第一篇：2008年IBM全球CEO調查報告

未來的企業有何特征？為了回答這個問題，我們對全球超過1000位CEO進行了訪談。我們將這些對話與IBM的統計數據和財務分析整合起來，向您展示有關企業未來的獨特觀點。

CEO們力爭迅速調整自己企業的市場定位，以便能抓住所看到的發展機遇。通過與他們探討計劃和挑戰，我們得出以下幾條值得關注的結論：

大多數企業都受到變革沖擊，許多企業為跟上變革而不斷努力。80%的CEO都認為巨大的變革正在迫近，然而預期的變革與掌控變革的能力之間存在巨大的差距，這道鴻溝較2006年的上一次“全球CEO調查”擴大了近三倍。

客戶的要求越來越高，但CEO們并不認為這是威脅，而是能夠使企業獨具特色的契機。CEO需要花費更多的精力來吸引并留住日益富足、見多識廣而且具有很強社群意識的客戶。

幾乎所有的CEO都在調整企業的業務模式-2/3的CEO正在實施大規模的創新。超過40%的CEO正在改變企業運營模式，以提高其協作性。

許多CEO都在積極推動全球業務設計，深化改革業務能力并開展更廣泛的合作。CEO們已不再局限于全球化的概念，各種規模的企業都在進行重新配置。

以便能抓住全球整合的商機。財務業績出眾的企業的舉措更為大刀闊斧。這些企業提前實施了更多變革，而且掌控變革的能力也更強。這些企業的業務設計更為全球化，合作更為廣泛，業務模式創新的形式也更為徹底。

