirements for licenses and permits may raise the investment needed to enter a market, creating an effective barrier to entry.•Inelastic demand- One strategy to penetrate a market is to sell at a lower price than the incumbents. This is ineffective with price-insensitive consumers.•Intellectual property- Potential entrant requires access to equally efficient production technology as the combatant monopolist in order to freely enter a market. Patents give a firm the legal right to stop other firms producing a product for a given period of time, and so restrict entry into a market. Patents are intended to encourage invention and technological progress by guaranteeing proceeds as an incentive.Similarly, trademarks and servicemarks may represent a kind of entry barrier for a particular product or service if the market is dominated by one or a few well-known names.•Investment- That is especially in industries with economies of scale and/or natural monopolies.•Network effect- When a good or service has a value that depends on the number of existing customers, then competing players may have difficulties in entering a market where an established company has already captured a significant user base.•Predatory pricing- The practice of a dominant firm selling at a loss to make competition more difficult for new firms that cannot suffer such losses, as a large dominant firm with large lines of credit or cash reserves can. It is illegal in most places; however, it is difficult to prove. See antitrust. In the context of international trade, such practices are often called dumping.•Restrictive practices, such as air transport agreements that make it difficult for new airlines to obtain landing slots at some airports.•Research and development-Some products, such as microprocessors, require a large upfront investment in technology which will deter potential entrants.•Supplier agreements - Exclusive agreements with key links in the supply chain can make it difficult for other manufacturers to enter an industry.•Sunk costs- Sunk costs cannot be recovered if a firm decides to leave a market. Sunk costs therefore increase the risk and deter entry.•Switching barriers- At times, it may be difficult or expensive for customers to switch providers•Tariffs- Taxes on imports prevent foreign firms from entering into domestic markets.•Vertical integration- A firm's coverage of more than one level of production, while pursuing practices which favor its own operations at each level, is often cited as an entry barrier as it requires competitors producing it at different steps to enter the market at once.Zoning-Government allows certain economic activity in specified land areas but excludes others, allowing monopoly over the land needed.Market exit barriersThe factors that may form a barrier to exit include:•High investment in non-transferable fixed assets. This is particularly common for manufacturing companies that invest heavily in capital equipment which is specific to one task.•High redundancy costs. If a company has a large number of employees, employees with high salaries, or contracts with employees which stipulate high redundancy payments, then the firm may face significant cost if it wishes to leave the market.•Other closure costs. Contract contingencies with suppliers or buyers and any penalty costs incurred from cutting short tenancy agreements.Potential upturn. Firms may be influenced by the potential of an upturn in their market that may reverse their current financial situation.●High barrier to entry and high exit barrier (for example, telecommunications, energy)●High barrier to entry and low exit barrier (for example, consulting, education)●Low barrier to entry and high exit barrier (for example, hotels, ironworks)●Low barrier to entry and low exit barrier (for example, retail, electronic commerce)●Markets with high entry barriers have few players and thus high profit margins.●Markets with low entry barriers have lots of players and thus low profit margins.●Markets with high exit barriers are unstable and not self-regulated, so the profit margins fluctuate verymuch over time.●Markets with a low exit barrier are stable and self-regulated, so the profit margins do not fluctuate muchover time.●The higher the barriers to entry and exit, the more prone a market tends to be a natural monopoly. Thereverse is also true. The lower the barriers, the more likely the market will become perfect competition.Cost-based pricingPrice-based costingEconomies of scale: In microeconomics, economies of scale are the cost advantages that enterprises obtain due to size, with cost per unit of output generally decreasing with increasing scale as fixed costs are spread out over more units of output. Often operational efficiency is also greater with increasing scale, leading to lower variable cost as well.。

case when 简单案例案例1：根据订单金额计算折扣假设有一个电商平台，根据用户的订单金额给予不同的折扣优惠。

根据订单金额的不同，可以使用case when语句来计算折扣金额。

假设折扣规则如下：- 订单金额小于100元，不给予折扣；- 订单金额在100元（含）到200元之间，给予5%的折扣；- 订单金额在200元（含）到500元之间，给予10%的折扣；- 订单金额大于500元，给予15%的折扣。

使用case when语句实现这个功能可以这样写：```selectorder_id,order_amount,when order_amount < 100 then 0when order_amount <= 200 then order_amount * 0.05when order_amount <= 500 then order_amount * 0.1else order_amount * 0.15end as discount_amountfrom orders;```这个查询会返回订单的折扣金额，可以根据折扣金额来计算实际支付金额。

案例2：根据用户年龄分类假设有一个用户表，其中有一列记录了用户的年龄。

我们可以使用case when语句根据用户年龄将用户分为不同的年龄段。

假设年龄段的划分如下：- 小于18岁的用户为未成年；- 18岁（含）到30岁之间的用户为青年；- 31岁（含）到40岁之间的用户为中年；- 大于40岁的用户为老年。

使用case when语句实现这个功能可以这样写：```selectuser_id,user_name,age,casewhen age < 18 then '未成年'when age <= 30 then '青年'when age <= 40 then '中年'else '老年'end as age_groupfrom users;```这个查询会返回用户的年龄段，可以根据年龄段进行进一步的数据分析和统计。

