Thesis (Ph. D.)--UCLA, 2008. / Vita. Includes bibliographical references (leaves 278-290).

En même temps: Thèse Neuchâtel, 2006. / Bibliogr. Index.

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Entender las crisis Fases de las crisis Ventanas de intervención Escalada Eventos e impactos no siempre van de la mano A más impacto, menos control La crisis es una fase particular dentro del conflicto El objetivo 1 en una crisis ¿Cultura organizacional pro crisis? ¡Tenemos una crisis! Comité de crisis Niveles de activación Centro de control Lista de contactos relevantes Preguntas sobre los hechos Formato del plan de contención Secuencia de acción ante una crisis ¿Cómo vender el plan de manejo de crisis a su equipo? Las comunicaciones pueden contener o expandir las crisis Entender a los medios de comunicación ¿Qué comunicar? La pirámide comunicacional Las siete erres Comunicaciones en corporaciones internacionales Voceros Presencia corporal en la televisión Se puede hacer mucho antes de una crisis Metodología para la gestión de riesgos Recomendaciones Dos técnicas más La crisis no acaba con la crisis Recuperación Aprendizaje Autoevaluación Hoja de ruta y actitudes Brechas peligrosas Vulnerabilidad en el extramercado Trabajar sobre los factores internos pro crisis Reputación, imagen, riesgos y responsabilidad social Proyectos de inversión y relación social armónica Manejo de crisis en el sector público Crisis como oportunidad

Joseph Joubert, ce moraliste français nourri de Platon et d’Aristote, aura manifesté une possibilité d’écriture échappant à la fois à celle des Essais, des Pensées, des Maximes, des Caractères, des Mémoires, des Confessions, et même d’un journal, mais en injectant de cette dernière forme ce qui pouvait faire lever la pâte de toutes les autres. Joubert l’a-t-il tenté en plus grande conscience de ce qu’il faisait qu’il ne le dit et que peut légitimement le faire croire qu’il ait laissé aux Chateaubriand (1838), Paul de Raynal (1842), André Beaunier (1938), cardinal Grente (1941), Raymond Dumay et Maurice Andrieux (1954), Georges Poulet (1966), Paul Auster (1983), Rémy Tessonneau (1989), le soin, le mérite, l’effort, mais tout de même aussi le plaisir ou la chance de faire son ouvrage à sa place ? La perspective contemporaine de cette hypothèse est celle d’un art des notes qui passe, dans le cas de Joubert, par l’établissement d’une poétique de leur classement. / Joseph Joubert, this french moralist who had a fondness for Plato and Aristotle, has revealed a mode of writing which is not like the one of Essays, Thoughts, Maxims, Characters, Memoirs, Confessions, and not even like a diary, but which derive from this last mode what is able to raise the dough of all others. Was Joubert aware of this contrivance more than we can think about, owing to the fact that he had committed his scripts to the following’s care : Chateaubriand (1838), Paul de Raynal (1842), André Beaunier (1938), cardinal Grente (1941), Raymond Dumay et Maurice Andrieux (1954), Georges Poulet (1966), Paul Auster (1983), Rémy Tessonneau (1989) ? Answering in the affirmative is equivalent to the assumption of an art of notes which goes through the working out of a literary theorie of their classification.

by Kong Kan, Karen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 81-82). / EXECUTIVE SUMMARY --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGMENT --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / "Marketing Difficulties Start with Chinese Misunderstanding of the Word ""Wine´ح" / Scope of Study --- p.3 / Decision Problem --- p.3 / Research Objectives --- p.3 / Methodology --- p.5 / Research Design --- p.5 / Data Collection Method --- p.7 / Limitations --- p.10 / Chapter II. --- EVALUATING THE MARKET OPPORTUNITY --- p.13 / Environmental Analysis --- p.13 / Macroenvironment --- p.13 / Microenvironment --- p.15 / Company Profile --- p.17 / Competition Profile --- p.19 / Market Share Competition --- p.19 / Fine Wine Segment competition --- p.20 / Regular Wine Segment competition --- p.21 / Consumer Profile --- p.22 / On-premise Sales --- p.22 / Off-premise Sales --- p.22 / Market Potential of Remy Wine Division --- p.22 / Summary of Chapter II --- p.26 / Chapter III. --- THE TARGET MARKET --- p.27 / "Alternative 1: General public as target market, including supermarkets as outlets" --- p.28 / "Alternative 2: General public as target market, maintaining the 4existing retail outlets" --- p.29 / Alternative 3: Middle to high income group as target market maintaining the 4 existing retail outlets --- p.29 / "Alternative 4: Middle to high income group as target market, including supermarkets as outlets" --- p.30 / Best Alternative Justification --- p.30 / Target Market Description --- p.32 / Chapter IV. --- STRATEGY FORMULATION --- p.34 / Marketing Strategies for Young Adults --- p.34 / Product and Price Strategy --- p.34 / Distribution Strategy --- p.38 / Promotional Strategy --- p.39 / Marketing Strategies for Mature Adults --- p.42 / Product and Price Strategy --- p.42 / Distribution Strategy --- p.44 / Promotional Strategy --- p.45 / Marketing Strategies for Mature Market --- p.48 / Product and Price Strategy --- p.49 / Distribution Strategy --- p.49 / Promotional Strategy --- p.49 / Chapter V. --- TIMING AND BUDGETING --- p.51 / Chapter VI. --- CONCLUSIONS --- p.55 / EXHIBITS --- p.57 / BIBLIOGRAPHY --- p.79