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第二篇：IBM-English——全球頂級CEO演講詞

Good evening!It is a great honor for me to share this stage with the Lord Mayor, chief executive of Hannover, with Mr.Yang, and in a few minutes with Chancellor Kohl.I have been looking forward to this evening for a long time, because I have known for many years how important CeBIT is to the global Information Technology industry.So before I go any further I want to thank you very much for inviting me to participate in this important forum.Now I have given a lot of thought as to what I would say to you this evening.On the one hand, I am here as a representative of the Information Technology industry on the event that is bigger by orders of magnitude than any other technology exhibit.That is quite a statement in a industry that is good at many things, especially celebrating its own creations.On the other hand, like most of you, I have spent most of my professional life as a customer of this industry.So I know that after the splash and promises comes the harsh light of morning and often the customer is left standing alone wondering what happened, or as the head of one of our most important German customers put it, “Yours is an industry that is very good at weddings and not so good at marriages.” So tonight, while I will talk about the power and potential of Information Technology, I hope the temper of my remarks with the perspective I had when I came to IBM five years ago, the perspective of a customer.Now it is certainly easy to see why raw technology dominates these events.It is adoptive;it is breathtaking;and it is penetrating every aspect of our lives.Today there are more PCs sold annually in the world than TVs or cars.The typical luxury automobile today has 20 to 30 microprocessors in it, more computing power by far than was inside the landing-craft that took the first astronauts to the moon.Last year there were five times more E-mail messages sent than the number of pieces of paper mail delivered worldwide, 2.7 trillion E-mails.And I got more than my share.There is another way to look at what is going on.In the mid-1970s, the first super computers appeared.They were capable of about 100 million calculations per second.And they cost about one million dollars.Today the laptop computer that college students carry in their bags, packs, is twice as fast as that first super computer, and it costs less than 3000 dollars.The trend in data storage is even more impressive.In the early 80s, the standard unit of computer storage, one mega-byte, or one million bytes of information, cost about 100 dollars.Today, it is 10 cents.In two years, it will cost 2 cents.These gains are driven by continuous advances in how we pack information into smaller and smaller spaces.If the US Library of Congress could shrink its collections of 17 million books by the same factor we just discussed, it could replace 800 kilometers of shelf space with less than 40 meters of space.These advances are going to continue and accelerate the rate microprocessors, storage, communications, memory, and all the other engines that are propelling this industry or continue to lead to the products of the faster, smaller, and less expensive, just as they have for 30 years.But as we stand here today, the opening of CeBIT, we are on the threshold of a very important change and the evolution of this industry.In many ways, this industry, a very emitory industry, is about to play out in its most important dimension.That is because the technology has become so powerful and so pervasive that its future impact on people and governments and all institutions will dwarf what has happened today.I believe there are two trends that are most significant here, and bare the closest watching.The first is what we call deep computing.The term is inspired by our chess-playing super computer Deep Blue, which I believe many of you know competed with the Grand Master Gary Kasparov last year.Deep Blue is an amazing machine, capable of 200 million moves per second.But speed, while essential, is not enough.After all, Deep Blue's predecessor was quite fast, but it loss to Gary Kasparov two years ago.The difference in second time around was an infusion of knowledge, human chess knowledge, thousands and thousands of chess moves, games and outcomes, captured as mathematical algorithms.This is what led Deep Blue to mimic the workings of the human mind, and race through millions of possible chess positions and extract the best one.And it worked rather well.But Deep Blue is emblematic of a whole class of emerging computer systems that combine ultra-fast processing with sophisticated analytical software.Today we are applying these systems to challenges that are far more vital than chess.Let me talk about two important application areas, starting with simulation.Simulation is about replacing physical things with digital things, recreating reality inside these powerful computer systems.In the farmer suitacle industry, the ability to simulate the interaction of chemicals, and do it in the computer rather than in test-tubes and Petri dishes, can speed up by years the discovery and testing of new farmer suitacle.Mercedes, BMW, Fiat, Volvo, SAAM all design cars today on computers, no physical markups, no models.And aviation does so, pioneer many of these techniques, and Boeing broke new ground when it designed the 777 airplane entirely on computers.It was a very bold move, and even some of Boeing's engineers had trepidations.I had trepidations because three month after I joined IBM I went out to Boeing to see my good friend Frank SCHURZ , who was the CEO.And Frank said to me, “Since this new airplane was built on your computers, maybe you should go on the first flight.” And I said, “It is my wife's birthday.” And he said, “I did not even tell you the date yet.Coward!” Computer simulation saves time, saves money, and it gives customers a competitive advantage, and it can do more than that.Recently the US department of energy asked IBM to build a gigantic super computer to simulate nuclear weapons so that they will never have to be exploded for test purposes, ever again.The second type of deep computing is what we call data mining--some people call it business intelligence, the ability to extract inside from mountains of information, and see relationships and trends that previously were not available or invisible.Banks are looking at spending patterns and other demographic data to see which customers are more profitable over the long haul.Health-care companies are analyzing millions of patient records to find hidden indicators of disease.These tools are also helping slash the staggering cost of insurance fraud in the health-care industry, which is a hundred-billion-dollar problem in the United States alone.Insurance companies can now spot every billion practices.One company in the United States has saved 38 million dollars, having invested only 400 thousand in this technology.In one instance they found a doctor, who was sending it a bill once a week for a procedure that particularnews, weathers, sports scores, online magazines called E-zines, and short consumer information.IBM has had a different view for some time.We believe the real potential of the network world is for conducting transactions of all kinds, between parties of all kinds, an effect that seems to be what is happening.Consider that across Europe Internet sales of about one billion dollars last year are projected to reach 30 billion dollars by the year 2001.One study says that the worldwide Internet commerce activity will double, double in the next six month alone.And most of that is business to business transactions.We see the total market for Internet commerce hitting 200 billion dollars by the end of the century.And that is a conservative forecast.It is not just about buying and selling.About a year ago IBM coined the term E-business to describe all the ways