Case Study Of Kimsoong1.Background information of KimsoongKimsoong, a Korean car manufacturer, has its European headquarters near Paris. It has retail sales franchises in most European countries which not only sell cars and motor accessories but also have servicing facilities. The larger outlets also offer fast-fitting of tyres and exhausts, and deal in used cars.Over the last ten years Kimsoong, with its reputation for reliability at low prices, has build up market share at the lower end of the market. Their basic models include many”extras”which other manufacturers charge for. Kimsoong also makes large donations to environmental groups and is seen as an organization with a social conscience. Furthermore, its R&D Department is developing an “eco-car” which uses an alternative power source.Then set our focus on the whole car manufacturing market.For 2009, global vehicle sales remain in the midst of a precipitous fall-off, led by sharp declines in the mature markets of the United States, Western Europe and Japan. We project total cars produced at 51,971,328.In 2006 there were 49,886,549 passenger cars produced in the world, with an increase of 6.45% over the previous year. The increase for 2007 was more modest, and 2008 showed a decline. Analysts from various institutes had in fact pegged the year 2007 as the year which would end the 5-year cycle (2002, 2003, 2004, 2005, 2006) of recordA third of all cars in the world is produced in the European Union (see chart below).China became the world’s third-largest car market in 2006, as car sales in China soared by nearly 40% to 4.1 million units. China should become the world’s second-largest car market by 2010, as low vehicle penetration, rising incomes, greater credit availability and falling car prices lift sales past those of Japan. Furthermore, vehicle penetration in China stands at only 24 vehicles per 1,000 people, compared with 749 vehicles per 1,000 people in the mature markets of the G7.It is estimated that over 600,000,000passenger cars travel the streets and roads of the world today.In the United States alone, 247,421,120 "highway" registered vehicles were counted in 2005, of which 136,568,083 passenger cars. (Bureau of Transportation Statistics U.S. Department of Transportation)So with the high development of car manufacture, we may face many difficulties. There are so many cars produced in the world, the only thing we can do to keep our position is to become more competitive in this market, or we’ll drive out by its high competition.2. Kimsoong customer profileCustomers are the god of our company, thus the survey of customers’ tastes and basic information is important for us to know better of our shortage, and we’ll also serve more people in the future and gain more profits. The following forms are information we have got from our customers.We can see that the majority of the customers are men who are under 30, they are employed. However, women between 31 and 50 who are self-employed have potential to buy our cars.Our repeated customers only occupy 15% of the whole. People who buy our cars are mostly middle income group. This is a hint that if we want to hold on to existing customers, we must produce cars that are affordable by middle income group. But to attract new customers we should provide different kinds of cars for differentAs the form shows, customers are not satisfied with our service. The competitor’s cars are better in performance and service. These are two main reasons that hinder us to maintain existing customers. The after-sale care is just fair. In a word, customers care more about their price, reliability, after-sales service, etc. We should improve our service and convince customers of the reliability of our cars at the same time.By collecting and analyzing customer profiles, we may conclude that we can make improvement by producing cars suit every age stage, providing reasonable price for middle income group, improving our after-sales service to hold on to existing customers. We should also create cars for women and for self-employed persons and even students. High level cars with high price will attract people of high income group. These may help gain more profits.3.ProblemFacing the intense competition, the company must remain unchanged with its reputation for reliability at low prices and has its excellent office workers and loyal customers, also the skill and cooperation are very important parts. The management should solve these problems.(1).Cutomer profilesThe company’s new strategy is to hold on to existing customers and increase customer loyalty. And the company also hope to develop a more accurate buyer profile. Customers are very important to a company. So the company should know about the customers well so that we can produce the products that fit the customers. Only in this way can our company make profits.(2). The excellent office workersThe excellent office workers in the company is also a big problem. For one hand, the younger office workers have much knowledge but a little experience; on the other hand ,the elder office wor kers don’t have as much knowledge as the young but they have enough experience. They are all excellent, but the company doesn’t ha ve enough money to hire both the young and the elder ones. So the problem is that the company should choose what kind of the officers they need by using less money to make more money.(3).Improving skillsImproving skills is also a big problem to the company. Because of the ever-accelerated science and technology, having a superb skill cansave cost and make profits.(4).CooperationLast but not the least, cooperation is very important to the company. But the company’s staffs are lack of the skills of grasping good communication. So if the company want to do better, they must promote social skills and competence.4.SolutionsAiming at the problems given above, we summarize some solutions to those problems:(1).Building up relationshipsTo builds up long-term customer relationships, thereby increasing profits.To establish long-term cooperation relations, the customer is one of the important factors that assure our company’s long-term and stable development. In the long-term cooperation relations, the company can not only improve enterprise image, enterprise credibility still can bring stability of the interests of the enterprise income. Only in this way, can the enterprise form a security capital chain. Additionally, through this long-term cooperation, we can build trust with each other and win good enterprise image, thus our company will expand more customer groups and win more profits.(2).Increasing customer loyaltyIncreasing customer loyalty is to guarantee the premise of enterprise sales. First, our company shall keep good communication with customers. The price for the customers must be given favorable; we can also use the gifts method to increase satisfaction. Cheap and good things will receive the love of consumers, so we should be radically improve the competitiveness of our enterprise, by improving product s’performance in all aspects so as to reduce the cost. Once the cost reduced, we will not only attract more customers to buy our cars, but also enhance our profit space, that is kill two birds with one stone. (3).Drawing up an accurate buyer profileEnterprise’s accurate understanding of his client group is very important. The company should not only know the customer's age distribution, but have an understanding of what kind of car sales good. At the same time, we must pay attention to customer s’feedback, make market surveys, know what kind of car our customers really want to buy. From these information we will realize our company’s deficiencies, so as to further improve their product, as well as theenterprise’s all aspects of operation.(4).Encouraging staffsTo encourage staffs to be more active in building up good customer relations.It is not enough to just have a good car, a good people who can promote it is necessary. So encourage staffs to establish good relationship with customers is very important. Nowadays, the consumer not only pays attention to the quality of the product itself, but is very concern about enterprise service attitude. First, the company shall encourage the staffs to work hard to establish a good relationship with their clients. For those who have outstanding performance , the company sales should give them full praise and encouragement. For those who not work hard, and have poor work performance, our company shall take appropriate punishment. Everyone must have crisis consciousness. Second, team spirit is very important. The common saying says more people, more powerful. Only we work together can we create more profits for our company.5.ConclusionFrom the report above, we can see that good customer relationships are very important for our further development. Only when we win our customers’ loyalty, can we gain more profits and make a good reputation. Thus, improvement of all aspects, including staff training, survey of customers and potential ones, change of disciplines and politics in our company and so on is of importance. We should also appreciate other competitors strengths and learn to use them for ourselves. I believe that our company will develop well in the future and attract more customers to buy our cars.。

