*범* 스토어

*범*

개인

팔로워0 팔로우

소개

등록된 소개글이 없습니다.

전문분야 등록된 전문분야가 없습니다.

판매자 정보

학교정보

입력된 정보가 없습니다.

직장정보

입력된 정보가 없습니다.

자격증

입력된 정보가 없습니다.

판매지수

판매중 자료수

14개
전체 판매량

73개
최근 3개월 판매량

0개
자료후기 점수

-
자료문의 응답률

-

전체자료 14개

Work-Life-Balance (WLB) as a gloal business leader (영문)

Work Life Balance as Managers in Internationally Operating Companies HR Beratungsarbeit und Wirtschaftspsychologie | 03.11.2017 1When I’m at home, I do not feel relaxed and comfortable . I frequently think about work when I’m not working. I usually do not have enough time to spend with my loved ones. I often feel guilty because I can’t make time for everything I want to. Usually, I work through my lunch break. I have no time to spend on self-development or my favorite hobby. I’m stressed about my work. I’m taking my work home with me. I even work while on the train or bus to work. 2 Canadian Mental Heath Association (2012)1. Introduction 2. Reasons for Imbalance 5. Conclusion 4. Case Analysis and HR Solutions 3. Theoretical Approach with a Practical E xample Agenda 31. Introduction 2. Reasons for Imbalance 5. Conclusion Agenda 4. Case Analysis and HR Solutions 3. Theoretical Approach with a Practical E xample 4OECD Better Life Index - Topics (2017) Work Life Balance Survey by OECD 5OECatisfaction - Mohammad Baitul Islam Quality of work life refers to the favourableness or unfavourableness of a job environment for the people working in an organization. Job satisfaction and satisfaction in private life both are important for having a positive quality of work life experience. Quality of work life has a direct effect on boosting employees' productivity. M.B. Islam (2012) 13Theoretical Approach “QWL” Determinants of quality of work life Working Condition and Career Growth (Opportunity Job Security) Working Environment (Safety Healthy) Compensation and Benefits Work Load Family Personal Life Transportation (Commuting facility time) Work Life Quality of Work Life Private Life M.B. Islam (2012) 14Theoretical Approach “QWL” Two ways to improve Quality of Work Life Removal of negative aspects of work and working conditions and other direction Removal Modification of work and working conditions to enhance the capability of employees and to promote behavior which important for ors to provide quality checks at Samsung display installation sites Responsible for driving results consistent with targets identified by executive management S amsung Careers – Search Job (2017) Practical Example for Imbalance of International Business 18Korean Cultural Aspects - Top-down decision making based on the male dominant society in the past (military) - ”Work as long as your boss stays in the office.” Rooted in the history : scarify their private life for a quick prosperity of the nation. The rapid reconstruction development The habit “fast-work overtime work“ Practical Example for Imbalance of International Business 191. Introduction 2. Reasons for Imbalance 5. Conclusion Agenda 4. Case Analysis and HR Solutions 3. Theoretical Approach with a Practical E xample 20Case Analysis based on QWL Determinants of quality of work life Working Condition and Career Growth (Opportunity Job Security) Working Environment (Safety Healthy) Compensation and Benefits Work Load Family Persona should managers be responsible for the leadership process and at the same time maintain their own balance? Clear with responsibilities Good time management Should set priorities Can managers in these environments say No regarding their responsibilities? Hard to say “no” because they are standing at the border of their career path, either “grow in the organization” or “leave” How can HR people support to alleviate this conflict? 26Here are 8 ways to achieve better work life balance: 1. Learn Your Employer's Policies. 2. Communicate. 3. Use Technology to Your Advantage 4. Telecommute. 5. Learn to Say No.“ 6. Fight the Guilt. 7. Rethink Your Idea of Clean. 8. Protect Your Private Time. Flex-Time Telecommuting Child care Adult care Leave Job-sharing Manager assistance programs In-house store/services Gym subsidies Vacation Work hours Empowerment 8 Steps to Achieve WLB 27Our suggestions to improve Quality of Work Life Achieving WLB in International Business 28Solutions for Family Personal hofer Gesellschaft : 4,3 Robert Bosch : 4,1 SAP : 4,1 ZF Friedrichshafen : 4,1 Volkswagen : 4,0 BMW : 4,0 Daimler : 4,0 Continental : 3,9 Adidas offers flexible working hours and on-site childcare to attract workers to its headquarters in Bavaria. The 10 Best Companies in Germany for Work Life Balance * 1 for very bad work-life balance to 5 for a very good work-life balance Glassdoor (2016) 34Conclusion 35 These days WLB is a top priority when people decide to work for a company, or leave a company. Efforts to make working environments more favorable for WLB were presented, and many companies are still working on development of good HR practices. International companies with pleasant WLB programs can have positive influence on long-working-hour cultures.Thank you 36References Kafetsios , K (2014), “Work-family conflict and its relationship with job satisfaction and psychological distress: The role of affect at work and gender”, Hellenic Journal of Psychology, No. 4, pp. 15-35. M. B. Isw}