that people will derive value from the Net.Transactions among employees within the business to prove how products are developed, how ideas are shared, how teams are formed, how work gets done.Transaction between a business and its suppliers, its distributors, its retailers, to increase cycle times, speed and efficiency.And the very important transactions and interactions between governments and citizens, educators and students, health-care providers and patients.It is a very exciting stuff.And the greatest changes and challenges are not in the technology.In fact, connecting to the Net is relatively easy.The big challenges are in the fundamental transformation of the way things get done in the world.That is because networks are great levelers.They dissolve barriers to entry the neutralized traditional assets like physical stores and branches.Networks dissolved the boundaries within and between companies, countries, continents and time-zones.It is not hyperbole to say that the network is quickly emerging as the largest, most dynamic, restless, sleepless marketplace of good services and ideas the world has ever seen.And naturally this comes with very profound applications.For one thing, they are all ready, time-honored processes that govern the way things work in the world, the way we buy and sell, the way we distribute things, the way we teach, and the way we interact with each other.That I will tell you that nearly every one of those conventions is being challenged by the network world.Let me cite a few examples drawing on what we and IBM have learned from helping thousands of customers in the last year come to the Net.New competitors can come out of nowhere, overnight, and not just from within your industry.One of the most contentious, fast moving, and bare knocle battles waged today is, believe it or not, in book selling.The leader in this online race is “amazon.com”.If you have not heard of them, do not feel bad.Three years ago, nobody heard of them.They did not exist.Their customers do not aware they exist physically, and they do not care.Amazon.com exists only in cyberspace.But with 2.5 million titles, it is nearly 15 times larger than the world's largest physical bookstore.It is open 24 hours a day, every day of the year.And they recently serve their one million of customer in Japan, one of 160 countries in which amazon ships books.Until recently they had the market to themselves.Now the traditional book sellers like Barns&Noble in the US, and medium firms like Burtlesman in Europe are jumping in.Can virtual companies like “amazon.com” battle against and beat these entrenched brands? Stay tuned.We do not know yet.The same kind of transformation is happening in retail banking, in car sales, in music entertainment, in insurance.And it is not just limited to the commercial world.Public sector institutions are being buffeted by the same powerful forces.In higher education, there is a university in Canada, Atherbasca University, that delivers 100 percent of its courses by what is called distant learning.No students on campus, no campus.All instruction is delivered online.And they have captured nearly 30 percent of all MBA students in Canada.Governments are using networks to transform every thing, from the way they buy goods and services, to the delivery of services to citizens.Singapore is putting 10 thousand suppliers online, reducing costs and increasing efficiency, and by the way is compared with the advantage in Asia.When the government of Verlancia in southern France, starts wiring entire villages, allowing citizens to conduct online transactions with local businesses, schedule a doctor's appointment, get information from their kids' school--you know something interesting is starting to happen.And believe me in America, when in certain stage you can register your car on the Internet and not have to go a way in line.I can assure you something important is happening.Trust me on this one.Now all of us must realize this is not a spectator's sport, when I was just sitting here watching “amazon.com”.Every institution and every entity must grab with this issue at the highest level as management.S&Base, Cacherdeck is one of the largest department stores in Europe.But they are making their first foreway into online sales.That is not an easy decision for an enterprise with huge investments and retail space, not to mention their economic model, their coop culture, rooted and traditional retail sales.Who made the decision for Cacherdeck to jump into online sales? I can assure you it was not their Web master.Increasingly, CEOs of companies, university presidents, government officials are stepping up to these issues.They are testing pilot sites, they are setting strategy, and they are answering questions like “How will this network world affect my organization?” “How are we threatened?” but more importantly, “How can I leverage this new medium for competitive advantage?” The toughest, most jocular decisions that need to be made are which browser or which server their core management and policy issues.This only escalates all these issues, only escalates as the network world marches on.We have already talked about the first milestone that is the Net connecting, say a billion people to perhaps a million E-businesses.The next milestone is what we and IBM call pervasive computing.Fifty years ago where did you find electric motors? Big factories, power plants, and they were big and expensive.Today you might find a hundred electric motors in the typical homecars, appliances, tools, doorknobs, clothes.Most significantly all of these tiny intelligent devices will be interwoven in the fabric of the computing and communications network.And what will this mean for consumers and enterprises? A quick example, think about driving down the autobahn.Your intelligent car develops an engine problem.But instead of flashing you a warning light, it sends a message directly to the manufacturer over a wireless connection to the Net.The manufacturer systems diagnose the problem, and they transmit a fix back to the electronic complex in your car.In fact, that electronic fix is transmitted to all models of that car anywhere in the world without having to notify the owners.And that is good for the driver, so also better for the car maker.Instant performance information captured and sent immediately into product development and manufacturing, continuous feedback loop, continuous improvement, resulting in better cars, good for the consumer and competitive advantage for the businesses to get there first.How can any company with tens of millions of vending machines scattered all around the world know at any point what is selling, what is not selling, how much of an item is left, or when to send a rood driver to empty the coin box.A little chip in each machine could check and report on all of those items with ease, and even better.Why could not that machine include a thermal stack that told it, it is freezing today, drop the price by 10 pfennigs.It is 35 degrees, raise the price by 15 pfennigs.Soon we will see this hyper standard network world made up of a trillion interconnected intersecting devices.And this will intersect with the data capability I spoke of early--pervasive computing meets deep computing.Companies and institutions will amass more data, more information than ever in history.And for the first time they will be able to do something productive with the turn raw data into knowledge and move that knowledge to the right people instantaneously.Personally I believe that future leadership companies and by the way future leadership institutions of all kinds will be those who know how to compete and win on the basis of knowledge--learning, adapting and improving the vital asset we know as information.Now I have covered a lot of ground here very quickly.I want to show you a brief video that illustrates some of these ideas that I have talked about.(VIDEO)