《跨文化交际学概论》第七章社会交往五、宴请招待p132Case One: Setting Rules for a Guest – American Hospitality案例：When Zhang Tao traveled in America, he lived in the home of his American friend, Bill. Once after he had traveled back, he found Bill was in a bad mood. When he asked what the problem was, Bill told Zhang Tao that his son Adam got furious about the noise Zhang made when walking upstairs and also because he was using too much water in the solar powered shower and Adam had to have his shower in cold water. Bill told Zhang Tao that he should walk more softly in future, and have a fast shower to save water. Zhang Tao felt uneasy. How could the host set such rules for his guest!Question: Why did Zhang Tao feel uneasy?分析：1) In China, when people host someone, they put the guest in the place of honor to show hospitality. They try to take care of the guest，and try to make the guest feel comfortable and at ease.2) In America, people tend to give the guest great freedom and treat a guest more casually, naturally and truthfully.3) Zhang Tao knew he was a guest, and thought in terms of Chinese expectations of hospitality. He thought Bill should treat him courteously instead of setting rules for him.4) Since Zhang Tao lived in American surroundings, he should have known about the customs there sooner.Case Two:案例：Lin had traveled 20 hours from Beijing to New York. He needed a good meal. His American friend, Mike, met him. But Mike only offered him a plate of roasted chicken and a glass of orange juice. Lin was used to having a main course, and asked Mike if he had any rice. Mike said he only had fried noodles, and Lin had to make do with it. Though Lin knew Americans didn’t care very much about what food they ate, he still felt surprised because he had taken Mike to the most famous duck restaurant in Beijing -- Quanjude -- when he arrived in Beijing.Question: Why did Lin feel surprised? Offer some advice to him about adjusting to his new environment in America.分析：1) 0n the topic of hospitality, the Chinese stress on warmth and demonstrating friendship. They take the guest to a famous or luxurious restaurant to have a very good (expensive) meal to show their hospitality. And the Chinese are used to having a big meal. The more dishes they put out，the greater the warmth and friendship they show.2) In western countries, people stress on freedom. They give the guest great freedom to choose their own foods. And westerners tend to have only one main course and some juice or dessert，which is viewed as casual in the eyes of the Chinese.3) Lin lived in American surroundings and should have adjusted himself quickly to the new world (lifestyle). He should have known the custom there first, and felt more at ease in Mike’s h ome.Case Three: Equality or Hospitality for Table Manners案例：Lin Hua has accompanied an American delegation to visit China. They have experienced the hospitality of the Chinese people. After returning to America, Linhua once visited them. They were so glad to meet again. Linhua offered to host the meal, but they refused. They ordered their own dish, and Linhua ordered her own. When footing the bill, they only paid their part，and no one wanted to pay for Linhua. Linhua found them so inhospitable, though she knew the Americans would usually pay for their own food.Question: Why did Linhua find them inhospitable?分析：1) In China, to show hospitality, people tend to host the meal. And if they cannot do this, they at least will struggle to pay for the guest.2) In America, people tend to pay for themselves to show equality and independence.3) Linhua knows this custom, but from a Chinese point of view, she still finds this hard to accept, and feels it a little inhospitable.Case Four:案例：I have an American friend. I have invited him several times, and at long last he invited me to his home one day. He told me to get there at 3 p m. I thought we could chat and have a meal together. I gave him a Chinese calendar, a woman’s scarf and a bottle of Chinese white wine. He only took out a dish of nuts, a plate of bread and a bottle of wine. After two hours’ chat, I found there was no hint of a meal and said good-bye to him. He only gave me a box of chocolate as a present for the New Year. After I got home, I found the box already been opened. I was very surprised, Question: What surprised me?分析：1) In China, a visit to home always includes a meal. And the guest always bringsa relatively expensive present to the host. And the present should be well wrapped or untouched.2) In the west, a visit to home only means a meeting, not necessarily including a meal. And the present is treated not as importantly as it is in China.3) I acted in a way that was based on Chinese customs, so I felt the American way was very interesting (unusual).Case Five: Way of Entertaining Guests in China ---- Drink more and more案例：Tom, an American, went to a Chinese home for the first time. He was offered some tea. Just when the first cup was about to finish, more tea was added. He drank the second cup. Then the cup was filled the third time. Then he drank it, then ⋯ until he was quite full. Tom was totally confused by the way of entertaining.Question: Why was Tom totally confused?分析：1) Traditional Chinese custom requires that during the course of entertaining, the host has to always pour more wine or tea to the guest’s glass or cup, and always adds more food to the guest’s plate or bowl without asking whether it’s wanted.2) Chinese guests know how to respond to this type of hospitality. They simply leave the wine, tea, or food in the container and stop having any more. But Tom, the American guest in the case didn’t know this.3) He followed the politeness rule of his culture: it’s not good manners to leave food in one’s own plate at a dinner table. Therefore, without any knowledge of the differences between the two cultures, an American guest would very likely suffer from either drinking or eating too much in such a situation.Case SixAs a foreign student at the University of Wisconsin in Madison, Keiko Ihara (Japanese) was on a strict budget. She had all her tuition and books paid for by scholarships and grants and until recently was comfortably housed in the dormitory. Wanting to live in the community rather than in the dormitory, she found a small apartment to share with a friend. Her college friends, knowing of her situation, offered to round up some of the necessary items for apartment living. Keiko politely declined, saying she could manage. Wanting to help out her friends found some old but still usable household appliances and furniture. Mary had an old desk that was in hergarage. Ed had some chairs from his uncle, and Joe and Marion had a few extra dishes. They cheerfully brought them over one day. Keiko seemed very embarrassed, but gracefully accepted them, sincerely and profusely thanked them.The following week they were each presented with a gift from Keiko. Mary got an ornate jewelry box, Ed a volume of woodcuts by a famous Japanese artist, and Joe and Marion a beautiful Japanese vase, all of which were of considerable worth and value, much more than the old things they had donated to her. They all protested that she could not afford to give such elaborate gifts; they really expected nothing as the household items were not really being used and they would rather have her use them. Keiko, however, insisted that they take the gifts. In the end, they accepted the gifts, although they all felt uncomfortable as they knew she was really sacrificing to give them.Questions:1. What do you think of Keiko insisting on giving valuable gifts to her college friends?2. Why did Keiko’s friends feel very uncomfortable when they received valuablegifts in return?分析：Keiko insists on giving valuable gifts to her college friends, because in countries like Japan, exchanging gifts is a strongly rooted social tradition. Should you receive a gift, and don’t have one to offer in return, you will probably create a crisis. If not as serious as a crisis, one who doesn’t offer a gift in return may be considered rude or impolite. Therefore, in Japan, gifts are a symbolic way to show appreciation, respect, gratitude and further relationship.Keiko obviously has taken those used items from Mary, Ed and Marion as gifts, for she probably doesn’t know that Americans frequently donate their used household items to church or to the community. Mary, Ed and Marion would never consider those used household items given to Keiko as gifts. No wonder they felt very uncomfortable when they received valuable gifts in return.Case SevenSelma, who is from the US, is in a student exchange program in Indonesia. One day, she was asked to attend a birthday party and she was delighted, for she was curious to know what an Indonesian birthday party was like. To her surprise, she was the only one that dressed in typically Western clothes. Although she had no strong reason to become uneasy, her uneasy feeling prevailed as the party was going on. To make herself feel better, she went to the food table and began to help herself. But, upon leaving the table, she tripped on the leg of a chair and spilled her drink on the floor. One of the girls stooped down to mop up the spill and everyone else laughed out loud. Selma, uncertain what to do next, quietly moved out of her way with her head lowered in shame.Questions:3. What functions does laughing serve in similar situations in China?4. What should we do to help ourselves or other people out of embarrassmentcaused by cultural differences in laughing?分析：Just like smile, laughing does not always serve the same function in different cultures. Interestingly, for us Chinese, laughing often has a special function on some tense social occasions. People may laugh to release the tension or embarrassment, to express their concern about you, their intention to put you at ease or to help you come out of the embarrassment. In this case, the people there were actually wishing to laugh with the American rather than laugh at her. Their laughing seemed to convey a number of messages: don‘t take it so seriously; laugh it off, it‘s nothing; such things can happen to any of us, etc. Unfortunately the American was unaware of this. She thought they were laughing at her, which made her feel more badly and angry, for in her culture laughing on such an occasion would be interpreted as an insulting response, humiliating and negative.。