경영/경제| 2018.01.30| 37페이지| 3,500원| 조회(126)

MARKETING, QWL, 영문레포트, Work life balance, WL..

미리보기

닫기
Test methods as instruments of personnel selection

ReportHuman Resource Management & Führungskompetenz – WiSeTest methods as instruments of personnel selectionxxxxxxxUniversity of Applied SciencesFachbereich Wirtschaftvorgelegt von: xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxvorgelegt bei: Prof. Dr.xxxxxxxeingereicht am:xx.01.2016ConTents TOC o "1-3" 1. Chapter : Recruiting and selecting11.1 Recruiting process12. Chapter: Employment testing32.1 Aptitude and Ability Test32.2 Intelligence Test43. Chapter: Intelligence Test Instruments53.1 Standfort-Binet Intelligence Scale53.2 Wechsler Intelligence Scale54. Chapter: Related to job performance64.1 Intelligence tests and professional success64.2 Criticism about Intelligence Test75. Chapter: Personality Test85.1 Needs of Personality Test in Personnel Selection85.2 Definition95.3 The Five Factor Model (FFM)106. Chapter: Personality Test Instruments116.1 The Sixteen Personality Factor Questionnaire (16PF)116.2 Hogan Personality Inventory (HPI)126.3 Advantagedemic achievement and appropriateness had to be judged. Alfred Binet from France developed and applied the first intelligence test in 1905 at the request of the French government. This test determined whether or not the child can be admitted to elementary school, and was particularly effective in screening mental retarded children. In other words, at first, the purpose of intelligence tests was not to find geniuses and gifted students, but to find hidden underachievers and mentally retarded people to help them with special education or individual education. The mental age obtained as a result of the intelligence test is divided by the actual age, and then is used to investigate and display the degree of development of intelligence by multiplying by 100. Since then, it has been developed further into a 'Stanford-Bine' test that evaluates the intelligence of the general public and is now the prototype of the IQ test. However, since the 1970s, IQ has been criticized for not adequately exp so very similar scores. Without successive transformations within prophetic variables (here IQ scores), we cannot predict career success or any other criterion. This is similar to the case in which basketball qualities cannot be predicted based on the height of a person with a height of 180 cm to 185 cm.Because IQ test is a good predictor of job performance, it is included as one of the selection procedures when recruiting new employees. However, the existing intelligence test mainly limits the prediction of business performance because it measures academic intelligence. Therefore, if you include a question that measures practical intelligence, the IQ test may improve the prediction of business performance. In addition, since the level of job performance is determined not only by ability but also by motivation, it is desirable to include personality tests that measure motivation in the selection tool to increase the performance prediction.4.2 Criticism about Intelligence TestThe main an individual. In this reason personality traits enables us to anticipate future behavior, and we assume that an individual’s behavior is based more on the person oneself than on his/her circumstance. The perspective that explains personality based on individual traits or biological characteristics is called ‘dispositional view’, and the Five Factor Model is developed on this view.Robert McCrae, Paul Costa and a number of researchers are associated with this model. The Five Factor Model is a systematic method to understand the relationship between personality and social behavior. They analyzed words that describe human’s emotion and personality and grouped them in 5 fold by using factor analysis, which are the five factors or five dimensions. As each dimension contains a lot of personality traits, it is also called “The Big Five Model”. The five factors are always extracted in all cultures, races, and languages. They are Extraversion, Agreeableness, Conscientiousness, Emotional Stabilloyees, etc.), HPI Adjustment, Ambition, Interpersonal Sensitivity and Prudence scales are job performance predictors. In short, those people who get higher scores on these scales are likely to perform successfully for the positions.As Hogan Personality Inventory can effectively predict career success in many different jobs and provide useful test reports, many companies use this assessment in the first step of their employment process, such as Dell, Bank of America, IBM, Johnson & Johnson, etc.6.3 Advantages and DisadvantagesUsing personality assessments in personnel selection has both advantages and disadvantages for companies.The first advantage is, if an employer selects applicants who have high personality correlation with loyal employees within the company, it will take shorter time to improve its outcome. It is because old and new employees are expected to mingle well together with little difficulty.Second, personality test result profiles provide a lot of information about candAT17