The brilliant computer technology, which has enabled this biggest explosion in the last 20 years, is that they are getting increasingly more powerful without getting more expensive.Make a chip run over one giga-hertz was someone like breaking the sound barrier on land.We really found that we can work at it.There is anything that you cannot build.And we have solved the problem and now we are continue to increase frequency for the next 10 years.Our ability to manipulate information and our ability to do video and multimedia are critically dependent upon having larger and larger storage devices.Recently we demonstrate a laboratory world recogdencive 11.6 billion bits per square inch for a hard disk drive.We want to be having a continued advance at storage capabilities when the physical limitations prevent us from extending current devices.That is why we are investigating using hologramed information, even manipulating individual items.In the information age, up till now, the oriental culture has a disadvantage, because of the difficulty in input.To do Chinese speech recognition, we need to improve recognition algorithm.Also we need fast computers.Now both conditions are there.I am painfully slow in typing.It takes so long to master the skill of typing Chinese.“我帶來我公司的最新產品。請在明天上午召開聯席會議討論銷售合作的問題。”

Only in the last few years have computers become powerful enough to do on-the-fly translation of languages.You will be able to go into the World Wide Web, go to any site, anywhere in the world, and whatever language that particular site is written, and quickly browse and understand that information in your native language.It is about the same amount of time it takes for you to receive the Web page over the network.We intersect in the server.We do the translation, and we present the new page back to you.International travel is growing at between 7 and 10 percent a year.And we see the pressure is on world control authorities, and the hastle on passengers continue into grow.We try to create fast...so it appears very much like an Automatic Teller Machine.A traveler we take a credit card and put it in the kiosk, place their hand on the biometric reader, and those two things in a real time are compared with information that has been stored in a database when they enroll, and then this is what is in it.How can I make computers more fun to use, easier to use, more like interacting with humans? We have given the computer the ability to see us, and sense where we are.And now we are trying to give it ability to understand what we are trying to say.In fact, all I need to do is to talk to it and move my hands.So for example, now I am moving this object around, just by moving my hand.“Leave it there.” The computer hears me and does what I ask.Some of the really hard problems are their power, a lot of computing power.That is the deep computing.What we have learned in Deep Blue is that not only you need fast computers, deep computing power, but you need to capture human experts knowledge, and express that in terms of algorithms.The more power you have, the smarter things you can do.And that is what is starting to happen now because the computers have enough processing power to solve some really interesting and difficult problems.With such a computer you can actually simulate the physical process of what happened in the physical world.I think we will tell our kids 10 years...now, "You may not believe it, but computers used to be things that set of big boxes on top of desks.And look at...As things get smaller, faster and smarter, we are about to forget about the computer inside devices, focus on the function of the device.Computers will be everywhere, performing everyday tasks for people.We will not think them as computers any more.(END OF VIDEO)

Now I started out this evening saying I hope to represent the voice of the customer.And as we project the benefit of this network world, the hundreds of millions of people may be even a billion.It is clear that the Information Technology industry has a lot of work to do.We have got to make this technology easier to use, and more natural.And that video you saw some of the things we and others are doing and working on ease of use today.We have got our rich agreement on standards, standards for communications, for security, for software development.And I am asking you as customers to keep the heat on this industry.The demand that we deliver open standards, everybody's software running on everybody's hardware over everybody's network.There is another set of issues that extend beyond the Information Technology industryit has to be global, agreements to these critical policy issues are going to take this issue of cooperation to a new level.We are going to have to have a global public policy.First, people must have inexpensive access to the telecommunication services they need to participate, meaning governments have to encourage competition, and end monopoly structures.And the news from Europe is very encouraging recently here.It is also clear that the discriminatory tax policies can stifle this very nascent, early forming economic engine.We have to insure that electronic business is taxed the same way as the physical business world, no more, no less.And the OECD has taken on this work, and we hardly support their efforts.We also support the move to keep the Internet a tariff free zone.This will be a big fight, but that is one we have to win together.Next, security.The domains of customers for strong encryption, and governments legitimate concerns about their ability to provide public safety and enforced laws do not have to be neutrally exclusive.IBM is working with the US government, with the European Union, and governments around the world to support an unrestricted market for encryption products that can inter-operate globally.We are not anywhere near for along on this we need to be, but I am confident we will get there.We have to get there, there is too much of stake.Finally, privacy.How can we continue to strike the balance, the right balance between respect for the individuals privacy and the benefits on the other hand of information flow in a connected world.The solution here must start with the private sector, not government.And a reinformation of a few proven principles by all businesses that consumers get fare notice about information that is used, that is theirs, and the opportunity control, and confirm its use.And a number of companies are moving in this direction.IBM has recently adopted a global privacy policy for managing information online and it is posted on all of our web sites around the world.With global agreement and cooperation and understanding, the Information Technology industry, government and our customers will go forward.I believe and insure that this global market place grows boldly, safely, and delivers on a real promise.That is important to every one.As we look ahead to the next millennium, I do not think there is any question any longer about the profound power of this technology.In an incredibly short span of time, it is developed to the point where it can, we can talk about it in the same context as any of the other great technologies had transformed our world.We are watching, we are participating in the emergence of something much bigger than the new computing model, much different than just a new channel for human interaction.Information Technology, and specifically network technology, represents the most powerful tool we have ever had for change.It is a new engine for economic growth, a new medium that will redefine the nature of relationships among governments and institutions and businesses of all kinds, and the people they serve now, and they might serve tomorrow.This powerful tool is here for all of us today.Each of us will have to decide how will it exploited, and how soon.But in any case, the nations, the government agencies, the public sector and commercial institutions, that do theirs most effectively will create enormous competitive advantage into the 21 century.Thank you very much, and I hope you have the most successful CeBIT ever.