咨询case study 案例及解析
（原创实用版）
目录
1.咨询案例的概述
2.咨询案例的解析方法
3.咨询案例的实际应用
正文
咨询案例，简单来说，就是针对某一问题或现象进行深入研究的过程。

这种研究方法常常被用于企业管理、市场营销、人力资源等领域，以帮助企业或个人更好地理解问题，找到解决方案。

在咨询案例中，研究者会通过收集信息、分析数据、访谈相关人员等方式，对问题进行全面深入的探究。

解析咨询案例，通常会采用多种方法。

首先，会通过数据分析，了解案例的背景、现状和趋势。

比如，如果案例是关于某一产品的销售问题，就会分析该产品的销售数据，包括销售额、市场份额、销售增长率等。

其次，会通过访谈相关人员，了解他们的观点和经验。

比如，如果案例是关于某一企业的管理问题，就会访谈企业的管理层和员工，了解他们对问题的看法和解决方案。

最后，会通过综合分析，得出结论和建议。

比如，如果案例是关于某一市场的营销问题，就会根据数据和访谈结果，提出营销策略和实施方案。

咨询案例的实际应用非常广泛。

比如，企业管理者可以通过咨询案例，了解市场的变化和竞争态势，从而制定出更有效的经营策略。

市场营销人员可以通过咨询案例，了解消费者的需求和喜好，从而设计出更有吸引力的产品和服务。

人力资源管理者可以通过咨询案例，了解员工的需求和问题，从而制定出更有效的人力资源政策。

总的来说，咨询案例是一种非常重要的研究方法，可以帮助我们更好
地理解问题，找到解决方案。

营销showcase案例营销showcase案例：1. 产品推广：某手机品牌在市场上推出了一款全新的手机，通过在各大城市举办产品展示会，吸引消费者前来体验，同时邀请知名手机博主进行现场评测，以增加产品的曝光度和口碑。