경영/경제| 2018.01.30| 19페이지| 5,500원| 조회(114)

영어레포트, 지능검사, 적성검사, 직무검사, 인적성검사, HR레포트, HR영어레포트, Humanresourcement

미리보기

닫기
Change Management Konzept für die Softlab GmbH (독일어)

Bearbeitung der Case StudyStudiengang Management Master VZChange ManagementChange Management Konzept für die Softlab GmbHXXXXXXXUniversity of Applied SciencesFachbereich WirtschaftInhaltsverzeichnis TOC o "1-3" 1. Kapitel: initiierung PAGEREF _Toc469151039 h 11.1 Auftragsklärung PAGEREF _Toc469151040 h 11.2 Analyse zur Veränderungsfähigkeit und - bereitschaft der betroffenen Organisation PAGEREF _Toc469151041 h 22. Kapitel: planung 42.1 Top-Down- oder Bottom-Up-Ansatz42.2 Change Management Roadmap PAGEREF _Toc469151044 h 53. Kapitel: Vorstellung wichtiger change arbeitspakete 93.1 Organisation Alignment I 93.2 Kommunikation 104. Kapitel: Fazit 12Literaturverzeichnis PAGEREF _Toc469151064 h XVI1. Capitel: Introduction1.1 Order Clarification.. In an era when the focus of most organizations has been on efficiently and effectively running the organization, recruiting the right person for the job is a top priority. The magnitude of an organization’s recruiting effort and the methods tiele, was jedoch im weiteren Verlauf des Projekts immer mehr zur Aufgabe der Change Agents wird.Auf der anderen Seite funktioniert es nicht, wenn von oben vorgegeben wird, wie dieneuen Prozesse auszusehen haben. Akzeptiert und nachhaltig erfolgreich angewendet werden können die neuen Prozesse nur, wenn die betroffenen Mitarbeiter das Design und die Implementierung selbst erarbeiten. Auch sollten die Mitarbeiter sich in Workshops mit Gründen für die effizienteren Prozesse auseinandersetzen und zum Beispiel erörtern, wieso Kostenreduktion auch für die Basis vorteilhaft sein kann oder wieso es sinnvoll sein kann die Freiheit im Umgang mit dem Kunden zu reduzieren (bzw. wenn die Mitarbeiter zu einem anderen Ergebnis kommen, wie die Prozesse gestaltet werden können, dass eine gewisse Freiheit erhalten bleibt). Diese Erkenntnisse sollten dann im nächsten Schritt in der Belegschaft durch informelle Kommunikation verankert werden. Auch die Glaubwürdigkeit der Argumente wird erhöht, wenn sie voie neuen Prozesse verinnerlichen. Bei der Anwendung im operativen Alltagsgeschäft gehen die Change Agents mit gutem Beispiel voran und stehen den restlichen Mitarbeitern auf-munternd und beratend zur Seite. Es werden auch fortlaufend Trainings angeboten, in denen an Schwierigkeiten in der Anwendung gearbeitet wird.In der Phase der Stabilisierung kommen erneut stellvertretende Change Agents inReview Workshops zusammen