第三篇：2012全球女性CEO的七大特征

2012全球女性CEO的7大特征

在男人占據多數的商業世界中脫穎而出，女性CEO開始越來越多的嶄露頭角。500強企業中的女性CEO為12位，據CTPartners的研究顯示，今年全球女性CEO的人數增長不多，但在其所領導的公司中，女性CEO的權力開始日漸加大。女性CEO增速緩慢，所在公司排位提前

目前，世界一流的公司中只有2.6%由女性CEO領導。2005年，領導500強企業的女性CEO只有6位(1.2%)，2012年人數增至12位。雖然人數增加了近一倍，但7年以來平均每年增加的女性CEO不足一人。

可喜的是，2005年，女性領導的的公司排名超過300。現在女性卻開始領導一些較大、具影響力的企業。比如，Margaret Whitman領導全球十大企業之一惠普；IBM的Virginia Rometty領導全球排名第19的企業；其他女性CEO領導排名第28、第41、第46等等的公司。今年，只有一位女性領導排名超過300的公司，她就是全球最大的多元化礦業和自然資源集團之一英美資源集團的前CEO Cynthia Carroll。

掌握500強企業2.4%的收入

這12位女性CEO掌握亞洲、歐洲和美國世界500強企業總收入的2.4%，現在總共控制6,800億美元的收入，而2005年的女性CEO只控制1,020億美元的收入。但是，2012年的數額依然只是德國總理默克爾所掌管經濟資源的20%。

女性CEO的生涯始于50歲

除了帝國煙草公司的Alison Cooper 40多歲外，研究中的所有女性CEO都超過50歲，沒有超過60歲的。

美國公司領先

美國公司在讓女性擔任高職方面取得最大的進展，2005年只有三位女性CEO，增加到現在有九位世界500強企業的女性CEO，7年間增至三倍。與亞洲和歐洲的女性CEO比較，美國的女性CEO所領導的公司規模也較大，收入總共達5,800億美元。

亞洲公司的影響力壯大，但卻未能提拔女性CEO

比較起來，世界500強企業中的亞洲公司超越了美國公司，總體上產生更多收入（9,526萬億美元，美國公司8,405萬億美元），數目由2005年的127家增加到現在的179家。

但是，亞洲女性CEO人數沒有同步上升，實際上反而下降了。2005年來自中國上海寶鋼和日本大榮的兩位亞洲女性CEO，到2012年已離職，新上榜的亞洲女性CEO是領導西太平洋銀行的澳洲女性Gail Kelly。

女性CEO所在最多的行業

似乎最愿意聘用女性CEO的是消費品公司和科技公司。雅虎的新任CEO Marissa Mayer和谷歌的首席運營官Sheryl Sandberg今年出現在很多新聞頭條，但龍頭科技企業由女性領導其實也不是什么新鮮事，惠普、IBM甚至施樂都是由女性領導的。消費品公司百事公司、卡夫食品和TJX也各有一位女性CEO。

施樂：7年都由女性擔任CEO

比較2005年到2012年的女性CEO，施樂是現在唯一一家一直由女性擔任CEO的公司。2005年的所有其他女性CEO都沒有再領導今年的世界500強企業。

大型企業無疑將慢慢地接受抱有雄心壯志的女性擔任高職，但是，要讓更多女性在公司中晉升到最高層職位，還需要協力培養和留住人才的多方面配合。CTPartners的執行合伙人葉慧敏表示︰“全球女性管理人才必須為事業作出必要的犧牲，承擔必要的風險，并發現她們更需要保持明確目標，否則有機會偏離自己理想的事業方向。”

一覽設計英才網（）

第四篇：2006年全球薪酬調查報告

2006年全球薪酬調查

根據美世人力資源咨詢公司(Mercer Human Resource Consulting)的調查，預計明年全球的薪酬漲幅將高于2005年。全球平均薪酬將高出通貨膨脹率2.4個百分點，而今年為1.9個百分點。就歐盟(European Union, EU)而言，平均薪酬將高出通貨膨脹率2個百分點。

在被調查的國家中，包括美國和英國在內69%的國家，薪酬將高出通貨膨脹率1至3.5個百分點。研究還發現，少數國家的薪酬漲幅將超過全球平均水平的一倍以上。預計薪酬漲幅最大的國家為印度，埃及和立陶宛，其薪酬漲幅將分別較通貨膨脹率高出7.3%、7.1% 和