2. 品牌合作：一家时尚品牌与知名艺人合作，推出了限量版的联名商品，通过在社交媒体上发布合作宣传视频，引发了消费者的热议和购买热潮。

3. 社交媒体营销：一家健康食品品牌通过与健身达人合作，在社交媒体上发布健身教程和食谱，吸引了大量的健身爱好者关注，并提高了品牌的知名度。

4. 线下活动：一家咖啡连锁店在冬季推出了限时促销活动，消费者在店内购买咖啡时，可获得免费的温暖手套或折扣券，吸引了大量顾客前来消费，并增加了店铺的销售额。

5. 内容营销：一家旅游公司在其官方网站上发布了一系列精彩的旅游攻略和目的地介绍，吸引了大量旅游爱好者的关注，并提高了品牌在旅游行业的知名度和影响力。

6. 用户口碑营销：一家酒店通过提供优质的服务和舒适的住宿环境，赢得了客户的好评，并鼓励客户在社交媒体上分享他们的入住体验，从而吸引更多潜在客户。

7. 事件营销：一家时尚品牌在国际时装周上举办了一场盛大的时装秀，吸引了众多时尚博主和媒体的关注，通过展示最新的时尚设计和潮流趋势，提高了品牌的知名度。

8. 网络营销：一家电商平台通过合作推广，与多个知名博主合作，发布商品推荐和购物攻略，吸引了大量用户点击购买，并提高了平台的销售额。

9. 本地化营销：一家国际快餐连锁店在不同地区推出了符合当地口味和文化的特色菜品，以满足消费者的个性化需求，提高了品牌在当地市场的认可度。

10. 教育推广：一家在线教育平台通过举办免费的线下讲座和在线课程体验活动，吸引了大量学生和家长参与，并提高了平台的用户注册量和付费率。

以上是十个营销showcase案例，通过不同的营销手段和策略，各行业的企业可以有效提升品牌知名度、销售额和用户参与度。

Case StudyOf KimsoongIndex1.Background information of Kimsoong (2)2. Kimsoong customer profile (4)3.Problem (6)(1).Cutomer profiles (7)(2). The excellent office workers (7)(3).Improving skills (7)(4).Cooperation (7)4.Solutions (7)(1).Building up relationships (8)(2).Increasing customer loyalty (8)(3).Drawing up an accurate buyer profile (8)(4).Encouraging staffs (8)5.Conclusion (10)1.Background information of KimsoongKimsoong, a Korean car manufacturer, has its European headquarters near Paris. It has retail sales franchises in most European countries which not only sell cars and motor accessories but also have servicing facilities. The larger outlets also offer fast-fitting of tyres and exhausts, and deal in used cars.Over the last ten years Kimsoong, with its reputation for reliability at low prices, has build up market share at the lower end of the market. Their basic models include many”extras”which other manufacturers charge for. Kimsoong also makes large donations to environmental groups and is seen as an organization with a social conscience. Furthermore, its R&D Department is developing an “eco-car” which uses an alternative power source.Then set our focus on the whole car manufacturing market.For 2009, global vehicle sales remain in the midst of a precipitous fall-off, led by sharp declines in the mature markets of the United States, Western Europe and Japan. We project total cars produced at 51,971,328.In 2006 there were 49,886,549 passenger cars produced in the world, with an increase of 6.45% over the previous year. The increase for 2007 was more modest, and 2008 showed a decline. Analysts from various institutes had in fact pegged the year 2007 as the year which would end the 5-year cycle (2002, 2003, 2004, 2005, 2006) of recordA third of all cars in the world is produced in the European Union (see chart below).Ch ina became the world’s third-largest car market in 2006, as car sales in China soared by nearly 40% to 4.1 million units. China should become the world’s second-largest car market by 2010, as low vehicle penetration, rising incomes, greater credit availability and falling carprices lift sales past those of Japan. Furthermore, vehicle penetration in China stands at only 24 vehicles per 1,000 people, compared with 749 vehicles per 1,000 people in the mature markets of the G7.It is estimated that over 600,000,000passenger cars travel the streets and roads of the world today.In the United States alone, 247,421,120 "highway" registered vehicles were counted in 2005, of which 136,568,083 passenger cars. (Bureau of Transportation Statistics U.S. Department of Transportation)So with the high development of car manufacture, we may face many difficulties. There are so many cars produced in the world, the only thing we can do to keep our position is to become more competitive in this market, or we’ll drive out b y its high competition.2. Kimsoong customer profileCustomers are the god of our company, thus the survey of customers’ tastes and basic information is important for us to know better of our shortage, and we’ll also serve more people in the fu ture and gain more profits. The following forms are information we have got from our customers.We can see that the majority of the customers are men who are under 30, they are employed. However, women between 31 and 50 who are self-employed have potential to buy our cars.Our repeated customers only occupy 15% of the whole. People who buy our cars are mostly middle income group. This is a hint that if we want to hold on to existing customers, we must produce cars that are affordable by middle income group. But to attract new customers we should provide different kinds of cars for different income level.As the form shows, customers are not satisfied with our service. The competitor’s cars are better in performance and service. These are two main reasons that hinder us to maintain existing customers. The after-sale care is just fair. In a word, customers care more about their price, reliability, after-sales service, etc. We should improve our service and convince customers of the reliability of our cars at the same time.By collecting and analyzing customer profiles, we may conclude that we can make improvement by producing cars suit every age stage, providing reasonable price for middle income group, improving our after-sales service to hold on to existing customers. We should also create cars for women and for self-employed persons and even students. High level cars with high price will attract people of high income group. These may help gain more profits.3.ProblemFacing the intense competition, the company must remain unchanged with its reputation for reliability at low prices and has its excellent office workers and loyal customers, also the skill and cooperation are very important parts. The management should solve these problems.(1).Cutomer profilesThe company’s new strategy is to hold on to existing customers and increase customer loyalty. And the company also hope to develop a more accurate buyer profile. Customers are very important to a company. So the company should know about the customers well so that we can produce the products that fit the customers. Only in this way can our company make profits.(2). The excellent office workersThe excellent office workers in the company is also a big problem. For one hand, the younger office workers have much knowledge but a little experience; on the other hand ,the elder office workers don’t have as much knowledge as the young but they have enough experience. They are all excellent, but the company doesn’t have enough money to hire both the young and the elder ones. So the problem is that the company should choose what kind of the officers they need by using less money to make more money.(3).Improving skillsImproving skills is also a big problem to the company. Because of the ever-accelerated science and technology, having a superb skill can save cost and make profits.(4).CooperationLast but not the least, cooperation is very important to the company. But the company’s staffs are lack of the skills of grasping good communication. So if the company want to do better, they must promote social skills and competence.4.SolutionsAiming at the problems given above, we summarize some solutions to those problems:(1).Building up relationshipsTo builds up long-term customer relationships, thereby increasing profits.To establish long-term cooperation relations, the customer is one of the important fa ctors that assure our company’s long-term and stable development. In the long-term cooperation relations, the company can not only improve enterprise image, enterprise credibility still can bring stability of the interests of the enterprise income. Only in this way, can the enterprise form a security capital chain. Additionally, through this long-term cooperation, we can build trust with each other and win good enterprise image, thus our company will expand more customer groups and win more profits.(2).Increasing customer loyaltyIncreasing customer loyalty is to guarantee the premise of enterprise sales. First, our company shall keep good communication with customers. The price for the customers must be given favorable; we can also use the gifts method to increase satisfaction. Cheap and good things will receive the love of consumers, so we should be radically improve the competitiveness of our enterprise, by improving products’ performance in all aspects so as to reduce the cost. Once the cost reduced, we will not only attract more customers to buy our cars, but also enhance our profit space, that is kill two birds with one stone.(3).Drawing up an accurate buyer profileEnterprise’s accurate understanding of his client group is very important. The company should not only know the customer's age distribution, but have an understanding of what kind of car sales good. At the same time, we must pay attention to customers’ feedback, make market surveys, know what kind of car our customers really want to buy. F rom these information we will realize our company’s deficiencies, so as to further improve their product, as well as the enterprise’s all aspects of operation.(4).Encouraging staffsTo encourage staffs to be more active in building up good customer relations.It is not enough to just have a good car, a good people who can promote it is necessary. So encourage staffs to establish good relationship with customers is very important. Nowadays, the consumer not only pays attention to the quality of the product itself,but is very concern about enterprise service attitude. First, the company shall encourage the staffs to work hard to establish a good relationship with their clients. For those who have outstanding performance , the company sales should give them full praise and encouragement. For those who not work hard, and have poor work performance, our company shall take appropriate punishment. Everyone must have crisis consciousness. Second, team spirit is very important. The common saying says more people, more powerful. Only we work together can we create more profits for our company.5.ConclusionFrom the report above, we can see that good customer relationships are very important for our further development. Only when we win our customers’ loyalty, can we gain more profits and make a good reputation. Thus, improvement of all aspects, including staff training, survey of customers and potential ones, change of disciplines and politics in our company and so on is of importance. We should also appreciate other competitors strengths and learn to use them for ourselves. I believe that our company will develop well in the future and attract more customers to buy our cars.。