und diskutieren die Schwachstellen der neuen Prozesse, die durch die Anwendung und die Umfragen ersichtlich werden. Daraufhin werden An-passungen abgeleitet und in die Trainingskurse integriert. Aus den gesammelten Erkenntnissen werden auch Maßnahmen für eine nun potenziell doch notwendige Restruktur-ierung abgeleitet, die jedoch zum jetzigen Zeitpunkt nicht vorhersehbar ist und sich erst aus dem Design der neuen Geschäftsprozesse ergibt. Dieser Aspekt ist im Arbeitspaket „Organisation Alignment II“ abgebildet und wird vom Projektteam und stellvertretenden Change Agents beerfolgreichen Change zu schaffen, empfiehlt es sich Guido Härting für eine bedeutende Rolle zu gewinnen. Härting ist jung, dynamisch und auch wenn er sagt, er sei skeptisch in Bezug auf das Projekt, zeigt seine Argumentationslinie, dass er dem Thema schon viel Energie und Gedankenarbeit gewidmet hat. Er benennt sowohl Ursachen für den Widerstand als auch erste Verbesserungsvorschläge und sagt, dass er weniger am Sinn des Projekts zweifelt, sondern an der Umsetzung. Er selbst spricht sich für einestärkere Beteiligung der Mitarbeiter aus, was auch aus der Perspektive der ChangeManagement Berater sinnvoll ist. Auch bringt Härting die notwendigen sozialen Kom-petenzen mit, denn er ist kommunikativ und traut sich seinen Standpunkt selbst gegenüber dem Geschäftsführer zu vertreten. Als besonders wertvoll erweist sich, dass er als Mitglied des Betriebsrats das Vertrauen der Belegschaft genießt und als mobiler Service-Ingenieur sogar die besagten Prozesse kennt. Aus den genannten Gründen solltst der Übergang zu einer infor-mellen Kommunikation, die sich durch die Mitarbeiter nach dem Schneeballprinzip imgesamten Unternehmen ausbreiten soll. Auf diese Weise gewinnen die Botschaften an Authentizität und die Identifikation der Change Agents wird zusätzlich angeregt, da sie nicht mehr lediglich Aussagen weitergeben, sondern ihre eigenen Ideen vertreten. Daher sollen die Ergebnisse der Workshops nicht durch Führungskräfte verkündet werden,sondern die Konzeption der Botschaften und dafür eingesetzten Mittel obliegt den Change Agents.In der Phase Involvieren gilt es sicherzustellen, dass die Inhalte auch diejenigenMitarbeiter erreichen, die sich bislang passiv verhalten haben und dass ihnen Berührungsängste mit den neuen Prozessen genommen werden. Hierfür wird Support-Material zur Verfügung gestellt, dass sich an alle vier Lerntypen nach Frederic Vester richtet. Zum Nachschlagen werden FAQs angeboten, welche insbesondere die „Leser“ unter-stützen. Der visuelle Lerntyp erhält multiAGE