5.5%。

美世公司人力資本顧問服務全球主管格雷格?科尼什表示：“我們看到過去幾年來全球經濟一直在強勁增長，所有的跡象都表明，這種勢頭還將在2006年持續下去。鑒于經濟的強勁增長，和通貨膨脹水平的進一步穩定，我們預計明年實際薪酬的漲幅將高于今年。”

美世2006年全球薪酬規劃報告(Mercer’s 2006 Global Compensation Planning Report)調查了全球大約70個國家的就業、經濟和薪酬趨勢。有關預期薪酬的數據來源于對跨國公司的一項調查，有關通貨膨脹的數據主要源于國際貨幣基金組織(International Monetary Fund, IMF)和經濟合作與發展組織(Organisation for Economic Co-operation and Development)。該報告顯示全球的薪酬和通貨膨脹趨勢存在明顯的差異。

歐洲

這項調查涉及歐洲31個國家，其中包括歐盟的24個國家。調查結果顯示，西歐各國的薪酬水平可能保持穩定，而東歐國家受經濟增長速度較快的影響，其薪酬水平將有所上升。在西歐各國中，預計平均薪酬漲幅最高的國家仍將是希臘，這是希臘連續第三年占據這個位置，其員工薪酬的漲幅可望達到4.9%左右。預計希臘的通貨膨脹率為3%。愛爾蘭、西班牙和意大利工人的薪酬也有望出現顯著增長，漲幅分別可達4.2%、4%和3.8%，而通貨膨脹率預計分別為2.4%、3.2%和1.8%。英國員工的薪酬有望增長3.5%，通貨膨脹率為2%.。預計薪酬漲幅最低的國家為德國，其薪酬漲幅為2.1%，通貨膨脹率預計在1%左右。

東歐各國的薪酬漲幅可能是全球最高的水平，預計立陶宛的薪酬漲幅為8.5%，位于全球排行榜的第十一位，其通貨膨脹率為3%。預計明年拉脫維亞和愛沙尼亞的薪酬水平也將出現大幅增長，漲幅分別可達8.3%和7.5%，通貨膨脹有可能在 5.3%和2.5%。另一方面，波蘭工人的薪酬狀況將更為糟糕，薪酬漲幅預計僅為3.1%，而通貨膨脹率將達到2.6%。

“雖然許多東歐國家自加入歐盟以來都經歷過高工資通貨膨脹，但它們的勞動力成本仍然極具競爭力，” 科尼什先生評論道。“跨國企業仍然在東歐尋找機會，希望以較西歐低得多的成本開展業務。”

北美地區

近年來，美國經濟的持續增長已經對全球各國產生了影響。不過，在美國，這種經濟增長不一定已經轉化為工資的通貨膨脹。

“盡管美國經濟大幅增長，但許多公司對加薪的態度仍持謹慎態度，公司將繼續采用支付浮動薪酬如獎金的方式來保留員工，盡管他們不得不支付更高的基本工資。”美世公司人力資本業務總裁魯賓?費拉科恩(Robin Ferracone)說。

預計美國和加拿大的薪酬漲幅將達到3.6%。不過，加拿大員工的境遇要比美國員工好一些，因為加拿大的通貨膨脹率預計為1.9%，而美國的通貨膨脹率預計為2.6%。在墨西哥，薪酬漲幅有可能達到5%，通貨膨脹率將達到3.9%。

中美洲/南美洲

總體來說，預計中美洲和南美洲的薪酬增長水平將相當高，但這些漲幅當中的絕大部分有可能被居高不下的通貨膨脹率所抵消。例如，調查發現，尼加拉瓜的工人薪酬實際上將出現零增長，因為薪酬漲幅和通貨膨脹率均為6.8%。

阿根廷員工的薪酬漲幅預計將達到10.5%，而危地馬拉和洪都拉斯員工的薪酬漲幅有可能達到10%。這三個國家的通貨膨脹率預計分別為8.6%、5.7%和5.9%。巴西的薪酬漲幅預計為

7.5%，而通貨膨脹率預計為4.6%。

薪酬漲幅最低的國家預計為巴拿馬，其薪酬漲幅為3.8%，而通貨膨脹率預計為1.8%。亞太地區

預計亞太各國的薪酬漲幅差異很大。例如，由于經濟增長受美國投資的推動，印度和中國員工的薪酬漲幅預計可分別達到11.3%和7.8%左右。而這些國家的通貨膨脹率預計處于相對較低的水平，分別為4%和3%。