fca案例（FCA case）Our export watches to India, according to FCA Shanghai Airport signed. Delivery date, August. Export enterprises shipped the watch to Shanghai Hongqiao Airport in August 31st and received air waybill from the airlines. We send the shipment advice by telex India. In September 2nd, the watches arrived in Mumbai, and the arrival notification was sent to Mumbai XX bank together with invoice and air waybill. The bank informed the printer of the delivery and payment, but the seller refused to postpone delivery.Q: according to the case, analyze the final resultFCA (FREE, CARRIER) delivery of goods to carrier (...... "Designated place" means that the seller delivers the goods at the named place to the carrier nominated by the buyer and has cleared the Customs for the delivery. In this case no specified cargo airline is specified for the buyer, but even if the buyer is not specified, the seller can also be specified by the Convention (airline transportation fees to pay, namely the buyer), as long as the seller within the agreed time period (before August 31st, including August 31st) will be goods delivered to the carrier, the seller is completed the buyer shall pay delivery, according to some, the so-called delay is not established, the Seller shall pay all the money immediately.Singapore Lo Kee business Limited (hereinafter referred to as A company) and Chinese Tengfei trading company (hereinafter referred to as C company) CIP (Shanghai) entered into a contract, sales of 500 tons of sugar, by the A company to the insurancecompany against all risks to the subject of the contract price plus 10% of the amount of insurance (including warehouse to warehouse clause). To contact sources, A company and the Malaysia Limited by Share Ltd Zhabai (hereinafter referred to as B company) signed FCA contract,Purchase 500 tons of white sugar, the contract place of delivery is the seat of B company. In July 3, 2000, A sent agents to B the location of delivery, B sugar packing company has completed and placed in the temporary open top, A company's agent due to lack of manpower, require the company to help loading B, B company believes that in accordance with international practice, the goods have been delivered A company representative care, they have to fulfill the contract should do under the obligation, it refused to help loading. A agent helpless to return 3 days after the A company once again organize manpower company B to withdraw the goods. However, in the 3 days of cargo piling up, due to the weather of hot and humid typhoons, the goods were partially damaged, resulting in 10% of the dirty bags. A company will pay all the goods and the carrier, the carrier found 10% of the dirty bag, not to issue a clean bill of lading, A company in order to get a clean bill of lading to smooth settlement, it will issue a guarantee, promised to bear all the responsibility of the carrier for issuing clean bills of lading arising. The carrier then issued a clean bill of lading, A company to smooth settlement of foreign exchange, bills of lading and insurance policy transferred to the hands of C. In July 21st, when the goods arrived at Shanghai port, the C company tested 10% of the soiled bags and then applied to the Shanghai maritime court for detaining the carrier's vessel and asking for its duty to issuean unclean bill of lading. The goods are unloaded, port management will store the goods in the warehouse, C company began to entrust others to handle ranked in Hong Kong, customs clearance and delivery procedures, from July 21st to July 24th, 300 tons of sugar have been delivered to the users filling package location. In the evening of July 24th, the port suffered a great tidal wave, and the 200 tons of sugar which had not been mentioned were soaked and all were lost.C company to the insurance company for settlement procedures, the insurance company refused, because the C company has the transfer of bills of lading, and the port warehouse is C company in the final port of destination port, the insurance liability has been terminated.Legal analysisFirst of all, it should be clear that in the FCA contract between A company and B company, which party shall bear the loss of 10% of the goods?.If B company says it has fulfilled the obligations under the contract, the goods have been handed over to the care of A agent of the company, then the risk of the goods should be transferred to the A company, in this premise, the company agent A was not loaded on the back, B company has no obligation to further bear due to force majeure (typhoon) due to the risk of goods, the 10% loss of goods by A company. But the key is that B really has fulfilled all its obligations should bear it? In other words, when A sent the first delivery company, B Company packing the goods stored in open top, B company has done to the FCA rulesin "the goods are placed in the care of the carrier or agent designated by the buyer under the" B company? Do I need to fulfill the obligations of loading? This problem in the 1990 edition of the "principles" of international trade terms (Incotermsl990) is ambiguous, because Incotermsl990 only that should be "agreed" or "habit" to deliver the goods carrier or agent designated by the buyer and care, "agreed the way" and "habit" means responsible for loading? If it is, under what circumstances the seller is responsible for loading the FCA contract? These are the issues in question.In July 1999, in order to accurately reflect international trade practices, the International Chamber of Commerce revised and published Incoterms2000, which came into effect in January 1, 2000. The substance modification of Incoterms2000 to Incoterms1990 involves the delivery obligation of the seller under FCA. The "international Incoterms" 2000 edition of the FCA term A4 clause was added as follows: "the completion of delivery of the goods in the following time: a) if the named place is the location of the seller, the buyer is when others designated by or on behalf of the buyer the goods have been loaded on the means of transport provided by B), if the named place is not a but any other place), when the goods are in the seller's means of transport, not unloaded while the carrier nominated by the buyer or any other person or by the seller according to the selected A3a) at the disposal of the carrier or other person." It is clear that the Incoterms2000 re establishes the obligations of loading and discharging under the FCA term: the Seller shall be responsible for the delivery of the goods at the seller's premises and the Seller shall not be responsible for discharging the goods at the time theseller's place is located. In addition, in accordance with the provisions of the "international Incoterms" 2000 edition of the FCA term A5 terms, unless the buyer the seller in accordance with the provisions of the terms of the A4 delivery of the goods when they have been delivered, the seller must bear all risks or loss of or damage to the goods until the delivery date in accordance with the provisions of A4."It can be seen that in this case, B company has not fulfilled the delivery obligation after packing and storing the goods, and B company shall be responsible for loading the goods at the place where the B company is located. It is a breach of contract by the B company to refuse to fulfill its obligation to load and cause the goods to remain in its place,And