경영/경제| 2018.01.30| 18페이지| 5,500원| 조회(66)

독일어, 경영레포트, 독일어논문, 독일어레포트, changemanagement, changemanagement독일어레

미리보기

닫기
Disruptive IT Innovation : MOBILE INTERNET - SMART ADVERTISING

RESEARCH PAPERDisruptive IT Innovation:MOBILE INTERNET - SMART ADVERTISINGInhaltsverzeichnis TOC o "1-3" 1. CHapter: Introduction and structure of the paper PAGEREF _Toc469151039 h 12. chapter: Concept of programmatic advertising PAGEREF _Toc469151042 h 32.1 definition and economic standing PAGEREF _Toc469151043 h 32.2 state of the art PAGEREF _Toc469151044 h 52.3 selected relatives of programmatic advertising PAGEREF _Toc469151045 h 72.3.1 State of the Art of Personalization72.3.2 State of the Art of Location-based Advertising93. chapter: Forecast for the development of mobile advertising and programmatic advertising for the next tWo to five years114. chapter: Programmatic mobile advertising's impact on the advertising market participants18References PAGEREF _Toc469151064 h XXVIIntroduction and Structure of the PaperThe internet usage on smartphones is rising steadily: In 2014 48% of all German adults were surfing in the internet with their smartphones, in 2016 they were alreade they can buy programmatically placements on high quality environments.Attractive though it may be, still there is a lot of need for improvement. The biggest challenge is the advertisers understanding for data: They hope to ennoble their marketing, but in reality it’s common that data just come up. Without an elaborated data strategy, all the information create more confusion than insights. Instead of delivering the right message to the right consumer, the application is mostly limited to retargeting campaigns that are easy to be carried out.Aggravating circumstances for advertisers are that they face an opaque market with complex technologies and numerous providers. Especially premium publishers offer closed data packages and advertisers can’t check which kind of data packages like “Beauty Seekers” or “Authenticity Seekers” actually consist of.Rather problematic than programmatic seems to be the promised efficiency. Need for coordination is huge, various parties want their share and ise by 1450% in the next few years.Thesis 2: Advertisers will establish a data-driven mindsetNot all advertisers recognize the necessity to build a data strategy, but those who refuse to integrate data analysis in their marketing strategy will face difficulties in the future. They run into danger to be forced out of the market. It will be difficult to stay competitive if you waive the insights you can get from automatic data analysis and the cost advantages from programmatic buying. Manual solutions can’t provide equal performance and efficiency. So successful will be those companies which understand that it’s not about collecting as much data as possible but what you make from it.Thesis 3: Programmatic advertising will dominate mobile advertisingThe online marketing expert von Abrams estimates that in Germany total volume for programmatic advertising will exceed the billion Euro mark in 2018. As the explanations in chapter 2.1 show, the majority is already generated by mobile devices.omers advertisements that match their interests and preferences. You can achieve this by analyzing behavior patterns of existing customers and transferring the insights to “statistical twins”. In the near future it should become a common practice to reduce the churn rate by early and automatic recognition of likely cancellations. Potential customers can be acquired by algorithms that take the customer lifetime value into their computation instead of the cost per conversion or click. The condition for this last thesis to be confirmed is that thesis 2 is fulfilled first.Programmatic mobile advertising’s impact on the advertising market participantsFor the end of the present research paper, it should be examined what impact all these changes and developments could have on the market participants in the advertising industry. Advertisers and besides publishers already have been discussed (e.g. publisher’s necessity to rethink the private marketplace model or the trend “data alliances”). Now. 34 - 39, in: W&V Ausgabe 12, 2017.von Fraunberg, Anja (2017): Der große Run aufs Geo-Web, S. 58 – 61, in: W&V Ausgabe 12, 2017.Fuchs, Jochen G. (2016): Payback Pay knackt die Nuss: Der Mobile-Payment-Durchbruch kommt, Hyperlink "http://t3n.de/news/payback-pay-knackt-nuss-702122/" http://t3n.de/news/payback-pay-knackt-nuss-702122/ - aufgerufen am 16.05.2017Google (2015): Micro-Moments: Your Guide to Winningthe Shift to Mobile, Hyperlink "https://think.storage.googleapis.com/images/micromoments-guide-to-winning-shift-to-mobile-download.pdf" https://think.storage.googleapis.com/images/micromoments-guide-to-winning-shift-to-mobile-download.pdf - aufgerufen am 16.05.2017Göpfert, Yvonne (2017): Der dritte Step entscheidet, S. 40 – 43, in: W&V Ausgabe 12, 2017.Göttert, Gerhard (2016): Digitalisierung im Marketing: Personalisierung der Kundenansprache als Erfolgsrezept, Hyperlink "http://www.e-commerce-magazin.de/fachartikel/digitalisierung-im-marketing-personalisierung-der-kundenansprache-a017

경영/경제| 2018.01.30| 27페이지| 4,500원| 조회(118)