相反，新加坡員工的薪酬漲幅可能達到3.8%，通貨膨脹率達到1.5%，而香港員工的薪酬漲幅可望達到3.2%，通貨膨脹率為1.1%。

“在印度和中國招聘具備專業技能員工的企業必須提供具有競爭力的薪酬水平，因為專業人員的數量較為有限，” 科尼什先生評論說。

在澳大利亞和新西蘭，預計其薪酬漲幅將與近年來的趨勢保持一致，分別達到4.2%和

3.8%。預計兩國的通貨膨脹率均為2.8%，這表明兩國實際薪酬的年漲幅相對較低。

“雖然2006 年的經濟前景相當樂觀，但石油價格、外匯匯率和消費者信心的波動都可能影響公司明年的加薪預算，”科尼什先生說。

2006年預期年薪漲幅和通貨膨脹率-按預期薪酬漲幅高出通貨膨脹率(%)的水平排名 前5名的國家和地區

國家和地區2006年平均預期薪酬漲幅2006年預期通貨膨脹率預期薪酬漲幅高出通貨膨脹率的百分比

印度11.347.3

埃及124.97.1

立陶宛8.535.5

愛沙尼亞7.52.55

保加利亞8.43.54.9

后5名的國家和地區

國家和地區2006年平均預期薪酬漲幅2006年預期通貨膨脹率預期薪酬漲幅高出通貨膨脹率的百分比

以色列2.51.80.7

波蘭3.12.60.5

土耳其6.36.10.2

尼加拉瓜6.86.80

馬耳他1.71.9-0.2

第五篇：全球化妝品市場調查報告

全球化妝品市場調查報告

一.化妝品行業整體趨勢

全球化妝品行業的零售額達253億美元，而且持續5年強勁而穩定的增長趨勢，尤其從1997-2000年，以每年11.7%的增長率遞增。另一方面，據分析家預測，雖然化妝品行業近幾年來銷售業績節節上升，但就整個行業來講缺乏革新的觀念，因此無論是生產者還是銷售者都面臨不能滿足消費者日益提高的消費品位的危機。

雖然近5年來化妝品行業不斷涌現新品，但大多數只是在原有產品的基礎上加入護膚的成分而不是在配方上有所突破，因此，在全球化妝品市場日益成熟的今天，生產商和銷售商也面臨著越來越大的挑戰。各式各樣女性美容時尚雜志及廣告也成為推動化妝品行業革新的一個重要因妝品牌爭先恐后推出其新品牌，其中臉部化妝品表現最為出眾，占全球銷售市場35%的份額，比較著名的品牌有露華濃的Skin lights和Shin-brightening系列，LVMH旗下的紀梵希也準備推出兩到三款星級產品以鞏固其在行業中的地位。

口紅又是整個臉部化妝品中占有率最大的一部分，達30%，市場投資力度的加大以及各品牌相繼推出的各式口紅是市場蓬勃發展的重要因素。為了提升銷售業績，許多生產商還選定了中老年消費群，推出抗衰老口紅，取得了相當不錯的反響。使用及攜帶方便是另一個重要的市場因素，許多二合一及三合一的化妝品是近5年來市場的熱賣品，表現出眾的有妮維雅含維他命E及蘆薈的三合一彩妝品。一些外形小巧的化妝品迎合了年輕消費者的口味，成為化妝品市場的又一類暢銷品。如2000年和2001年，化妝品廠商們把目標集中在20歲以下和20-25歲的年輕顧客。

2001年是化妝品市場的豐收年，一些加入了植物萃取精華及清爽配方的化妝品無論在大眾還是高檔品牌市場都大受歡迎。同一產品在不同的地方購買，價格也會有所不同，在美國藥店出售的價格為40.72美元的化妝品在百貨公司可能只需要29.05美元，因此人們更愿意去百貨公司購買化妝品。分析家們同時還指出另外一個影響化妝品市場的因素：廣告宣傳中的產品意識不夠強。隨意翻開一本化妝品雜志，除去產品名稱及廣告宣傳標語，都是千篇一律的美女，再加之現在的化妝品所含原料成分均是大同小異。因此消費者很難從中找出產品差異，選出適合自己的產品。談到產品原料，全球香精香料的供應已從原來的50%縮減到20%，因為不含香精成分的化妝品已越來越受到消費者的喜愛，而一些生產能力薄弱的小化妝品生產企業也在這殘酷的競爭中被淘汰了。

二.錯綜復雜的美國化妝品市場錯綜復雜的美國化妝品市場

2001年對美國彩妝市場而言可謂是危機四伏，除唇部及眼部彩妝品的銷售額上升了

3.7%，(其中口紅上升6.8%，眼部產品上升1%)，其余彩妝品皆呈下滑狀態，指甲用產品表現平平，截止去年12月30日，臉部彩妝品已連續52周下滑，跌幅達3.3%。