this means that the goods are not placed in the care of the agent designated by the buyer, and the risk is not transferred to the A company. A company in 3 days after self sent and put away the goods loading, can be regarded as a request to give up the right of B company of loading, but before all risks of loss of or damage to the goods is by B company. When the typhoon caused 10% loss of goods, B companies are not entitled to the risk of goods has been transferred to the buyer on the grounds that A's own commitment to the 10% loss, also has the right to force majeure by sharing this part of the loss, and shall bear all the risk, and make corresponding compensation to the company A.Secondly, the effect of the guarantee and the liability of the carrier for the issue of unclean bills of lading.In international trade, the contract and the L / C generally stipulate that the Seller shall provide clean bill of lading. Because the unclean bill of lading is the inherent quality of goods is uncertain, it is difficult to transfer. Therefore, the seller (or shipper) tends to issue a letter of guarantee to the carrier in exchange for the appearance of the goods in bad condition, in exchange for the issue of clean bill of lading by the carrier, which has become a customary practice in the shipping industry.The effect on the bond, "the United Nations Convention on the carriage of goods by sea, 1978" (Hamburg Rules) seventeenth paragraph second, third and fourth paragraphs: "according to the provisions of any guarantee or agreement by the shipper, the carrier or his representative put forward to ensure the compensation for failing to provide a bill of lading shipper included in the project or the apparent condition of the goods entering a reservation the bill of lading caused the loss, the guarantee or agreement of any third people, including the bill of lading the consignee is invalid."This agreement or guarantee to the shipper, unless referred to the carrier or his representative not endorsed the second paragraph of this article is to retain the trust on the bill of lading fraud description of goods act including the consignee of third people, in the latter case, if not endorsed by the shipper for retention and inclusion bill of lading related items, the carrier has no right in accordance with the provisions of the first paragraph of this article, the shipper is required to give compensation." "In the case of the third paragraph of this article refers to the intentional fraud, thecarrier shall not be entitled to the provisions of this Convention the benefit of the limitation of liability, and to act as the cargo trust on the bill of lading that third people, including liable for losses suffered by the consignee." Obviously, the letter of guarantee does not affect any third party, including any consignee, to the transfer of bill of lading, but it is valid for the shipper. If the carrier to accept bonds issued by a clean bill of lading is a deliberate fraud, is invalid guarantee to the shipper, the carrier is not entitled to compensation from the shipper, consignee, and to include the loss of third people assume unlimited liability. However, as long as fraud is not made to the consignee, the letter of guarantee is valid between the shipper and the carrier and does not affect the third party.In this case, A company uses the letter of guarantee in exchange for the clean bill of lading, not in order to conceal the goods itself flaw, but is for the prompt export goods, avoids the goods to degenerate, and the early settlement of exchange. The carrier accepts the letter of guarantee and issues a clean bill of lading, not for the purpose of fraud of the consignee, but only to resolve the dispute between the shipper and the shipper arising from the defect of the goods.At this time, the letter of indemnity shall be deemed as a warranty agreement between the shipper and the carrier. Since the letter of guarantee is invalid for the consignee, the C company has the right to choose whether it is the shipper or the carrier's liability. C company held the responsibility of the carrier is a reasonable choice in this case, it is feasible, because the detained ship carrier can guarantee the executionof the judgment, the practice in the maritime disputes are mostly about the parties to do so. The carrier shall compensate the C company for the loss of the bill of lading issued by the unclean bill of lading, and then obtain compensation from the A company through the letter of guarantee.Finally, does the insurance liability of the insurance company terminate when the goods enter the port, the warehouse or the C company to entrust others to take delivery of the goods?According to the provisions of the insurance contract, the insurance liability od is negative "warehouse to warehouse" responsibility, namely the insurance liability insurance records began in the goods leave the warehouse or storage premises, continue to be effective in the process of transportation, until the following three conditions in a certain place so far: (1) the goods have been delivery insurance specified destination consignee or other final warehouse and storage premises (2) before the destination of goods contained in the insurance policy or arrive at the destination, by the insured delivery of any other warehouse and storage premises, as a non normal in the process of transportation and storage, or as a distribution or transmission where (3) the goods from the seagoing vessel at the final port of discharge within 60 days to complete. If the goods are unloaded at the final port of discharge, the termination of the insurance effect, continue to insurance carrier other than the destination, then the validity of the insurance is extended to other destinations in the time of departure.In this case the insured goods from the seagoing vessel, storagein the port belongs to the warehouse, the warehouse is not the ultimate consignee warehouse or storage premises, ownership of the warehouse control port authorities in the case. The insured before delivery before neither delivered the goods to any other warehouse and storage premises, can not be distributed or sent the goods only after the delivery, made the reality of control over the goods to the transportation, distribution or transmission. Moreover, according to the above third cases, storage warehouses in the port belongs to the goods from the seagoing vessel at the final port of discharge was completed only 3 days, far more than 60 days period. It can be seen that the goods not yet extracted are still within the period of insurance liability.The bill of lading has the function of the title document. In this case, C company holds the bill of lading, which is entitled to the ownership under the bill of lading. C company entrusted person ranked Hong Kong, customs clearance, delivery and other procedures, the occurrence of the principal-agent relationship, the behavior is not a negotiable bill of lading, bill of lading is still C company, under the bill of lading has not transferred the ownership of the goods, C company was still insurance property owner, has an insurable interest.Also, as the C company covers all risks, the sea tide is within the scope of all risks, and the insurance company shall be responsible for the compensation for the 200 tons of cargo which have not been extracted and damaged by the sea tide。