마케팅, IT, 영어레포트, 영문레포트, 영어논문, 경영레포트, IT경영, 경영IT, IT레포트

미리보기

닫기
로만손&팬텍 사례연구

1. 김기문 사장이 포착한 사업 기회는 무엇이었나? 그 계기는 무엇이었나?김기문 사장이 군대를 제대한 후 1년 사이에 양친을 여의고 종손으로 집안을 이끌기 위해서 당시 창립된 중소 업체인 솔로몬 시계에 입사한 것이 처음 시계를 접한 계기가 되었다. 그는 솔로몬 시계의 사장 최영철 사장과 6년을 같이 일을 하면서 노하우를 쌓았고 최영철 사장의 ‘자기 사업을 가져 보라’는 권유로 처음 맨주먹으로 시계 사업에 뛰어들었다. 김영철 사장은 창업 당시 국내 시계 업계의 환경이 열악하다고 예상을 하고 무작정 수출에 나선다음 내수에 뛰어든다는 생각이었다. 아무리 잘 만든 제품도 마케팅 전략이 없다면 성공할 수 없다는 것을 잘 알고 있기 때문에 제품의 단순 홍보가 아닌 마케팅과 판매에 힘을 썼고, 수출 전략 지점은 중동으로 정하였다. 자신이 한때 중동에서 일한 경험을 살려 중동은 석유를 제외하고 거의 수입의 의존하고, 소비 성향이 강하고 구매력이 높다는 것을 인식하여 진출하게 되었다. 경험과 산업에 대한 기술과 노하우를 모두 지니고 있었기 때문에 시계산업을 잘 포착 할 수 있었던 기회가 된 것이다.2. 로만손은 창업 과정에서 가장 큰 애로점은 무엇이었나?로만손이 해외 시장을 개척하는데 가장 큰 장애물은 고객의 인지도 확보 문제였다. 수출하는데 있어서 수출대상국 국민의 패션 감각, 생화 관습, 문화 등까지 알아야 하기 때문이다. 또, 일반적인 창업 기업이 겪는 신제품 개발 전략의 문제였다. 로만손은 ‘커팅 글래스 시계’로 이름을 알렸지만 홍콩에서 똑같은 복사본이 나와 위기를 겪기도 하였다. 하지만 적극적인 모델의 전환으로 복제품은 그 가치를 잃게 되었고 로만손 시계는 빠른 시장의 변화에 신속하게 대응할 수 있게 되었다.3. 어떻게 로만손이 짧은 시간에 국제 시장에서 고성장을 할 수 있었나?로만손 시계가 짧은 시간에 국제 시장에서 고성장을 할 수 있었던 이유는 총 8가지의 이유가 있다.① 적극적인 모델의 전환으로 제조 기술 개발② 고유 브랜드를 토털 브랜드로의 발전으로 부가가치의 창출③ 연구개발에 투자④ 장기적인 안목으로 저가 시장이 아닌 고가 브랜드의 전략⑤ 해외 바이어와의 계약과 내수 시장의 확대⑥ 가족 같은 분위기의 조직의 관리⑦ ‘고객이 요구하는 제품은 팔릴 수밖에 없는 것’의 사업 전망 파악⑧ 제품의 마케팅 중요시1. 박병엽 사장은 사업 초기에 무선 호출기 기술 개발을 위해 필요한 자금을 어떻게 조달하였는가?팬택의 여러 자금원 중에서 가장 큰 공헌을 한 것은 역시 정부의 정책 지원금이었다. 연리가 싼 정부의 지원금은 자금력에 취약한 중소 기업에게 좋은 기회이지만, 당시 아무런 실적이 없었던 팬택에게 이것이 돌아갈 수 있었던 이유를 팬택측은 완벽한기안서 때문이라고 설명한다. 그리고 정보통신진흥기금도 지원받아 PHS 단말기 개발의 수출단계에 있다. 또한 설립된 지 1년이 채 안 된 회사였지만 박병엽 사장의 끈질긴 설득 끝에 성실성과 성장가능성을 인정받아 기술신용보증기금 보증을 얻어내기도 하였다. 박병엽 사장은 매일 은행을 출근하였고, 인맥을 쌓았으며 그런 끈질긴 노력 때문에 은행장의 자신의 집을 담보로 한 돈까지 빌릴 수 있었다.2. 팬택이 진입한 제품 시장은 무엇이고, 그러한 제품 시장 다각화가 팬택의 초기 성장에 기여한 바는 무엇인가?일찍이 일본에 씨앗을 뿌린 탓에 팬택은 까다로운 일본에 PHS 단말기를 수출할 수 있었고 최근 동남아 일부 국가들에서 PHS를 표준으로 채택하게 됨에 따라 이들 국가로부터 수요도 예상되고 있어 지속적인 제품 다양화가 진행될 것이다. 그리고 독일의 카트라인사와 합작하여 ‘팬택-카트라인’사를 설립하였고 이것을 토대로 팬택은 코드 분할 다중 접속(CDMA)방식의 PCS 단말기, 유럽 표준의 GSM 단말기 등 설계 기술 및 첨단 기술을 이전 받아 국내 생산 기반을 마련하였다. 팬택은 사업의 다각화를 위해 멀티미디어 관련 3개의 중소 유망 기업과 제휴를 맺어 멀리티미어 부분에 진출하는데 성공하였다. 이를 통해 영상 기술과 정보통신, 위성 통신에 이르기까지 선진 기술 기업으로 입지를 굳히며, 비약적인 성장을 거듭하고 있다.

경영/경제| 2009.06.24| 2페이지| 1,000원| 조회(267)

경영, 유통, 경영정보, 로만손, 팬택, 로만손&팬텍 사례연구

미리보기

닫기