據Information Resources調查公司資料顯示，美寶蓮仍保持了其眼部彩妝品全美銷量第一的位置，其中Expert Eyes是其最暢銷產品，市場占有率達8.6%，但就眼部彩妝品整體而言，美寶蓮仍有1.2%的跌幅。這與寶潔公司Cover girl的情形非常相似，雖然其臉部彩妝品整體下滑3.4%，但它仍是該領域內銷售業績突出的品牌，市場份額達8.2%。

由于美國經濟疲軟的影響，許多彩妝品消費者開始轉向在價格較為低廉的大眾市場購買，雖然目前仍沒有準確的數據，但這種跡象越來越明顯，大眾市場的彩妝品銷售商成為了最大的受益者。然而，并非所有的大眾市場銷售商都受益平均，ICN(International Cosmetic News)雜志對目前美國市場最暢銷的四種產品作了一次價格調查，分別在Rite Aid藥房和Wal-Mart百貨公司，調查結果顯示，Wal-Mart百貨公司仍是購買這幾類彩妝品的上佳選擇。另外，目前有許多彩妝品的大眾市場價格與百貨公司價格已相差無幾，倩碧表現尤為明顯。但百貨公司的專柜會為消費者提供美容咨詢、皮膚測試以及不定期贈送產品小樣，這

些都是大眾產品市場無法比擬的，因此，百貨公司的化妝品專柜仍是美國人的首選。針對這一現象，大眾市場化妝品商家們絞盡腦汁開拓新路，他們陸續推出一些低價位的新品來吸引顧客，并把某些做得較好的品牌改為連鎖經營的形式，如Duane Reade就在紐約設立了200個藥店連鎖。然而，寶潔公司彩妝部副總監Marc Pritchard指出，銷售商們不能忽視大品牌的市場效應，8年前暢銷的6大品牌依然是今天市場的主角，這說明消費者在購買產品時對知名品牌的認可以及這些生產企業持續多年來的努力。同時，這些較大的知名品牌也占據了相當大份額的市場，對整個化妝品市場起著舉足輕重的影響。如前段時間原可口可樂公司行政總裁杰克入主露華濃，雖然很多行業人士對這一舉動表示不太樂觀，但他們仍希望杰克能扭轉露華濃的劣勢，因為這也同樣意味著扭轉整個化妝品業的劣勢。彩妝品與香水的比例已從原有的5：5到如今的4：1，可見化妝品在整個行業中占據的重要位置。

三.創立化妝品行業的個性化品牌

一個化妝品牌要想成功，就得為顧客提供不一樣的獨特感覺，它包括從產品銷售的模式、外包裝以及與之相關的各類廣告宣傳和促銷活動，只有對產品進行全方位的革新與創造才能在眾多的化妝品牌中獨樹一幟。而倩碧就是其中的佼佼者，它在保持自己原有優勢的前提下，不斷地出新招，顯示獨特的個性，因此，無論從廣告、商場的專柜，還是其它銷售場所，倩碧總給人一種耳目一新的感覺。而很多化妝品生產企業在推陳出新的同時卻忽略了最重要的一點，即賦予產品與眾不同的生命力。只有擁有個性的化妝品牌才能借助包裝與廣告來擴大自己的影響力。紀梵希英國市場總監David說，以口紅為例，這是彩妝中不可缺少的一部分，每年也有不少新的品牌出現在市場，然而真正暢銷的也就那么一兩個品牌，很簡單的道理，那些千篇一律沒有個性的品牌被逐漸淘汰了。如今的消費者對化妝品的喜愛在不停的變化，她們關心的是每天有什么新品問世?新產品能帶給她們什么樣的驚喜?以紀梵希為例，公司每季都會推出一兩款彩妝必備品，以滿足愛美人士的需求，同時也讓消費者期待著下一季的新品上市，讓顧客心里永遠都記著這個品牌。另外，隨著新品的問世附上介紹正確化妝及選擇色彩的小宣傳冊，也能吸引住不少愛新奇的顧客，尤其是年輕消費者。露華濃的Skin lights系列也依靠這一點取得了非凡的銷售業績。另外，產品的外觀設計與包裝也是不可忽視的一點，因為人們在選擇色彩與質地的同時也會考慮到產品的包裝問題，這并不需要太高的技術水平，只要賞心悅目，讓消費者覺得好看就行。比較成功的范例有克利斯汀·迪奧的Addict口紅。

總結

通過我們對市場的全面分析和深入了解,已經對化妝品進行了正確的市場定位,找準了正確的策略,為產品推廣打下了基礎,相信通過一些活動,化妝品一定會取得偉大的成功,在將來的市場競爭中取得優勢.