Companies

Net earnings after pre-tax profits. Profiles include: Anadarko Petroleum, Chevron Texaco, Conoco Phillips, Exxon Mobil, Occidental, Schlumberger, YPF SA, EnCana Corporation, Imperial Oil, Petroleo Brasileiro, Total SA, E.ON, ENI, Repsol, Ecopetrol SA, Norsk Hydro, Statoil, Devon Energy Corporation. BP, Shell, BHP Billiton, CNOOC, Sinopec and PetroChina. Updated on a monthly basis.     

销售企业客户服务体系建设的几点建议

在阐述客户服务意义的基础上，提出对中国石化成品油销售企业客户服务体系建设的建议，即建立以客户为尊的服务理念；建设特色企业文化；完善员工服务体系；注重细节，提高服务质量；整合现有客户体系资源，拓展服务功能。     

工程建设安全工作的特点及管理对策

从施工环境、施工现场、管理对象等方面简要介绍了工程建设过程中的安全工作特点，并针对工程建设安全工作的特点提出了通过合同明确建设单位、设计单位、监理单位、施工单位和经营单位的安全责任、建立安全管理机构、强化安全教育及培训等对策。     

Developing Cost Response Models for Company-Level Cost Flow Forecasting of Project-Based Corporations

The difficulty in applying the standard curve (S-curve) and cost-schedule integration (CSI) techniques for company-level cost flow forecasting in a project-based industry is the prerequisite of forecasting future unknown individual projects and contract classifications. By analyzing cost flows at the company level through a pool of macroeconomic and internal financial data, this paper proposes an innovative approach to firm-specific model estimation. First, a series of data transformations introduce linear relationships between cost, macroeconomic, and internal financial variables. Second, multivariate regression analysis is employed for initial model building. Third, for the purposes of model restructuring, a subsequent application of Yule–Walker estimates and incomplete principal component analysis is used. This paper uses a sample of four project-based construction firms to demonstrate model performance. Using this methodology, mean absolute percentage error (MAPE) values of the forecasting models range from 0.27 to 0.60%. As such, the transformed cost, macroeconomic, internal financial data could strongly predict company-level cost flow forecasting. While converting the predicted cumulative cost data to periodic cost flows, the MAPE values were augmented, ranging from 7.04 to 17.55%, thus, requiring future research.     

成品油销售企业导入顾客满意战略之浅见

从中国石化股份有限公司浙江温岭石油分公司所面临的市场态势和企业的经营状况出发，考虑企业的长足发展，阐述了实施顾客满意（CS）战略的紧迫性，指出必须实施CS战略，必须要在组织落实、宣传发动、具体措施及奖惩分明的激励机制等各方面采取得力措施。     

上市公司2001年业绩及前景

介绍了新闻纸、文化用纸有包装用纸上市公司2001年的主要业绩并对其发展前景作了分析。     

简析纸业上市公司2005年业绩及前景

本文简述了2005年造纸业各上市公司的主要业绩，并对其发展前景作了简要分析和展望。     

上市公司的利润操纵及其治理

分析了上市公司利润操纵的可能性，动机及其手段，提出了治理利润操纵的几点措施。     

IT for niche companies: is an ERP system the solution?

Abstract.  Niche companies are per definition idiosyncratic. They survive in a competitive world by mastering a small market niche, providing what their customers need. This often requires a flexible organization, and the ability to customize products. To be more efficient, many of these companies rely on extensive use of IT, often by installing general Enterprise Resource Planning (ERP) systems. These systems have grown from isolated systems that handle planning based on incoming orders and the component structure of the various products, to systems with ambitions to embrace the total functioning of the company including vendor and customer relation management. In this paper, we present four case studies. One company is a part of a large enterprise, but performs niche functions within this enterprise. The other three are small- or medium-sized enterprises. Each of these performs in small niche markets. Common to all is the fact that they encounter problems with the utilization of their ERP systems. The major problem seems to be that the ERP system has an inherent business model that may not conform to the needs of the company. Without a good understanding of the underlying models and the constraints under which the fundamental algorithms operate, it is difficult to use these systems correctly. Even excellent systems may give bad results if they are applied to situations where they are not suited. Further, the monolithic structure of an ERP system, with a rather complicated parameter setting, is often insufficient to mould the system to the needs of a niche company. We discuss these problems based on our four case studies, and offer alternative approaches that may be considered.     

巧用营销策略 开发零售市场

综述了在成品油市场竞争日趋激烈的形势下，做好成品油销售工作的经验和体会，介绍了领导带上，上下剂心协力，分析用户的需求和用油规律，抓住商机，以适合市场规律的营销策略和热情周到的服务，现固已有市场，并开拓了新市场的做法。