大学英语跨文化交际案例分析Case 2 (P8)White Dress女王的白色长裙:Case analysis: The Indian women might think the wedding ceremony is a funeral if they see the western bride in white gown. The case reflects the similes and metaphors in the text.案例分析:印度女人可能觉得婚礼是一个葬礼,如果他们看到西方的新娘的白色礼服。

这个案例反映了明喻和隐喻在文本。

Culture is like an iceberg: we can identify the color of the dress worn by women in different cultures, but we do not know the values underneath. Culture is like the water a fish swims in: people wear dress of different colors for different context but they usually take it for granted and never ask why.文化是像冰山:我们可以辨认颜色衣服的妇女所穿不同的文化,但我们不知道下面的值。

文化是像水鱼游在:人们穿不同颜色的衣服为不同的上下文,但他们通常是理所当然的,从不问为什么。

Case 4 (P18)Coconut-skating椰子-溜冰:Case analysis: The case reflects the characteristics of culture. We can tell from the case that culture is pervasive and it’s learned.案例分析:这个事件反映了文化的特点。

群面 case study案例今天咱来唠唠群面case study这事儿哈。

这玩意儿啊，可真是让不少小伙伴又爱又恨呢。

为啥这么说嘞？听我给你细细道来。

一、啥是群面case study呀。

群面case study嘛，简单来说，就是一群小伙伴聚在一起，共同面对一个具体的案例，然后大家一起分析讨论，想办法找出解决方案。

就好像是一群探险家，面对一个神秘的宝藏谜题，大家要齐心协力，发挥各自的聪明才智，才能找到宝藏的线索一样。

这过程中，可不光是考验你自己的本事，还得看看你和队友们配合得咋样呢。

比如说，可能会给你们一个关于某个公司经营困境的案例。

这个公司啊，产品销量一直上不去，市场份额也在不断缩水。

这时候，你们这群“小军师”就得开动脑筋啦，想想办法怎么给这个公司来个大翻身。

是要改进产品设计，还是调整营销策略，又或者是优化内部管理呢？各种可能性都得考虑到，就像在玩一场超级烧脑的策略游戏。

二、群面case study的那些小陷阱。

这里面啊，可是藏着不少小陷阱的哦。

有些小伙伴可能一上来就特别积极，抢着发言，结果呢，还没搞清楚案例的来龙去脉，就开始瞎出主意，这可就有点尴尬啦。

就好比探险家还没看清地图，就急着往一个方向冲，很可能会走错路哦。

还有些小伙伴呢，全程都不怎么说话，想着等别人说完了自己再附和几句就行。

这可不行呀，群面就是要展现你自己的能力和想法，要是一直当“隐形人”，那面试官可就注意不到你啦。

就像在探险队里，你要是总是躲在后面不干活，那怎么能分到宝藏呢？另外，团队合作也很重要哦。

有时候，可能会有个别小伙伴特别强势，总是想把自己的想法强加给别人。

这时候，你可不能被他带跑了，要有自己的主见，但也要注意沟通的方式，不然很容易引发内部矛盾，让整个团队乱成一锅粥。

这就好比探险队里有人非要走自己的路，不考虑大家的意见，那最后很可能谁都到不了目的地。

三、怎么在群面case study中脱颖而出。

那要怎么在群面case study中让自己闪闪发光呢？首先得认真听清楚案例的内容，把关键信息都记在心里。